About Christopher Franskin · The Human Behind Tech

Technology has shaped my career.
People have shaped my perspective.

CIO · Former VP Digital Transformation · Entrepreneur & Advisor

For more than two decades, I've worked at the intersection of technology, business transformation and leadership.

Across industries, countries and organizations, I've seen how technology can fundamentally change the way we operate, compete and serve people. But I've also learned something more important: the most successful transformations are rarely defined by technology alone.

They are defined by the people who lead them, the cultures that enable them and the trust that sustains them.

Today, as CIO of DKV Belgium and ERGO Belgium, I work to connect technology strategy with business ambition, operational resilience and meaningful outcomes.

But my professional journey is only part of my story.

At a glance

A career across technology, transformation and business leadership.

CIO & Executive LeadershipDKV Belgium · ERGO Belgium · Cigna

VP Digital TransformationSolvay · Syensqo

Entrepreneur & AdvisorFounder · Fusion Consulting

Leadership & GovernanceExecutive MBA · Executive education · Speaking and board development

Full professional background on LinkedIn ↗

01 / My journey

From technology to transformation. From transformation to leadership.

My career has taken me through international organizations, complex technology environments and moments of significant business change.

I've had the opportunity to lead technology and digital transformation across healthcare, pharmaceuticals, insurance and industrial businesses, including leadership roles at Roche, AbbVie, Cigna, Solvay and Syensqo.

Some assignments involved building capabilities. Others required simplifying complexity, navigating organizational separation or rethinking how technology teams operate.

What connects these experiences is a conviction that technology leadership is ultimately business leadership.

A CIO should do more than manage systems and budgets. A CIO should help shape the future of the organization.

And increasingly, that means understanding not only technology, but also strategy, culture, governance, risk and human behavior.

PHOTO PLACEHOLDERExecutive portraitYour professional portrait

02 / What I believe

Leadership is not about having all the answers.

It's about creating the conditions for people to find better ones together.

My leadership philosophy rests on five principles:

People before technology. Technology should expand human potential, not diminish it.
Trust before control. Strong organizations are built on accountability, transparency and mutual respect.
Value before activity. Being busy, adopting tools or launching initiatives is not the same as creating meaningful outcomes.
Courage before comfort. Transformation requires questioning established assumptions and making difficult decisions.
Curiosity before certainty. The moment we stop learning is the moment we begin falling behind.

These principles guide how I lead teams, work with executive colleagues and approach change.

PHOTO PLACEHOLDERLeadership and peopleA team, mentoring or speaking photograph

03 / Beyond technology

The broader perspective matters.

I'm deeply interested in the connections between business, society, leadership and human behavior.

Artificial intelligence is reshaping our understanding of work. Digital technologies are challenging traditional business models. Geopolitical uncertainty is testing organizational resilience.

Yet questions of trust, purpose, responsibility and human connection remain remarkably constant.

That's why I believe executive leadership requires both technological understanding and a broader perspective on the world.

My Executive MBA, continued executive education and experiences across different organizations have reinforced that conviction.

I also enjoy contributing to leadership discussions, mentoring professionals and exchanging perspectives with people who challenge my thinking.

PHOTO PLACEHOLDERIdeas and perspectiveConference, event or professional learning photograph

04 / Beyond the boardroom

A life is bigger than a job title.

Outside professional life, I find energy in family, travel, sport, nature, reading and discovering new cultures.

Running, training, hiking and exploring unfamiliar places help me reconnect with what matters.

Travel, in particular, reminds me how differently people experience the same world—and how much we can learn when we remain curious.

These experiences are not separate from leadership.

They influence how I listen, how I make decisions and how I relate to others.

Because the person we are outside the boardroom inevitably shapes the leader we become inside it.

PHOTO PLACEHOLDERBeyond the boardroomTravel, sport or nature photograph

05 / Why Human Behind Tech?

A space to reflect, question and exchange ideas.

I created Human Behind Tech as a space to reflect, question and exchange ideas.

Not to present definitive answers, but to explore the questions that matter:

How do we make technology genuinely valuable?
How do we lead organizations through constant change without losing their humanity?
How should artificial intelligence reshape the way we work, collaborate and create value?
And what does responsible leadership look like in an increasingly complex world?

Through The Journal, my LinkedIn newsletter and conversations with fellow leaders, I share perspectives drawn from experience, observation and curiosity.

Because technology will keep accelerating.

Our responsibility is to make sure human wisdom, leadership and purpose evolve with it.

PHOTO PLACEHOLDERHuman Behind TechA thoughtful personal or editorial photograph

Let's stay connected

Good ideas begin with conversation.

The most valuable ideas often emerge from conversations between people with different experiences and perspectives.

Whether you're a technology leader, business executive, board member or simply curious about the future of work and leadership, I welcome the exchange.

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