The 10 Most Impactful Supply Chain Leaders to Watch in 2025.

In a world where organizations are continuously evolving to meet the demands of a dynamic market, some leaders stand out for their unwavering commitment to excellence, resilience in the face of disruption, and foresight in navigating complex operational ecosystems. Damon Ascolani, the Senior Vice President and Global Head of Procurement, Facilities, Travel, Third Party Risk Management, and Corporate Security at TransUnion, is one such figure. With a career that spans decades and disciplines, Damon exemplifies the rare blend of strategic insight, data-driven decision-making, and people-centric leadership that defines transformative impact in today’s global enterprise environment.

1. www.ciobusinessworld.com
In Focus
In Focus
Vol 06 | Issue 03 | 2025
Role of Purpose-
Driven Supply
Chain Leadership
in a Fragmented
World.
Finding Meaning
and Fulfilment in
Building Resilient
Supply Chains
Damon
Ascolani
A Visionary Leader Reshaping the Global Procurement
Landscape at TransUnion
Damon Ascolani,
Senior Vice President & Global
Head of Procurement, Fc]o]?sU
Travel, Third Party Risk Management,
& Corporate Security
Most
Impactful
SUPPLY CHAIN
Leaders
to Watch in 2025
The 1

4. n today’s volatile, interconnected global economy,
I
supply chain leaders have emerged not just as
operational managers but as strategic architects
shaping the resilience and agility of modern businesses.
As organizations face ongoing disruptions—from
geopolitical tensions and climate challenges to evolving
consumer demands—supply chain executives have not
only adapted, but led the charge in redefining how
companies respond and thrive.
At CIO Business World, we are proud to spotlight the
growing confidence and influence of these leaders. They
represent a breed of professionals who understand that
the supply chain is no longer a backend function, but a
central pillar of business strategy, competitive
advantage, and customer satisfaction.
Recent developments across industries show that supply
chain leaders are embracing advanced technologies,
real-time analytics, and collaborative ecosystems to stay
ahead of the curve. From predictive forecasting to
integrated supplier networks, they are investing in
innovations that improve visibility, mitigate risks, and
drive sustainable practices. These strategic decisions,
supported by data and aligned with corporate goals,
reflect a maturity that speaks volumes about their
foresight and operational command.
What’s particularly commendable is the satisfaction
these leaders express in their evolving roles. Gone are
the days when supply chain decisions were made in
isolation. Today, they sit at the table with CIOs, CFOs,
and CEOs, offering insights that impact everything from
inventory and logistics to customer experience and ESG
compliance. Their satisfaction stems from
influence—and deservedly so. They are not only keeping
goods moving and services delivered; they are enabling
digital transformation, driving revenue, and protecting
brand integrity.
Moreover, the modern supply chain leader thrives in
complexity. They know that adaptability is the new
efficiency, and resilience the new benchmark of
performance. Whether dealing with semiconductor
shortages, port backlogs, or shifting regulatory
environments, they meet challenges with structured
agility, often turning crises into catalysts for long-term
innovation.
It’s also worth noting that their leadership style is
evolving. More collaborative, cross-functional, and
people-oriented, today’s supply chain professionals
recognize that it’s not just about systems and
processes—it’s about talent, partnerships, and purpose.
They are building more inclusive teams, nurturing
supplier relationships, and aligning operations with the
broader values of their organizations.
At CIO Business World, we celebrate this moment of
transition and triumph. Supply chain leaders are no
longer the unsung heroes—they are vocal, visionary, and
fully integrated into the strategic fabric of the enterprise.
Their satisfaction isn’t just personal—it’s professional,
operational, and organizational. And as we look toward
the future, their role will only continue to grow in
influence and impact.
This issue is a tribute to their leadership, resilience, and
satisfaction in shaping the businesses of tomorrow. We
are proud to bring their stories, strategies, and successes
to the forefront.
The Confident Rise of
Supply Chain Leaders
From the
Editor’s desk

5. n today’s volatile, interconnected global economy,
I
supply chain leaders have emerged not just as
operational managers but as strategic architects
shaping the resilience and agility of modern businesses.
As organizations face ongoing disruptions—from
geopolitical tensions and climate challenges to evolving
consumer demands—supply chain executives have not
only adapted, but led the charge in redefining how
companies respond and thrive.
At CIO Business World, we are proud to spotlight the
growing confidence and influence of these leaders. They
represent a breed of professionals who understand that
the supply chain is no longer a backend function, but a
central pillar of business strategy, competitive
advantage, and customer satisfaction.
Recent developments across industries show that supply
chain leaders are embracing advanced technologies,
real-time analytics, and collaborative ecosystems to stay
ahead of the curve. From predictive forecasting to
integrated supplier networks, they are investing in
innovations that improve visibility, mitigate risks, and
drive sustainable practices. These strategic decisions,
supported by data and aligned with corporate goals,
reflect a maturity that speaks volumes about their
foresight and operational command.
What’s particularly commendable is the satisfaction
these leaders express in their evolving roles. Gone are
the days when supply chain decisions were made in
isolation. Today, they sit at the table with CIOs, CFOs,
and CEOs, offering insights that impact everything from
inventory and logistics to customer experience and ESG
compliance. Their satisfaction stems from
influence—and deservedly so. They are not only keeping
goods moving and services delivered; they are enabling
digital transformation, driving revenue, and protecting
brand integrity.
Moreover, the modern supply chain leader thrives in
complexity. They know that adaptability is the new
efficiency, and resilience the new benchmark of
performance. Whether dealing with semiconductor
shortages, port backlogs, or shifting regulatory
environments, they meet challenges with structured
agility, often turning crises into catalysts for long-term
innovation.
It’s also worth noting that their leadership style is
evolving. More collaborative, cross-functional, and
people-oriented, today’s supply chain professionals
recognize that it’s not just about systems and
processes—it’s about talent, partnerships, and purpose.
They are building more inclusive teams, nurturing
supplier relationships, and aligning operations with the
broader values of their organizations.
At CIO Business World, we celebrate this moment of
transition and triumph. Supply chain leaders are no
longer the unsung heroes—they are vocal, visionary, and
fully integrated into the strategic fabric of the enterprise.
Their satisfaction isn’t just personal—it’s professional,
operational, and organizational. And as we look toward
the future, their role will only continue to grow in
influence and impact.
This issue is a tribute to their leadership, resilience, and
satisfaction in shaping the businesses of tomorrow. We
are proud to bring their stories, strategies, and successes
to the forefront.
The Confident Rise of
Supply Chain Leaders
From the
Editor’s desk

