In the final installment of our three-part interview series, Ido Biger, EVP, Chief Technology & Data Officer at Delek US Holdings, speaks with Fred Knops, Senior VP at Data Society, about navigating complexity across industries, from airlines to oil refineries, while keeping a sharp eye on what truly matters: the core.

Reflecting on the COVID-19 crisis, Biger shares how working through a shutdown in the airline sector shaped his understanding of business essentials, team resilience, and the dangers of ignoring hard-won lessons during boom periods. He discusses how this focus on “core” continues to guide Delek’s technology and data strategy, even in strong market conditions.

From the concrete demands of safe refinery operations to the intangible power of data-driven insight, Biger offers a rare perspective on what it means to lead in high-stakes environments, and why CDOs must see themselves as enablers of business transformation, not just stewards of information.

Edited Excerpts

Q: Looking back to five years ago during the disruptions of Covid, are there any lessons from that period that still help you lead more effectively today, especially with new challenges on the horizon?

I was CIO for an airline during Covid. We were maybe the most affected business-wise, because the worst thing an airline can have is aircraft on the ground.

The thing we learned the most from that era is understanding what is core and what is not. I had a team of over 300 people, and we went down to about 45. And you realize what’s core. 

That understanding was very helpful moving forward. Once you identify your core, and even minimize it to the essential piece of the core, then when you grow, you grow gradually, and only where you need to.

Several airlines did the same. They went back to the essentials of the core, then started to grow back. The reason some airlines are more profitable than others now is because they took the time and used Covid as an opportunity to reset.

Some companies missed that. And as Winston Churchill said, “Never let a crisis go to waste.” They let it go to waste and now they find themselves in a situation where the business is going well for others, but because they didn’t address the core, they’re now expecting issues.

When I came to Delek, it wasn’t Covid, it was a good period. But the hardest thing is getting people into the mindset that understanding the core is always important, even when the business is doing well.

It always makes me ask: Is this really a core thing? Is it truly core or is it growth? And if it’s core, are we down to the essentials of the core?

That’s why we’ve reduced our systems portfolio from 350 to less than 300 because I always strive for the core, and I always strive for the essentials. That’s a lesson learned from the Covid era.

Q: Would you say the key lesson was mainly about efficiency, streamlining focus and cutting unnecessary costs? Or was it more about resilience, building the strength to withstand major disruptions? How does that apply to Delek?

Remember: people, process, and technology. But people are fundamental. Are they resilient? Will they stand by you in difficult times? That’s what matters most.

In oil and gas, it’s a cyclical business — two good years, two bad years, on average. And right now, it’s two bad years. This is when you go back to the core, focus on the essentials, grow together, and make sure you have the right team around you.

In the good years, you’re preparing for the bad ones. In the bad years, you’re tightening up so you’re ready to seize the good ones when they come. It’s very important to make sure you have the right team.

Q: You’ve worked across a range of industries, from heavy industries to airlines to high tech. How does the nature of the product, whether tangible or intangible, shape your role? Does your approach change depending on the industry?

I used to work for software companies where the product was software meant to enable operations — billing systems, cashiers, finance divisions of other organizations. But you don’t really drill into the core. For example, I saw a lot of cashiers, but I didn’t actually spend time in supermarkets or places like Walmart to see how the cashiers really worked. “Boots on the ground” wasn’t really boots on the ground.

When I transitioned into telecom, “boots on the ground” meant going out with the technicians, visiting people’s homes, fixing issues with televisions, set-top boxes, and satellite dishes. The more I got into tangible products, the more I fell in love with it.

Then I moved into the airline industry. And how many people really get the chance to walk under a 737 or 787 and see the internal wiring, or watch everything stripped out to understand what’s going on in the cockpit or engine shop? Working behind the scenes like that, it’s a whole different world. And now, in oil and gas, it’s the same. A refinery is like a city and it’s something I love even more.

But you also have to understand: Safe and reliable operations come first in these industries. It’s not just a billing error that might annoy a customer. It’s a potential fire. It’s a potential plane crash. The stakes are much higher. That’s why driving change and making an impact takes more time. But once you make an impact, that’s the beauty of it.

Q: Do you have any final thoughts or key lessons you’d like to share with fellow CDOs?

First of all, Chief Data Officers, be proud of what you do. You are game changers. You’re the first to understand an issue because it shows up in the data. We catch it immediately, whether the system is functioning correctly or not, or whether it truly enables the business.

I think the people in IT who are the most business-oriented are those in applications and data. So first, make sure you understand what you’re doing and who you’re doing it for because it’s a privilege to be in a role that enables other people’s work. Enjoy that privilege. It’s something we should all cherish.

And remember, data is king. By enabling others through data you’re actually making them better. You’re putting the crowns on their heads. That’s also a privilege.

CDO Magazine appreciates Ido Biger for sharing his insights with our global community.