Suzanne Powell recently joined LERETA as its first-ever Chief Transformation Officer. She’s excited not only about the opportunities at LERETA but also about what the future holds for the industry as it transitions to more automation and AI-centered technology. We sat down with her to learn more.
Q: The Chief Transformation Officer is a new role at LERETA. Why, and why now?
Powell: LERETA is growing, and we want to be smart and strategic about how we continue to build technology and automation while maintaining the amazing service that LERETA is known for. The company is looking at how we can innovate for the future by further incorporating technology into processes while keeping the personal touch and expertise that have set it apart from the competition.
Being able to scale efficiently and use technology to focus attention on more judgment-based activities that humans do really well is a key reason why this position was created.
For the industry as a whole, technology has advanced rapidly. Companies are trying to find the balance between incorporating AI, new tools such as Agentic RPA (Robotic Process Automation) and Large Language Models, and ways to maximize existing data. Bots are already moving from simply replicating human behavior to actual decision-making, which raises important questions about where and how to deploy that technology.
Having dedicated resources to manage what the technology and automation transition journey looks like will serve LERETA and its customers very well and I’m delighted to lead the charge.
Q: What has been your focus since you arrived? What are you and your team focused on in the short term and long term?
Powell: In the short term, my focus is optimizing processes. Recognizing that you can optimize things in many different ways, some of which have nothing to do with technology. I’m looking at how processes are set up from an operational perspective, where the handoffs occur, and how we can minimize them while continuing to build out enhanced automation around data transformation.
Optimization should be an end-to-end approach. We’re exploring how to automate highly repeatable tasks that free up human resources to focus on judgment-based work as we move along that lifecycle.
Longer term, we’re focused on combining LERETA’s data with intelligent technologies that sift through extensive datasets to uncover trends, forecast outcomes, and generate practical recommendations. We’re also prioritizing how to convert today’s unstructured data into structured, usable insights by maximizing efficiency through AI.
I’ve always had an ability to see how a process is set up and identify ways to make it more productive, and I’m excited to do that for LERETA.
Q: What excites you most about the opportunities at LERETA?
Powell: What excites me most is that we have an automation-first mission and a transformation mindset. From top leadership throughout the entire company, there’s a desire to reimagine how we work and creating this role shows we’re willing to invest in that commitment.
You can feel the momentum and excitement building when we talk about what technology we want to expand and bring in. These new tools will streamline processes internally and for customers, allowing us to scale while maintaining the personal touch that defines LERETA.
When it comes to customer relationships, LERETA doesn’t really have any competition in this area. We go above and beyond—doing the things others won’t in the name of service. My job is to maximize automation to enhance that experience, so customers get what they want from an operational perspective, and we achieve greater efficiency.
LERETA understands that data is key to all of this.
Q: What are the challenges facing the industry, and how are you addressing them at LERETA?
Powell: The biggest challenge right now is AI—how far and how fast to go. New forms of AI can do things we haven’t seen before, which is both exciting and a little scary. Automation can now make decisions outside its initial training, so there has to be a balance between innovation and risk management.
The industry is also grappling with how AI will affect jobs. I don’t see technology as replacing humans. While some roles may evolve or disappear, many will simply change in scope, and new roles will emerge because of AI. In many ways, I agree with those who say AI has the potential to make humans human again by taking repetitive tasks off our plates and refocusing us on the skills AI can’t replicate.
Leadership is another area of change. Managing in an innovation-driven, technology-centered environment requires consistency, focus, and new approaches to leading teams. LERETA is already ahead of the curve, recognizing these challenges early and putting plans in place to address them. That positions us, and me, to succeed as we navigate this transformation together.