6. Damon Ascolani
A Visionary Leader Reshaping the Global
Procurement Landscape at TransUnion
10
Cover
Story
Articles
22
The Role of Purpose-Driven Supply Chain
Leadership in a Fragmented World
18
Finding Meaning and Fulfilment in Building
Resilient Supply Chains

7. Damon Ascolani
A Visionary Leader Reshaping the Global
Procurement Landscape at TransUnion
10
Cover
Story
Articles
22
The Role of Purpose-Driven Supply Chain
Leadership in a Fragmented World
18
Finding Meaning and Fulfilment in Building
Resilient Supply Chains

8. June, 2025

9. June, 2025

10. Damon
Ascolani
A Visionary Leader Reshaping the Global
Procurement Landscape at TransUnion
COVER STORY
Damon Ascolani,
Senior Vice President
& Global Head of
Procurement, Facili?es,
Travel, Third Party
Risk Management, &
Corporate Security
TransUnion
We focused on building a strong
founda?on by hiring talented individuals
who were adaptable and resilient.
“
“
10 | June www.ciobusinessworld.com 11 | June www.ciobusinessworld.com

11. Damon
Ascolani
A Visionary Leader Reshaping the Global
Procurement Landscape at TransUnion
COVER STORY
Damon Ascolani,
Senior Vice President
& Global Head of
Procurement, Facili?es,
Travel, Third Party
Risk Management, &
Corporate Security
TransUnion
We focused on building a strong
founda?on by hiring talented individuals
who were adaptable and resilient.
“
“
10 | June www.ciobusinessworld.com 11 | June www.ciobusinessworld.com

12. n a world where organizations are
I
continuously evolving to meet the
demands of a dynamic market,
some leaders stand out for their
unwavering commitment to excellence,
resilience in the face of disruption, and
foresight in navigating complex
operational ecosystems. Damon
Ascolani, the Senior Vice President
and Global Head of Procurement,
Facilities, Travel, Third Party Risk
Management, and Corporate
Security at TransUnion, is one such
figure. With a career that spans decades
and disciplines, Damon exemplifies the
rare blend of strategic insight, data-
driven decision-making, and people-
centric leadership that defines
transformative impact in today's global
enterprise environment.
Damon's journey to the pinnacle of
corporate operations leadership was
anything but linear. It began in the
mid-1990s at Household Finance
Corporation, where he started as a risk
analyst. His early career revolved
around sourcing vast volumes of data
from third parties, including the major
US credit bureaus. As he transitioned
into a risk manager role, Damon began
to carve a reputation for himself as
someone who could synthesize
complex data sets and translate them
into strategic sourcing decisions.
The acquisition of Household by
HSBC marked a pivotal turning point.
With the integration came heightened
regulatory scrutiny and the need for
consolidated procurement functions.
Damon seized the opportunity to pivot
his career, stepping into procurement in
2006. Over the next decade, he
climbed the ranks, ultimately
overseeing all US procurement for
HSBC—a portfolio totaling
approximately $6 billion in annual
spend. This period also marked a
significant personal milestone: while
managing enormous professional
responsibilities, Damon pursued and
completed a law degree from the
University of Illinois-Chicago, passing
the bar exam in 2011.
His academic pursuit was not a detour
but rather a powerful complement to
his operational acumen. Legal training
sharpened his analytical thinking,
enhanced his contract negotiation
skills, and added another layer of depth
to his already multifaceted expertise. It
also prepared him for the next big leap
in his career.
In 2017, Damon joined TransUnion, a
global information and insights
company, as its first Global Head of
Procurement. At the time, he inherited
a small team of US-based IT sourcing
specialists. But for a leader with his
vision and experience, the role was a
blank canvas. TransUnion, having
recently gone public, offered a culture
of innovation and agility—an ideal
backdrop for building something from
the ground up. Damon laid the
foundation for what would become a
fully-fledged global procurement
function. By 2019, the team had moved
under the newly established Operations
Department, securing a global mandate
for procurement.
The transformation that followed was
nothing short of remarkable. Damon
led the implementation of
TransUnion’s first-ever procure-to-pay
system across all territories. Under his
guidance, the organization introduced
global procurement policies,
procedures, and practices that have
since become benchmarks for
operational efficiency. The team
expanded rapidly, growing into a high-
performing, 36-member sourcing
powerhouse spread across 11 countries
on five continents.
Damon's responsibilities didn’t stop at
procurement. In 2022, he took on the
additional mantle of managing global
facilities, real estate, and travel. A year
later, third-party risk management was
added to his portfolio. And in 2024,
corporate security joined the fold. The
scope of his role today touches nearly
every critical aspect of operational risk,
cost management, infrastructure
optimization, and global compliance at
TransUnion.
What sets Damon apart is not just his
ability to scale functions but the
mindset with which he leads. For him,
leadership is fundamentally about
empowerment. In an age of rapid
technological change and evolving
workforce dynamics, he remains
steadfast in his belief that procurement
and facilities are, at their core, people
businesses. Hiring top-tier talent and
removing the barriers that hinder their
potential is Damon’s blueprint for
success. It’s an approach rooted in
trust, collaboration, and accountability.

