Under Armour has stretched its budgets with digital activations that combine a wise use of channels (such as video tweets launched every time NBA star Steph Curry sank a three-pointer), its celebrity partners (The Rock, athletes, ballerina Misty Copeland) and high technology.

Bandy joined Cisco in 2015, as part of the new team built by new CEO Chuck Robbins to shake up the company. Since then, Bandy has been a member of the Executive Leadership team, defining the company’s digital vision and strategy and leading the growth efforts for Cisco’s digital portfolio.

Bandy often publishes articles on transformational leadership and the role of the CDO. As he told the CDO Club recently, the goal of the successful CDO is “to connect all the motions of the business.”

Devine came to the museum after consulting with a variety of customer-facing organizations such as JetBlue Airways and Avaya. That customer focus remains a guide, both in what is developed to serve the public and how—the museum recently hosted a “hack the stacks” hackathon to develop technology solutions to the challenges faced by modern libraries, with Devine serving as one of the judges.

Under her watch, AT&T’s digital properties now average 2 billion page views per month and the entire company is evolving into an all IP company by the end of the decade. Ostapower, a self-described “mathlete” in school, is also a mentor and advocate for women in STEM.

Ben is also leader of The Engine Room, which combines data analytics and programmatic media buying – Ben was also the early leader of The Shipyard’s insurance business – now called Smart Harbor. Additionally – he has been involved in the early stages of the commercialization of two technologies out of Ohio State’s Medical Center that are focused on using data to improve patient outcomes.

Clarke started out in molecular genetics before turning his technology and data science skills to co-founding several startups, including two for-profits he began as an undergrad including Blue Chip Applications, an early cloud app developer. In a recent conference presentation, he explains how evolutionary theory provides a good roadmap to address marketing disruption if marketers look at it as if progressing through small adaptive mutations.

Kaplan, who came to Dunkin’ Brands six years ago, has played a lead role in the development and execution of the brand’s digital strategy and the DD Perks Rewards Program, one of the fastest-growing loyalty programs in the restaurant industry. She also oversaw the growth of the Dunkin’ Mobile App and the company’s mobile pickup initiative, On-the-Go Ordering.

As Aviva’s CDO, Brem has been pulling together digital skill sets, making investments and partnering with startups, seeking to change use tech tools to stretch insurance services across digital and mobile. His team has launched apps that combine information and gamification to help clients plan for retirement, check their driving skills and the neighborhoods where they plan to buy (and insure) a home.

Aviva’s innovations are centered on its Digital Garage Brem launched in London’s Tech City, intentionally away from the company headquarters. Brem, who is also non-executive director of the tech incubator Founders Factory, often advocates at speeches for disrupting the status quo—especially legacy businesses like insurance—but backed up by data, with support from IT and within the consumer’s “digital zeitgeist.”

He joined RSA from Zurich Insurance Plc., where he had been in charge of creating a digital experience for customers, in a role that crossed sales and marketing, strategy and business models. A believer in rapid change, Zuanella said he created a 90-day plan at Zurich for culture change and quick wins meant to launch a digital transformation.

Among his previous jobs, Zuanella was head of e-commerce at Prudential Assurance and Head of online strategy at Barclays. Change and disruption is part of the CDO job by definition, Zuanella once told an interviewer that CDOs are temporary, because once the company reaches digital maturity, they’re not needed. CDOs are entrepreneurial by nature, we want to do things quickly, and in some companies, they can be like a powerboat in a fleet of oil tankers, he once told an interviewer.

Under Altin’s watch, Allianz has ambitious plans to invest in technology and startups. It launched a technology fund with nearly $500 million to invest in technology startups and venture funds focused on technology. It most recently made a strategic investment in Lemonade Insurance Co., a startup leveraging artificial intelligence in behavioral economics to sell home insurance. “Allianz is committed to staying at the cutting edge of insurance,” said Altin.

Even before he became the driver of the connected car, Elbaz had been in charge of the team executing “Customer Company,” a Renault project to synch all customer engagement points virtual or physical including digital and CRM tools; he led a cross-functional team responsible for defining customer strategy for each touch-point.

Elbaz has had a long career at Renault, holding a number of posts over 15 years, including a stint working as speechwriter for CEO Carlos Ghosn. In his new remit, where he maintains responsibility over the connected car project, he brings together several innovation sectors within the company.