The IT Circle: Interview with Fuki, Lead Cloud & IT at Skello

In this conversation, Fuki shares his journey from developer and DevOps to leading Cloud and IT at Skello. He explains how IT in a scale-up must stay versatile, why visibility into SaaS usage is essential for both compliance and security, and how automation (provisioning, deprovisioning) helps elevate IT from “support” to a strategic business partner. He is pragmatic about AI: the value lies in saving time and refocusing efforts, not in “AI for AI’s sake.” Looking ahead, Fuki believes the future of IT belongs to leaders who combine technical expertise with strong communication to translate governance and security into clear business outcomes.

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What advice would you give to someone starting out in IT in 2025?

Start by understanding your environment. IT in a large enterprise, a mid-sized company, and a startup are completely different. In a scale-up, you need to wear many hats: user support (L1/L2), prevention and training, ticketing, but also infrastructure, Wi-Fi, and security. You need to know when to solve issues yourself and when to bring in the right providers. As the company grows, expectations rise, especially around compliance and security when working with enterprise clients. Being versatile is essential.

💡 “In a scale-up, you need to wear many hats. IT is not just about fixing issues but about prevention, security, and enabling the business.”

Which IT project are you most proud of, or that challenged you most?

I started as a developer, then moved into DevOps and cloud engineering before taking the lead on infrastructure and IT at Skello. One of my main objectives was to change how IT is perceived. Too often IT is seen as “the team that fixes cables.” At Skello, we repositioned IT as a strategic partner: fully integrated into onboarding with HR, responsible for SaaS visibility and compliance, and contributing to cost optimisation. With Corma, we automated repetitive tasks like account provisioning, which freed us to focus on more strategic issues. I am especially proud of deploying an EDR solution across the company. It gave us stronger endpoint protection and a full 360° view of SaaS usage and devices.

💡 “IT is not just ‘fixing HDMI cables.’ With visibility, automation, and communication, IT becomes a strategic partner that drives security, compliance, and business growth.”

How do you build a culture that balances productivity and security?

We encourage experimentation but within a secure framework. That means deploying security agents on devices, planning for backups and rollbacks, and monitoring closely. I brought my DevOps culture of monitoring into IT: just as you monitor CPU or uptime in the cloud, we now monitor the “health” of Skello’s Information System - devices, applications, licenses, and usage. Tools like Corma allow us to inventory and map everything, which helps us act proactively.

Why is visibility so important?

Visibility is the foundation of both compliance and security. Our Data Protection Officer (DPO) and lead data engineer handle governance, but IT manages access rights and endpoint protection. We must ensure client data is secure even if a laptop is lost or stolen. True visibility requires cross-functional collaboration and constant communication. Tools like Corma give us concrete insights that we can share with other teams, turning IT into a trusted advisor.

💡 “True visibility requires collaboration across IT, data, and compliance. Only then can you protect sensitive data and turn IT into a trusted advisor.”

What are best practices for IT communication with the rest of the organisation?

Communication has matured over time. In the beginning it was mostly ad hoc on Slack. Now, we have governance rituals every two to three weeks with the DPO, IT, Cloud, and Data teams. These structured forums help us share objectives, align roadmaps, and avoid silos. They make IT more visible and accountable.

What does the future of the role look like in five years?

In scale-ups, the future of IT depends on synergy with other teams and sponsorship from leadership. IT will always provide support, but it is also an expert function that can enable deals and build client trust. IT leaders must learn to justify investments in business terms. Saying “we need endpoint security to win enterprise audits and close larger deals” is much stronger than “we need an antivirus.”

💡 “The IT leader of tomorrow will be both a technical expert and a strong communicator, able to translate governance and security into clear business outcomes.”

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