ROB GROOME
Chief Information Officer at the University of Southern California Institute for Creative Technologies
Can you please provide a little introduction about yourself
I am currently the CIO at USC's Institute for Creative Technologies, located in Playa Vista, CA. I have been involved in technology for over 30 years in one capacity or another and still enjoy the work I do every day.
I do a lot of hiking, skiing, and backpacking and I work out daily to stay in shape both mentally and physically. I have an amazingly supportive family and a couple of dogs that keep us all on our toes!
What has your journey to your position been like? What path have you taken?
The path I’ve taken to get where I am today has been neither traditional nor easy. I began my professional career as an audio engineer, working in several large studios across Los Angeles. During this time, I developed a deep interest in technology, leveraging it to adapt to the rapidly evolving landscape of the music industry. I wanted to stay ahead of the curve and ensure my skills remained relevant.
After my time in the music industry, I transitioned into visual effects, taking on a role as a backup administrator. This marked the beginning of my professional journey into technology.
From there, I moved into an early e-commerce startup, which eventually led me into the world of academia, research, and government—all interconnected in a unique setting. These diverse experiences exposed me to a wide range of technologies, compliance frameworks, and business models.
In 2018, I transitioned from ICT to the main USC campus, where I was tasked with building and growing the Security Operations team within the Office of the CISO. This role was a pivotal moment in my career, providing exposure to the complexities of a large organization and allowing me to grow into the technology leader I aspired to become.
Has it always been your vision to reach the position you’re at? Was your current role part of your vision to become a tech leader?
I have always aspired to be "in the room" where decisions are made. To achieve that, I pursued leadership roles and worked toward reaching a level where I could actively contribute as a decision-maker. Beyond that ambition, my true passion lies in building exceptional teams, mentoring other technologists, and ensuring that the incredible work done behind the scenes by talented individuals is recognized and appreciated within the organization.
My current role represents my North Star, a goal I have worked hard to achieve. While reaching this milestone is deeply rewarding, I believe there is always more to learn and room to grow.
Have you had a role model or mentor that has helped you on your journey?
Throughout my career, I’ve had a few role models and mentors, though not in the traditional sense. The most significant influences have been the people who believed in me and supported what I was striving to accomplish. Whether it was the opportunity to transition from a backup tape operator to a systems administrator at a visual effects company or the chance to become the Director of Security Operations at USC, these moments were pivotal.
Having someone believe in your potential is incredibly powerful. Starting a new role with the trust, confidence, and support of leadership and the organization enables a leader to be more impactful and effective.
How do you see the role of the technology leader evolving over the next 5 years?
The role of all technology leaders has shifted quickly in the past few years and while the requirements were varied between industries, the gap is beginning to shrink. Understanding the regulatory compliance requirements that are either current or on the horizon will be crucial. With the ever-changing threat landscapes, more and more companies are being required to obtain some type of security attestation or certification.
Technology leaders also need to look at the variance in skillsets now required when hiring, growing, and mentoring their staff. No longer can you have a singularly focused role in your organization and working to engage the workforce in a way that pushes the varied responsibilities and requirements will be critical.
Technology leaders are also becoming business leaders akin to the COO in some organizations. They need to be able to define, project, and propel the organization forward while keeping an eye on the mission to ensure that end-to-end alignment is occurring. No longer can the technology arm be "just the IT team".
What skills do you think leaders of the future will need in order to thrive?
Adaptability and resilience: business is moving at a lightning-fast pace and requirements are in a constant state of flux. Have the ability to adapt to the changing landscape and remain calm.
Strategic thinking: the ability to think about the long-term roadmap, 3-5 years or longer, while working on the shorter-term requirements. The success of the business is both now and in the future and limits the
Communication: Clear, concise, authentic, and regular communication to ensure the alignment within teams, create a shared vision and manage your stakeholders across multiple communication platforms.
Leadership and Mentorship: leaders today must empower the leaders of the future to build strong teams, mentor others, and remain ethically and morally responsible.
Is there anything in particular that you would still like to achieve in your career or what is the next step on your journey?
I am passionate about mentoring and developing future leaders while supporting other technology professionals as they work toward achieving their goals. One of the greatest gifts in my career has been seeing those I’ve mentored go on to achieve remarkable success. Watching their growth and accomplishments is both fulfilling and inspiring.
While I take pride in the progress I’ve made, my journey is far from complete. I am committed to continuing the pursuit of opportunities that bring me joy—whether it’s guiding others, tackling new challenges, or driving meaningful change in the organizations and teams I serve. My focus remains on fostering growth, collaboration, and innovation while helping others realize their potential.
What advice would you give to aspiring technology leaders who are just starting their careers?
Reach out to leaders you admire and respect to gain their perspective on what makes a great leader. Don’t be afraid to admit, “I don’t know,” or ask, “Can you help me?” Persevere in the pursuit of your dreams, goals, and ambitions, even when setbacks arise.
"Don’t be afraid to admit, “I don’t know,” or ask, “Can you help me?”"
How do you measure and communicate the value and impact of technology initiatives to other business leaders and stakeholders?
Effective communication is essential when driving new initiatives. The two most important components are clarity and consistency. Messages must be easy for non-technical teams to comprehend and repeated often enough to reinforce the rationale and timelines behind the initiatives.
A big thank you to Rob Groome from the University of Southern California Institute for Creative Technologies for sharing his journey to date.
If you would like to gain more perspective from Tech Leaders and CIOs you can read some of our other interviews here.