13. n a world where organizations are
I
continuously evolving to meet the
demands of a dynamic market,
some leaders stand out for their
unwavering commitment to excellence,
resilience in the face of disruption, and
foresight in navigating complex
operational ecosystems. Damon
Ascolani, the Senior Vice President
and Global Head of Procurement,
Facilities, Travel, Third Party Risk
Management, and Corporate
Security at TransUnion, is one such
figure. With a career that spans decades
and disciplines, Damon exemplifies the
rare blend of strategic insight, data-
driven decision-making, and people-
centric leadership that defines
transformative impact in today's global
enterprise environment.
Damon's journey to the pinnacle of
corporate operations leadership was
anything but linear. It began in the
mid-1990s at Household Finance
Corporation, where he started as a risk
analyst. His early career revolved
around sourcing vast volumes of data
from third parties, including the major
US credit bureaus. As he transitioned
into a risk manager role, Damon began
to carve a reputation for himself as
someone who could synthesize
complex data sets and translate them
into strategic sourcing decisions.
The acquisition of Household by
HSBC marked a pivotal turning point.
With the integration came heightened
regulatory scrutiny and the need for
consolidated procurement functions.
Damon seized the opportunity to pivot
his career, stepping into procurement in
2006. Over the next decade, he
climbed the ranks, ultimately
overseeing all US procurement for
HSBC—a portfolio totaling
approximately $6 billion in annual
spend. This period also marked a
significant personal milestone: while
managing enormous professional
responsibilities, Damon pursued and
completed a law degree from the
University of Illinois-Chicago, passing
the bar exam in 2011.
His academic pursuit was not a detour
but rather a powerful complement to
his operational acumen. Legal training
sharpened his analytical thinking,
enhanced his contract negotiation
skills, and added another layer of depth
to his already multifaceted expertise. It
also prepared him for the next big leap
in his career.
In 2017, Damon joined TransUnion, a
global information and insights
company, as its first Global Head of
Procurement. At the time, he inherited
a small team of US-based IT sourcing
specialists. But for a leader with his
vision and experience, the role was a
blank canvas. TransUnion, having
recently gone public, offered a culture
of innovation and agility—an ideal
backdrop for building something from
the ground up. Damon laid the
foundation for what would become a
fully-fledged global procurement
function. By 2019, the team had moved
under the newly established Operations
Department, securing a global mandate
for procurement.
The transformation that followed was
nothing short of remarkable. Damon
led the implementation of
TransUnion’s first-ever procure-to-pay
system across all territories. Under his
guidance, the organization introduced
global procurement policies,
procedures, and practices that have
since become benchmarks for
operational efficiency. The team
expanded rapidly, growing into a high-
performing, 36-member sourcing
powerhouse spread across 11 countries
on five continents.
Damon's responsibilities didn’t stop at
procurement. In 2022, he took on the
additional mantle of managing global
facilities, real estate, and travel. A year
later, third-party risk management was
added to his portfolio. And in 2024,
corporate security joined the fold. The
scope of his role today touches nearly
every critical aspect of operational risk,
cost management, infrastructure
optimization, and global compliance at
TransUnion.
What sets Damon apart is not just his
ability to scale functions but the
mindset with which he leads. For him,
leadership is fundamentally about
empowerment. In an age of rapid
technological change and evolving
workforce dynamics, he remains
steadfast in his belief that procurement
and facilities are, at their core, people
businesses. Hiring top-tier talent and
removing the barriers that hinder their
potential is Damon’s blueprint for
success. It’s an approach rooted in
trust, collaboration, and accountability.

