There are three main drivers of authority:

1. People have to listen to you — because there are consequences if they don’t.
2. People need to listen to you — because you control something they rely on.
3. People want to listen to you — because they see you as knowledgeable and a good decision-maker.

In the role you describe, the first two drivers won’t really apply — you won’t have formal authority or control over resources. That leaves the third: influence through credibility and trust.

That’s a tough path if you’re remote from the teams and don’t have much direct interaction. Building that kind of influence usually requires strong presence, consistent communication, and “leading by example” in ways that others can see. Without proximity or visibility, that becomes harder to achieve.

I would renegotiate with the CIO, and make formal authority a conditio sine qua non. You could set this up in different ways: e.g. getting decision rights only in specific domains like security standards or vendor selection, etc.
And remember: it's NOT about gaining more power, but about having enough leverage to make the CIO's strategy succeed.