Jeff Fleece is Chief Information Officer of Baker Hughes who brings over 27 years of technology leadership to the company. He is responsible for leading the global IT strategy and driving solutions that boost internal productivity.
Prior to his current role, Jeff served as the Chief Technology Officer for Digital Technology at Baker Hughes for over five years after previously serving in the same position for GE Oil & Gas. His responsibilities included enterprises architecture, infrastructure, IT operations, and cloud strategy/operations, as well as leading the regional Digital Technology teams.
Prior to joining GE, Jeff led several large organizations in the consulting, government, cloud managed services, and high-tech industries. Jeff started his career serving as a cavalry officer in the United States Army after earning his Bachelor of Science degree in mechanical (aerospace) engineering from the United States Military Academy at West Point. He also earned a master’s degree in Business Administration from the University of Texas.
Can you share some of the key milestones that have contributed to your growth and how those experiences have prepared you for your current role at Baker Hughes?
My leadership foundation was established at West Point, where I learned the critical importance of resilience, adaptability, and a strong sense of duty. Serving as a cavalry officer in the U.S. Army further honed my ability to make decisions under pressure and lead by example – skills that are essential in any leadership role.
As I transitioned into the tech industry, I applied these leadership principles within large organizations in consulting, government, and cloud services while navigating a complex and rapidly evolving digital landscape.
My time as Chief Technology Officer for Digital Technology at Baker Hughes allowed me to refine my expertise in enterprise architecture and cloud strategy, always with a focus on empowering teams and driving innovation.
"The energy industry is undergoing a significant transformation as it adapts to the demands of the energy transition"
These experiences were pivotal to prepare for my role as chief information officer at Baker Hughes, where decision-making under pressure, coupled with clear communication and transparency are vital.
What have been the biggest challenges and successes in leading the technology transformation at Baker Hughes?
One of the most significant challenges in leading digital transformation at Baker Hughes has been driving change across a large, global organization with deeply embedded legacy systems.
Even with careful planning, clear communication, and strong collaboration across all levels of our organization, aligning diverse teams and ensuring seamless integrations is a complex task.
However, these challenges have also led to some of our greatest successes.
Because of our scale and complexity, our team is laser-focused on driving simplification and efficiency across our operations. We leverage advanced artificial intelligence (AI) and machine learning (ML) technologies to make it happen.
A prime example is the way we have transformed operations for our additive manufacturing capabilities. By applying machine learning to inventory, maintenance records, and production forecasts, we can identify parts suitable for additive manufacturing, digitalize them, and enable on-demand ordering through a software platform. This approach reduces excess inventory, minimizes logistical challenges, and enhances budgeting accuracy.
What technologies will shape the energy industry in the next decade, and how is Baker Hughes adapting?
The energy industry is undergoing a significant transformation as it adapts to the demands of the energy transition.
Over the next decade, technologies such as AI and ML will be pivotal in shaping this evolution.
AI enables operators to enhance remote operations, maximize production, and predict equipment failures with unprecedented speed and accuracy. These technologies are essential for driving the efficiency improvements needed to meet critical energy transition targets. For instance, if today’s oil and gas operations were just 10% more efficient, we could save approximately 500,000 tons of CO2 per year.
At Baker Hughes, we are at the forefront of this transformation.
We leverage AI and ML across our portfolio to unlock the value in data, enabling safer and more intelligent operations.
Through solutions like our Edge-to-Enterprise Cordant™ platform, we combine AI-driven insights with our deep Original Equipment Manufacturer (OEM) knowledge to help customers optimize production, increase yield, and improve safety, ensuring they are well-prepared for the future of energy.
How do you integrate diversity and inclusion into the daily operations of the company?
Diversity and inclusion are integral to our daily operations and essential to our mission of taking energy forward.
It all begins with our people, who are the heart of Baker Hughes.
Our culture is deeply rooted in a heritage of innovation and invention, particularly in research and development, which is supported by diverse and complementary capabilities. We celebrate the diversity and uniqueness of each employee, recognizing that this diversity is key to driving innovation and collaboration, and crucial in achieving our energy transition goals.
We have established a Culture & Inclusion Council, comprised of hand-selected leaders who champion Baker Hughes’ culture. This council acts as trusted advisors and catalysts for organizational change, ensuring Baker Hughes lives its values, models inclusive behaviors, and drives progress in cultivating both a 'culture of performance' and a 'culture of inclusion.'
In the digital space, we actively seek to attract and retain the best and most diverse talent from around the world.
To support this, we strive to create an inclusive and safe workplace where every employee feels valued and empowered to contribute.
Our commitment is reflected in our robust learning and development opportunities, such as our CORE Strengths Inclusive Leadership learning track, which was designed to further enhance inclusive leadership across the organization.
Additionally, we foster connections between our employees and their communities, ensuring that inclusion is not just a policy but a lived experience that enriches our company culture and drives our success.
How do you approach leadership development within your digital technology teams at Baker Hughes and what qualities do you believe are essential for effective leadership in the tech industry?
ASPIRE, IMPACT, CULTIVATE and ASCEND are our workforce leadership programs charged with helping grow and develop our talent pipeline.
These leadership programs nurture talent across our enterprise and are key to maturing our digital technology team.
These programs enforce a blend of several key qualities for effective leadership in the tech industry.
First and foremost, vision is essential- leaders must be able to see the big picture and guide their teams toward long-term goals amidst rapid technological changes.
Empathy and emotional intelligence are also critical; understanding and supporting your team fosters a positive, innovative work environment.
Perhaps most importantly, leaders, need to be capable of empowering others by providing support and autonomy- this fosters innovation and productivity.
What advice would you give to your peers who are seeking to advance their careers in the industry?
Embrace a growth mindset.
The technology landscape is rapidly evolving, so continuous learning is crucial. Commit to expanding your knowledge and skills to stay ahead of the curve.
Don’t shy away from challenging projects. Assignments that push you beyond your comfort zone are the experiences that drive the most significant personal and professional growth.
Building strong relationships and networks within the industry is vital. Through strategic alliances with C3.ai and Augury, our teams at Baker Hughes have been able to bring specialist expertise and cutting-edge technology to our customers, allowing us to offer the full breadth of AI use cases. Leaders must be willing to collaborate and look outside of their immediate network to truly innovate.
Finally, lead with integrity and a clear vision. Your ability to inspire and guide others through change is what will set you apart as a leader and drive your long-term success in any industry.
