Dawn Paquette
CIO of Colibrium Additive, Dowty & Unison Industries
GE Aerospace
Dawn Paquette is the Chief Information Officer of GE Aerospace's Colibrium Additive, Dowty & Unison Industries.
Dawn focuses on bringing strategic vision and strong leadership to complex challenges, always learning and growing in the process. She says she is grateful to work alongside talented teams who make innovation possible and any recognition she's received is a reflection of their hard work and collaboration. Outside of work, she cherishes time with her husband, John, their four children, and her new son-in-law. She loves traveling, sports, and spending time with family and friends.
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Give us a brief overview of the path that led to your current role.
My journey to becoming a CIO was driven by technical expertise, strategic leadership, and a track record of delivering results. I built my career by leading transformative initiatives and navigating complex challenges, earning a reputation for vision and execution.
What is one of your guiding leadership principles?
Balancing vision with execution—I believe that a great strategy is only as valuable as its implementation. I strive to lead with clarity, ensuring that innovation drives real, measurable impact.
What is the greatest challenge CIOs face today, and how are you addressing it?
One of the greatest challenges I face as a CIO today is balancing rapid technological advancements with practical business needs. There’s constant pressure to innovate while ensuring stability, security, and scalability.
I address this by staying deeply engaged with both my team and business leaders, aligning technology strategy with organizational goals. I focus on fostering a culture of adaptability, making thoughtful investments, and ensuring that innovation drives real value rather than just chasing the next big thing.
What is the key to success for someone just starting out as a CIO?
The key to success for someone just starting out as a CIO is to stay deeply connected to both the business and the people. It’s essential to listen, learn, and understand the organization’s goals while ensuring technology is a strategic enabler, not just a support function. Building strong relationships, staying adaptable, and making decisions with both vision and execution in mind will set the foundation for long-term success. Most importantly, never stop learning—technology and business needs are always evolving.
How do you measure success as a leader?
I measure success as a leader by the impact I have on both people and outcomes. If my team feels empowered, engaged, and supported in their growth while we’re delivering real value to the organization, I know I’m doing my job well.
Success isn’t just about hitting metrics—it’s about fostering a culture of collaboration, adaptability, and continuous improvement. Seeing my team and the business thrive together is the ultimate measure of success for me.
What is the value of being a member of Gartner C-level Communities?
Being part of the community is valuable because it connects me with other Technology leaders likely facing similar challenges. It’s a great way to exchange ideas, stay informed on trends, and gain insights that are important elements of helping me make better decisions. The shared experiences and discussions make a real impact on my leadership and strategy.
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