When Sne Dlamini stepped into AECI’s headquarters, she knew she wasn’t taking on a typical technology leadership role. As group VP of technology and digital, she inherited not just systems and networks, but the weight of a century-old industrial legacy and the responsibility to redefine its future.
Coming from Discovery, one of South Africa’s most digitally mature financial institutions, Sne Dlamini, group VP of technology and digital at AECI, faced an entirely different rhythm at the company. “Moving from a highly regulated financial services environment to a 100-year-old industrial business meant rethinking everything. It wasn’t about transforming IT but it was about transforming the business,” she says.
That distinction shaped the journey that followed. She has repositioned technology as a strategic enabler of growth rather than a back-office support function. The impact is visible across every layer of the organisation, from modernised infrastructure to data driven solutions that are changing how explosives are designed, delivered and tracked in the mining sector.
Just over 18 months into her tenure, AECI has already been recognised and awarded for its digital transformation achievements under her leadership.
Sne began by addressing the core technology foundation. “You can’t build digital products on outdated infrastructure,” she says. The first step was modernising legacy systems and moving toward an API and microservices-driven architecture. Today, AECI operates a network-as-a-service model spanning 49 sites across the globe, enabling edge computing for remote operations in the most remote mining regions.
With that foundation, AECI could finally begin building digital capabilities that extend beyond IT. Sne describes the balancing act between modernising core technology and pursuing innovation. “Some of the team focuses on keeping the lights on, but a growing portion is dedicated to digital transformation which includes robotic process automation, data and analytics – all built on a zero trust network architecture.”
That split in focus reflects a redesigned operating model built for scale. AECI’s technology organisation now supports about 7,000 employees located across 150+ sites in six continents and 20 countries. “Our structure had to evolve to enable our AECI strategic imperatives to be a top-three global player in mining services by 2030, and technology will be the differentiator,” she explains.
Driving innovation with data and AI
To accelerate innovation, Sne introduced the Enterprise Digital and AI Accelerator Programme, a cross-functional initiative that integrates digital transformation into the business. Robotic process automation is also being explored to streamline tasks like accounts payable, reducing manual effort and improving accuracy.
But Sne’s ambitions go further. She has built what she calls AECI’s digital factory, a collaborative lab where technical and business teams co-create new solutions. “It’s a space for experimentation,” she says. That experimentation mindset is balanced by a strong governance framework. “AI must be governed before it’s deployed,” Sne notes. AECI has developed a global AI policy with flexible procedures to meet local regulatory and ethical requirements across its international footprint. She notes that accountability and transparency are non-negotiable.
While innovation dominates headlines, Sne is equally focused on resilience. Under her leadership, AECI has embarked on an aggressive shift toward zero trust network architecture – embedding security into every layer of their modernisation programme. A new security operations centre provides 24/7 monitoring using Microsoft Defender tools, while data loss prevention systems are in place to protect sensitive information.
Cyber awareness is a priority at every level of the organisation. AECI runs regular phishing simulations and training programmes, and Sne takes pride in the growing number of employees who report suspicious activity. “It is testament that we’re moving from awareness to accountability. Our people are becoming the human firewall,” she says proudly.
Reinventing the supply chain
Nowhere is AECI’s digital impact more tangible than in its supply chain. Sne’s team has introduced a suite of innovations that have transformed how materials move through the business. These include real-time telematics in silos to enable proactive order and safety management.
Truck routes are now optimised through SAP-integrated planning, replacing manual scheduling. Digital ordering and mobile electronic proof of delivery have streamlined logistics, while transporter portals allow for real-time tracking of sensitive materials such as detonators and Geo-fencing alerts ensure compliance and safety.
These advances earned AECI a Gold award at the 2025 Logistics Achiever Awards, but for Sne, the achievement lies in the operational impact. “Every digital initiative must make the business faster, safer and smarter,” she says.
Sne believes proximity to the business is a competitive advantage. Her team regularly runs IT roadshows and sets up walk-in centres to make technology visible and accessible. “We want to bring the business along on the digital transformation journey,” she explains.
In addition to proximity to the business, user empowerment has become a pillar of AECI’s digital culture. Sne explains that her team is driving a digital first and self-service first mindset to drive efficiency across the organisation. A ‘secure by design’ mindset ensures these efficiencies don’t come at the expense of security.
A green digital strategy
Sustainability is built into Sne’s approach. Her team’s digital innovations in logistics have reduced travel distances and emissions by optimising routes and monitoring silo levels remotely. Many AECI sites now use solar power, and water from mining operations is processed through treatment plants.
Even end-of-life technology is handled responsibly. “We refurbish and donate equipment where possible. If not, we ensure sustainable disposal of IT devices to ensure that there’s zero waste to landfill,” she says. These practices align AECI’s IT operations with its broader ESG commitments and net-zero goals.
When asked how her team would describe her as a leader, Sne says, 'a people leader with significant emphasis on disciplined agile delivery and business transformation.' I consider myself a leader who drives a high-performance culture. However, I’ve learned that transformation only works when people come along on the journey. You can have the best IT strategy in the world, but without the right people to execute it – the strategy will fail because culture eats strategy for breakfast."
Perhaps that focus on alignment reflects her personal drive. Outside the boardroom, Sne is an extreme sport enthusiast who finds balance through adrenaline. Skydiving and bungee jumping give her the same clarity she seeks in leadership. “When you’re about to jump, there’s no room for hesitation,” she says. “It’s pure focus and it’s about taking the leap of faith. That’s how I approach transformation too.”
That insight captures the essence of Sne’s tenure at AECI, a journey that is redefining what technology leadership looks like in an industrial organisation. From reimagining infrastructure to embedding digital transformation and sustainability into the business fabric, her work signals a broader transformation underway across the sector.
AECI’s goal of becoming a top-three global mining services player by 2030 may still be ahead, but under Sne’s leadership, the path toward that vision is already taking shape. “Technology is not just a business enabler. It is the business,” she concludes.
