35 Burst results for "CIO"

Toby Harnden Shares a Story From on the Ground in Afghanistan

America First with Sebastian Gorka Podcast

04:24 min | Last month

Toby Harnden Shares a Story From on the Ground in Afghanistan

"You mentioned this story, the prison uprising, Mike spann, a former marine CIA paramilitary. For those who know nothing, give us the story of that incredible event and what that man did. Yeah. It is incredible. And so November 25th, 2001. Two CIA officers walk into this fort called calla jangi, which means literally like fort of war outside mazar I Sharif. Now, backing up a little bit mazarin Sharif had fallen to northern alliance forces, aided by our allies. Our allies aided by the CIA green berets and air force combat controllers and the awesome might have U.S. air power overhead on November 10th. Now, less than a month earlier, Mike spann had been one of 8 CIA officers who landed in the Darius souf valley, aboard two Black Hawk helicopters that had flown in from Kashi Khan about K two, a former Soviet air base that Uzbekistan government had given over to the Americans for this post 9 11 mission. So October 17th, 2001, they land at dropped into the unknown. First Americans behind America. So we are barely barely a month out since 9 11. Yeah. First Americans behind them enemy lines. Now there had been a CIA team called jawbreaker that had landed in the pantry of Ali on September 26th, but that was, you know, relatively speaking safe territory controlled by the northern alliance. But this was enemy territory, Taliban controlled territory. So 8 of them, four of them were paramilitaries, one of those was Mike span. So when paramilitary is somebody who's been seconded, usually from the military and is working in the CIA using their skills for the CIA. Yeah, usually they actually in the CIA sometimes their contractors or people who've been seconded and on some of the other teams that were actually serving members of the Delta force and seals. But the four paramount trees on team alpha were serving CIOs special activities, division. Scott spellman, who was on the cover of the book, he was later became very senior, it was the senior CIA guy on the National Security Council during the Trump administration. He became station chief in Kabul, but then a young officer, but already battle hardened he had been wounded in the battle of Mogadishu in Somalia in 1993. It was a guy called Alex Hernandez, who was the deputy chief, who was a sergeant major, gone full career in special forces and then joined the agency and two case officers, JRC, who was the chief who'd worked with the CIA out of Islamabad in the 1980s against the Soviets for the supply and stinger missiles to the mujahideen and David Tyson who you mentioned at the beginning who was with Mike span on November 25th 2001. So they're in unfriendly territory. This is the Ford of war, walk us through that event. So David was a case officer based in Tashkent and spoke Uzbek almost fluently. And so he's the linguist and the main linguist on the team, although JR, seger also he spoke diary, which was the sort of lingua franca in Afghanistan. But on that day, the team split, there's a big fight, a hundred miles to the east. It expected in Kunduz so the bulk of American forces are there. But the night before 400 Al-Qaeda prisoners had arrived on the eastern edge of mazarin reef to surrender, and it was extremely murky why they were there. They should have been surrendering in Kunduz. And basically, I mean, what I was able to establish almost beyond doubt is that this was a Trojan horse operation. It was a deliberate trap. Yeah, it was a Taliban Al-Qaeda operation to put pretend that for these 400 fighters had surrendered, but in fact they were made up remained armed. They sort of exploited Afghan custom to keep their weapons with them and they were planning an uprising. Because you can have lots of people surrender at once if it's a regular army during the Gulf War, we had thousands of Iraqis surrender at once. When it's irregular fighters, you don't usually get hundreds of them surrendering at the same time. It's a little bit

CIA Mike Spann Mike Span Calla Jangi Mazarin Sharif Darius Souf Valley Kashi Khan Mazar Scott Spellman Trump Administration Sharif America Alex Hernandez Kunduz Northern Alliance Uzbekistan David Tyson Delta Force Taliban ALI
Toby Harnden Shares a Story From on the Ground in Afghanistan

America First with Sebastian Gorka Podcast

04:22 min | Last month

Toby Harnden Shares a Story From on the Ground in Afghanistan

"You mentioned this story, the prison uprising, Mike spann, a former marine CIA paramilitary. For those who know nothing, give us the story of that incredible event and what that man did. Yeah. It is incredible. And so November 25th, 2001. Two CIA officers walk into this fort called calla jangi, which means literally like fort of war outside mazar I Sharif. Now, backing up a little bit mazarin Sharif had fallen to northern alliance forces, aided by our allies. Our allies aided by the CIA green berets and air force combat controllers and the awesome might have U.S. air power overhead on November 10th. Now, less than a month earlier, Mike spann had been one of 8 CIA officers who landed in the Darius souf valley, aboard two Black Hawk helicopters that had flown in from Kashi Khan about K two, a former Soviet air base that Uzbekistan government had given over to the Americans for this post 9 11 mission. So October 17th, 2001, they land at dropped into the unknown. First Americans behind America. So we are barely barely a month out since 9 11. Yeah. First Americans behind them enemy lines. Now there had been a CIA team called jawbreaker that had landed in the pantry of Ali on September 26th, but that was, you know, relatively speaking safe territory controlled by the northern alliance. But this was enemy territory, Taliban controlled territory. So 8 of them, four of them were paramilitaries, one of those was Mike span. So when paramilitary is somebody who's been seconded, usually from the military and is working in the CIA using their skills for the CIA. Yeah, usually they actually in the CIA sometimes their contractors or people who've been seconded and on some of the other teams that were actually serving members of the Delta force and seals. But the four paramount trees on team alpha were serving CIOs special activities, division. Scott spellman, who was on the cover of the book, he was later became very senior, it was the senior CIA guy on the National Security Council during the Trump administration. He became station chief in Kabul, but then a young officer, but already battle hardened he had been wounded in the battle of Mogadishu in Somalia in 1993. It was a guy called Alex Hernandez, who was the deputy chief, who was a sergeant major, gone full career in special forces and then joined the agency and two case officers, JRC, who was the chief who'd worked with the CIA out of Islamabad in the 1980s against the Soviets for the supply and stinger missiles to the mujahideen and David Tyson who you mentioned at the beginning who was with Mike span on November 25th 2001. So they're in unfriendly territory. This is the Ford of war, walk us through that event. So David was a case officer based in Tashkent and spoke Uzbek almost fluently. And so he's the linguist and the main linguist on the team, although JR, seger also he spoke diary, which was the sort of lingua franca in Afghanistan. But on that day, the team split, there's a big fight, a hundred miles to the east. It expected in Kunduz so the bulk of American forces are there. But the night before 400 Al-Qaeda prisoners had arrived on the eastern edge of mazarin reef to surrender, and it was extremely murky why they were there. They should have been surrendering in Kunduz. And basically, I mean, what I was able to establish almost beyond doubt is that this was a Trojan horse operation. It was a deliberate trap. Yeah, it was a Taliban Al-Qaeda operation to put pretend that for these 400 fighters had surrendered, but in fact they were made up remained armed. They sort of exploited Afghan custom to keep their weapons with them and they were planning an uprising. Because you can have lots of people surrender at once if it's a regular army during the Gulf War, we had thousands of Iraqis surrender at once. When it's irregular fighters, you don't usually get hundreds of them surrendering at the same

CIA Mike Spann Mike Span Calla Jangi Mazarin Sharif Darius Souf Valley Kashi Khan Mazar Scott Spellman Trump Administration Sharif America Alex Hernandez Northern Alliance Kunduz Uzbekistan David Tyson Delta Force Taliban ALI
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

