Leaders Profile: Eugi Bartolo, CPTO, Sifted

From drumkits to boardrooms: Combining strategy with musical creativity

In this exclusive Leaders Profile interview, Sifted CPTO Eugi Bartolo reveals how he strikes a unique balance between boardroom strategy, creative expression and a passion for mentoring the next generation of TechGirls.

In a world where technology leaders often find themselves buried in strategy meetings and board presentations, Eugi Bartolo stands out—not only as a seasoned Chief Product and Technology Officer but also as the drummer of a Queen tribute band, balancing technical depth, strategic influence and creative expression. Read more about Eugi’s leadership story below.

Eugi Bartolo: Overview

• The new CTO reality
• Translating tech to boardroom language
• Culture across borders
• Lessons from the trenches 
• Life beyond technology
• On TechGirl mentorship

The new CTO reality

“In my current role, I’m wearing many hats,” he says. And it is not just a metaphor. One minute he is negotiating with the CEO on high-level investments and opportunities, the next he is writing user stories, defining acceptance criteria, crafting test scripts and leading UAT sessions.

This ability to seamlessly shift between the boardroom and the project room comes from a deep-rooted belief that it is about the skills you bring to the table. With a strong foundation in business analysis, Eugi isn’t afraid to roll up his sleeves and dive into the details when needed. But that does not detract from his strategic lens, it enhances it. Each tactical decision made on the ground is infused with a clear understanding of the broader business priorities.

“It's about developing that level of flexibility,” he explains, “and also being honest with yourself about where you truly add value.” That kind of self-awareness, knowing when to lead from the front and when to support from within, is what sets leaders apart. 

Translating tech to boardroom language

For Eugi, one of the most essential—yet often underestimated—skills for a technology leader is the ability to translate. Not just code into products, but complex technical realities into clear, actionable insight for non-technical stakeholders.

“A good technology leader should be able to translate challenges and opportunities, risks and issues that are sometimes technical, to a non-technical audience so they can support you with a decision,” Eugi explains. And that translation isn’t just about simplifying jargon—it’s about framing the truth in a way that resonates.

“I can be brutally honest,” he says, “but I’m also diplomatic. Especially if you want to get buy-in, you can’t come across as nasty or disrespectful. That’s my approach.” Whether he’s highlighting delivery risks or negotiating board-level investments, Eugi sees his role as a bridge: connecting the technical and executive worlds with clarity, empathy, and just the right amount of edge.

Communication, he believes, is both a strategy and a safeguard. Being upfront about roadblocks or shifting timelines helps avoid the kinds of last-minute surprises that frustrate stakeholders. “What people don’t like,” he points out, “is being blindsided. But if you keep them in the loop, give them rationale, and help them understand why something is changing, they’re usually fine.”

Culture across borders

Leading globally distributed teams is not just about syncing time zones, it is about bridging cultures, building trust and creating a shared sense of purpose, no matter where people are logging in from. For Eugi, that is where leadership kicks in.

“I used to think of myself as a stranger in a strange land,” he reflects, alluding to his early experiences working across different geographies and cultures. That perspective shaped not only how he leads, but how he builds teams that thrive—even when they are oceans apart.

At the heart of his leadership philosophy? Empowerment. “I very much believe in empowering others, enabling others,” he says. “I’m not one of those people who will be protective of their work or their position. I’m very much the opposite.”

Whether navigating hybrid work setups or collaborating across continents, Eugi’s priority is promoting a culture of openness and ownership. He understands that miscommunication can stem not just from language or logistics, but from a lack of trust. So, he fosters honest, transparent dialogue among his teams. “It's all about encouraging open and honest communication between team members,” he explains.

Lessons from the trenches

When discussing digital transformation, Eugi is candid about common missteps. “Many companies think having daily standups makes them agile. That doesn’t make you agile,” he laughs. “Some business leaders struggle with iterative development. They want the fully built product immediately.”

He believes the key to successful transformation lies in co-ownership. “Change can scare people. Especially those who’ve done things a certain way for 10 or 20 years. So it’s important to bring them along on the journey and make them understand the why.”

On business transformation failures, Eugi pinpoints three recurring issues: unclear scope, lack of business ownership, and unrealistic expectations. “Many think transformation is a tech initiative. It’s not. It’s a business change. Tech is just the enabler.”

He encourages leaders to embrace imperfection: “Things will go wrong. But it’s about how you manage them, how you mitigate risks and keep building.”

Life beyond technology

Outside of the boardroom, Eugi takes the stage, literally, as the founder and drummer of Magic Queen, a Queen tribute band he started nearly a decade ago. “It’s fun, it gives me a chance to travel, play music, and see places I wouldn’t otherwise visit.”

And yes, being a performer has shaped his executive presence. “I’m not afraid of an audience. Whether it’s 500 fans or a boardroom full of execs, it’s all about telling your story.”

He even credits live performance with sharpening his risk management skills. “You can’t stop the show if your drum skin splits. You just keep going.”

Eugi recounts moments when his two worlds collided. “Some colleagues came to a gig and were like, ‘Oh my god, we had no idea you were in a band!’ I try to keep things separate, but when people find out, it’s a nice surprise.”

He also admits to occasionally sneaking in musical references during meetings. “Once, someone said they’d spoken to Adele, and a colleague and I just burst out laughing—‘Hello, it’s me…’ It was a very serious meeting, but we just couldn’t help it.”

On TechGirl mentorship

For Eugi, success is best measured by the growth of others. “Seeing people who were juniors when I hired them now becoming senior leaders. That makes me really proud,” he says.

He views mentoring as a natural extension of leadership. “It’s about listening to their challenges, relating to them with real-life examples, and showing a path forward without being patronising.”

His desire to give back is what led him to join the TechGirl community as part of the newest cohort of mentors. As for what he would tell his 16-year-old self? “Don’t stop learning. Stay eager. And don’t be afraid to ask questions. There are plenty of people out there willing to help.”

Eugi’s journey is a reminder that leadership is not just about strategic vision or technical depth—but also about empathy, adaptability, and the ability to remain human in a world driven by change.

Or, as he would probably say before stepping onto the next stage, “The show must go on.”

Go to quick fire questions ➡️

Quick fire questions 🔥

1. What was your dream job growing up? Astronaut
2. What keeps you up at night? Everything that is happening in the world right now.
3. What excites you about the next 12 months? Working with TechGirl
4. What do you do outside of work? Ride my motorbike, play tennis and experiment with new restaurants and wine bars in London.
5. Best career advice you’ve ever received? Listen listen listen.