Smart Mobility through Human-Centered Technology

With nearly three decades of experience in technology, Mauricio Amaro is the CIO at Grupo IAMSA, where he leads digital strategy, cybersecurity and innovation across the company’s network. A computer engineer by training and master’s graduate in IT, he blends deep technical expertise in implementing human-centric technology and strategic data governance. He serves as a thought leader in aligning IT with business outcomes.

I began my career in technology nearly 30 years ago. As a computer engineer, I’ve always placed high importance on information, with technology serving as its critical enabler. I progressed from programming to leading technology teams in major corporations, all for the last 15 years.

Throughout this time, I’ve witnessed how quickly technologies evolve. Some remain relevant while others disappear fast. This experience helped me recognize patterns and anticipate emerging trends. In 2018, for example, I wrote on my blog about specialized artificial intelligences working together, which has since begun materializing.

At Grupo IAMSA, we optimize current technology operations while staying alert to what’s coming. I also hold a master’s degree in IT, graduating cum laude. I advocate a more human-centric view of technology, where I believe technology must be a tool for people, not the other way around. This shapes my leadership and decision-making approach every day.

Quantum Shift in Transportation and Security

Quantum computing is already disrupting today’s tech ecosystem. It’s sporadic, but increasingly evident. We've seen cryptographic algorithms, once considered secure, decrypt rapidly. Problems are now solved in seconds.

Transportation systems will be profoundly transformed in terms of both security and operational efficiency. Quantum algorithms such as Grover’s can assess countless routing options in moments. This enables real-time dynamic route planning that adapts to traffic, weather or demand.

Quantum’s ability to evaluate multiple scenarios at once through superposition and entanglement allows transportation networks to reconfigure instantly in response to events like accidents or delays. This enables smarter coordination in cities and integration of massive datasets from sensors and GPS, which enhances system resilience and the user experience.

This represents more than just a technological upgrade. It marks a strategic shift in how transportation systems can become adaptive and sustainable. However, it also demands updated digital governance models that integrate automation, quantum-resilient security and future-readiness from the outset. To stay competitive, transport operators must evaluate not only what quantum can do but also how it will integrate with legacy systems, existing processes and human decision-making frameworks.

  ​Quantum
computing is not a trend to chase blindly. It’s about meaningful and
responsible integration, even before the organization realizes it is needed   

Post-quantum threats require a fundamental shift in our cybersecurity strategy. Quantum computing could soon undermine classical encryption, which protects most of today’s digital communication. This has sparked a race toward post-quantum cryptography and broader use of blockchain-based digital signatures.

At Grupo IAMSA, we are starting down this path with our technology team, using Zero Trust models and network segmentation as a basis, and beginning to establish scenarios and a roadmap that will allow us, in the not-too-distant future, to simulate new types of attacks and design protocols for recovery and rapid response, thereby continuing to ensure our operational capacity.

Preparation goes beyond technology. It involves partnerships with regulators, industry groups and interdisciplinary teams. We're also building internal expertise in cryptography and testing emerging tools like Quantum Key Distribution (QKD) in pilot projects. Forward-thinking organizations must also begin developing policies for managing quantum-era risks, including what data may need re-encryption and how systems will scale as capabilities expand.

Preparation goes beyond technology. It involves partnerships with regulators, industry groups, and interdisciplinary teams. It is necessary to develop internal expertise in cryptography and test emerging tools such as Quantum Key Distribution (QKD) in pilot projects. Forward-thinking organizations must also begin to develop policies to manage quantum-era risks, including what data may need to be re-encrypted and how systems will scale as capabilities increase.

Strategic Data Governance in Complex Environments

When IT enables strategy, data governance ensures that information is reliable, timely and aligned with business goals. This means using automation to validate data quality, assigning responsible data owners and establishing metrics that connect data usage to outcomes.

Governance should be based on data criticality. Data influencing business decisions, compliance or customer experience deserves stronger controls. Routine transactional data may need less oversight. This selective approach ensures efficient use of governance resources while protecting high-impact information.

Aligning data governance with strategy enables agility and reduces unnecessary bureaucracy. It ensures that only data carrying significant business value is tightly governed. More importantly, it instills a culture where data is not seen as just a compliance task, but as a dynamic asset that continuously evolves along with the organization’s needs.

Governance cannot be one-size-fits-all. While principles like accountability, quality and traceability apply across industries, implementation depends on business context and risk profile. A bank needs rigorous audit trails; a logistics firm prioritizes real-time availability.

In a multi-service enterprise, we follow a federated governance model. A central team sets strategy, while business units apply controls suited to their data. Data is categorized by domain and criticality and the governance intensity is matched accordingly.

Not all data should be governed equally. Temporary, real-time or sensor-generated data may not need exhaustive tracking if its value is marginal. Over-governance can waste resources and impede agility. Conversely, unstructured external data, such as from social media, cannot always be verified without human review or adaptable AI tools.

Using AI and machine learning, we automate classification, assess quality and adjust governance levels dynamically. Quantum computing may eventually enhance this by optimizing governance for large-scale, complex datasets. It is not just about control, but adaptability, ensuring governance mechanisms evolve with the data landscape.

To those preparing for what’s ahead, I would advise fellow CIOs to stay informed, but be discerning. Social media and industry groups are useful for identifying trends, but technical claims must be verified at their source.

CIOs should focus on three pillars:          

• Mapping mission-critical processes

• Designing hybrid classical-quantum systems

• Building new cybersecurity frameworks

Develop internal talent capable of tackling quantum-specific challenges and start shaping governance frameworks for traceability, control and compliance. It is important to cultivate a mindset of experimentation, building sandboxes and pilot environments where teams can explore new capabilities.

Ultimately, quantum computing is not a trend to chase blindly. It’s about meaningful and responsible integration, even before the organization realizes it is needed. If approached strategically, it can become a true accelerator of innovation, value creation and resilience.