Anthony Mozzo brings extensive experience in global information technology leadership, overseeing enterprise IT strategy, infrastructure, and operations. His work supports scalable, secure systems across international teams and complex business environments. With a long career in technology management, Mozzo focuses on operational reliability, platform modernization, and aligning IT capabilities with evolving organizational and business objectives.

Growing Into IT Leadership

I began my professional journey in retail, where every interaction mattered and solving problems quickly built trust. Those early lessons in service, interaction, and accountability became the lens through which I approach technology today. From there, I moved into an entry-level help desk role at Electronics Boutique, developing skills, assuming responsibilities beyond my designation, and earning certifications at night to remain ready for the next. When GameStop acquired Electronics Boutique, I joined Phillips and Cohen Associates in a similar entry-level role. Over nearly 20 years, I expanded my responsibilities, moving from the server team to server manager, then to director of IT, then to senior VP of IT, and now to CIO.

In this role, I oversee the end-to-end IT infrastructure supporting Phillips and Cohen, including both on-premises and cloud-based platforms. I ensure systems run at peak performance, manage technology operations and vendor relationships, and lead modernization efforts to keep our infrastructure secure, reliable, and aligned with business needs.

Balancing Innovation and Trust

Innovation in our highly regulated industry is a constant balancing act. Protecting customer data is our top priority, and it’s what keeps us focused around the clock. As we explore cloud platforms, AI, and other new technologies, every initiative is carefully evaluated for compliance, legal requirements, and governance.

Among them, AI is the most significant emerging technology we are evaluating right now. For a long time, it simply was not mature enough for our specific business needs. That is changing. We are now seeing clear opportunities, particularly in areas like consumer communication. Chatbots and intelligent routing systems can help direct consumers to the right person faster, reduce wait times, and improve operational efficiency.

 While I do not believe AI should replace human connection in sensitive interactions, it can play a valuable role in efficiently guiding consumers to the appropriate support.

At the same time, our firm prides itself on compassion. That makes AI adoption more nuanced, as it is challenging to replicate empathy in a bot. While I do not believe AI should replace human connection in sensitive interactions, it can play a valuable role in efficiently guiding consumers to the appropriate support. Used thoughtfully, AI can save time while preserving the human element where it matters most.

Investing in Valuable Tech

Every technology evaluation begins with security. If the risk profile does not align, the conversation stops. From there, we assess operational impact: time savings, cost reduction, scalability, and long-term support requirements. In practice, this often involves detailed vendor assessments and custom configurations, since consumer-grade or out-of-the-box tools rarely meet our regulatory and operational requirements without modification.

One such configuration I am particularly proud of is our recent migration from VMware to Nutanix. Like many organizations, we were impacted by changes in VMware’s pricing model. Rather than rushing a response, we took the opportunity to do things properly. The project involved a complete network rebuild, enhanced security architecture, and additional VLAN segmentation. It took nearly a year to execute, but it was done methodically and smoothly. As a result, our infrastructure is more secure, resilient, and modern, a testament to our team’s discipline.

Leadership beyond Technology

Innovation at Phillips & Cohen Associates is encouraged, but never at the expense of control. Our culture helps make that balance possible. Even as we grow, the organization still operates with the mindset of a smaller company. I speak with the owners weekly, sometimes more often. They are deeply involved and highly supportive of technology initiatives. They understand that IT is not just a cost center but a risk management and value protection function. That support makes a meaningful difference, especially in an industry where technology is often seen only as an expense rather than an enabler.

While this culture and support make our work possible, the CIO role is often misunderstood as being primarily technical. A technical foundation is essential, but the role is fundamentally about leadership. Having come up through the technical ranks, I may no longer be hands-on with every system, yet that experience helps me ask the right questions. Ultimately, my job is to align people, priorities, and projects, making sure nothing critical falls through the cracks.

Guiding What Comes Next

Looking ahead, the next three to five years will be defined by AI in ways we are only beginning to understand. AI will be both a gift and a challenge. While it will enable automation, efficiency, and smarter decision-making, it will also empower bad actors. Attacks will become more automated, persistent, and sophisticated. Human-monitored security operations will increasingly give way to AI-driven defense systems that can operate continuously and respond faster than people alone ever could.

For professionals aspiring to technology leadership, my advice is simple but not easy. Be open to new technology, but never reckless. Planning is everything. Whether you are deploying a central platform or making a minor change, you need a clear roadmap. Test thoroughly, minimize impact, and validate assumptions before scaling. Success in technology leadership is not about moving fast for its own sake. It is about moving deliberately, responsibly, and with purpose.