05:29 min | 7 months ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"My guest. Today is danielle brown. Danny is the senior vice president and chief information officer of whirlpool a role. She took on roughly a year ago in her role. She's breathing life into all the major strategic imperatives of the company while modernizing the way in which the it works. he's also female executive of color. And i look forward to getting her perspective. On her rise to her post she's also a board level cio. And i look forward to hearing from her about the pathway she took to this exclusive group of cio who joined boards along with suggestions she might offer to others who would wish to follow her lead but first a word from our partner transmit security in the company's co founder and president rotational car transmit security is cybersecurity organization that focuses on identity experience and his enabling secure password list future. The also recently received the highest series Venture capital investment in history for a cybersecurity company at evaluation of two point two billion dollars or occas- wanted to share a couple of recommendations for technology and digital executives on how to improve a company's cybersecurity infrastructure. Thank you so much peter i. I strongly recommend to take part of their budget and dedicated to really innovative companies. It has to be built into the budgets upfront so that it serves a forcing function to really look for new technologies. The the second recommendation is outside of kennedy. They're two very interesting. Classes of security technologies that are emerging. The first one is improving the quality of code to make sure that your developers are not introducing software vulnerabilities. The second is cloud security. I think we're in the first inning of hundreds of companies. That'll be created offering really innovative ways of securing the multitude of problems. The cloud environments. I just wanna leave your audience with this elastic. Every single time. They have to enter their password. Change their password. Can't remember their password or any other problems. Please remember transmit security and now onto the interview. Then you brown welcomed reactivation. It's wonderful to speak with you today. Thank you peter. Thanks for having me. It's a pleasure danny I thought we would begin with your role. You are the chief information officer whirlpool. Maybe you get a quick moment in provide a bit of background. As to your purview. As chief information officer sure would love to do always like to start with the bigger picture though if you will as so for me here ropel in for all of us at whirlpool on our north. Northstar what we start with. includes our strategic imperatives for our company in those strategic imperatives include delivering product leadership. We are known as it innovation company and under product leadership that includes delivering modern technology. That supports things.

danielle brown occas whirlpool cio Danny peter kennedy brown
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

04:41 min | 8 months ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"Technology as one hundred sixty year old insurance company and and it doesn't go away overnight. So i'd be remiss if on i didn't mention that the team wehab year as an incredible team You know we've been at this for like you said no. Since i got here just a little. Under eight years ago we put a very focused modernization plan in place and we've been marching forward and making great progress to do that and it's it's with a lot of people's effort and work and dedication and commitment to keep this going nuts great. Thank you for sharing that. I've mentioned also in the intro. That you've had a number of what i refer to as cio plus rules while you're dow jones you were quote unquote. Just the cio. At new corp added it services responsibilities upon joining guardian life. You were the cio in enterprise shared services head. You are now. As i mentioned to we spoke about at the outset the cio and the chief of operations talk a bit about the rationale in the additional set of responsibilities that you have had now across multiple organizations for for more than a decade and The what that says to you about the good work done in. It translating into some other areas yet to good question. really started at when i was at dow jones. They made me in addition to the cio. That's the first opportunity had to run real estate and become their chief administration officer so i had real estate sourcing facilities and a bunch of other things as well and that's when i started seeing the real connection between real estate and technology and fortunately you know where we are today when you think about it. That the whole workforce few join workplace of the future. It goes hand-in-hand. Right you you. You can't think about implementing a new workplace without thinking about technology the enabling technology. How do you have you do remote. How do you do hybrid. Technology is going to be at the center of all of that right. How do these scheduling. How do you do predictive scheduling patio leverage ai. Tools to.

new corp cio
Intel Group VP Brian McCarson on the Future of IoT

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

01:48 min | 10 months ago

Intel Group VP Brian McCarson on the Future of IoT

"Well brian i as i mentioned just a moment ago you are among the most experienced people around when it comes to the internet of things and i wonder if you could just maybe a little bit of the groundwork as somebody who's seen its evolution even driven aspects of its evolution. Where are we in in the kind of The process of iot from your perspective. Yeah so this. Iot journey began across a number of industries before even the term iot was invented but it was really isolated only to the most wealthy interprises in the world so for example automotive assembly and semiconductor manufacturing at we're trying to make at robots smarter use additional automation at driven a lot by quality issues and the ultra high precision. That's needed for those industries. And they could afford it. Given the the the relatively a high premiums they can offer for those products and what we've entered into now is this era of affordability. The key technological ingredients that are needed to make the internet of things of reality have become so inexpensive that at basic units of computer becoming one of the most inexpensive assets in in the entire market right now and so the cost of bandwidth the cost of compute the cost of storage and the the technological innovations that are overlaid on top of that now through the open source developer communities in all the innovation. That's happening there is making this internet of things. Promise a reality in every industry

Brian
Richard Trumka, Head of AFL-CIO Union Federation, Dies at 72

Greater LA

01:15 min | 10 months ago

Richard Trumka, Head of AFL-CIO Union Federation, Dies at 72

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

02:56 min | 10 months ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"You know everything that's going on and you know running in many locations twenty four by seven And then the the more traditional office workers like myself like finance like hr that suddenly everyone's working from home and and You know for for the leaders that had global roles being on videos and audios. You know all day wasn't a huge change. You know you miss the personal interaction in the office but many of us traveled quite a bit to make sure that you're able to visit your teams all over the world and get the plants. And what can we do to make you more efficient so it really was. How do we get all walkers out of the way for our essential workers that have been heroes for us. Mary interesting but what it. Also ask you. You've been a chief technology officer twice two colossal organizations in bungee and pepsi. You're now the chief information officer of onshore. I wonder what what what's in a title are you Do you have any sort of affinity to one versus the other. are there. Significant differences obviously very significant differences in each of those companies. But i wonder if you could reflect a little bit on the cto versus the cio and the responsibilities. Eld yeah I will say a title is very company specific You know some organizations here When i joined we had a cto chief technology officer and his role is focused on. He was our chief scientific officer So i think it is very very company specific You know some of my roles. One of the chief technology officer roles was texture information and user computing. So is the entire technology backbone. And then we had functional. Cio's that essentially where the the business partner leads or business unit leads So i was. I was the supply side and in the demand side as we called it You know here In my role as cio. So we've got a team that focuses on the on the on the demand sides of got a business racial management function and we've got delivery functions as well so I probably don't get real caught up in the title and and more on you know what's the philosophy of the individual company on on the value of technology. Is it a strategic differentiator. Is it a a way to do. Business at a cost of doing businesses at an inhibitor. i've been fortunate to be heart of some fantastic organizations that have have always technology is enabler strategic..

pepsi Mary Cio cio
How Merck's CIO Is Driving IT Agility With a Product Mindset

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

01:39 min | 11 months ago

How Merck's CIO Is Driving IT Agility With a Product Mindset

"Dave welcome to tech nation. Great to speak with you today. Thanks for having excellent. While i thought we would begin with your your current role as i mentioned a moment ago. You're the information in digital officer. Talk a little bit about The purview and perhaps a little bit about the two sides of that role. Sure thank you we. Have we have a team of about thirty three hundred talented. It professionals that support our ended in global business From early discovery in labs to clinical development manufacturing supply chain sales and marketing as well as all of our corporate functions We have division. Cio's that face off to those business. Units i mentioned in that we have a set of shared capabilities for infrastructure security enterprise application analytics etc. We have A four hub model globalist. We've hubs in. Singapore prog a brand new jersey in austin texas and yet interesting. I always get asked the question you know what's the difference during the cio in the cd arrow role in your never felt the difference. You'll ask some people say well. The cio's are focused on kind of the it infrastructure and the ceo's are focused on driving digital transformation. And for me. I always looked at the two together and had the opportunity to do both roles in animal health. So i i guess i would say you know. The the cbo is a little bit more about actually driving business. Transformation in change in making sure that you're applying that technology to drive real value. So yeah those are the two sides of they're all.

