Djoni Herlambang, Chief Technology Officer, AEON in an exclusive interaction with Mary Janifha Evangeline X, Editor, Higher Education Review, revealed the remarkable story behind his ascent to the role of CTO, offering a glimpse into the transformative journey that defined his leadership in the tech world.

His account is an inspiring fusion of vision, innovation, and perseverance, showcasing how he turned challenges into stepping stones and bold ideas into cutting-edge solutions. From overcoming early setbacks to leading technological advancements, his path is a blueprint for technical leadership. Be prepared to be moved by a narrative of grit, forward-thinking, and a relentless drive to push the boundaries of technology and leadership excellence.

Could you walk us through your career trajectory and the pivoting moments that led you to become a CTO?

I began my career in the retail industry, starting from the operational side before transitioning into IT. My first role was as a stock replenishment assistant. Eventually, I moved to the head office, joining the distribution center's admin team.

At the time, technology in the workplace was minimal, and everything was done manually. Alongside working full-time, I attended university in the evenings, as I had to fund my education due to financial challenges. I studied at a computer science university, during a period when IT courses were still limited.

While working, my company implemented the IBM System/34, and knowing I was studying IT, they invited me to join the IT department. Initially, I was hired as an operator, mainly responsible for data entry, while IBM programmers handled the technical tasks. One night, when a system issue occurred, we couldn't reach the IBM support team from Singapore due to the time difference. My boss asked if anyone could fix the problem, and I was able to resolve it successfully. From that point on, I was promoted to head of operations.

As personal computers, such as the PC XT (8088), emerged, the company sent me for training. Later, a Japanese company acquired us, and because I had built our internal systems, I was transferred to Japan in 1986 for further training. Upon my return, I led the development of a comprehensive system, from merchandising and point of sale to general ledger—which remained in use for over a decade, until 1998. This marked my journey from operations to becoming a technical expert in IT.

What are the most important qualities you look for when building a high-performing tech team?

The most important quality for building a high-performance tech team is the ability to respond quickly while maintaining high quality. In industries like retail, speed is crucial as everything moves rapidly, and staying ahead in the market requires agility. With the rise of digitalization, success hinges on the ability to adapt and leverage technology effectively. For example, analyzing customer behavior and preferences is essential to making informed business decisions.

To achieve this, it is important to hire technically skilled individuals and provide them with training to develop a strong business mindset. This ensures that your tech team is not only proficient in technology but also aligned with the overall business goals. Without this alignment, the team risks functioning more like a software house rather than as an integral part of business operations.

What advice would you give to aspiring CTOs on overcoming impostor syndrome and embracing the challenges of leadership?

It is essential to have a deep understanding of the current market and continually improve your skills to stay aligned with it. Avoid jumping to conclusions too quickly. For instance, while there is a lot of discussion about AI, implementing it without a solid foundation is futile. You must ensure that your fundamentals are strong and that all necessary elements are in place before introducing AI into your operations.

Rushing into new technologies without a robust foundation can hinder your ability to achieve your goals. Additionally, it is important to maintain a five-year vision for your organization, rather than focusing solely on the immediate future. By developing a clear roadmap with long-term objectives, you will be better positioned to achieve your goals effectively.

How do you balance the technical demands of your role with the strategic and leadership responsibilities that come with being a CTO? Also, as a leader how do you foster innovation within your tech teams while also maintaining operational efficiency?

In our organization, we have a clear five-year strategy at the group level, which requires each business unit to develop a strategy that aligns with it. As the head of a profit centre within the IT department, we generate income by charging our tenants and suppliers for the solutions we provide. Our company operates a large mall with over 10,000 tenants, and they pay a subscription fee to use our services. The same applies to our B2B customers.

To ensure alignment and progress, we gather information weekly and hold meetings to discuss strategies and set key performance indicators (KPIs) for each team member. This clarity allows team members to understand their targets, whether related to sales, project delivery, or support service levels. We focus on measurable KPIs to eliminate ambiguity, ensuring everyone knows what is expected of them. Effective communication between management and the team is crucial for success.

Who were the most influential mentors in your journey, and what typical advice did they offer that shaped your leadership style? And how do you seek out mentorship or guidance, and what role did it play in your

My former CEO often said, "3B: Believe, Behave, Become." This means that if you believe in something, you must act in a way that supports that belief to make it happen. He has been a mentor to me, inspiring me to move forward. When I believe I can accomplish a project, I commit to making it happen, and ultimately, it does.

On the other hand, if you lack a belief system, it becomes counterproductive. If you start by declaring that something cannot be done, your mindset will reinforce that limitation. Unfortunately, many people today adopt this negative thinking, fixating on what cannot be achieved rather than considering positive possibilities first.

What advice would you give to aspiring professionals on building a reputation that aligns with their career goals? What skills or experiences do you believe are essential for future leaders in the industry?

Patience is essential in any job, particularly for those who truly believe in their work. Consider this, if you wake up every morning dreading your trip to the office, it is a sign that you might not be in the right role. In contrast, if you wake up excited about the day's tasks and challenges, you are likely on a fulfilling path. When you have the patience to tackle your responsibilities, you can overcome any obstacles, even in unfamiliar areas like new technologies or processes. Your willingness to learn and adapt fosters personal growth and can ultimately lead you to become a leader. I have observed many individuals rise to leadership positions because they exhibit patience and dedication in their work.