Isabella Gruber is a visionary AI leader at Tietoevry with over 15 years of experience across digital marketing, innovation, and transformation. Winner of the 2024 Microsoft Visionary Award, she is known for creating ethical, human-centered AI solutions that balance intelligence with empathy. From her beginnings in fashion and design to leading cutting-edge AI initiatives, Isabella’s journey reflects creativity, courage, and purpose. A strong advocate for diversity and neuroinclusion, she is redefining what modern leadership in technology looks like—authentic, emotionally intelligent, and deeply human.

The Social Digest: Isabella, your 15-year journey across industries, from digital marketing to AI leadership at Tietoevry, is inspiring. What sparked your passion for AI and transformation, and how has your diverse background shaped your approach as a woman in tech? 

I’ve always been an artist at heart—curious, creative, and deeply interdisciplinary. As a child, I dreamed of becoming a farmer. Later, I graduated in fashion and design, drawn to aesthetics and storytelling. My early career led me into advertising agencies, where I discovered the power of ideas. Becoming a single mother in my early twenties radically shifted my priorities. I needed a career that allowed me to support my child and stimulate my intellectual side. That’s how I ended up studying business informatics—partly out of pragmatism, partly because I had a hidden love for logic and systems. My journey into AI was anything but linear. Over the years, I worked in sales, marketing automation, product development, and innovation. AI was a natural evolution—a field where I could combine creativity, structure, and efficiency. As a mother, efficiency isn’t optional; it’s survival. AI gives me a way to think holistically, bring vision into real products, and design smarter systems. Being the only woman in many rooms was tough. It took time to learn to speak up, to claim space. But what these 15 years have taught me is simple: I must believe in myself first. Once I do that, I can unlock potential—mine and that of others.

The Social Digest: You earned the 2024 Microsoft Visionary Award for implementing a highprecision RAG system in the insurance sector. Can you share the story behind this project and its personal significance to you? 

The RAG project was one of the most rewarding initiatives I’ve led. It addressed a major pain point in the insurance sector: navigating vast volumes of unstructured data—contracts, policies, legal documents. We built a system that didn’t just summarize, but retrieved context-relevant information in real time using semantic search and domain-specific language models. This ensured accuracy, traceability, and auditability—crucial for a regulated industry. What made the project so unique was its explorative nature. We didn’t start with a fixed solution. The tech was evolving every few months, and we adjusted continuously—evaluating new tools, refining our approach, and prototyping iteratively. That flexibility became a strength. But the success wasn’t just technical. We involved everyone—from board members to end users—in a co-creation process that fostered shared understanding and ownership. Aligning expectations, needs, and possibilities across such a wide range of stakeholders was a key part of the journey. The result became a lighthouse project—something tangible we could learn from and replicate. It laid a foundation for further AI adoption in the organization, with reusable assets and a more mature innovation culture. Personally, it reminded me how much is possible when trust, vision, and diverse expertise come together—and how impactful AI can be when built with purpose.

The Social Digest: Your work focuses on human-centered AI solutions. Can you describe a project where this approach drove significant business value or empowered a team, and what made it successful? 

One of the most powerful examples of human-centered AI in my work was the RAG solution we built in the insurance sector—but not because of the technology alone. What made it successful was the deliberate focus on people first. We didn’t just deploy an intelligent system; we co-designed it with the people who would use it daily. Sales-adjacent teams were involved from day one—in workshops, feedback loops, and prototyping cycles. Their needs shaped the experience, not the other way around. This approach created a ripple effect. Not only did the solution reduce the time to find critical policy information by over 95%, it also empowered users. They stopped seeing AI as a black box or threat, and started seeing it as a collaborative partner—one that amplified their expertise rather than replacing it. We saw a mindset shift: curiosity instead of skepticism, ownership instead of resistance. That, to me, is the real value of human-centered AI. When you involve people in the process, you don’t just build better systems—you build trust, capability, and long-term adoption. The tech becomes sustainable because it’s human.

The Social Digest: As a woman in a male-dominated tech industry, what challenges have you faced, and how have you overcome them? What advice would you offer women aspiring to lead in AI or tech? 

