Phila Msizazwe, CIO at Automobile Association of South Africa, tells us how two decades of IT experience, a passion for innovation and a clear-eyed view of business strategy have shaped his approach to technology leadership.
Phila Msizazwe, CIO at the Automobile Association of South Africa, tells us how his journey from technical support to the executive table shaped his perspective on the strategic role of IT in driving business transformation.
In this conversation, he outlines how the AA is undergoing a major strategic shift centred on Digital Transformation, shares the technologies that excite him most and explains why modern CIOs must step up as strategic business leaders.
Can you walk us through your career journey and what led you to your current role as CIO?
I’ve spent over two decades in IT, and it’s been a rewarding journey built on problem-solving, collaboration and using technology to drive meaningful impact. I started out in technical support and gradually progressed through infrastructure, systems administration and solution design roles, each offering new perspectives and challenges.
A pivotal part of my journey was my time in consulting. It broadened my view and helped me think beyond internal systems to how tech can support diverse business models and customer needs.
Becoming CIO felt like a natural progression, not just in terms of responsibility, but in purpose. It’s about shaping how technology enables people, processes and long-term strategy. Every step of the way, I’ve come to believe more strongly that IT delivers the most value when it’s deeply aligned with the core of the organisation.
What are the biggest technology priorities for your organisation right now, and how are you aligning them with business strategy?
This is an exciting and transformative time for the Automobile Association. We’re in the midst of a strategic brand refresh that places digital innovation at the heart of how we serve our members. Our technology priorities are firmly aligned with our overarching business strategy, which is focused on growing our membership base, optimising operational efficiency, and amplifying our voice in the national mobility conversation.
Technology is the critical enabler of this vision. We’re investing significantly in the automation and digitisation of key processes across the organisation. This will not only streamline internal operations, but also deliver a more seamless, intuitive and responsive experience for our members. From modernising our digital platforms to enhancing our customer engagement tools, we are reimagining how the AA connects with South Africans, making it easier than ever to access our support when they need it most.
Ultimately, our goal is to empower the business to focus more intently on what we do best: supporting and protecting our members on their mobility journeys. Through a future-fit technology strategy, we’re laying the foundation for long-term growth, greater brand visibility and meaningful impact in the mobility ecosystem.
How do you see the role of the CIO evolving in today’s fast-paced, digitally driven business environment?
The CIO’s role has shifted dramatically. It’s no longer just about keeping the lights on or managing infrastructure. Today, CIOs are expected to be business leaders who understand regulation, risk, strategy and most importantly the customer.
We’re no longer just service providers; we’re strategic partners. The modern CIO needs to connect the dots between technology and business value, translating complex systems into real outcomes. That means being forward-looking, collaborative and deeply involved in decision-making at the highest level.
What types of IT challenges have you seen emerge across the industry recently, and how are you preparing your organisation to navigate similar issues?
One of the biggest challenges we’re all facing is the growing complexity of IT ecosystems. Hybrid work, cloud expansion, third-party integrations and increased cybersecurity threats have all raised the stakes for IT leaders.
Our focus is on maintaining visibility across the environment, making smart technology choices and staying ahead of risk. It’s about balancing innovation with control and ensuring that our decisions support both resilience and long-term value for the organisation.
How are you approaching innovation within your IT department, and what new technologies are you most excited about?
Innovation for us isn’t about chasing trends—it’s about solving real problems in practical ways. We’re focused on creating the right culture, skills and systems that allow our teams to continuously improve and deliver meaningful value to the business.
I’m particularly excited about the possibilities of automation and data analytics to enhance decision-making and streamline operations. We’re also exploring how AI can strengthen key business functions and increase efficiency across the board.
What advice would you give to aspiring CIOs or IT leaders looking to make an impact in their organisations?
If I had to give one piece of advice to aspiring CIOs or IT leaders, it would be to focus on making a real difference, not just on the job title. Take the time to understand the business, not only the technology. It’s important to communicate clearly with people who may not be technically inclined and to be comfortable with uncertainty because that’s part of the journey.
Build a strong team and trust them. Leadership is not a solo act, and I’ve been lucky to have mentors who taught me the value of purposeful leadership and collaboration. Their guidance gave me confidence when facing challenges.
Most importantly, stay curious. Technology will always evolve, but leading through change with clarity, empathy and a shared sense of direction is what will truly set you apart.