14. He is deeply data-driven. For Damon,
clean, comprehensive data isn’t just a
metric—it’s the bedrock of credibility.
In procurement especially, where value
often manifests as cost avoidance or
strategic gains rather than direct
savings, the ability to report with
accuracy and clarity becomes a vital
asset. Damon emphasizes reporting not
only as a tool for internal alignment
but as a lever to influence executive
decision-making. His teams are
encouraged to deliver concise, data-
backed narratives that support strategy
and forecast future needs.
Executive presence is another key trait
Damon values. He understands that
effective leadership requires more than
just operational know-how—it requires
the ability to inspire confidence,
articulate a vision, and build alignment
across senior stakeholders. Damon
actively cultivates these qualities
within his team, often providing rising
stars with opportunities to present to
executive leadership. His goal is not
only to develop skills but to ensure that
every team member feels seen, heard,
and valued at the highest levels of the
organization.
Perhaps the most defining challenge of
his leadership tenure came during the
COVID-19 pandemic. Just as Damon’s
team had implemented a new global
procurement model, the world changed
overnight. Supply chains buckled.
organizations have truly mastered its
integration. That’s why he focuses on
the fundamentals—cost reduction,
post-contract supplier management,
and early engagement with budget
owners.
He is a strong advocate for
procurement having a seat at the table.
When stakeholders view procurement
Vendor performance became erratic.
Securing products and services turned
into a daily obstacle course. But
Damon’s experience and poise under
pressure made the difference. He
guided his team through the
turbulence, balancing short-term
urgencies with long-term resilience.
As the procurement function stabilized,
Damon was asked to take on a broader
challenge: managing TransUnion’s
global real estate and facilities
portfolio. At a time when organizations
were rethinking the very concept of
office space, Damon led with clarity.
He spearheaded a detailed analysis of
underutilized properties, renegotiated
leases, and drove consolidation efforts
that significantly reduced overhead.
His embrace of a hybrid work model
further supported employee safety,
satisfaction, and business continuity.
Building a new department during a
global crisis while supporting a rapidly
expanding business was no small feat.
Damon focused on foundational
strength—hiring resilient, agile
individuals and fostering a culture of
open communication and cross-
functional collaboration. He made sure
that the growing team remained in
lockstep with TransUnion’s broader
strategic objectives, embedding agility
into the DNA of his function.
For Damon, technology is not just a
as a strategic partner, not just an order
taker, the entire organization benefits.
It leads to better purchase decisions,
more impactful negotiations, and
stronger supplier relationships. On the
real estate front, Damon continues to
navigate the ripple effects of the
pandemic. He recognizes that
workplace culture and physical space
are intertwined. His strategy balances
tool—it’s a catalyst. The future of
procurement, facilities, and risk
management lies in automation, real-
time analytics, and streamlined
decision-making. Damon sees speed as
the new currency of business. Today’s
associates expect rapid results, and
digital transformation is the answer.
From AI to workflow automation, he
champions tools that enhance
efficiency while freeing up his team to
focus on more strategic work.
But Damon also offers a word of
caution—without clearly defined
problems, even the most advanced AI
tools can become expensive
distractions. He urges his peers and
partners to avoid the trap of
implementing solutions in search of
problems. His approach is pragmatic:
evaluate existing policies, question the
purpose of every process, and
eliminate inefficiencies before
automating them. It’s this grounded
perspective that makes Damon not just
a tech-forward leader, but a strategic
one.
The challenges facing modern
procurement and real estate functions
are manifold. From rising inflationary
pressures to evolving supplier
capabilities, from cultural shifts to
workforce expectations, organizations
must be both adaptive and strategic.
Damon points out that while AI
adoption is increasing, very few
flexibility with purpose—supporting
both remote productivity and in-person
collaboration.
Innovation and collaboration are not
just buzzwords in Damon’s
vocabulary—they’re operational
imperatives. He challenges his teams to
question the status quo, rewards speed
over perfection, and embraces failure
as a pathway to growth. By creating a
psychologically safe environment
where experimentation is encouraged,
Damon unlocks the creative potential
of his teams.
Attracting and retaining top talent is a
constant priority. Damon believes in
the power of purpose, and he leverages
TransUnion’s mission—"Information
for good"—as a beacon for
recruitment. When employees feel
connected to a higher purpose,
engagement soars. He also fosters a
workplace culture that is fun, inclusive,
and empowering. Micromanagement
has no place in Damon’s world.
Instead, he cultivates autonomy,
ownership, and trust.
His leadership philosophy extends into
team development as well. Damon
empowers his teams by assigning high-
impact projects that expand their skill
sets and challenge their assumptions.
He encourages cross-functional
exposure, especially through
presentations to senior leaders,
allowing team members to showcase
their work and build executive
confidence. These experiences are not
just career milestones—they’re
confidence boosters that reinforce a
sense of purpose and pride.
To young professionals aspiring to lead
in procurement, facilities, or risk
management, Damon offers sage
advice. He believes the industry is ripe
for disruption and reinvention—and it

