Member since September 2026
Alma Jones is the Founder and CEO of KinLumen AI and a VP, Technology Leader with more than 20 years of experience in technology transformation, governance, and AI. A certified Human-Centered AI leader, she helps business owners and leaders turn AI ambition into responsible action through clear strategy, practical governance, and hands-on learning. Alma is especially committed to empowering women to lead in AI with confidence, clarity, and purpose.
What makes me smile is seeing someone recognize their own potential—especially when they once believed technology or AI was beyond their reach. I am inspired by those moments when uncertainty becomes curiosity, curiosity becomes confidence, and confidence becomes action. Whether I am speaking to business leaders, emerging professionals, or women stepping into AI leadership. My greatest reward is helping people see that they belong in the conversation and have the ability to shape what comes next. If someone leaves my session feeling more capable, more courageous, and ready to create an opportunity for others, that is what makes me smile.
The best story I want to share from the stage is how I created and developed the CAGE: Cloud, Automation, Governance, and Engineering team.
A CCOE (Cloud Center of Excellence) model gave us a strong foundation for cloud strategy, standards, and adoption. As our responsibilities grew, however, it became clear that cloud excellence alone was not enough. Cloud could not scale without automation. Automation needed governance. Governance had to be embedded in engineering—not added after solutions were built.
CAGE was the next step in that evolution. We combined these capabilities into a single operating model, bringing together engineers, architects, security experts, governance leaders, and operations teams to work toward a common goal.
We built CAGE as we modernized platforms, improved controls, supported a major banking integration, and handled real operational needs. The team set up hundreds of cloud accounts, saved significant costs, created reusable automation, improved governance, fixed thousands of security issues, and greatly reduced high-priority incidents.
But the most important part of this story is not just what the team achieved, but how people grew. Team members found their voices, became more confident, worked across traditional boundaries, and took on leadership roles. People who used to wait for instructions started spotting opportunities, suggesting solutions, and helping others succeed.
The evolution of CAGE taught me that organizational transformation is not accomplished by changing a name or structure. It happens when people understand the mission, recognize how their strengths contribute to it, and trust one another enough to build something greater together.
This is the message I hope people remember: technology can open the door to change, but people make it happen. When leaders give teams clarity, connection, and space to grow, teams do more than just deliver results. They help shape the future.
The best story I want to share from the stage is how I created and developed the CAGE: Cloud, Automation, Governance, and Engineering team.
A CCOE (Cloud Center of Excellence) model gave us a strong foundation for cloud strategy, standards, and adoption. As our responsibilities grew, however, it became clear that cloud excellence alone was not enough. Cloud could not scale without automation. Automation needed governance. Governance had to be embedded in engineering—not added after solutions were built.
CAGE was the next step in that evolution. We combined these capabilities into a single operating model, bringing together engineers, architects, security experts, governance leaders, and operations teams to work toward a common goal.
We built CAGE as we modernized platforms, improved controls, supported a major banking integration, and handled real operational needs. The team set up hundreds of cloud accounts, saved significant costs, created reusable automation, improved governance, fixed thousands of security issues, and greatly reduced high-priority incidents.
But the most important part of this story is not just what the team achieved, but how people grew. Team members found their voices, became more confident, worked across traditional boundaries, and took on leadership roles. People who used to wait for instructions started spotting opportunities, suggesting solutions, and helping others succeed.
The evolution of CAGE taught me that organizational transformation is not accomplished by changing a name or structure. It happens when people understand the mission, recognize how their strengths contribute to it, and trust one another enough to build something greater together.
This is the message I hope people remember: technology can open the door to change, but people make it happen. When leaders give teams clarity, connection, and space to grow, teams do more than just deliver results. They help shape the future.