From fixing NIC cards as a teen to serving as CIO at the College of Biblical Studies. A people-first, process-driven executive building sustainable IT organizations that support growth, resilience, and long-term impact.
I am a Chief Information Officer with experience leading enterprise IT strategy across automotive, healthcare, and higher education environments.
My career began in hands-on technical roles — supporting users, managing endpoints, and delivering frontline IT services. That foundation shaped a leadership approach rooted in operational discipline, clear communication, and accountability.
In my current role as CIO, I am responsible for aligning technology strategy with institutional mission, strengthening cybersecurity posture, modernizing infrastructure, and building scalable, people-centered IT operations.
I am particularly focused on developing high-performing teams and mentoring emerging leaders while ensuring technology investments deliver measurable value.
"Working under Keyunte was one of the most rewarding experiences of my professional journey. She created an environment where I could truly grow. She trusted me, gave me room to innovate, and allowed me to make decisions while offering just the right amount of guidance. She never micromanaged; instead, she empowered."
"Keyunti is a team player with effective problem solving skills and a strong desire to learn and grow professionally. She has demonstrated leadership qualities and creative ideas, with a pleasant personality and good communication skills. She is an excellent worker in the technology industry."
Three principles that guide every decision, every team, and every transformation I lead.
Technology is a tool. People are the strategy. I build teams that are empowered, trusted, and developed — because sustainable IT organizations are built on relationships, not just systems.
Chaos is expensive. I bring structure through frameworks like ITSM and ITIL — defining clear processes that reduce friction, improve service delivery, and give institutions the visibility they need to make better decisions.
Every institution has a mission. My job is to make sure technology serves it. From risk assessments to infrastructure modernization, every initiative I lead is aligned to the larger purpose of the organization I serve.
Sharing insights on IT leadership, digital transformation, and building people-first technology organizations.
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Request to Speak →Whether you're looking to collaborate, invite me to speak, explore a leadership opportunity, or just connect — I'd love to hear from you.
I was raised to believe you don't quit what you start. In 8th grade, I tried out for the high school varsity basketball team. Basketball was my life — and I didn't make it. That failure taught me something I've carried into every leadership role since: hard seasons aren't always signals to stop. Sometimes they're forging you for what comes next.
As the year came to a close, I reflected on the decision to take a chance on myself. Growth rarely comes from comfort. Real progress requires stepping into uncertainty, trusting your preparation, and being willing to learn in real time.
In 2013, my first IT boss took a chance on me at Holmes Auto Group in Shreveport, Louisiana. He became a mentor, a friend, and someone who shaped how I approach leadership. He always said: "Sometimes you're the windshield, and sometimes you're the bug."
Some people need context. Some need reassurance. Some need directness. Some need space to process. Leadership isn't about changing people — it's about understanding them well enough to communicate expectations clearly and lead by example.
For students wondering where a career in IT can lead, sometimes you just have to look at the people around you. Leadership is built through service, responsibility, and continuous learning — not just titles.