Salvatore Incardona, Head of IT, Amplifon Australia
Salvatore Incardona began his career at Accenture, a global technology consulting firm, where he led complex projects in technology architecture and delivery across various sectors, including public services, healthcare, human services, and postal systems, working in both Italy and Saudi Arabia. He then joined ADR, the company managing airports in the Rome metropolitan area, where he was responsible for IT architecture and innovation.
Salvatore later moved to Amplifon, the global leader in hearing care services, initially heading Global Enterprise Architecture. He eventually relocated to Australia to lead the company’s IT transformation and business integration efforts in the local market.
A proud father of one, Salvatore enjoys running and playing golf in his free time.
Serving Our Customers Through TechnologyAt Amplifon Australia, I lead IT across three brands— Amplifon, Attune Hearing, and Bay Audio—spanning approximately 400 stores and supporting over 1,700 staff members. My role is both operational and transformational in nature. I ensure that the systems run smoothly every day, while also ensuring that we constantly evolve—always pushing to offer better experiences for both our customers and our internal teams.
Technology isn't just back-end support here. We see it as an enabler. That's especially true in a business like ours, where hearing care is such a personal matter. If our systems go down, a customer doesn't just miss an appointment— they might miss the chance to hear their grandchild's voice for the first time. That's not just downtime—it's a lost human moment. So, for us, reliability is non-negotiable, but so is progress.
We're also frequently acquiring new businesses. Postacquisition, technology becomes the bridge—it integrates systems, cultures, and, ultimately, people. My team is responsible for making that bridge solid, seamless, and fast. These are my two key focuses: operating the system to run the business and enabling the transformation.
Testing AI Where It Matters MostAI is promising—but we approach it with cautious optimism. In our line of work, mistakes cost more than time. So we’re testing it first where it can do the most good, with the least risk: internally
We are not a manufacturer—we don't make hearing aids. We partner with manufacturers and remain technologyagnostic. Some of the devices we sell already come with embedded AI, especially for adaptive sound and noise cancellation.
But the other, more exciting aspect is how we're piloting AI in our internal systems. Amplifon is a very data-driven company, and we're exploring use cases where AI can boost productivity. Think of the repetitive manual tasks in a shop—those small inefficiencies that, over time, steal hours from our employees. AI could automate those, freeing up staff to focus more on people and less on processes.
This is my two key focus: operating the system to run the business, but also enabling the transformation
We're still in the pilot phase, and we're not rushing it. Only once we've gained confidence internally will we consider extending AI to customer-facing services.
Obsessed With Data: In a Good WayBefore I moved to Australia, I worked in Amplifon’s global enterprise architecture team. There, I helped shape our company-wide data strategy—and that’s something we take very seriously.
Every country operates with slightly different tools depending on legacy systems in use or market demands. However, we consolidate all of this in a global data lake, remapped into a unified model. From that, we derive insights that power everything, including daily reports, Power BI dashboards, customer segmentation, and marketing campaigns.
But we're not reckless. We strictly observe data privacy rules—especially in Australia, where regulations are clear about data residency. There is no offshore access. That's a hard line.
Ultimately, our approach to data is not about hoarding it—it's about action. Our people are trained to analyze, adapt, and improve the business in near real-time. Data doesn't just inform—it drives. This mindset is also embedded in how we work across functions.
Flexibility Over ForecastsWhen facing economic uncertainty or geopolitical shifts, my strategy is simple: don’t be the reason your company can’t change.
I always tell my team—our job isn’t just to implement. It’s to give the business options. Long-term IT commitments can become long-term traps. That’s why flexibility is crucial. If Amplifon decides to change stores footprint, our systems must adapt without delay.
The wrong supplier can block agility. A rigid contract can lock us in. That’s why procurement collaboration is critical. I evaluate vendors not just on price or performance—but on how well they enable change.
In unpredictable markets, the best IT strategy is not necessarily the most sophisticated one—it's the one that remains intact when the wind changes direction.
Leadership Is a Mindset, Not a TitleIf I could offer one piece of advice to emerging IT leaders, it would be this: stop falling in love with technology. Love the business instead. Too many IT people get excited about the latest tool or framework without asking, “Will this help our stores? Will this help our customers?” It’s not about having the best tech—it’s about using tech to solve real problems.
Learn how your business works. Go into the stores and watch how people operate. IT leaders need to become internal consultants—asking, "How can I make this job easier? How can I enable something better?"
Also, never underestimate communication. A small change—such as moving a button in a software interface— can cause chaos if not communicated effectively. Change management and storytelling are not soft skills; they are survival skills. Our role is to build a team that can do the technical heavy lifting without compromising on quality, clarity, empathy, and purpose.