15. He is deeply data-driven. For Damon,
clean, comprehensive data isn’t just a
metric—it’s the bedrock of credibility.
In procurement especially, where value
often manifests as cost avoidance or
strategic gains rather than direct
savings, the ability to report with
accuracy and clarity becomes a vital
asset. Damon emphasizes reporting not
only as a tool for internal alignment
but as a lever to influence executive
decision-making. His teams are
encouraged to deliver concise, data-
backed narratives that support strategy
and forecast future needs.
Executive presence is another key trait
Damon values. He understands that
effective leadership requires more than
just operational know-how—it requires
the ability to inspire confidence,
articulate a vision, and build alignment
across senior stakeholders. Damon
actively cultivates these qualities
within his team, often providing rising
stars with opportunities to present to
executive leadership. His goal is not
only to develop skills but to ensure that
every team member feels seen, heard,
and valued at the highest levels of the
organization.
Perhaps the most defining challenge of
his leadership tenure came during the
COVID-19 pandemic. Just as Damon’s
team had implemented a new global
procurement model, the world changed
overnight. Supply chains buckled.
organizations have truly mastered its
integration. That’s why he focuses on
the fundamentals—cost reduction,
post-contract supplier management,
and early engagement with budget
owners.
He is a strong advocate for
procurement having a seat at the table.
When stakeholders view procurement
Vendor performance became erratic.
Securing products and services turned
into a daily obstacle course. But
Damon’s experience and poise under
pressure made the difference. He
guided his team through the
turbulence, balancing short-term
urgencies with long-term resilience.
As the procurement function stabilized,
Damon was asked to take on a broader
challenge: managing TransUnion’s
global real estate and facilities
portfolio. At a time when organizations
were rethinking the very concept of
office space, Damon led with clarity.
He spearheaded a detailed analysis of
underutilized properties, renegotiated
leases, and drove consolidation efforts
that significantly reduced overhead.
His embrace of a hybrid work model
further supported employee safety,
satisfaction, and business continuity.
Building a new department during a
global crisis while supporting a rapidly
expanding business was no small feat.
Damon focused on foundational
strength—hiring resilient, agile
individuals and fostering a culture of
open communication and cross-
functional collaboration. He made sure
that the growing team remained in
lockstep with TransUnion’s broader
strategic objectives, embedding agility
into the DNA of his function.
For Damon, technology is not just a
as a strategic partner, not just an order
taker, the entire organization benefits.
It leads to better purchase decisions,
more impactful negotiations, and
stronger supplier relationships. On the
real estate front, Damon continues to
navigate the ripple effects of the
pandemic. He recognizes that
workplace culture and physical space
are intertwined. His strategy balances
tool—it’s a catalyst. The future of
procurement, facilities, and risk
management lies in automation, real-
time analytics, and streamlined
decision-making. Damon sees speed as
the new currency of business. Today’s
associates expect rapid results, and
digital transformation is the answer.
From AI to workflow automation, he
champions tools that enhance
efficiency while freeing up his team to
focus on more strategic work.
But Damon also offers a word of
caution—without clearly defined
problems, even the most advanced AI
tools can become expensive
distractions. He urges his peers and
partners to avoid the trap of
implementing solutions in search of
problems. His approach is pragmatic:
evaluate existing policies, question the
purpose of every process, and
eliminate inefficiencies before
automating them. It’s this grounded
perspective that makes Damon not just
a tech-forward leader, but a strategic
one.
The challenges facing modern
procurement and real estate functions
are manifold. From rising inflationary
pressures to evolving supplier
capabilities, from cultural shifts to
workforce expectations, organizations
must be both adaptive and strategic.
Damon points out that while AI
adoption is increasing, very few
flexibility with purpose—supporting
both remote productivity and in-person
collaboration.
Innovation and collaboration are not
just buzzwords in Damon’s
vocabulary—they’re operational
imperatives. He challenges his teams to
question the status quo, rewards speed
over perfection, and embraces failure
as a pathway to growth. By creating a
psychologically safe environment
where experimentation is encouraged,
Damon unlocks the creative potential
of his teams.
Attracting and retaining top talent is a
constant priority. Damon believes in
the power of purpose, and he leverages
TransUnion’s mission—"Information
for good"—as a beacon for
recruitment. When employees feel
connected to a higher purpose,
engagement soars. He also fosters a
workplace culture that is fun, inclusive,
and empowering. Micromanagement
has no place in Damon’s world.
Instead, he cultivates autonomy,
ownership, and trust.
His leadership philosophy extends into
team development as well. Damon
empowers his teams by assigning high-
impact projects that expand their skill
sets and challenge their assumptions.
He encourages cross-functional
exposure, especially through
presentations to senior leaders,
allowing team members to showcase
their work and build executive
confidence. These experiences are not
just career milestones—they’re
confidence boosters that reinforce a
sense of purpose and pride.
To young professionals aspiring to lead
in procurement, facilities, or risk
management, Damon offers sage
advice. He believes the industry is ripe
for disruption and reinvention—and it

16. needs the energy, perspective, and
drive of the next generation. His
message is clear: speak truth to power,
work hard, and stay grounded in
people-first values.
He reminds emerging leaders that this
is still a people business. Relationships
matter. Communication matters.
Whether it’s picking up the phone
instead of sending an email or leaning
into honest conversations, the ability to
connect authentically is a hallmark of
leadership. Damon encourages young
professionals to own their space,
assume positive intent, and bring
energy into every room they enter.
He is also a champion of curiosity.
Leaders must be hungry for
knowledge, eager to understand the details, and willing to dive into the
trenches. Damon advises future leaders
to develop executive presence, seek out
speaking opportunities, and always
look for ways to contribute
meaningfully to conversations that
matter.
Today, as he oversees a global team
responsible for some of TransUnion’s
most mission-critical functions, Damon
Ascolani continues to lead with clarity,
courage, and compassion. His journey
from risk analyst to global SVP is a
testament to resilience, lifelong
learning, and the power of purpose-
driven leadership. In a corporate
landscape defined by constant change,
Damon remains a steady hand—a
leader who not only adapts to the
future but actively shapes it.

17. needs the energy, perspective, and
drive of the next generation. His
message is clear: speak truth to power,
work hard, and stay grounded in
people-first values.
He reminds emerging leaders that this
is still a people business. Relationships
matter. Communication matters.
Whether it’s picking up the phone
instead of sending an email or leaning
into honest conversations, the ability to
connect authentically is a hallmark of
leadership. Damon encourages young
professionals to own their space,
assume positive intent, and bring
energy into every room they enter.
He is also a champion of curiosity.
Leaders must be hungry for
knowledge, eager to understand the details, and willing to dive into the
trenches. Damon advises future leaders
to develop executive presence, seek out
speaking opportunities, and always
look for ways to contribute
meaningfully to conversations that
matter.
Today, as he oversees a global team
responsible for some of TransUnion’s
most mission-critical functions, Damon
Ascolani continues to lead with clarity,
courage, and compassion. His journey
from risk analyst to global SVP is a
testament to resilience, lifelong
learning, and the power of purpose-
driven leadership. In a corporate
landscape defined by constant change,
Damon remains a steady hand—a
leader who not only adapts to the
future but actively shapes it.