Dave CIO Singapore New Jersey Austin Texas CBO
HPEs CIO on Digitalization and the Companys Customer Zero Program

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

02:23 min | 11 months ago

HPEs CIO on Digitalization and the Companys Customer Zero Program

"Rush me kumar. Welcome to it's great to speak with you today and hit opportunity bitter absolutely rush. You're the chief information officer of hp. And i wonder if you could take a quick moment and describe your role to cio roles or exactly the same. How does how does the rule apply in your case. Yeah that's a great question actually so a cio. At i came in it was a very interesting juncture as you know at fee has gone through major transformation in laster by six years when i came in bieber this in the second year of our relationship with our providers where we had decided to outsource majority of On many committee will be there supporting eighty thousand users as valid rounding on various strategic nexgen. I teach around could transform arche landscape as well as a beater supposed to the data center. Moose follow on our society gic direction of transforming the company to everything as a service As well as get to a point very achieve customer partner satisfaction. So i locked up. On a journey to rebuild the itt create smart servicing. Right sourcing are rose and at this point in almost eighteen months of might be a cio. I have initiation of six hundred eighty five people moving onto almost eleven hundred people by end of this year of traffic cio role. In some sense there are responsible three here yet. operations including typical data center network in france cyber scare ghanaian end user computing as lab ration- on second enterprise wide applications tools valid supplier partner landscape that from the business from the cash supply chain services at the same time. We are also responsible for delivering fellini grated ecosystem of automation digitalization indiana that the still enable our digital transformation to be cloud that forms a symphony that jennifer.

Laster Kumar HP France Indiana Jennifer
Welcome to Technovation

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

00:08 sec | 1 year ago

Welcome to Technovation

"To. I'm your host peter. Hi my guest. Today are catherine's zao and megan crespi an interview conducted at a recent meta strategy digital symposium.

Megan Crespi Peter Catherine
Dr. Francis Fukuyama on How Technology Is Shaping American Democracy

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

02:20 min | 1 year ago

Dr. Francis Fukuyama on How Technology Is Shaping American Democracy

"Well. I thought we would begin. I'd love for it to to cover a number of topics as your. Your field of expertise is so expensive to cover both geopolitics as well as technology for some who knew me know your earlier works. They may not be quite as familiar to the extent to which you've dealt with so much further into technology which which as the conversation goes on. I'm sure he's going to make sense to those people listening and watching inasmuch as the those of becomes so enmeshed and would love to talk a bit about your own diagnosis as well as some of your own Recommendations for improvements in all of the above. But i wanted to begin Dr fukuyama with the rise of populism. This is certainly a trend that has been accelerating and we see everything from the election of donald trump in two thousand sixteen brexit the uk a number of countries that have either elected or Have one thinks of marine le pen in france candidates who arising within various countries. Who can be described as populist. Talk a bit about your own diagnosis. If you would as to some of the factors at play that have led to this sure. So i think we need to begin with the definition of populism They're actually different varieties. There's a left wing version. Which would be. Google says on a right wing version. Which would be donald trump They have some things in common. So populous argue that The world is actually being run by a ball leads. That are self interested. That are manipulating a politics for their own. Self interested purposes and cutting ordinary people out of that loop the difference. I think between the right and left wing versions. Is that the left wing. Populace wanna redistribute income and wealth. You know massively. To from rich to poor of the right wingers intent on issues like national identity where they oftentimes Associate national identity with a particular ethnic group so for example. Viktor orban and hungry us as that. Hungarian national identity is based on hungarian ethnishity. Which isn't so great. If you're not an ethnic hungarian living in budapest or somewhere else in the country

Dr Fukuyama Donald Trump France UK Google Viktor Orban Budapest
Tanium CEO Orion Hindawi on Cybersecurity and the Shifting IT Landscape

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

02:07 min | 1 year ago

Tanium CEO Orion Hindawi on Cybersecurity and the Shifting IT Landscape

"Orion. You're the co founder of chief executive officer of a company founded back in two thousand seven Many of our listeners will certainly be familiar retained but in the off chance. There are few who are less familiar. Maybe you can take a quick moment in provide an overview of the business. Sure so we started the company with basic thesis that very large companies that you think about forty five hundred large big enterprise kind of environments neither in government or in the commercial side Really struggled with basic stuff around. It so when we first got there a lot of companies really struggled to know how niaz ups they out when i say assets i mean almost anything with a chip nazi think about desktop laptop server. Vm cloud. I o t o t like all these things that they've got they don't know how many of them they have They often don't know where they are. What they're doing is using them. What data's on them. What abilities they have. They really have very sparse. Data about What they're trying to manage the compete standpoint and in addition to that they've got tons and tons of little tools. That are supposed to do that for them. So in many cases they've got twenty or thirty or sometimes even tools that are designed to give them visibility on their it assets and yet the visibility is really pretty fractured and untrustworthy. So what we've built is a platform that lets you see everything you've got the chip in it. Really great data about them and then allow you change them and so whether that's patching things because they've got abilities whether it's finding data that shouldn't have spread somewhere and removing it whether it's learning users of they've got a performance issue and fixing had a really broad set of things that they wanna fix but Really kind of finding and fixing within ninety stock and having a system of record that they trust about all the things with chips in them that i think are becoming incredibly critical especially in work from anywhere but frankly even before were super critical for almost every company. We talked to

Comcast, Cox Enterprises CIOs on Rethinking the Employee Experience Through the Pandemic

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

01:51 min | 1 year ago

Comcast, Cox Enterprises CIOs on Rethinking the Employee Experience Through the Pandemic

"Wanted to begin with Talking about this major digital transformation acceleration that you have you've experienced through the pandemic and how is your thinking about employee experienced change during this time in light of the many changes that employees have had to endure in the way in which they work to give us a few thoughts. If you would absolutely great question and let me began by by saying that i think leadership is the core competency that really support the transformation of technology and when i think about leadership i think about capability competency and compassion and those things are fuel really to grow individuals and companies and and i started with that because one of the things that we've seen when we work with our our customers and particularly on our cable side of the business. What we saw was in extreme increase in demand which is intuitive and secondarily. What we saw is a need for for our clients to get up quickly and we. We had initiatives focused on self installs as an example and those initiatives were accelerated greatly. But what we learn going back to that compassion piece is it was more than getting them up and having them run in our our employees were going through the same thing so in addition to do in their day job they were homeschooling. They were balancing the Their personal lives with their work lives and that need to support them over and beyond our jobs really fueled us to make sure that we kept them front and center in all the decisions and lasting say is absolutely the tools that we're using now. Zoom as an example microsoft teens really double downing on that type of technology to create. That connection has been really important.

Microsoft
Interview With Cathy Southwick, Chief Information Officer, Pure Storage

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

02:32 min | 1 year ago

Interview With Cathy Southwick, Chief Information Officer, Pure Storage

"Capi south welcomed technician. It's great to see you today. Great to see you too. Thank you kathy. I thought we would begin with you. Your role you are the chief information officer pure storage and maybe you can take a quick moment in provide a brief overview of pure storage. Is business right now. I'd love to do that. So you know appears for relatively young company are i ten years we really set out. To complete change. Storage industry disrupt the status quo. That we'd all been dealing with from an it lens and our vision was really built on being very customer. Centric wanted to fundamentally change expectations for data storage management. Want to think about it from enabling codebase real time access to resilient hybrid cloud data storage for it Not just for. It also developers devops alike etc and really week of storage as co we really want to storage to be dynamic to provide that cloud experience be flexible on demand and really be able to allow developers in spanish to really consume it at their at their Their needs so. That was really whole premise. Behind period. we of say we put the check mark on that and now as we had to go into this next ten years of our company. We really wanna make sure that. We're empowering those organizations who want to really think about their operations as true automated storage as a service model and and really to work across multiple clouds in environments and So that supports on premise. Off prem dedicated or shared platform. So that's really kind of the essence of pure as really being that very customer centric figuring out where we want to be to help our customers data to use Whether reducing the complexity and be able to manage their for structure. That kind of sums up. Think about pure. That's great a great summary. I appreciate you giving that overview and let's talk a bit about your role is a chief information officer no to seattle roles exactly alike. What's what's the what's within your purview. Kathy yeah. I feel very fortunate. I have an incredible Global it team. That's in both domestic us wilson locations around the world as well And we also have responsibility for our cyber strategy for all of the enterprise as well as our product so think of the traditional. It responsibilities of all of our on prem off prem the assassin environments application environments along with data federal that. We support the business but we also have that responsibility as well for looking at what cyber look like for our business around helping to ensure we protect not just our employees and our company but also our customers as well

