Leadership in the Cloud: James Mystakidis on Growth, Culture and the Future of Tech
In this exclusive Intelligent CIO APAC interview, James Mystakidis, Group Executive of Macquarie Cloud Services, shares the leadership philosophies and strategic decisions behind one of Australia’s fastest-growing cloud and security businesses.
Key topics include:
- Scaling a private cloud business from $34M to $140M.
- AI’s real impact vs hype in cloud and enterprise IT.
- Building a people-first culture that delivers world-class NPS and staff engagement.
- Addressing region-specific technology challenges in APAC.
- The role of leadership in managing risk, innovation, and change.
This unedited Q&A offers direct insight into the mindset of a senior cloud leader shaping Australia’s IT services sector.
Originally published in Intelligent CIO APAC, July 2025.
1. What would you describe as your most memorable achievement?
Transforming the Macquarie Cloud Services business from a smaller division into one of the driving forces of our entire organisation is the standout to me.
When I took over in 2015, Cloud Services was generating $34 million in annual revenue. Many believed due to the rise of the public cloud hyperscalers, that private cloud businesses were not strategic and should be divested. This mirrored a common sentiment in the industry. However, I saw potential where others saw decline. By 2024, our revenue had organically grown to $140 million.
Success came from a reminder, ’culture eats strategy for breakfast’, so a two-pronged strategy was required:
- Focus on our purpose of serving a marketplace that is over charged and underserved
- Building an exceptional leadership team
My focus on our people was fundamental to this transformation. In business there are typically three constituent groups: customers, staff, and shareholders. In most businesses one or two of their groups suffer. What I have discovered is when you put your people first (staff engagement), your people give your customers an incredible experience. When your customers are engaged, they remain with you, which in turn drives revenue and profits (EBITDA).
In the past four years we have been in the Top 25 Great Places to work (#2 in 2023), while our Gallup Q12 survey results, where we scored 4.9 out of five with 100 per cent participation, placing us in the top three per cent globally. Adding to that, our high net promotor scores (NPS) consistently range from the high 80s to 90s, which is streets ahead of industry norms. This success flows to exceptional revenue and profitability.
2. What first made you think of a career in technology?
I have a natural curiosity for how things work, going back as far as I can remember, and technology lends itself to this very well. From a young age, I would take apart electrical devices to understand their inner workings, most often struggling to put them back together. This natural curiosity led me to information technology, an industry that continually challenges me to figure out how things tick.
As my career evolved, I found that this curiosity extends to understanding how businesses operate. I enjoy discovering the various levers within a business that can be adjusted to drive results and how to solve business problems.
3. What management philosophy do you employ with your current position?
I would describe my leadership style as ambidextrous. I believe that as leaders, myself and others on the leadership team must adapt to the needs of individuals. Every person in our team is unique, with different skills, motivations, and experiences. It’s our responsibility to adapt our styles to bring out the best in them and provide the support they need.
We are always thinking about the ‘empowerment curve’, where we consider skill versus will, which balances an individual’s capability and motivation. By understanding each person’s skill level and motivation, we can tailor our approach, offering the right level of empowerment and guidance. For those needing clarity and direction, we provide structured support. For those who thrive with autonomy, we ensure they understand the goals and give them the freedom to achieve them.
We don’t always get it right, so we continuously calibrate our approach to meet the needs of the team.
4. What do you think is the current hot technology talking point?
It’s hard to deny that AI is the current hot tech talking point. The topic dominates discussions, and while this is exciting, it also has downsides. One major issue we see is ‘AI washing’, where companies exaggerate the use of their AI in products and storytelling, making it difficult to discern genuine AI integration from the hype machine. Despite this, we firmly believe that AI will fundamentally reshape how we live and work.
Macquarie Cloud Services aims to lead this change and do so responsibly – not just be a passive recipient in a change that will lead us. It’s crucial that we leverage AI’s development to ensure we are satisfied with the outcomes it brings, including the value and experience it offers our customers.
5. How do you deal with stress and unwind outside the office?
My approach has evolved significantly over time. Early in my career, I thrived on individual competence and achievement, which led to considerable stress when I transitioned into leadership roles. I initially tried to apply the same individual contributor mindset to management, resulting in many mistakes and very high stress levels.
Over the years, I learned that effective leadership involves hiring exceptional people and trusting them. Great managers hire great staff, and it’s crucial to find the best talent, even those who might excel past my own capabilities. Empowering and trusting these individuals has dramatically reduced my stress levels. Now, with an incredible team in place, I rely on them to run the business effectively and try to help them be their best, which alleviates the stress that previously weighed me down.
I believe in the integration of personal and professional life, and I recognise that as human beings, we bring our personal experiences to work and vice versa. I enjoy scuba diving, riding my motorbike, and travelling abroad so I try to balance my passions and responsibilities to make sure I unwind and recharge regularly.
6. What do you currently identify as the major areas of investment in your industry?
People. Investing in our people is more important now than ever. The skills and capabilities required in IT are evolving quickly and we must focus on training and supporting our people to navigate what is the biggest technological change of our lifetime, so they can adapt to new roles where AI is increasingly centre stage.
Secondly, we need to leverage AI to transform our businesses. AI’s impact is already evident in fields such as law and marketing, where tools like ChatGPT can analyse vast amounts of data and generate comprehensive insights. This technological advancement will redefine many roles, which will force a change in how professionals operate. Our investment must focus on helping our workforce embrace these changes, ensuring they can work effectively with AI and remain relevant in the future job market.
7. What are the region specific challenges when implementing new technologies in APAC?
The world becomes smaller as technology becomes more prolific. The APAC region is so varied, with so many different countries at different stages of technological adoption. This variability allows some countries to leapfrog the investments of other countries to new generation technologies, but it also means there are significant disparities in readiness and infrastructure.
A major challenge is data sovereignty. In APAC, different countries have distinct regulations aimed at protecting their citizens’ data. Unlike the EU, which has a unified regulatory framework, APAC’s regulatory environment is fragmented, with each country having its own set of rules and requirements. This complexity combined with different languages and cultures makes it difficult for technology companies to implement solutions uniformly across the region.
Compounding that, cultural and linguistic diversity adds another layer of complexity. Each country has its own language, culture, and business practices, requiring tailored approaches for technology implementation and adoption. This can’t be done without a deep understanding of local markets and the ability to navigate various regulatory landscapes, making the process more intricate compared to other regions.
8. What changes to your job role have you seen in the last year and how do you see these developing in the next 12 months?
Over the past year, our goal was to maintain our position as the number one cloud MSP in Australia. We’ve achieved this goal, surpassing all competitors, but our strategy is to maintain the mindset that we’re coming in second. This ensures we remain hungry for growth, disciplined, and innovative, avoiding the complacency and arrogance that can come with being number one.
Looking forward, I see my role continuing to evolve around sustaining this mindset. We’ll keep learning from international markets, staying attuned to customer needs, and focusing on innovation. Our goal is to maintain our leadership by not just focusing on our current success, but by constantly seeking ways to improve and adapt. This means we must pay close attention to global trends, understand how we can implement new ideas, and ensure our offerings remain relevant and valuable to our customers.