18. FINDING MEANING
& FULFILMENT
in Building Resilient
Supply Chains
FINDING MEANING
& FULFILMENT
in Building Resilient
Supply Chains
n a world marked by uncertainty and rapid
I
change, building resilient supply chains has
become more than a business imperative, it is
a calling that offers deep meaning and fulfilment
for those who approach the work with their whole
heart. The journey to resilience is not just about
weathering disruptions; it is about creating systems
that serve communities, support employees, and
drive positive societal impact. When supply chain
professionals work with purpose and commitment,
they become stewards of trust, innovation, and
progress.
The Heart of Resilience: Purpose Beyond Profit
Modern supply chains are evolving from profit-
centric operations to purpose-driven engines of
value. According to a global Gartner survey, 85%
of supply chain leaders believe that the primary
priority of enterprise purpose is to connect the
customer through product offerings while
delivering a positive societal and environmental
impact. This shift means that every decision from
sourcing materials to delivering products carries
the weight of responsibility and the opportunity for
impact.
18 | June www.ciobusinessworld.com 19 | June www.ciobusinessworld.com

19. FINDING MEANING
& FULFILMENT
in Building Resilient
Supply Chains
FINDING MEANING
& FULFILMENT
in Building Resilient
Supply Chains
n a world marked by uncertainty and rapid
I
change, building resilient supply chains has
become more than a business imperative, it is
a calling that offers deep meaning and fulfilment
for those who approach the work with their whole
heart. The journey to resilience is not just about
weathering disruptions; it is about creating systems
that serve communities, support employees, and
drive positive societal impact. When supply chain
professionals work with purpose and commitment,
they become stewards of trust, innovation, and
progress.
The Heart of Resilience: Purpose Beyond Profit
Modern supply chains are evolving from profit-
centric operations to purpose-driven engines of
value. According to a global Gartner survey, 85%
of supply chain leaders believe that the primary
priority of enterprise purpose is to connect the
customer through product offerings while
delivering a positive societal and environmental
impact. This shift means that every decision from
sourcing materials to delivering products carries
the weight of responsibility and the opportunity for
impact.
18 | June www.ciobusinessworld.com 19 | June www.ciobusinessworld.com

20. Purpose-driven supply chains require visible executive
commitment. Leaders must embed purpose into strategy,
decision-making, and metrics, ensuring authenticity and
building trust among employees and stakeholders. When
teams understand the “why” behind their work, they are
more engaged, innovative, and resilient in the face of
challenges.
Building Resilience by Design
Resilient supply chains are not accidental; they are built by
design, tailored to the unique needs of each
organization. The foundation of resilience lies in agility the
ability to anticipate, resist, and bounce back from
unexpected events, whether it’s a natural disaster, a
pandemic, or a sudden shift in demand. This agility is
achieved through a combination of strategies:
•Distributing Inventory: Spreading inventory across
multiple locations reduces risk and ensures continuity
even if one warehouse faces disruption. This approach
not only speeds up delivery but also keeps customer
trust intact during crises.
•End-to-End Visibility: Leveraging technology and
data to track products throughout the supply chain
enables proactive planning and quick response to
disruptions.
•Collaboration and Partnerships: Aligning with
partners who share your values amplifies resilience.
Collaborative ecosystems foster innovation and shared
value, making the entire network stronger.
Fulfilling Work: Connecting People and Communities
Supply chain roles are uniquely positioned to make a
positive difference in the world. Every day, supply chain
professionals connect people ensuring essential goods reach
those in need, supporting local economies, and responding
to crises with speed and compassion. The sense of
fulfilment comes from knowing that your work matters, that
it touches lives beyond the balance sheet.
The industry’s evolution towards conscious logistics and
holistic management reflects a growing recognition of this
impact. Leaders now prioritize customer experience,
sustainability, and ethical sourcing, understanding that true
value is created when people, processes, and technology
work in harmony. This holistic approach not only enhances
efficiency but also drives sustainable growth and customer
satisfaction.
The Power of Whole-Hearted Leadership
Building resilient supply chains demands more than
technical expertise it requires heart. Leaders who approach
their work with empathy and integrity inspire teams to go
the extra mile. They foster cultures of flexibility, continuous
learning, and open communication, empowering employees
to contribute ideas and take ownership of outcomes.
Employee engagement is vital. When people feel included,
heard, and valued, they are more likely to buy into the
organization’s purpose and give their best effort. Purpose-
driven cultures are built through autonomy, decision-
making principles, and opportunities for innovation and
growth.
Lessons from Disruption: Adaptation and Meaning
The COVID-19 pandemic underscored the necessity of
resilience, and the meaning found in overcoming adversity.
Companies that thrived were those that adapted quickly,
invested in technology, and reinforced their cultural
foundations. They moved from simply tracking disruptions
to proactive planning for them, combining data-driven
insights with human judgment and intuition.
This period also revealed that resilience is not just about
bouncing back, it’s about bouncing forward. It’s about using
every challenge as a catalyst for improvement, learning, and
deeper connection to purpose.
Fulfilment Through Service
At its core, supply chain work is service. It is about meeting
needs, solving problems, and making life better for others.
The fulfilment comes from knowing that every effort every
late night, every creative solution, contributes to a larger
mission. Whether it’s ensuring a life-saving medicine
reaches a remote village or helping a small business scale,
the impact is real and lasting.
Conclusion: Resilience as a Journey of the Heart
Building resilient supply chains is a journey that demands
intellect, adaptability, and most importantly heart. It is in
this work, done with whole-hearted dedication, that
professionals find true meaning and fulfilment. By aligning
profit with purpose, fostering collaboration, and serving
with empathy, supply chain leaders and teams can create
systems that not only withstand disruption but also build a
better world for all.
In the end, resilience is not just a business strategy, it is a
testament to the power of working with your whole heart.
20 | June www.ciobusinessworld.com