Kathy Seattle Wilson
Interview With Marty Paslick, CIO, HCA Healthcare

The Restless Ones

01:44 min | 1 year ago

Interview With Marty Paslick, CIO, HCA Healthcare

"Mardi first of all. Let me thank you for your time in joining us for this podcast. I very much appreciate it. Pleasure and i'd like to get started by learning a bit more about you. And what makes you tick before we dive into all of the Challenges you face and your approach to meeting those challenges so to get started. What actually drew you into the world of tech to to begin with. Gosh i wish. I really fancy answer for that. When i was in high school. I had an opportunity to take a Computer programming class. And i received an extremely generous see end of that class. Two years later my brother takes the same class and he doesn't realize that i was just a struggle to get through the class and so he reaches out to me in seeks my help and i literally took his textbook and i dove in and i said i'm gonna i'm gonna learn this and i think most people in technology would say there's a moment where you know the puzzle pieces kinda come together. And for me all the sudden it clicked and was able. They helped my brother get through the class but also said you know. I think i'm pretty good at this. I went on to college initially to study in the business school but eventually went back. And i said look you remember how good you were that so. I went back into the engineering school after that. And and that's what really got everything started.

CIOs of Dow and CarMax Drive Process Modernization at Scale

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

01:59 min | 1 year ago

CIOs of Dow and CarMax Drive Process Modernization at Scale

"Let me begin with you melanie please. So wow what a. What a remarkable several years. It's been during your time and your tenure as chief information officer dow has been through major acquisitions. It's been through multiple major Divestitures as well yours is an organization generally speaking but an it organization more specifically that has had to foster a tremendous amount of change and stand up as well as spin out a lot of parts of the organization and think about the people process and technology implications of each of those things. I want and what one of the fascinating changes that you've ushered in is a changing. It's orientation more towards service delivery. And i wonder if you can take the story from there and talk a bit about i. Why maybe talk a bit about the specifics of service delivery as as it's defined within your organization as well as some of the methods you have used in order to bring that about scherer. Thank you peter and happy to be here. You have been through tremendous change over the last few years with the Like you said the merge of two companies and spin out of three companies which davis a great opportunity to drive changes and really Early-on start driving some of our digital transformation which put us in a really good position As the pandemic But one of the key changes from as an it organization we help drive. Change across the whole company Several years ago. When i took over as cio we put a strategy in place which was really a not an it strategy it was really a it strategy for the company or the organization and as part of that we really changed our approach To how we how we execute in in in nis we focused on the customer experience the employment experience and working at the speed of business

Melanie Scherer Peter Davis
Supporting Women in Technology

The Schmidt List

02:37 min | 1 year ago

Supporting Women in Technology

"Jillian. How are you today. I am loving. Today it's beautiful. Outside so julia. Tell me about what you're doing these days. What are you up to you and then let's talk about. Let's talk about the conference that you do the sisterhood and technology what while it's been a hugely busy spring has it that everyone i talked to okay. People stopped holding their breath. Cove ed and they're like okay. Let's do this thing so we are really like i'm. I'm busy so i work at harvard. Your partner is i do. I'ma account executive so. I'm feeling a bunch of great possessions for people right now but more importantly working on sisterhood of technology which we've talked about before and it's an effort to really make sustainable change for women in the workplace especially in technology. That is what we're working on and we had to cancel accomplished last year. And it was such a bummer. But we're going to do it this year. We just confirmed we get to have a few people on site like one hundred people on site and we're gonna do it also virtually so we are tom. We have this amazing lineup of speakers that most people around the twin cities probably haven't heard it's going to be. It's going to be really cool. Yeah i'm excited for it. I was bummed. It last year's had to get canceled. But i think it's a really important. I think it's really important mission that you're doing and the conference if i'm someone who's interested in a conference who specifically is the audience for it who do you think would get the most out of it as a really good question. So here's the thing. I would say how it's targeted there is. I think there's two fold things that we need to do for women in technology. Women need to have each other's backs right so we need to do networking and mentoring. That will be an option both virtually and in at the conference blame as well but the other half a bit is really what text mission is all about and that is really to engage organizations to make sustainable change. What does it really mean. What does it mean to be a have gender diversity and a company so people who are interested in not only their own connections there on networking connections but also. What are the key things. That i need to do. Either as a vp of technology a cio. Or someone just coming up through the ranks that needs to do organizations. How can i influence that

Cove Ed Jillian Julia Harvard TOM
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

05:00 min | 1 year ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"Thanks for having me. I'm looking for a discussion. I am as well have been for a while here so set. You're the global chief. Information officer pepsi co. You have been in that role for coming up on a year and a half as no two cio roles or alike Talk a bit about your purview. In that role if you would i i really couldn't have asked for a greater opportunity. Backups with the company for a bitch item in return the role of the cio is as you would imagine multifaceted. There's no today's the look alike..

today a year and a half two pepsi
A Focus on The Client's Cloud Experience

Status Go

03:49 min | 1 year ago

A Focus on The Client's Cloud Experience

"Welcome back to status. Go in our continuing series of discussions on your cloud journey in this series. We not only talk with industry experts. We also talked to technology professionals who are on their cloud journey. Today's guest has a unique perspective on the cloud having been on both sides of the desk as a sales professional he is sold cloud and cloud solutions now as the managing director for money tree software. He has experienced. Cloud journey firsthand. I am honored to introduce a colleague. A mentor and a friend pat spencer. Welcome to the show pat. Jeff thanks a lot it's It's really a pleasure to be here. Great talking with you and look forward to our discussion today so before we dive into your cloud journey. I'd like you to share your background and some about the unique perspective that you bring to our conversation today. That sounds good as you know. It is varied so hopefully the audience will be able to follow but i actually started my career in banking graduated from ball state university and for the next ten years. Really dedicate myself to banking with an emphasis on commercial banking working with businesses on basically how to finance and manages our companies as appropriate But that led to a desire to move into technology because of some companies. I really became good friends with at the end of the day. So i left banking one thousand nine hundred eighty eight and went to work for local indianapolis software company called baker hill which ironically sold software to banks Which was a good entry through me to continue my my professional sales career but also step into the world of technology and so i spent a few years with them. We were acquired by a company called experience. You may have heard of them and stayed with them for about another five years. But then i started to get a little itchy if you will to do something kind of crazy and so i actually went and worked in indycar motor sports for a couple of years. Were very fortunate enough to be executive vice president of operations for panther racing. I say that because our sponsor was the national guard in just the spent a couple of years working with the minimum of the national guard was just such a privilege. It was so far from what i was doing that. It was just a one and refreshing but yet just a little bit of a payback to our men and women of the armed of the armed services but from there. I really did not like being away from home. One hundred eighty two hundred days a year to get back into technology. Did so an. And that's actually wearing you. And i met you were at cio of goodwill. And i was your lackey. Sales rep for a couple of years. Our lacking sales but worked at another local company called blue lock where we focused on infrastructure as a service disaster recovery as a service in obviously eventually was acquired in work there for about six years which actually then led me to where i'm at today in. That is the managing director of money tree. Managing a saz company infants ac and we are owned by accu chek in other indian owned company that provides trust accounting software and i basically manage the business unit For money tree underneath accu. Chek