Being a woman in tech often means walking into rooms where you are the only one who looks or thinks like you. In the early years, I struggled with being taken seriously—especially when I brought creative or unconventional perspectives to the table. There were moments I had to explain things twice, or felt the need to “prove” myself more than others. But over time, I realized that the most important person I needed to convince was myself. Once I truly believed in my abilities, I stopped asking for permission to take space—I took it. Learning to set boundaries, say no, and own my expertise was a gradual but necessary process. Being a mother also taught me clarity and focus: I learned to work efficiently, prioritize what matters, and lead with empathy. These aren’t soft skills—they’re core leadership traits. To women aspiring to lead in AI or tech, I’d say: don’t wait to feel ready. You become ready by doing. Seek allies, lift others up, and never let anyone shrink your ambition. Your perspective—especially if it’s different—isn’t a weakness. It’s your greatest strength. And we need more diverse minds to shape the future of technology in a way that serves everyone.

The Social Digest: You identify as a highly sensitive person with autistic traits, viewing these as strengths. How do these traits enhance your leadership, and how can tech embrace neurodiversity to foster innovation?

For a long time, I felt like I had to “hide” the parts of me that didn’t fit the norm—my strong emotional sensitivity, my need for clarity, my deep pattern recognition, and sometimes my overwhelm in chaotic environments. But over time, I’ve come to see that these traits aren’t flaws—they’re superpowers. My sensitivity allows me to read dynamics in a room quickly, pick up on unspoken tensions, and lead with empathy. My structured, analytical thinking helps me navigate complexity and design systems that work. I often see risks and connections others overlook—not because I’m smarter, but because my brain is wired differently.In leadership, this has become a real asset. It allows me to sense what my team needs, to hold space for diverse perspectives, and to create psychologically safe environments where innovation can thrive. I also believe neurodivergence brings immense value to tech—especially in AI, where abstract thinking, precision, and alternative perspectives are vital. But for that to happen, we need more inclusive cultures: less focus on performance theater, more on substance and authenticity. If we build teams where people don’t have to mask who they are, we unlock a kind of innovation that’s deeper, more human—and far more sustainable.

The Social Digest: Your posts advocate for welcoming more women into tech. What specific strategies or initiatives do you believe are most effective for promoting gender diversity in AI and leadership roles? 

Welcoming more women into tech starts with creating environments where they can stay, grow, and lead—not just enter. I believe the most effective strategies are not about “fixing” women, but about fixing the system. That means rethinking how we define leadership, success, and career paths. We need to move away from narrow, linear trajectories and embrace more flexible models—especially for those balancing caregiving or returning after career breaks. Mentorship is essential, but it needs to evolve into sponsorship: actively advocating for women in decision-making spaces. Representation in hiring panels, gender-inclusive language in job descriptions, and transparency in pay and promotion structures all play a role. But culture is the true lever. I’ve seen how much shifts when leaders—men and women—model empathy, share power, and challenge bias openly. In AI specifically, we need more diversity at the table not just for fairness—but for quality. Algorithms reflect the people who build them. More inclusive teams create more inclusive technologies. I often say: diversity isn’t a feel-good initiative; it’s a strategic imperative. If we want AI to serve society, it has to be built by all of society.

The Social Digest: AI is transforming industries rapidly. How do you see its role evolving over the next decade, and what part do you hope to play in ensuring it remains ethical and inclusive?

I believe the next decade of AI won’t be defined by breakthroughs in model architecture—but by the quality of integration into society. AI will become increasingly embedded in everyday systems—from education to healthcare to public services. But that integration must be thoughtful. The real challenge isn’t: Can we build it? It’s: Should we build it ? For whom? Under what conditions? I see my role as a translator between technology, business, and society. I want to ensure that the systems we build are not only efficient, but equitable—designed with a deep understanding of human complexity. This includes addressing bias, prioritizing transparency, and creating inclusive design processes from the start. To get there, we need diverse voices at every stage—across gender, neurodiversity, disciplines, and cultures. I will continue to advocate for those voices and help organizations move from AI enthusiasm to AI maturity—where innovation is aligned with impact, values, and trust. AI is a mirror. If we want a more just and inclusive world, we must build it into the code from day one. That’s the part I want to play: helping shape AI that reflects not just what’s possible—but what’s right.

The Social Digest: You’ve emphasized emotional intelligence in leadership. How do you integrate it into your work, particularly when guiding teams through complex AI transformations?