21. Purpose-driven supply chains require visible executive
commitment. Leaders must embed purpose into strategy,
decision-making, and metrics, ensuring authenticity and
building trust among employees and stakeholders. When
teams understand the “why” behind their work, they are
more engaged, innovative, and resilient in the face of
challenges.
Building Resilience by Design
Resilient supply chains are not accidental; they are built by
design, tailored to the unique needs of each
organization. The foundation of resilience lies in agility the
ability to anticipate, resist, and bounce back from
unexpected events, whether it’s a natural disaster, a
pandemic, or a sudden shift in demand. This agility is
achieved through a combination of strategies:
•Distributing Inventory: Spreading inventory across
multiple locations reduces risk and ensures continuity
even if one warehouse faces disruption. This approach
not only speeds up delivery but also keeps customer
trust intact during crises.
•End-to-End Visibility: Leveraging technology and
data to track products throughout the supply chain
enables proactive planning and quick response to
disruptions.
•Collaboration and Partnerships: Aligning with
partners who share your values amplifies resilience.
Collaborative ecosystems foster innovation and shared
value, making the entire network stronger.
Fulfilling Work: Connecting People and Communities
Supply chain roles are uniquely positioned to make a
positive difference in the world. Every day, supply chain
professionals connect people ensuring essential goods reach
those in need, supporting local economies, and responding
to crises with speed and compassion. The sense of
fulfilment comes from knowing that your work matters, that
it touches lives beyond the balance sheet.
The industry’s evolution towards conscious logistics and
holistic management reflects a growing recognition of this
impact. Leaders now prioritize customer experience,
sustainability, and ethical sourcing, understanding that true
value is created when people, processes, and technology
work in harmony. This holistic approach not only enhances
efficiency but also drives sustainable growth and customer
satisfaction.
The Power of Whole-Hearted Leadership
Building resilient supply chains demands more than
technical expertise it requires heart. Leaders who approach
their work with empathy and integrity inspire teams to go
the extra mile. They foster cultures of flexibility, continuous
learning, and open communication, empowering employees
to contribute ideas and take ownership of outcomes.
Employee engagement is vital. When people feel included,
heard, and valued, they are more likely to buy into the
organization’s purpose and give their best effort. Purpose-
driven cultures are built through autonomy, decision-
making principles, and opportunities for innovation and
growth.
Lessons from Disruption: Adaptation and Meaning
The COVID-19 pandemic underscored the necessity of
resilience, and the meaning found in overcoming adversity.
Companies that thrived were those that adapted quickly,
invested in technology, and reinforced their cultural
foundations. They moved from simply tracking disruptions
to proactive planning for them, combining data-driven
insights with human judgment and intuition.
This period also revealed that resilience is not just about
bouncing back, it’s about bouncing forward. It’s about using
every challenge as a catalyst for improvement, learning, and
deeper connection to purpose.
Fulfilment Through Service
At its core, supply chain work is service. It is about meeting
needs, solving problems, and making life better for others.
The fulfilment comes from knowing that every effort every
late night, every creative solution, contributes to a larger
mission. Whether it’s ensuring a life-saving medicine
reaches a remote village or helping a small business scale,
the impact is real and lasting.
Conclusion: Resilience as a Journey of the Heart
Building resilient supply chains is a journey that demands
intellect, adaptability, and most importantly heart. It is in
this work, done with whole-hearted dedication, that
professionals find true meaning and fulfilment. By aligning
profit with purpose, fostering collaboration, and serving
with empathy, supply chain leaders and teams can create
systems that not only withstand disruption but also build a
better world for all.
In the end, resilience is not just a business strategy, it is a
testament to the power of working with your whole heart.
20 | June www.ciobusinessworld.com

22. PURPOSE-DRIVEN
Supply Chain Leadership in a
The Role of
Fragmented Wod
n today’s fragmented and unpredictable world, supply
I
chain leaders face challenges that go far beyond cost and
efficiency. The rise of purpose-driven supply chain
leadership is revolutionizing how organizations create value,
build trust, and foster resilience. This new approach isn’t just
about profitability, it’s about aligning operations with societal,
environmental, and ethical goals, and inspiring teams to work
with their whole heart. When you lead with purpose, you set
yourself and your organization on a path where you will
succeed, no matter how complex the landscape.
22 | June www.ciobusinessworld.com 23 | June www.ciobusinessworld.com

23. PURPOSE-DRIVEN
Supply Chain Leadership in a
The Role of
Fragmented Wod
n today’s fragmented and unpredictable world, supply
I
chain leaders face challenges that go far beyond cost and
efficiency. The rise of purpose-driven supply chain
leadership is revolutionizing how organizations create value,
build trust, and foster resilience. This new approach isn’t just
about profitability, it’s about aligning operations with societal,
environmental, and ethical goals, and inspiring teams to work
with their whole heart. When you lead with purpose, you set
yourself and your organization on a path where you will
succeed, no matter how complex the landscape.
22 | June www.ciobusinessworld.com 23 | June www.ciobusinessworld.com