Pat Spencer Baker Hill Ball State University PAT National Guard Jeff Indianapolis Blue Lock Accu Chek
Team Selling with Lisa Palmer

Sales Success Stories

05:03 min | 1 year ago

Team Selling with Lisa Palmer

"I'm lisa palmer and i'm super excited to be here at the sales success summit twenty twenty today. We're going to talk about team selling visual dr boarding and how you can combine these two to win in the enterprise sales so for those of you who may not know me from before. I have an interesting background in that. I've said on both sides of the chair from buying and selling perspective. I spent the first part of my career as an it practitioner up to and including a chief innovation officer role which included both a cio and cmo function. So i spent a lot of time in the buyers chair. I've also had the privilege of sitting on the enterprise selling side of that table for many years now and i want to share with you today. Some of the things that i feel like are critical to helping win in a complex b. two b. enterprise selling situation so today we're gonna talk about five key points. We're going to start with what the success look like defining. This upfront is absolutely critical next. We're gonna talk about. How do you backstop your deals to make sure that the timing doesn't slip then we're going to talk about the key to avoiding competition in your with your customers with your accounts that we're going to move into a process. We can actually operationalize what we're doing by co creating the solution approach with our clients and then finally. I'm going to give you some visual dart boarding examples. These are really important to get your to get your juices flowing around what the possibilities are for you to be able to apply the technique with your customers. The number one thing. I always tell people. Is that selling about helping our customers to be successful in if you care about helping your customers to be successful than you will really dig in witham and co create solutions. So let's talk a little bit more about how we get to. That co created solution. So let's start with defining success so anyone who's ever heard me speak before knows that i am a huge proponent of doing your homework so before you ever engage with clients. You need to have done a robust background. You need to have researched your client as an individual person as a buyer. You need to have researched the their particular enterprise the industry that they're working in and you need to understand macro economic climate challenges that they are facing so make sure as that very first. Step that you define what success looks like from your customers lands always always from the customers. Lund's next we want to talk about. How do we backstop are deals. And what do i mean by that. The number one competitor for each of us from selling perspective is do nothing as we all know. Many of our clients will ultimately decide. The risk is too high. The timing's not right. Whatever the case may be they actually choose to do nothing so we want to make sure that we are clearly identifying in partnership with our clients. What a back. stop. Timeline is what i mean by. That is focus on the business outcome that they are trying to drive so when we talked earlier about defining success from the customers lens than we want to dig into that further and we want to understand not only what success looks like but what is their time. Line the timeline. For the business outcome that they're trying to create and once you understand what that business outcome need is what are they trying to do with their business. And what is the time line that is associated with that that by identifying these things then you have a very clear time line so that when your customer is tended to not move forward to not push down the process you can remind them of how your joint solution is going to help them to meet their desired business outcome timeline so without backstopping against that time line you're going to put your deal at risk and more importantly you're going to endanger the customer's ability to make the impact that they need to make for their business so again. If you approach everything from the lands of helping the client to be successful this backstop piece is very obvious and helps everyone to understand why it's critical that you keep moving forward

Lisa Palmer Lund
Creating super-human voice assistants with Nikola Mrki, CEO of PolyAI

VUX World

08:41 min | 1 year ago

Creating super-human voice assistants with Nikola Mrki, CEO of PolyAI

"Apple for a while and then you win and create polly ai. What was it specifically the kind of took in that direction. What was it that you enormous in wasn't working either necessarily broadly speaking invoice technology. What was it that you saw wasn't quite right. In what problem did you think you could solve by by creating paula. I absolutely so What i think the challenger creating a horse assisted. Level thrive people through any of these media kardashian mobile phone speaker. Second thing it's different. Hotter product has many uses. The finish quality and other food is very different. People inside cleanable the to clear those the ottawa Negative while we're kind of like you know the future Know say amazon charged enough to have On every two will not when you aggregate fact their fifteen thousand equal working at alexa do actually as long as someone who worked on this before it was as huge as opulent as it is today. You can't help but things have not achieved back much when you know like the few scenarios that he knew any of these technology despite music you know setting larssen timers asking you questions when playing board games navigation of exiting but overall. It's really not that overwhelming. There wasn't hope that this would be the next thing after mobile really. it's kind of growing. It's growing the read. The say laptops grew up in the ninety s and the group right in compound. Interest is miraculous dion here with a laptop. But it's definitely not exploded in the way to save the iphone. Did even though. I think many of these companies that would now you hear these very articulate narrative Directly to shop is enter. Be really materialized when we have a are in vr blindly. Those are all things that will build into insomnia clear where He conditioned from the ecology by co founders through our senior research team. We were all brought up by. Crm's steve is less cambridge professor. Almost one of the guy had species mission for years. Was the leading person. Pushing hidden markov models. We wanted only way. You'd bisbee shirt mission until these learning got an and really as a matter of ernst and they were more efficient methods previously Westchester kangaroos he sold three counties As he you know supple the see that since two thousand six hundred billion dollars bermudian six Missionaries are twenty thirty years. It is impossible for measuring that you can have a sophisticated conversation with us. But see sorta developing formalism the models these errors is waste recovered specials severe to really bring converse in to the understanding. So that you're able to really elevates something we really awesome A few people in the company that there are similar problems leader in the battle management decided save depending on. Both the of the user might have met Sheet metal wall seats available shop inventory or reservation book and so on. Yeah i mean when when when you think about what has been built in where you go. Silence made sure to make progress. The most isolated followed that as scientists Both saw its customers. There's a lot of data. There's a genuine genuine. Consumer eve right at All these fools and interestingly i land look you go into a large People customer experience with people bought line of the cio's and they all really end up on with your yard also. And if you haven't done this before we ever all happened so you are brighter citizens. We were the city when we had a lot of success for us. Few years is really a shame of systems that are incredible airless. Some of the most sophisticated thought An employee narrow the bird. They're not here and talk to you about anything we can talk to you but meeting life but you know you want to book a table and you really or schedule. Data's choosier through the evening. Not after learning must really complex stuff. The the more by the customer service is are actually able to evaluate the systems breath. And how he florida track assistant done and that. The second problem is blake all frustrated. Leave users fears to Speaking we choose our battles but out we're able to perform the most human agents quite often we beyond to be probably won't really into application just until how do mean by outperform humans in in what respect to outperform. So that's your accomplice crush on the on the one hand just reaching characteristics. Aw a support. Asians or human didn't make them popular the audio voice. Speeders your other understand. The user meets all jeering answer. It didn't constraints where it is more narrow occasions where eagles Now when he reforming hugh. If i stayed in my last elections naza were. Wade's speakers Are you paying and quickly. Say that my vote is was that might or bamberg for the for scherzer. God's actually slow surprise a matter of fact but now we're able to mav performed see humans wanting to actual research the school of cool still understand really talk to the salsa just beating the baseline but there are very few most sectors so well we've been there for long enough to receive a very product where they're hundred about it like sizes of all those questions even though the answer because it's more bright they how the answers. They're connected to social system. The answer changes you know media the people because they straightaway. Don't get tired whatever language you need them to use Something's the edged. Change the So there are many hours which museums are falling like. We speak a few languages. You know we don't know the answers. We will startle both codes and in many of these many of these problems we have transactional but really currently functional assistance in place authors.

Polly Ai Larssen Westchester Kangaroos Kardashian Paula Dion Ottawa Apple Amazon Insomnia Steve CIO Blake Scherzer Florida Hugh Eagles Wade
Where Conversational Interfaces Belong in Banking - with Shankar Narayanan

AI in Financial Services Podcast?