For me, emotional intelligence is not a “nice-to-have” in leadership—it’s the foundation. Especially in AI-driven transformations, where uncertainty is high, roles are shifting, and change can trigger fear or resistance. I’ve learned that people don’t fear change itself—they fear losing relevance, identity, or control. That’s why I lead with empathy, clarity, and presence. In practice, that means active listening—truly understanding what excites or worries my team. It means co-creating solutions instead of top-down directives. It means making space for diverse emotions during times of change. When people feel seen and safe, they bring their best thinking to the table. They dare to experiment, ask questions, challenge ideas. I also believe in radical transparency—naming uncertainties instead of pretending to have all the answers. In one transformation project, I opened every milestone meeting with “What are we not saying?”—and it changed everything. The room got real. And real is where trust, innovation, and resilience begin. Emotional intelligence is not about being soft. It’s about being human in a deeply technological world. And I believe that’s exactly what the future of AI leadership will demand—people who can connect deeply, think systemically, and guide others through ambiguity with grounded confidence.

The Social Digest: Your approach to AI adoption starts with identifying practical use cases. Can you share a method or framework you’ve used to help organizations successfully integrate AI? 

In my experience, successful AI adoption doesn’t start with the technology—it starts with context. I use a co-creative discovery framework that combines business value, technical feasibility, and user desirability. We begin by identifying pain points or opportunity areas within a domain—not asking “Where can we use AI?” but “Where would intelligence or automation meaningfully shift how we work or serve?” One method I rely on is the Value x Feasibility x Readiness matrix. We map potential use cases based on impact potential, data availability, and organizational readiness—including cultural factors. From there, we move into rapid prototyping: small, tangible experiments that generate early insight and user feedback. This avoids “AI theater” and builds credibility quickly. Most importantly, we bring all stakeholders into the process—from IT to domain experts to end users. That way, AI becomes a shared solution, not something handed down from a lab. This approach not only drives real outcomes—it lays the foundation for scalable, responsible AI adoption that’s embedded in how the organization thinks and operates.

The Social Digest: Your climb of Großglockner with your son and father reflects your value of balance. How do you maintain personal well-being while leading high-pressure AI initiatives, and what lessons can others learn from this?

Climbing the Großglockner with my son and my father was one of the most meaningful experiences of my life. Three generations, one summit—and a reminder that life isn’t just about performance, but about connection, presence, and perspective. That moment taught me something I try to carry into my professional life every day: sustainable leadership starts with grounding yourself. Leading complex AI initiatives can be incredibly intense. There’s constant change, high expectations, and often a lack of clear answers. What keeps me balanced is rhythm: intentional pauses, time in nature, and moments with my son where work fades into the background. I also reflect regularly—on what matters, what I want to amplify, and what I need to let go of. My lesson for others: don’t wait for balance to show up. You have to design it. And remember that your energy is your most precious resource. If you burn it all for the sprint, you’ll never last the marathon. High-impact leadership doesn’t mean running harder—it means choosing consciously where you place your attention and how you care for yourself in the process. Just like on a mountain, the way up is demanding—but it’s deeply rewarding when you know why you’re climbing.

The Social Digest: What legacy do you hope to leave in AI and transformation, particularly in empowering diverse teams and advancing inclusive technology? 

If I had to name one legacy, it would be this: helping create a future where technology and humanity evolve together—not apart. I want to be part of building AI systems and transformation journeys that are not only efficient, but meaningful, responsible, and deeply inclusive. Systems that reflect the full spectrum of human experience, not just the dominant perspective. I hope my work shows that innovation doesn’t have to be cold or extractive—it can be empathetic, creative, and empowering. That diverse teams aren’t a “nice to have,” but the core of better thinking and better outcomes. That emotional intelligence, lived experience, and sensitivity have just as much place at the table as technical skill. I want to help redefine leadership in tech—not as authority or perfection, but as facilitation, courage, and trust. If others—especially women, neurodivergent minds, or those who’ve felt like outsiders—see in my path a reason to believe in their own, then that would be the most meaningful legacy of all.

The Social Digest: For young women hesitant to enter AI or tech due to perceived barriers, what message or advice would you share to inspire them to pursue their dreams? 

First, I want to say: your hesitation is valid. The tech world hasn’t always been designed with you in mind—but that’s exactly why we need you in it. You don’t have to be the loudest in the room, or have a perfect CV, or understand every algorithm. What you do need is curiosity, courage, and a sense of purpose. The rest you can learn—often faster than you think. I started my journey in design, became a single mom in my early 20s, and ended up in business informatics almost by accident. There was no master plan—just a willingness to keep going, to ask questions, and to believe that I belonged, even when no one else said it out loud. Looking back, every “non-linear” step became a strength. To young women: Don’t let other people’s narrow definitions limit your wide potential. Surround yourself with people who see your brilliance, not just your gaps. Find mentors and allies—but also be one for others. Most of all: trust that your voice, your intuition, and your perspective matter. The future of AI needs not just more women—it needs you.

