Timothy Humphrey, Former NC Senior State Executive / RTP Senior Location Executive, IBM; Provost, Information Technology & Business / RTP Chief Campus Officer, Wake Technical Community College

Artificial intelligence and hybrid cloud are reshaping IBM’s work with clients across North Carolina, positioning the Triangle at the forefront of enterprise transformation. Invest: spoke with Timothy Humphrey, former NC senior state executive and RTP senior location executive for IBM and current provost of Information Technology & Business and RTP chief campus officer at Wake Technical Community College, about the region’s accelerating momentum, the fast-evolving workforce landscape, and the company’s renewed focus on collaboration. “We can’t train people for yesterday’s jobs — we must train them for what the workforce demands now,” Humphrey said.

How is the rapid rise of AI and hybrid cloud technology reshaping IBM’s work with clients in the Triangle and beyond?

We’re fortunate to sit in a sweet spot. IBM helps enterprises tackle their biggest challenges, and AI, along with hybrid cloud, is now one of the most transformative and disruptive technologies emerging in decades. It’s giving organizations new opportunities to improve productivity, reinvent workflows, and accelerate growth. Leaders everywhere, especially here in the Triangle, want to understand how to deploy these tools responsibly and effectively.

The Triangle is home to a concentration of technically sophisticated companies across multiple industries, and they tend to be early adopters. They are piloting solutions, testing proofs of concept, and deploying faster than many markets. We’re helping clients transform operations, increase revenue, improve client satisfaction, and achieve cost efficiencies by integrating AI into critical areas of their business.

It truly feels like one of the most exciting moments in technology. The speed of advancement over the past few years is unprecedented, and that brings both opportunity and the need for responsible stewardship.

What does that pace of change mean for talent and skills in a tech-forward region like the Triangle?

The speed of change fundamentally shifts how people think about their careers. Every company is now in some way a technology company because digital tools are integral to every sector. That means individuals have to ask themselves how they will future-proof their skills.

Years ago, a technical skill might last a 30- or 40-year career. Today, the half-life of a technical skill is roughly two and a half to three and a half years. That requires a continuous learning mindset. Skills acquired today are valuable, but they won’t last as long. People must be ready to learn, adapt, and acquire new capabilities regularly.

One of the reasons I love this area is its focus on education. Our universities and community colleges are aligned with industry needs and are constantly adjusting curricula. That flexibility is essential because we can’t train people for yesterday’s jobs — we must train them for what the workforce demands now.

How is IBM leveraging partnerships with universities, community colleges and industry peers to accelerate innovation and talent development?

Innovation happens everywhere, not just inside IBM. While we’ve been transforming industries for over 100 years, we rely heavily on academic partnerships to stay ahead. Students and researchers are often closest to emerging technologies, and the Triangle gives us access to exceptional institutions.

We work closely with North Carolina Central University, NC State, UNC-Chapel Hill, and several community colleges. 

We’ve partnered with NC State on quantum computing, where both organizations are recognized leaders, and with UNC on business-focused initiatives tied to real-world issues organizations face today. The proximity of these institutions makes collaboration easier — you can start new projects quickly because the relationships already exist.

On the talent side, co-ops, internships, and apprenticeships are key. I’m a product of that system myself, having co-oped with IBM as a student. Those experiences allow students to learn from industry professionals and enter the workforce with a competitive advantage. Demand is high, and opportunities fill quickly, which reflects the strength of our regional ecosystem.

How does IBM’s consolidation of its RTP workforce onto the 500 campus support collaboration and innovation?

IBM has been in this region for 60 years. Over time, our footprint grew through expansions, acquisitions, and business transformations, leaving us with far more real estate than we needed, including buildings designed for 20,000 people. As our workforce shifted toward knowledge-based roles, we needed a more intentional, collaborative environment.

For several years, our teams were split across two campuses on opposite sides of Miami Boulevard. Recently, we consolidated everyone into the 500 campus to create more density and vibrancy. It has transformed the employee experience. Chance interactions happen naturally again — in hallways, meeting spaces, or the cafeteria — and those interactions accelerate learning, especially for early-career professionals.

Having all functions represented in one place also strengthens innovation. People can more easily understand what other teams are working on, build relationships, and learn from one another. Events no longer need to be split across locations, which boosts participation and engagement. The shift reinforces our belief that while people can work from anywhere, in-person collaboration still unlocks important value.

What regulatory or policy developments are influencing IBM’s priorities, and what opportunities do they create?

Regulation has changed dramatically over the past decade as governments respond to the pace of technological advancement. The European Union’s General Data Protection Regulation marked a turning point, and since then we’ve seen increasing global focus on data privacy, security, and responsible technology governance.

You might think regulatory pressure would be a headwind, but for IBM it’s often a tailwind. We provide the tools and expertise enterprises need to manage data responsibly, govern AI models, and ensure compliance. AI is only as good as the data it’s trained on and the people who shape it. Without proper governance, it can create risk, including new security vulnerabilities as bad actors gain access to the same tools.

We deploy AI across our own operations, from HR to procurement, to improve processes and learn firsthand how to implement it responsibly. Then we bring those lessons to clients in both the public and private sectors. Whether you are a consumer or a business, you want your data protected, and you want technology to operate ethically. Helping organizations achieve that is a major opportunity for us.

Looking ahead, what are IBM’s top priorities for the Triangle over the next three to five years?

One major priority is ensuring the success of our latest mainframe platform, the IBM Z17. Many of the teams involved in its development are based here. Mainframes remain essential to global commerce; 9 out of every 10 credit card swipes touch a mainframe, and we’re focused on helping clients transition smoothly to the new system.

We’re also committed to contributing to the region’s economic growth. The Triangle continues to expand rapidly, and we work closely with chambers of commerce, economic development organizations, and state leaders to share insights from global markets. We want to help identify potential roadblocks early and support the policies and collaborations that keep this region competitive. Our participation on the governor’s AI Council is an example of that commitment.

Finally, employee engagement remains a continuous priority. We believe engaged employees deliver better client outcomes, so we invest in experiences that help people feel connected, valued, and excited to build their careers here. That includes volunteer initiatives, speaker events, celebrations like our 60th anniversary, and even lighthearted traditions. On Wednesdays, for example, many of our IBMers wear pink — it’s fun, it builds camaraderie, and it reinforces that work should include moments of joy.