06:18 min | 1 year ago

Where Conversational Interfaces Belong in Banking - with Shankar Narayanan

"So shankar. I wanted to start off talking about what elements of workflows within banking where we can really apply conversational interfaces today. I think there's a lot of claims about ai taking over customer service or some other functions but of course it's more nuanced than app when you take a look at where your technologies being applied and what you see in the landscape. How would you summarize wear conversational interfaces fit in in banking right. So there's a lot of hype around conversational So i would like to break that particular meant we are on the very early stages of conditionally. I am in the technologies just evolving as long so in terms of in banking. I think the key use case for conditionally is of several but let me talk about the customer engagement side am banks are looking at cutting costs on call centers and reputation calls which comes into the call center they move into some form of a flow for chat bots and chad votes has to be intelligent enough to understand that alonso's and respond appropriately the challenge. Which we've been seeing and which most of the companies thunder companies are evolving from celebre. Give you an example. This has been restarted. This company was that everything's moved conversation and unstructured data. And we just happening where you have people chatting or come on what they can ask anything. Because there's no structured work or the zone many shropshire that they can ask anything. So you'll you'll heavy lifting is done by your systems in entirely to understand. The piece has to be good enough to understand the intent and appropriate the answer Their tools at one is banks have to be pretty strict in terms of how they respond just to make sure that the brand is kept so the way. If if it's an ai which is open to training or training without any human interface. It can this phone and get trained and If based on property may give a wrong response so if we need to have a better control on that and stock has to be built in that so what we are seeing or the bureau of let me give you an example right when we started in twenty seven twenty eight when we launched our first services with a bank the workload pretty structured the opportunity impact build a lot of variations on radiance fall the the intense again the stroke of the nlp to understand how pavilions for that to respond a car in the food has to happen is let me give an example if i make a query that hey there's my checkbook i applied for it guest today so you may have multiple variants which built in and the system understands what you intend hits and response to it. We launched. We had of art. Sixty thousand interactions per day mid some of the banks on viet launched in india. Where the there are twenty million customers and the operational team was overwhelmed. Because you can't keep having team billions so we have to build a deep learning mortar so that it auto trains and the billions auto bill so this my team both so there was a lot of learning which we act do as we each rated in canonisation layer journey the customer engagement side. That's the sign the law of other use cases which is emerging will the last few years especially in a machine comprehension whether market documents which banks have and. Let's assume that you are a relationship manager and you just want to know that on. How is the apple Gonna be doing tomorrow. And what does the cio report. Amancio information office of has created and the relationship manager doesn't have time to read through it so you have a reading the document which is being fed understanding the intense and comprehending it and you can quit any queries and it will not give up particular on servile pick relevant answers and showcase whether human gan understand it and pick up the knossos. It's such plus plus right. So i see that as a segment which we are working on with some max banks so using a for internal processes you have the rpm which is basically. That's a separate were to complete version. But in terms of con- additionally is fell focus on you. See a lot of use gives us or hr all the mundane tasks which people have to communicate with. A human is being moved onto box or workflow base os and that starts the shift which is happening. And we're seeing that. I have data which shows the in fact last month a one of the banks did six million interactions in a month. Or the because it's amazing but the final. Wally masur doing now just to clarify chocolate. This is six million internal interactions. You're talking about this. hr faculty here. No no no. No your customer writ large of a lincoln howard phasing customer actions retail banking iraq jumps rea-. Now that makes sense humans out there but just imagine a call center will not be able to have that kind of scalable volume now. There are lots of unique interactions which are happening which banks looking through. So i'll give you an example while the banks had to adam. Api just tell where the credit card is going to be delivered on which day just going to be delivered because they didn't have the use case but customer Asking that i applied for credit card. Where is it. I haven't received it so bank said okay. I don't want this to go to the call center. I want to based on customers asking these questions. Why don't i give a particular times time kind of thing where i can tell where the where the credit card is share not share so what is happening with conversation is if banks can leverage and i think banks are slowly understanding the scale of it

Shankar Alonso Amancio Wally Masur CIO Lincoln Howard India Apple Iraq Adam
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

05:20 min | 1 year ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"And how do you partner. Frenemies right amazon is our partner. They are also a competitor. When lou companies. I sit on the board of you know. We make products for amazon to sell as their product but we sell our products on the amazon site right. So you're going to see much more of that. There should be very little. That is off limits around what these system partners are and you have to be you know xhosa system aware as well right. You have to absolutely understand everybody else's ecosystem and possibly how to leverage and all of that but venture capital these constructs now which have emerged. There's there's different place you can. You can create to actually be able to achieve you. Know some of the businesses models successes. You know implementations understanding every you know what people do what they expect what they want to win with because everybody wants to win at something right and how do those fit together as puzzle pieces to make a big win or a win win hugely important. If you think about small areas of expertise that you can pull together to do a big transformation or win or change. It'd be much faster than trying to build it yourself or with what. We used to call traditional business partners business relationships and partnerships. Yeah that's really interesting. Talk a bit about if you would. I know also you were. I think a fairly early practitioner of insight that Cio's need to be customer cognizance at believe you and i've talked about the example. I always used to give the you know not so long ago into to a certain degree today as well. You asked a cio. Who their customer was. They'd say their colleagues which. I always say as sort of a declaration of distance in the. It team is doing value. values created. Back that's your orientation And so talk a bit about the way in which you think about customer engagement as a source of incites in innovation ultimately. Yeah absolutely so it starts with the customer. The consumer it starts outside incompletely. What is it that people can't do. What are the frictions. they have. What is it they need. What is it. They don't even know they need author gonna loss right and when you start there and you move back. That's where you really can develop a hardawy. Get this out there quickly. And how do i meet. Those needs or desires. They don't people even have you know. We used to say in the auto industry designed for manufacturing and design for lane efficient effective and operational excellence. Are things that you continue to strive for. But you don't win until you meet a need externally right.

