Vinay Kumar brings two decades of tech leadership to his role as CIO at McDonald’s North and East Market. His work spans digital change, IT planning, and business systems. A graduate of IIM-Ahmedabad’s digital transformation program, Kumar now guides one of India’s biggest fast-food chains through its tech shifts.
In this conversation with CIO&Leader, Vinay Kumar, CIO, McDonald’s North and East Market, shares his path from IT manager to tech chief. He speaks about finding and keeping talent, building future leaders, and why running restaurant tech requires more than technical skills.

CIO,
McDonald’s North and East Market
CIO&Leader: You have been a CIO for some time. Can you walk us through your journey—how you were selected for the role, the kind of technologies you embraced early on, and how you evolved as a CIO?
Vinay Kumar: I believe that talent is nothing without opportunity. Many capable individuals never get to prove themselves at a CIO level. People with average skills can demonstrate their capabilities once entrusted with responsibility. At the senior management level, selection is not just about technical expertise. When you step into the CIO role, you become more of a business leader than a technologist. My daily work is about 20% technology and 80% business value creation.
Over time, the CIO role has evolved significantly. In earlier days, it was more about managing MIS or IT operations in the background. Today, technology leaders are the backbone of business operations. Regulatory frameworks like GST (in India) have mandated digital operations—no manual invoices, for instance. This shift has placed IT at the core of all transactions. Over the past 5–10 years, cloud computing, security, AI, and other advanced technologies have emerged rapidly. As a CIO, I must understand what fits the business model rather than follow technology trends. For example, a full 100% cloud-based infrastructure might be too costly if your processing needs are not always critical. Instead, a private cloud or a hybrid approach might be more sensible.
Sustaining yourself as a CIO is challenging because it’s no longer just “keeping the lights on.” It’s about driving efficiency, improving customer acquisition, enhancing user experiences, and adding tangible business value. Simply maintaining systems is not enough. Management expects technology to either reduce operational costs or drive revenues. You won’t last long in the role if you can’t show measurable value.
CIO&Leader: Can you tell us briefly about your journey to becoming a CIO?
Vinay Kumar: My journey began when I served as a number two in IT at a larger organization. Eventually, I realized I had a vision and the appetite to take on more responsibility, so I moved to a smaller company where I could be the top IT decision-maker. I proved myself by successfully delivering results, which allowed me to progress to leading IT in larger and more complex organizations. Along the way, I learned that setting realistic expectations with the board is essential, especially regarding timelines and costs. I also discovered that believing in your team and carefully choosing the right partners is critical. The CIO role demands strategic insight, adaptability, and a commitment to continuous learning.
CIO&Leader: What are you currently focusing on regarding emerging technologies within your organization?
Vinay Kumar: In our quick service restaurant (QSR) business, after establishing the foundational infrastructure over the past four years, we are concentrating on leveraging AI to handle the large volumes of sales and supply chain data we generate. We want to visualize and analyze this data to enable quick, informed decision-making. We also use AI to streamline certain financial processes, such as accounts payable, by automatically reading and validating invoices to reduce manual efforts. We have completed proof-of-concept projects and are now moving into implementation. Alongside AI initiatives, our company is fully cloud-based and invests heavily in security solutions. We are cautious and practical in choosing technologies that align with our strategic goals.
CIO&Leader: Do you have the right talent to implement these initiatives?
Vinay Kumar: Talent remains a persistent challenge. Although there is a perception that many skilled people are available, it can be difficult to find the right experts, particularly when working with relatively newer technologies or ERP systems. While internal teams are crucial, we often collaborate closely with partners who have specialized knowledge. Our responsibility is to define business processes and requirements clearly. After a project stabilizes, we may consider whether we need internal talent to maintain or enhance it. The surge in digital transformation efforts across companies of every size has created a high demand for skilled IT professionals, and truly qualified candidates are harder to find.
CIO&Leader: Do you see anyone on your team who could become a CIO?
Vinay Kumar: Identifying a successor is important, but there is often a gap. Many organizations hire function-specific managers for infrastructure, applications, or security without providing someone who can integrate these areas while understanding business strategy. A future CIO needs to bridge the gap between business and technology. Ideally, this person should start with strong technology skills and gradually develop a comprehensive business outlook, ultimately shifting from primarily technical work to more strategic thinking. I am currently working on grooming individuals in this direction, but organizational support is required to create such a role.
CIO&Leader: Technology keeps evolving. How can we set realistic expectations for future leaders who must always learn something new?
Vinay Kumar: Continuous learning is a non-negotiable part of the technology profession. New trends like AI and generative models can emerge rapidly and surprise even seasoned leaders. The future leader’s attitude matters more than any single skill. They must be adaptable, proactive, and eager to understand how technology can create business value. While no one can know everything, a willingness to learn, adapt, and prioritize strategic needs is vital.
CIO&Leader: How can a CIO nurture and develop future-ready talent?
Vinay Kumar: The CIO must lead by example, mentor potential successors, and gradually delegate decision-making responsibilities. Involving them in vendor negotiations, internal projects, and business discussions helps them understand the bigger picture. Soft skills, communication, and the ability to earn trust and respect from teams and stakeholders are essential. Mentoring involves encouraging team members to make decisions and supporting them if they face challenges. Over time, this approach helps them gain confidence and credibility, qualities that are necessary for a future CIO.
CIO&Leader: What programs or initiatives could help prepare talent for CIO-level responsibilities?
Vinay Kumar: Assigning aspiring leaders to spend time with different departments and understand their business processes can be highly effective. Instead of simply focusing on technology, this immersion helps them gain context and appreciate how different functions operate. Workshops that improve communication, leadership, and presentation skills are also valuable. If formal technical training is needed for certain platforms or systems, the organization should sponsor it to ensure the person is equipped with the relevant knowledge. Ultimately, it’s about providing an environment where they can broaden their perspective and sharpen their skills.
CIO&Leader: Did you have mentors who guided you?
Vinay Kumar: While I did not have a single, dedicated mentor, I learned a great deal by observing experienced leaders, both inside and outside the technology field. Interacting with peers and industry veterans helped me refine my approach. I absorbed different leadership styles, communication techniques, and strategic insights from various individuals, adapting their strengths to my circumstances.
CIO&Leader: How do you ensure that talented individuals remain within the organization?
Vinay Kumar: Retention often depends on clarifying their career path and ensuring they see growth and future opportunities. People are more inclined to stay when they understand where they can be in one, three, or even five years. Fair compensation also matters. I assess what it would cost to replace the talent and weigh that against their knowledge of our business and systems. If necessary, I recommend compensation adjustments. Ultimately, it’s about engaging in open conversations, ensuring they feel valued, and showing them they can grow and thrive within the organization.