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About
Dan Priest is the US Chief AI Officer for PwC, responsible for leading the firm and its clients in navigating the complexities of AI and harnessing its power. He spearheads the company’s historic $1 billion investment in AI technologies and works with major Fortune 100 companies to develop cutting-edge AI-powered solutions. Priest is a renowned expert in AI and Cloud technology, with more than 25 years of experience as a tech and innovation leader. Prior to his appointment as Chief AI Officer, Priest held various leadership roles within PwC, including Cloud & Digital Leader, where he played a pivotal role in executing digital transformations within a $2 billion P&L. He also served as the Technology, Media, and Telecommunications Vertical Leader, managing a $1 billion P&L. Additionally, he served as the leader for Strategy&, the PwC network’s strategy business. Prior to joining PwC, Priest served as the VP and Chief Information Officer at Toyota Financial Services, leading a team of over 1,000 in driving the company's data, analytics, digital, and tech agenda. His outstanding achievements were recognized with the 2012 CIO Innovation Award for his groundbreaking work. Priest holds a bachelor’s degree in Business and Japanese from California State University and Nanzan University, and a master’s of business administration degree from the University of Maryland.
Dan Priest
Published content
expert panel
You have more control over your travel schedule than you realize. Apply these expert tips to emulate aspects of your normal routine. While some executives look forward to engaging in business travel opportunities, enabling them to see the world while representing their establishments and growing their network, other professionals dread being away from their families for any amount of time, feeling out of sync from their daily routines, and having to play catch up on specific workflow tasks once they've returned to the office. To help these leaders adopt a proactive (rather than reactive) approach to planning their short- or long-term business trips, the members of Fast Company Executive Board provide 17 strategies to help any colleague build a better work-life balance on the go, and remember to prioritize self-care at the top of their list.
expert panel
While inspiration and influence are both powerful tools, they don’t always mean the same thing or lead to the same results. At their core, both inspiration and influence aim to move people—but how they do so, and what follows, can vary dramatically. For leaders, choosing between (or balancing) the two can shape not only how others respond, but also how trust, motivation and lasting impact are built. Some see inspiration as the deeper force, igniting internal purpose, while others view influence as the practical key to decision-making and action. Below, 20 members of Fast Company Executive Board share how they view the distinction between inspiration and influence, and which they believe carries more weight in effective leadership.
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AI has changed the game, but too many executives still treat it like past technology implementations.
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Businesses facing persistent workforce gaps must adopt smarter, more adaptive strategies to stay competitive. Hiring freezes. Burned-out teams. Critical roles left unfilled for months. Labor shortages are forcing business owners to rethink how work gets done—and fast. Some are turning to automation while others are reshaping roles or tapping into overlooked talent sources. What they share is a willingness to act decisively and restructure for impact. To help you find your edge, 16 Fast Company Executive Board members reveal the strategies that are helping them close workforce gaps and keep momentum strong.
Company details
PwC
Company bio
At PwC, our purpose is to build trust in society and solve important problems. We’re a network of firms in 152 countries with over 327,000 people who are committed to delivering quality in assurance, advisory and tax services. Find out more and tell us what matters to you by visiting us at www.pwc.com. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Content on this page has been prepared for general information only and is not intended to be relied upon as accounting, tax or professional advice. Please reach out to your advisors for specific advice.