Canopy Growth Corporation

Gabriel Barudi

Operational Technology Leader

Connecting Technology to Business Value

Throughout my career, I have seen technology evolve from a support function to a key driver of organizational success. Today, technology leaders need to do more than just manage systems and infrastructure. We assist organizations to grow, operate more efficiently, manage risk, build resilience and adapt to change.

In my experience, the organizations that get the most value from technology do not always spend the most money. They are the ones ensuring technology investments are in line with business priorities. Technology must always be used to support a clear business purpose, be that supporting growth, improving operational performance, reducing risk, strengthening compliance or enabling a better customer experience.

Purpose before Technology

Start with business, not technology. One of the lessons I have learned through major transformation initiatives, acquisitions, ERP programs and cybersecurity modernization projects is that technology should never lead the conversation. Business objectives should. It is easy to chase the latest platform, technology or industry trend, but successful initiatives start with an understanding of the problem we are trying to solve and the outcome we are trying to achieve.

One question I always ask before signing off on any big tech investment is, ‘What business metrics are we trying to optimize? More efficiency, lower operating costs, better compliance, stronger security, better decision making or the ability to scale?’ Once we know the objective, we can use technology as a tool, not the result itself, to achieve the desired result.

Technology is a tool, not an end. In my view, organizations that maintain this discipline are better positioned to prioritize investments, focus resources and deliver measurable value from their technology programs.

The Operational Foundation for Growth

Operational excellence is the foundation for sustainable growth. While innovation and digital transformation are top priorities for many executives, transformation cannot be sustained without a strong operational foundation.

In my experience, particularly in highly regulated industries, stable operations, reliable systems, strong governance and mature cybersecurity practices provide the confidence and resilience businesses need to grow successfully.

  While innovation and digital transformation are top priorities for many executives, transformation cannot be sustained without a strong operational foundation.  

Many important technology initiatives are not highly visible. Strengthening disaster recovery capabilities, improving cybersecurity controls, modernizing infrastructure, standardizing processes and enhancing governance frameworks may not generate headlines, but they significantly reduce organizational risk and improve business resilience.

I have consistently observed that high-performing organizations share strong capabilities across several key areas: risk management and cybersecurity, infrastructure modernization, disaster recovery and business continuity, automation and process efficiency, governance and compliance and service delivery and performance management. As these capabilities mature, technology becomes a driver of growth rather than a source of disruption.

Beyond Delivery Metrics

Project success goes beyond delivery metrics. When I started my career, project success was defined by whether an initiative was delivered on time or on budget. Those metrics are still important, particularly when it comes to disciplined execution and accountability, but they do not tell the full story. A project can hit every delivery milestone and still fail to deliver meaningful business value. I think success should be measured by both how effectively an initiative is delivered and by the outcomes it creates. Did the initiative boost productivity and risk reduction? Strengthen compliance? Improve customer experience? Help make quicker decisions? Those are the broader measures of impactthat matter to executive teams.

I have made it a priority, as a technology leader, to partner with every part of the business. The most effective IT organizations are not isolated service providers; they are strategic partners that help shape priorities, identify opportunities and contribute to business decisions. Technology strategies developed without strong business engagement rarely achieve their full potential.

As a technology leader, it is important to build an organization that can adapt to accelerating change through automation, advanced analytics, cloud services, and evolving cybersecurity threats. Investing in people, developing talent, creating growth opportunities and building future leaders are among the most important responsibilities I have as a leader. While technical skills are essential, organizations also need strong communicators, problem-solvers, business thinkers and leaders who can guide teams through change. In my experience, organizations that prioritize employee development and succession planning are far better equipped to navigate transformation and sustain long-term success.

Handling significant amounts of data has always been a challenge, and turning that data into meaningful business insights is even more difficult. One of my key responsibilities is ensuring that information is accurate, accessible, secure, and actionable. Whether working in a privately held or publicly traded company, data accuracy is essential.

Elevating Cybersecurity beyond IT

One of the most significant changes I have seen throughout my career in technology is the evolution of cybersecurity. It is no longer solely an IT responsibility; it is a strategic business function and a high-priority issue that impacts every area of the organization.

Organizations are increasingly being pressured to demonstrate strong security practices and effective risk management. Cybersecurity has become a critical business capability that supports growth by protecting operations, ensuring compliance, maintaining trust and reducing enterprise risk.

My focus is less on technical controls and more on resilience, risk reduction, business continuity and organizational impact. This approach helps build confidence among senior executive leadership, boards, investors, regulators and customers.