amazon today Cio xhosa
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

06:19 min | 1 year ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"Take a moment. Also <hes> richard. Talk a bit about your purview. Is chief information officer yet. So i'm responsible for all the classical <hes>. Technology across the enterprise. So i a serve our entire enterprise. We have <hes>. Er pre systems that support all fifty five thousand of our employees responsible for that and we also have connected tissue with the cio's across the divisions they are responsible for those respective areas. And we we stay really connected <hes>. In a way so that we provide the support that they need. But we don't get in the way of them are running business and taking care of our customers in and hitting those targets that we have in front of us. It's really interesting richard. As as you know as you went over the different businesses quite a diverse array of businesses as well and i can only imagine that the application of it is a bit different in each of those as you point out. There's the europeans of the world solutions like that. For example that would apply across all of them. No doubt there. There are a number of solutions that apply to only one where a standard for the entire company can't be said perhaps the logic in having a cio over each of those businesses to do that sort of evaluation. Can you talk a bit about that relationship between you. And the business. Units a chief information officers a great question it into to <hes>. Just put a point of emphasis on your point. It is really diverse so you think about how the technology needed to effectively empower the buying is selling vehicles across the us versus <hes>. How do you make sure that you have cable. That is consistent. that doesn't go out. I mean it's two different worlds. And i think because of that is really important. You have the focus that we have in terms of my <hes>. Interaction with the. Cio's is evolving. And what what. I mean by. That is <hes>. Cox in the past. We go so far to say. Hey part of the secret sauce is making sure that we have a huge amount of autonomy in all of our businesses not just our divisions but even in the individual businesses. I think what we've learned over time. As those businesses they enter interact with each other in a more centralized manner and what we also realize is to the extent that we can have that connected tissue and we can share learning. We can share information in begin to plan together. Then that just makes us all better. And so i probably organically speak to the cio's once or twice a week just organically and then we have formal touch points where we thinking about the business in the broadest way possible. Can you talk a bit about <hes>. Some of the aspects of your strategy. And how you think about <hes>. Influencing from the center so so to speak yes. It's a great question. And so i think in order to answer that question. Let me take a step back. So i've been in this role officially for a year and coming into this role you know. I thought the biggest challenge would be figuring out what we should be focused on focused on from a technology standpoint. What are those emerging trends. Which should we be taking advantage of in terms of innovation and look all those things are there. But what i've learned is i was taken over for a cio been in the same role for eighteen years and this guy really created this organization. There was no technology grew. He did a phenomenal job. Coming in in creating it. That make said there's been a lot of change and so the biggest thing that i've had to work through and it's been a surprise. Me is is really changed. Its is transformation at an organizational in addition to those things that are just kind of table stakes today when you think about the digital transformation as an example and so when we talk about the strategy is really been a lot of foundation building so i hired a new team. We we have a few people that that were holdovers from the you know prior leadership but we thought it really important to bring in some new talent and so excited that we actually brought some talent over from cox automotive <hes>. We we brought a some external talent as well. And so what we've been really working on is making sure we take a step back in build a strategy that is holistic because in the past we just had this tendency to work in silos and so we we just did. It just came out of a prep meeting so is really fresh were we are reporting to our. Cfo on our plans for next year in beyon- and what we're finding is a lot of the work is just foundational making sure that we have the systems and processes so that we can provide the value to our customers in a meaningful way. And i think <hes>. Let let me kind of pull that thread. A bit more <hes>. One of the things that idea early on is bringing in a couple of groups that can help us understand what our customers perspective of technology was and we conducted over two hundred interviews <hes>. Just load surveys in front that we formed the foundation of the work that we have in front of us <hes>. There was a call to action to to make sure that we were more connective. So so that we work in their business versus being order-taker waiting to see what they were gonna going to do. And so i think that's part of the path that we're on when we when we talk about what the focus areas for twenty twenty one israeli building those foundational points making sure that we really intentional in terms of our cloud strategy. We've been ad hoc to some extent. And then i think the third one is really leveraging data and analytics

richard cio Cox us
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

04:17 min | 1 year ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"That's a great overview. Maybe you can take a moment. Also richard. Talk a bit about your purview. Is chief information officer yet. So i'm responsible for all the classical Technology across the enterprise. So i a serve our entire enterprise. We have Er pre systems that support all fifty five thousand of our employees responsible for that and we also have connected tissue with the cio's across the divisions they are responsible for those respective areas. And we we stay really connected In a way so that we provide the support that they need. But we don't get in the way of them are running business and taking care of our customers in and hitting those targets that we have in front of us. It's really interesting richard. As as you know as you went over the different businesses quite a diverse array of businesses as well and i can only imagine that the application of it is a bit different in each of those as you point out. There's the europeans of the world solutions like that. For example that would apply across all of them. No doubt there. There are a number of solutions that apply to only one where a standard for the entire company can't be said perhaps the logic in having a cio over each of those businesses to do that sort of evaluation. Can you talk a bit about that relationship between you. And the business. Units a chief information officers a great question it into to Just put a point of emphasis on your point. It is really diverse so you think about how the technology needed to effectively empower the buying is selling vehicles across the us versus How do you make sure that you have cable. That is consistent. that doesn't go out. I mean it's two different worlds. And i think because of that is really important. You have the focus that we have in terms of my Interaction with the. Cio's is evolving. And what what. I mean by. That is Cox in the past. We go so far to say. Hey part of the secret sauce is making sure that we have a huge amount of autonomy in all of our businesses not just our divisions but even in the individual businesses. I think what we've learned over time. As those businesses they enter interact with each other in a more centralized manner and what we also realize is to the extent that we can have that connected tissue and we can share learning. We can share information in begin to plan together. Then that just makes us all better. And so i probably organically speak to the cio's once or twice a week just organically and then we have formal touch points where we thinking about the business in the broadest way possible. Can you talk a bit about Some of the aspects of your strategy. And how you think about Influencing from the center so so to speak yes..

richard cio Cox us
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

05:08 min | 1 year ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"'cause obviously i'm on the other side of that with the other vendors that's really interesting i'm curious also as you and i have this conversation. We're still in the throes of the covid. Nineteen pandemic in the economic consequences from this and so on How has this impacted you and your operation and have there been any profound learnings for you as a result of i can only imagine probably mostly working virtually changing the way in which you work. Interact with your your your your team and your colleagues. Talk a bit about What this what. The past six months has been like likened some of the learnings from that. Wow we're stored so sas has operations in one hundred forty countries around the world in covid. Starting to hit enroll across the world. We had an opportunity to see it in a couple of different office locations so we have a chance to send some folks home get them up and running a remote. See attest how that was going to run. Then we had the chance to kind of watch it all around the world before it hit Our primary location of operations being carrying with relying at that time. It was probably first or second week of march. We send everybody home and in our kyrie campus where we've got about five thousand or so employees. That was a big decision on one of the wonderful benefits of being at sas and being local to carry areas that the of campus in close collaboration in the environment their innovation that it creates so sitting. Everybody home It was definitely a concern. I what would i think i was. Blessed with a little bit. was falling. Footsteps akif collins is the previous. Cio he the team who the inherited a wonderful team there. did a lot early on in digital transformation. A lot of our systems were already moved up into the Out were not on a you know so dependent on. Bpa connection back into any old iron on campus and so that transition was very smooth. And seamless so we were. We were pleased of the performance. We two locations around the world where more Neighborhood infrastructure was a challenge or anything else not the per se so in that regard we were. We were blessed and it was. It was great to get everybody home safe and sound in backup running operationally. i think what's transpired from. There was really interesting because it actually probably spoke more than the as a leader than it did. As a technologist We all went through the the ebbs and flows of emotion of being working from home and being isolated. I have worked from.

covid Cio collins
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

04:50 min | 1 year ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"I play with technology that the are in trouble employees as well as our external customers and i always find it very interesting jay and speaking with cio's at technology companies. You can appreciate. Of course there are a great number of cis where the preponderance of tech talent isn. It that does not describe your company. Talent is littered across the entire company because it is fundamentally a technology company. How do you think about differentiating. The value that you're part of the organization contributes relative to other technology engineering parts of the organization. Your executive up here. It's it's not easy Because your customers at the end of the day your internal customers are so talented. Technically that many times the solutions arnie asking for or once you would have wanted to suggest to them so For us a lot of what we've done especially in the last year has really been shifting. The philosophy shifting away we engage our customers or our internal customers more as a as a consultant for service provider so that.

cio arnie jay consultant executive
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