The Social Digest: Tietoevry places a strong emphasis on responsible AI. Can you share how you incorporate ethical considerations into your AI projects from the beginning, and what frameworks or guidelines you follow to ensure AI is used responsibly? 

For me, responsible AI starts before any code is written—with asking: Are we solving the right problem—for the right reasons? I work with principles from the EU AI Act, especially around transparency, traceability, and human oversight. But ethics can’t be a final check—it must guide the full development process. That means embedding ethical thinking from use case design to data sourcing, model training, testing, and deployment. Questions like: Can the decision be explained? Who benefits—or is left out? are part of every milestone. As a woman and someone who identifies as neurodivergent, I’ve experienced bias firsthand. That’s made me deeply aware of how data and design choices can reinforce or reduce systemic inequities. I pay close attention to how datasets are composed and what assumptions are baked into them. Bias detection is not a step—it’s a mindset. I also prioritize ongoing documentation and transparency—not just at the end, but throughout. Especially with systems involving language models or RAG techniques, explainability and reproducibility aren’t optional—they’re essential. In the end, building ethical AI means designing with intention and humility. It’s about engaging diverse voices, embracing critical reflection, and understanding that technological progress is only meaningful when it respects the full spectrum of human experience.

The Social Digest: Leading AI and transformation projects often requires managing diverse teams and navigating rapid technological changes. How do you foster a culture of innovation and adaptability within your teams, and what leadership strategies do you employ to keep everyone aligned and motivated? 

For me, leading through complexity starts with clarity: Why are we doing this? Who is affected? And how do we create shared ownership of the outcome? Especially in AI and transformation, the pace of change is high—but if people don’t feel safe, heard, and empowered, innovation won’t happen. That’s why I intentionally foster a culture where experimentation is welcomed, learning from failure is normalized, and every voice is valued. My leadership strategy is rooted in co-creation. I involve teams early—whether in scoping, problem definition, or prototyping. When people see their fingerprints on a solution, they engage with real energy. I also put a strong focus on narrative clarity—helping teams understand not just the what, but the why behind the work. That creates alignment across roles and disciplines. Adaptability also means being emotionally present. In fast-moving environments, I check in frequently—not just on progress, but on energy, confidence, and focus. Motivation isn’t something you push from the outside—it’s something you protect on the inside. And when uncertainty hits, I try to lead with grounded calm—acknowledging challenges while keeping the horizon visible. Ultimately, transformation isn’t just about tools or tech. It’s about trust. And innovation thrives where people feel trusted, connected, and seen.

The Social Digest: As a successful woman in tech, you likely serve as a role model for many. Can you share how you mentor or support other women in the field, and what initiatives you believe are most effective for advancing women’s careers in AI and technology.

I see being a role model not as a title, but as a responsibility. One I carry with humility and intention. I mentor women in tech both formally and informally—through structured programs, but also through spontaneous conversations, referrals, or simply being visible and accessible. Sometimes, it’s not about big gestures—it’s about listening deeply, sharing honestly, and reminding someone: You’re not alone. You belong here. What I’ve learned is that mentorship is powerful—but sponsorship is transformational. It’s not just advising; it’s advocating. Opening doors, making introductions, creating visibility. I actively use my seat at the table to pull up more chairs, especially for women who might be overlooked despite their talent. I also believe in the importance of women’s networks. They’re not just support systems—they’re strategic platforms. Safe spaces where we can exchange not just empathy, but resources, insights, and opportunities. We need more of these spaces—especially cross-generational and cross-disciplinary. To truly advance women’s careers in AI, we need systemic change: inclusive hiring, flexible career paths, transparent promotion criteria, and a culture that values emotional intelligence as much as technical skill. Because when we redefine what leadership looks and feels like, more women will rise—not by becoming like men, but by leading as themselves.

This interview was conducted by Ansh C Vachhani, The Social Digest on 08/10/2025. If you have any interview recommendations or have a story that you want to share with our readers, get in touch with our editor Vedant Bhrambhatt, at editor@thesocialdigest.com