Today we’d like to introduce you to Kevin Korte.

Hi Kevin, thanks for sharing your story with us. To start, maybe you can tell our readers some of your backstory.
As with many Americans, my story begins in a different country. Growing up in Germany as a millennial, I saw the wonders of the digital revolution firsthand, from the first animated movie created with the help of a computer to cell phones, going from $1,000-dollar bricks to almost disposable pocket computers. The ubiquity of “you got mail” started my journey into the digital world, and the rise of Facebook marked the transition from my teenage years into adulthood. I certainly had an exciting time growing up. The rise of Facebook is undoubtedly one of the major inflection points in my life. In my first year at Jacobs University in Bremen, now the Constructor University Bremen, Facebook started to take hold. After joining, I realized the amount of data shared by posting things to Facebook or playing the weird games the platform offered, and the impact of being followed by “like” buttons and cookies dawned on me.
This realization, in turn, got me thinking that we need to control our data and shouldn’t be under constant surveillance by corporations and governments. As digital identities are a crucial part of any computer system, I joined Bremen-based Univention after college, working on its open-source identity management products. From there, it was only a tiny step into the broader world of open source and cybersecurity.
A couple of years into my executive career, I had the option to join a Board of Directors. My first board seat was with the Jacobs University Foundation of America, the non-profit arm of my Alma Mater that helps Students attend what is now Constructor University. From there, it was only natural to branch out and take a corporate board seat in a start-up that likewise focuses on personal development and helping humans reach their full potential in these quickly changing times.

Alright, so let’s dig a little deeper into the story – has it been an easy path overall and if not, what were the challenges you’ve had to overcome?
Coming from a technology background, cybersecurity, digital transformation, and AI are part of my workday and, more importantly, my vocabulary. Thus, while preparing for my first board meetings, I spotted a profoundly technical issue in one of the cybersecurity strategies. If unaddressed, the problem would result in the loss of some operating licenses. Raising the point at the appropriate time, I generated much laughter about it. The phrases that were appropriate in IT had significantly different meanings in business. Thankfully, the CEO had glossed over it at the time and asked me to reformulate the issue. Thankfully, attempt number two got the understanding and appropriate reaction. Later, at the social event, one of the experienced members took the time to explain the language difference.
Yet, it has taught me that getting the language right can significantly change how you are perceived. Simplifying the language and keeping it precise without colloquialisms is one of the lessons I am very thankful to have learned in a slightly forgiving environment.

Alright, so let’s switch gears a bit and talk business. What should we know about your work?
My primary focus is on corporate boards, where Board Members serve as the voice of the shareholders, the true owners of the company. The board’s primary responsibility is to ensure that management is effectively utilizing the shareholders’ funds. This involves reviewing the company’s strategy, assessing the risk-reward balance, and appointing top management. Unlike the management, the board does not directly oversee the company’s day-to-day operations. The board’s final duty is to review the financial results, ensuring that management is not only aligned with the strategy but also driving it forward, and that the outcomes meet expectations. Often, people don’t realize how many issues play into risk and strategy. From cybersecurity via sales to talent management, the overall strategy touches many fields in a company; the board should sniff out risks without taking over management.
One of my biggest differentiators is my combination of technical expertise, financial acumen, and sales experience. Unfortunately, there are far too few technical experts on corporate boards today.

What sort of changes are you expecting over the next 5-10 years?
AI is a convenient topic when discussing IT strategy with the board of directors. You currently cannot escape the news coverage at the moment. Everyone has an idea of what it is. Everyone wants to be a front-runner with it. Everyone has read about the overarching risks and benefits. However, while AI drives digital transformation, it is seldom the big, explosive trigger for growth or disaster we expect in our subconsciousness. Thus, the hype around AI requires a nuanced approach. Some companies will benefit tremendously by having their strategy and risk evaluation adopted with and in the field’s development. Others won’t feel a direct impact. Asking how fundamental the change is to the continued growth of the business is the first step to deciding whether or not to proceed.

Contact Info:

• Website: https://www.korte.co
• Linkedin: https://www.linkedin.com/in/kevindkorte/
• Twitter: https://twitter.com/KeDKorte
• Youtube: https://www.youtube.com/@KevinDominikKorte