You refused to be one kind of CIO. Some quarters you ran it lean; some you bet big; some you spent entirely in the boardroom, translating. You read the moment and matched it — operator when the org needed stability, instigator when it needed a push, diplomat when it needed both at once. The textbooks call this the hardest archetype to play. You appear to have played it by instinct, which is somehow more impressive.
"What kind of CIO are you?" "Yes." — You, at the leadership offsite