Maria Schindler
Head of IT
De'Longhi Group
I lead IT with a clear focus on transformation that works for people, for processes, and for the business. My background sits at the intersection of technology and strategy, and I’ve always found energy in bringing the right people together to get things done. What drives me is helping others grow, creating teams that work well together, and building an environment where people feel they can make a difference.
A fun fact about me, I’ve moved countries more than five times, and somehow, packing a suitcase still feels oddly calming.
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Give us a brief overview of the path that led to your current role.
I started working in IT for a very practical reason: I needed to pay for my studies. What I didn't expect, it sparked something in me. It came naturally, challenged me in the right ways, and turned into a passion I never saw coming. Over the years, I’ve worked in financial services, consulting, start-ups, manufacturing, and consumer goods, each move giving me a broader view of how technology supports real business needs. In my current international role, I focus on making sure governance and strategy are in place, and that teams are set up to do meaningful work and make a lasting difference.
What is one of your guiding leadership principles?
One of the first things I tell any new team is this: mistakes are not just okay, they are part of the process and I expect you to make them. Nobody learns by getting it right on the first try. I try to create an environment where people feel safe to try, stumble, and grow. A year in, I want them to look back and see how far they’ve come. I set the bar high, not to overwhelm, but because I believe in their potential and want to give them the space and support to reach it.
What is the greatest challenge you are facing today, and how are you addressing it?
One of the biggest challenges in my role? Translating “We need AI!” into something meaningful without insulting anyone’s intelligence or overcomplicating things. I don’t expect others to be experts in my field, but I do take it seriously to bring across the right level of sensibility and criticality. Sometimes that means looking someone in the eye and saying something bold. And yes, I’ve been known to start tough conversations with “It’s my job to keep you out of prison.” That usually gets everyone’s attention and sets the tone for honest, grounded discussions about risk, responsibility, and what truly adds value.
What is the key to success for someone just starting out as a CIO?
There’s no perfect formula for stepping into this role, and I wouldn’t trust anyone who claims to have one. What’s worked for me is staying grounded. I remind myself that I don’t have to know everything. What I do need is the ability to listen, ask sharp questions, and help people make sense of complexity.
It’s also important to me to be someone others can rely on. If I say something, I mean it and I’ll own it, especially when I get it wrong. That kind of consistency builds trust over time, and without trust, not much else works.
How do you measure success as a leader?
I measure success by how the team grows: not just in skills, but in confidence, ownership, and collaboration. When people support each other, speak up, and take the lead without waiting to be asked, that’s a strong sign we’re heading in the right direction. It’s not about me; it’s about what we’re building together. If the team is learning, delivering real value, and feeling proud of the work they do, that’s success in my eyes.
What is the value of being a member of Gartner C-level Communities?
What I value most is the diversity – industries and roles – but most important in people. Different backgrounds, ways of thinking, and lived experiences all shape how we lead, especially in times of uncertainty and constant change. Hearing how others approach similar challenges from completely different angles helps me broaden my view and question my own assumptions. In a world with no clear playbook, being part of a community like this is a reminder that there’s strength in shared learning and in the human side of leadership.
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