24. Why Purpose-Driven Leadership Ensures Success
Purpose-driven leadership is about helping employees find
personal meaning in their work and building a value-
aligned, deeply committed workforce. Leaders who
communicate a clear vision and connect daily tasks to a
greater mission drive higher engagement, innovation, and
resilience. When your team understands why their work
matters, motivation and perseverance follow key
ingredients for overcoming obstacles and achieving lasting
success.
In supply chains, this purpose-centric approach is especially
powerful. According to Gartner, 85% of supply chain
leaders believe that the top priority for enterprise purposes
is to connect the customer through product offerings while
delivering positive societal and environmental impact
surpassing even investor returns. When you align your
goals and values, you not only improve performance but
also create a culture where everyone is set up to succeed.
Building Value-Aligned Ecosystems for Collective
Success
A fragmented world marked by geopolitical shifts, climate
disruptions, and evolving consumer demands requires
collaboration across the entire value chain. Purpose-driven
supply chain leaders are moving beyond traditional,
transactional relationships to build value-aligned
ecosystems. In these networks, all participants are partners,
sharing capabilities and vision for mutual benefit.
Gartner predicts that such ecosystems will be the
competitive edge of the future. Innovation and shared
purpose will drive partnerships, ensuring that your
organization can adapt and thrive. Leading companies are
already expanding their ecosystems, leveraging
collaboration to solve complex challenges and deliver on
their missions. When you foster these alliances, you
multiply your chances for success.
Five Key Actions for Purpose-Driven Supply Chains
To ensure your supply chain is purpose-driven and set for
success, focus on these five actions:
•Show Executive Commitment: Integrate purpose into
strategy, decision-making, and metrics. Authentic,
visible leadership builds trust and credibility.
•Engage in Portfolio Management: Be proactive in
product development, ensuring promises like
sustainability are delivered and traceable.
•Align the Partner Ecosystem: Work with partners who
share your purpose, amplifying innovation and value
across the network.
•Foster Employee Engagement: Empower your team
with open communication, autonomy, and
opportunities for input creating a culture where
everyone can succeed.
•Be Accountable: Balance profitability with stakeholder
interests, using metrics that reflect your commitment to
purpose and long-term success.
Driving Resilience and Innovation: Your Competitive
Advantage
Purpose-driven supply chain leadership is a proven catalyst
for resilience and innovation. When your team is united by
a shared mission, they become more agile, creative, and
determined in the face of disruption. Research shows a 26%
increase in workforce health and a 50% boost in employee
engagement when organizations act on social issues and
make work personally meaningful.
A purpose-driven approach also fuels innovation.
Employees who see their work as meaningful are more
likely to think creatively, take responsible risks, and
collaborate across boundaries. In a world where supply
chains must constantly adapt, this mindset ensures you will
succeed no matter the challenge.
Conclusion: Purpose is Your North Star to Success
In a fragmented world, purpose-driven supply chain
leadership isn’t just a strategy, it’s your North Star. By
grounding decisions and relationships in authentic purpose,
you unite stakeholders, navigate uncertainty, and create
sustainable value for business and society. The result? A
supply chain that is more resilient, innovative, and fulfilling
for everyone involved.
As you look to the future, remember when you lead with
purpose, you will succeed. Purpose-driven organizations
turn fragmentation into opportunity, building a legacy of
trust, impact, and enduring achievement. Let purpose guide
your journey and watch as success follows.
24 | June www.ciobusinessworld.com

25. Why Purpose-Driven Leadership Ensures Success
Purpose-driven leadership is about helping employees find
personal meaning in their work and building a value-
aligned, deeply committed workforce. Leaders who
communicate a clear vision and connect daily tasks to a
greater mission drive higher engagement, innovation, and
resilience. When your team understands why their work
matters, motivation and perseverance follow key
ingredients for overcoming obstacles and achieving lasting
success.
In supply chains, this purpose-centric approach is especially
powerful. According to Gartner, 85% of supply chain
leaders believe that the top priority for enterprise purposes
is to connect the customer through product offerings while
delivering positive societal and environmental impact
surpassing even investor returns. When you align your
goals and values, you not only improve performance but
also create a culture where everyone is set up to succeed.
Building Value-Aligned Ecosystems for Collective
Success
A fragmented world marked by geopolitical shifts, climate
disruptions, and evolving consumer demands requires
collaboration across the entire value chain. Purpose-driven
supply chain leaders are moving beyond traditional,
transactional relationships to build value-aligned
ecosystems. In these networks, all participants are partners,
sharing capabilities and vision for mutual benefit.
Gartner predicts that such ecosystems will be the
competitive edge of the future. Innovation and shared
purpose will drive partnerships, ensuring that your
organization can adapt and thrive. Leading companies are
already expanding their ecosystems, leveraging
collaboration to solve complex challenges and deliver on
their missions. When you foster these alliances, you
multiply your chances for success.
Five Key Actions for Purpose-Driven Supply Chains
To ensure your supply chain is purpose-driven and set for
success, focus on these five actions:
•Show Executive Commitment: Integrate purpose into
strategy, decision-making, and metrics. Authentic,
visible leadership builds trust and credibility.
•Engage in Portfolio Management: Be proactive in
product development, ensuring promises like
sustainability are delivered and traceable.
•Align the Partner Ecosystem: Work with partners who
share your purpose, amplifying innovation and value
across the network.
•Foster Employee Engagement: Empower your team
with open communication, autonomy, and
opportunities for input creating a culture where
everyone can succeed.
•Be Accountable: Balance profitability with stakeholder
interests, using metrics that reflect your commitment to
purpose and long-term success.
Driving Resilience and Innovation: Your Competitive
Advantage
Purpose-driven supply chain leadership is a proven catalyst
for resilience and innovation. When your team is united by
a shared mission, they become more agile, creative, and
determined in the face of disruption. Research shows a 26%
increase in workforce health and a 50% boost in employee
engagement when organizations act on social issues and
make work personally meaningful.
A purpose-driven approach also fuels innovation.
Employees who see their work as meaningful are more
likely to think creatively, take responsible risks, and
collaborate across boundaries. In a world where supply
chains must constantly adapt, this mindset ensures you will
succeed no matter the challenge.
Conclusion: Purpose is Your North Star to Success
In a fragmented world, purpose-driven supply chain
leadership isn’t just a strategy, it’s your North Star. By
grounding decisions and relationships in authentic purpose,
you unite stakeholders, navigate uncertainty, and create
sustainable value for business and society. The result? A
supply chain that is more resilient, innovative, and fulfilling
for everyone involved.
As you look to the future, remember when you lead with
purpose, you will succeed. Purpose-driven organizations
turn fragmentation into opportunity, building a legacy of
trust, impact, and enduring achievement. Let purpose guide
your journey and watch as success follows.
24 | June www.ciobusinessworld.com