BD CIO Denise Fleming: Leading Tech Transformation & Building Trust at Scale

Denise Russell Fleming’s career embodies a modern leadership archetype: one built not on a singular, linear path, but on a diverse accumulation of experiences across business, technology, and customer engagement. Currently serving as CIO and EVP of technology and global services at BD (Becton, Dickinson and Company), Fleming’s journey—marked by strategic roles at Sprint, BAE Systems, Boeing, and now BD—demonstrates the value of a multifaceted skillset in navigating the complexities of a modern enterprise. Her recent election to the board of directors of Parker Hannifin, announced in September 2023, further solidifies her position as a leader shaping the future of technology and innovation.

Fleming recently appeared on the Tech Whisperers podcast to discuss her career and leadership philosophy, highlighting the critical role of trust in leading large-scale initiatives. A recurring theme throughout her career, and one she expanded on in a follow-up conversation, is the importance of understanding the human element within technological transformation.

Building a Foundation Across Disciplines

BD, founded in 1897, is a Fortune 250 company producing over 34 billion products annually, ranging from catheters and syringes to advanced patient monitoring devices leveraging artificial intelligence and robotics. Fleming’s team is focused on driving innovation and execution excellence, with a commitment to shaping the future of healthcare by shifting care to more convenient settings and advancing treatments for chronic diseases. This mission, she emphasizes, is a key driver for her team’s work.

Fleming’s ability to orchestrate change at scale stems from a deliberate career path that wasn’t solely focused on technology. She attributes her success to a combination of business acumen and technical expertise, gained through roles in product management, marketing, customer support, and even leading a profit and loss (P&L) organization at Sprint. This breadth of experience allowed her to understand business challenges from multiple perspectives, manage risk effectively, and build strong relationships with customers. She also actively sought opportunities to understand operations, spending time in factories to develop solutions to complex business problems.

This varied background proved crucial when she transitioned into IT. Having spent time on the “front lines” with customers, she brought a unique perspective to technology leadership, focusing on delivering solutions that directly addressed business needs. She credits mentors and sponsors throughout her career for providing opportunities to leverage her diverse experience and make a significant impact.

From Chief of Staff to CIO: A Shift in Perspective

Early in her career, Fleming served as chief of staff to the Sprint CEO, an experience that initially led her to consider a path toward becoming a CEO herself. However, after observing the demands of that role firsthand, she reassessed her priorities and realized that a CEO position might not align with her long-term goals. This realization prompted her to explore opportunities within the C-suite that offered a different balance between professional responsibilities and personal life.

The chief of staff role, she discovered, was invaluable in developing the skills necessary to navigate the C-suite. It required courage to deliver difficult truths to senior leaders, a willingness to collaborate, and the ability to build strong relationships. These experiences gave her the confidence to pursue a career in technology leadership, ultimately leading her to her first IT role a few years later.

The transition to a technology-focused role was further informed by her interactions with CIOs while working in other capacities. She found herself drawn to roles that combined technology and business components, recognizing the CIO position as a natural fit for her skillset and interests.

Navigating Risk and Non-Linear Career Moves

Throughout her career, Fleming has embraced opportunities that might have seemed risky or non-linear at the time. One such move was taking on a leadership role in Sprint’s service and repair business, a shift from her previous experience in the business-to-business space to a retail-focused environment. However, this experience proved invaluable in developing a customer-centric mindset, understanding customer satisfaction drivers, and leveraging data analytics to improve the customer experience. This perspective has been particularly useful in her current role as CIO, where she views IT’s tens of thousands of users as internal customers.

Another pivotal moment came when she was entrusted with P&L responsibility for Sprint’s $6 billion-plus wireline business. This opportunity arose after consistently expanding her responsibilities within the organization and demonstrating a track record of success. Fleming emphasizes the importance of preparation and seizing opportunities when they arise, a lesson she learned from a mentor who instilled in her the belief that “success equals preparation plus opportunity.”

Learning from Setbacks and Embracing Collaboration

Fleming acknowledges that not every initiative has gone as planned. She recounts an experience during a transformation within the aerospace industry, where she was tasked with integrating five different IT organizations into one. Despite thorough due diligence, she underestimated the cultural nuances within one of the business areas, leading to resistance and rejection of her proposed plan.

This setback taught her the importance of deep stakeholder engagement and understanding the historical context of an organization. She regrouped, spent time onsite with leaders, and co-created a revised plan that addressed their concerns. This collaborative approach ultimately led to success, reinforcing the lesson that transformation is, at its core, a human endeavor.

Preparing for Board Service

For tech executives aspiring to serve on corporate boards, Fleming advises focusing on understanding governance and aligning their skills with the strategic needs of the company. She suggests gaining experience on nonprofit boards to develop a foundational understanding of board dynamics and responsibilities. She also emphasizes the importance of crafting a “board resume” that highlights relevant skills and experience, and understanding how those skills fit with the specific needs of the board.

Fleming’s own journey to board service was informed by her understanding of the board selection process and the importance of demonstrating a clear value proposition. She stresses that boards seek candidates who can bring unique perspectives and contribute to strong financial, operational, and governance oversight.

Fleming’s career trajectory serves as a compelling example of how diverse experiences, a commitment to continuous learning, and a focus on building strong relationships can lead to success in the ever-evolving world of technology leadership. Her emphasis on trust, collaboration, and understanding the human element of transformation offers valuable insights for current and aspiring CIOs. For further insights from her leadership playbook, the full conversation can be found on the Tech Whisperers podcast.