Skip to content

Spotlight on Kathy Kay, EVP And CIO For PGS at Principal

December 2025

What inspired you to pursue a career in this industry, and how has your perspective evolved over time?

I didn’t set out to be in technology — I started on a premed track before discovering computer science and falling in love with it. I believed then, as I do now, that technology should make life easier for people. Early on in my career, I focused on keeping systems running. Over time, I realized the real purpose of technology is to create opportunities and help people feel capable, not intimidated. That shift in mindset, from managing technology to enabling impact, continues to guide me today as the executive vice president (EVP) and chief information officer (CIO) at Principal Financial Group. Technology is at its best when it empowers people to do more.

How does innovation in technology shape your company’s approach to customer service and experience?

Innovation helps us stay connected to what people truly need, even as those needs evolve. When technology works well, it fades into the background and creates space for more meaningful human interactions. At Principal, we want every interaction to feel intuitive and genuine, not transactional. For me, innovation isn’t about chasing the newest trend or being first. It’s about listening, solving real problems, and designing with empathy. The impact shows up in how seamlessly we help customers navigate complexity, make informed decisions, and feel supported at every step of their financial journey.

How is your IT strategy evolving to meet changing consumer needs?

People expect their experiences to fit naturally into their lives, and those expectations are constantly evolving. Our IT strategy is designed to keep pace. We’re focused on building systems that can flex with change, supported by adaptable platforms and smarter use of data so decisions can happen faster and with greater context. Success comes from designing solutions that simplify complexity, not introducing more of it.  We are able to pivot quickly as new opportunities emerge, such as leveraging generative AI.

How do you see AI and generative AI reshaping strategic objectives and business operations in your company?

AI is now part of how we operate every day. It’s changing how we understand data, uncover insights, and make faster, more informed decisions. Generative AI adds another layer. It’s opening new doors for creativity, content generation and speed. But we approach it with care. At Principal, our focus is on elevating the capabilities of our workforce. We’re applying AI to remove friction, streamline repetitive tasks, and create space for deeper thinking and better collaboration. It’s about enabling our people to lead with clarity and purpose, so they can focus on delivering real value for our customers. 

What strategies do you use to empower your leadership team and your organization?

Empowerment starts with trust. My role is to set the direction and then step back so leaders can have the space to lead with confidence. We focus on building a culture that encourages learning and experimentation, but also accountability. When people understand the “why,” not just the “what,” they’re more likely to take initiative and act decisively. That sense of ownership turns good ideas into real progress and builds momentum across the organization.

How do you ensure that the technologies and digital platforms your team develops support personalized, consumer-centric experiences?

We start with the customer’s journey, not the technology roadmap. Our goal is to ensure that every solution we design is grounded in data, empathy and responsible innovation. Personalization isn’t about using more data. It’s about using it wisely, with purpose and care. The best experiences feel natural and trustworthy, like someone anticipated your needs before you even had to ask. That’s the standard we hold ourselves to in everything we deliver.

Are there any technology-related misconceptions in the industry that you believe need to be addressed or clarified?

One common misconception is that technology drives transformation. It doesn’t — people do. The tools we use are important, but it’s culture, leadership and shared purpose that ultimately determine success. Another misconception is that AI removes human judgment. In reality, it has the potential to strengthen it by expanding how we interpret data, surface impact and make decisions. Real innovation happens when technology and people evolve together, not apart.

How do you see the role of the CIO committee evolving in the next five years?

The LIMRA CIO Committee, while new, is focused on three areas that are important to CIOs — technology investment, AI and talent readiness, and foundational infrastructure. As AI grows in influence, the committee will adjust its focus as needed, and I am already excited about our participation. Its work will center on trust — how we use technology to improve experiences, safeguard data, and protect the people we serve. That shared purpose is what will keep our industry strong.

 

Did you accomplish the goal of your visit to our site?

Yes No