Large Enterprise Finalists

Richard Donaldson is chief information officer at Duke Energy, where he leads digital strategy, technology initiatives, infrastructure operations and telecom. He focuses on advancing digital capabilities and artificial intelligence to improve operations, modernize customer experiences and support the energy transition. Since joining Duke Energy in 2001, he has held leadership roles in applications, telecom, program management and transformation. He holds engineering degrees from Worcester Polytechnic Institute and serves on the Southern Piedmont Goodwill Industries’ board.

Enterprise Technology & Innovation (ET&I) is helping Duke Energy turn digital ambition into operational impact. Over the past year, our teams have strengthened the secure, reliable platforms that run our business while accelerating modernization, cloud-enabled data capabilities, and responsible AI adoption. The result is a stronger digital foundation that helps us move faster, operate smarter, and deliver better outcomes for customers and teammates. This success reflects the dedication of our teams – people who keep today’s systems running while building the technology capabilities that will power Duke Energy’s future. It is the true embodiment of Always On.

I am the Head of Technology, Data, and Operations at Truist, leading enterprise transformation to deliver integrated, outcome-driven execution. I have modernized core platforms, embedded responsible AI at scale, and unified technology, data, and operations to improve performance, resilience, and client experience. My leadership is grounded in service, accountability, and innovation, positioning Truist to lead in responsible, AI-enabled financial services

Over the past year, I transformed Truist’s execution model by integrating technology, data, and operations around shared outcomes. We moved from siloed projects to a unified, enterprise approach. We deployed more than 50 AI use cases across fraud prevention, client engagement, and operations, embedding responsible AI into our core capabilities. At the same time, I led modernization of our core platforms, reducing complexity and improving reliability, security, and speed. This transformation has strengthened our ability to innovate responsibly while delivering better experiences, stronger controls, and sustainable growth.

Eban Scanlan is a senior leader in Technology, Data & Innovation at Deutsche Bank, based in Cary, North Carolina. He specializes in regulatory reporting, data strategy, and large-scale technology initiatives, leading cross-functional teams to deliver complex programs. Known for his structured, results-driven approach, Eban focuses on risk management, operational excellence, and driving timely execution across critical priorities. He is passionate about building high-performing teams and fostering a culture of collaboration, accountability, and continuous improvement.

My teams and I are incredibly proud of the transformation at our Cary Technology Center, where we have more than doubled our headcount footprint over the past three years. This growth is further reinforced by a long-term lease extension that secures our presence in Cary for the next decade. Throughout this journey, we have remained committed to our Early Learning program, which is central to our vision of building a balanced and sustainable workforce in the region.

Robert Taylor is Vice President and CIO of Hendrick Automotive Group. His career began at Compass Group in Charlotte, where he learned that bold decisions favor the organization and the innovators, whether moving from mainframe to SAP or Novell to Windows. At Hendrick, he learned it is about the people you work beside every day, and that nobody makes this journey alone. From surveyor to systems engineer to consultant to CIO, every step shaped him.

When I joined Hendrick Automotive Group, we were a $2.5 billion company with about 50 locations. Today we are $14 billion with more than 100 dealerships across 13 states. IT was a partner at every step. But the accomplishment I value most is not a platform we adopted. It is the team. Our department averages ten years of tenure, and the first person I hired still leads alongside me. We built a place where good people grow regardless of pedigree, and they made it better than I imagined. That is the greatest accomplishment.