FAQ on AI Leadership and Executive Roles in Technology

What is Rick Wargo’s background and expertise?

Rick Wargo is a Managing Partner and Global Practice Co-Leader within the Technology Practice at Boyden, with over 20 years of operational experience in hardware, software, consulting, and IT services as both an executive and entrepreneur before moving into executive search.

How has AI changed expectations for executive leadership?

Boards and stakeholders now expect leaders to be fluent with AI’s possibilities and limitations, able to integrate it responsibly into business models, and articulate a clear vision for how AI supports growth, efficiency, and innovation while managing ethical, regulatory, and cultural considerations.

Why should organizations create a dedicated executive role for AI oversight?

Due to unfettered access and rapid acceleration of AI adoption, organizations can no longer treat oversight as a secondary responsibility; a dedicated role ensures AI strategy, governance, and risk management are aligned with business objectives and creates both accountability and competitive advantage.

Where should AI strategy fall within the C-suite?

There is no one-size-fits-all answer; it depends on the company’s industry, maturity, and strategic priorities, potentially led by the Chief Technology Officer in product-focused organizations or another leader where workforce transformation is key.

What are the key responsibilities of an AI oversight role?

The role should act as a bridge between technology teams and business units, accelerating innovation while ensuring the company’s values and commitments are embedded in every AI-driven decision.

How does Rick Wargo’s experience inform his perspective on AI leadership?

His decades-long career in technology as an executive and entrepreneur gives him an in-depth understanding of leadership demands and team dynamics in the hypercompetitive technology industry, enabling nuanced, fact-based assessments of candidates.