06:33 min | 1 year ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"So we we live every day we run it, we operationalize these solutions. Two seventeen we were spending most of our time setting up platforms in showing cost advantage in value inefficiencies that we'd achieve with net platforms in partner platforms running in our data centers and we were able to then go to customers and say look we found a twenty percent efficiency in eighty percent efficiency in running these platforms in his innovative fashion, and by the way we're happy to share that with you as a customer in certainly as a partner. where we've come from those since then is much more much more aggressive posture. We built out an entire operating platform for our company called cloud one in it is a hybrid multi cloud platform. The route allows us to run specific nap workloads that are containerized in mobile and portable in our private cloud utilities and our public clouds of choice in all of that's connected through a very nimble data fabric, and we branded that cloud one in it. Many of our events we stand up and talk to our customers about how we've built provisioned and run this cloud one environment that gives us a lot of flexibility in a lot of choice. So it's been a great journey of going from running in talking about cost benefits to actually engineering a hybrid multi cloud world that we can live in In last year Peter we've gone beyond that and is this is really really thrilling for me. We've built out a full devops capability on top that cloud one instance. got a minute to talk about that. Can we talk a little bit about that? Please do I'd love to hear more about it. He had. So when we looked it at operating a company like, Nanak right we have legacy platforms, applications. We have modern cloud utilities that we can talk about two, and then we have sort of customize software that gives us competitive advantage and most companies have that most CIO's I talk to on a weekly basis have these particular workloads very Germane in specific to their business. The problem is a lot of those age, right they get they get stale there in yesterday's technology, they're hard to grade because operating systems and databases. Consistent with the platforms and the hardware that you're running in a data center, we used our cloud. Capability our underlying hybrid multi cloud infrastructure to build a whole application development environment to basically convert a traditional enterprise to Endeavour Ready Development Organization. We brought the right people in the do this we designed it. We purpose built it in. We moved a couple of our key customer service applications. I mean applications faced our end user customers in we move them into microcode based new software incarnations. It gets tremendous flexibility in the devops modern world, and it's really hard for traditional companies to do that look if if you're A. You know if you're a Netflix's or an Uber and you're going to start from scratch and build a whole software suite with some venture caps lot easier to do that in a true devops capacity much harder to do that as traditional enterprise. But we've done that in it's given us great value and You know one of the rare benefits I have in my job a forward-looking organization like this is. I. Don't have to worry about future development for for in house custom developed APPs in neither do most of our engineering teams because they've de adopted this devops framework that we built in. So that's a rare pleasure not to have to worry about how been developed my next generation of internal software applications. I, I wanted to also get get back to the points that you yours your company has built this ecosystem which really brings to life at a broader value proposition than simply going in alone and I wonder a great cio also needs his or her own either system partners to deliver all that that's necessary to serve the company first foremost, and ultimately the customer's as well and I wonder how I'm I know having known you from past stops broadcom, for example, I know that you have orientational towards this that the didn't begin with net APP but I wonder if within a company that has really thrived by virtue of establishing these these important partnerships, the extent to which that's colored the way in which you've thought about building your own system in order to ensure that your team is successful. Peter a great question, and it really has been a theme that permeates everything we do and I'll talk about it on on two halves. One half is a follow up what we just talked about and building out this customer one cloud one platform that we run the business on in an shift over and talk about just our our daily dating methodologies and. How use partners? So we couldn't build something like cloud one. We couldn't something like our devops framework without using all of our partners because net. APP. Has Incredible a data management capabilities and storage capabilities but there's a lot more that goes into it than that you know to build out a full suite of platform. So we leverage customers like Cisco where we have flex. pod delivery partnerships utilizing their compute. We have Lenovo is a key partner we lines their compute platforms we depend on red hat, for example, in their in their containerization and cloud ready platform. So we have lots and lots of partners that we build these capabilities outwith in that basically gives us a large ecosystem of capability. Again, it's a round net APP I but. We bring those partners in to build a complete and total solution and to your point we even we even extend that Parker framework to to integrators. So we've used partners. We actually have in our go to market organisation companies like Atas companies like trace three who resell our solutions with partnered with their professional services groups help us build these environments within that..

partner. Peter CIO Netflix Nanak cio Lenovo broadcom professional services Parker Cisco
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

02:13 min | 1 year ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"They'll niller welcome to Techn- Ovation Peter. For Having me today I'm glad to be here. It's always a pleasure bill. Great to see you well bill. I thought, we might begin the logical of starting point your rule you are the senior vice president and chief information officer net APP and I. Wonder if you can take a quick moment, just provide a bit of a description of how the Seattle role how it it's in that router technology landscape, a net app you take a moment to describe that. Sure I'd be happy to do that Peter. I started with net APP in the fall of twenty sixteen. So I'm coming up on my fourth anniversary shortly here, and it's been a a really thrilling journey journey a transformation in so many different ways you know. The job at net APP is a little different than some other CIO jobs. It may be similar to some CIO jobs in the bay area here particularly companies who are. Building designing, deploying it solutions for it customers, and I think that's a little bit unique from what some other CIO's do so. My Role Peter has a bit of a duality right I'm expected to design implement in line solutions for the business to run the business operationally to provide the cyber-security overlay that we all depend upon and to run our operations for the company and stay current in delivering those capabilities and capacities to our internal nap customers, but also to many of our end customer. So that's one piece of the job, but the other piece of the job is to be able to deploy leverage in innovate. Our technologies and our party technologies in to be able to produce narratives to show that value to our external customer. So I have a team myself and my team we spend an awful lot of time in executive briefing centers, narratives, and industry events with customers sharing how we run that apple. Neta. So there is an interesting duality keeps most of my days quite fascinating. I want to talk to you about the notion of net Abba. As you point out you the of a company that itself in many cases serves cio, and so you are the.

CIO senior vice president and chie Peter Seattle Neta apple executive
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

02:47 min | 1 year ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"Enabling customer experience differentiating. Value Propositions. You've mentioned in a couple of different ways. This notion of ecosystem ecosystems of of of the strategic partners like aws Microsoft's You also talked about the partnerships within tax in the sanctity imports. API's for instance to connect with other organizations with immunity business keep talking about as you think about the fintech landscape innovation that's happening within the financial services space the way in which you and of cooperates and partner with emerging of Benin's as a as large powerful Boeing concern how you'd think about almost. Petition that happens between the been tax and the larger banks have how do you think about that? Part of it is actually giving them the opportunity to challenge us John Thinking. So we do have you know regular cadence so where we have some of these texts and up and coming in founders of innovative. Common Challenge process. With a regular cadence with people can come and challenge us. And for me as as well that you know created. is in the past as well. I WanNa make sure that the steering committees and or design authorities or the architecture review board not just might not pricly. CBA staff. Only I actually have designed towards steering committees without us would a actively challenge us as well and say, Hey. You know thinking about this dimension, you know thinking about this technology or you know thinking about this best practice. So continuously involving them as well to help you know design a better you know marketplace API, infrastructure all that aspect. So creating that openness Is Way keen for me, and this is how we started putting that in place as well. Well, actually have an operational now that's correct keen to get that intellectual debate. From inside as well that outside. Ask why. Thank you so much for for joining me today. It's been great to hear about your most recent experiences in your current posed a bit about your career arc and all that you've learned across the various Major Angela services institutions that you've served as a technology executive as usual it's been a great conversation. Thank you, Veda. Thanks for tuning in. Please join me on Thursday when my guest will be former CIO of metlife in current founder and CEO of uncork Gary Overland..

John Thinking CIO Microsoft CBA founder and CEO metlife Benin Gary Overland executive Boeing partner
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

02:04 min | 1 year ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"Prior Intel she held cio roles at HP Baker, Hughes, Ingersoll, Rand Timex, and united technologies. In this interview, we discussed archie purview as the global cio of Intel and our experience up to speed. In the role, we discussed the current pandemic, including Intel's response to it, and how it will impact the long term future of work as well as Howard team has been enabling the ship to remote work. Finally, Archie provides insights into the company's data first mindset and their corporate data office. How the. The company is using artificial intelligence, how the CIO role has evolved over archie seventeen plus years in the post in a variety of other topics. Before we tower interview, I wanted to introduce you to our sponsor Zozo and the company's President Timothy Cabbie. Prior to taking on his current role, he was the chief information officer of a number of companies including reliance industries, sears in Trek Sauna, and the warehouse group. He's now Zoa most unusual enterprise software company wanted to share some perspectives from it. Take it away. Howard professor, Doctor Zubov says that Google and facebook are not iterating newness realization, but represent a new and problematic market form that traits in predicting and influencing human behavior surveillance capitalism. As she calls, it has taken human experience, specifically private human experience and unilaterally claimed it as something to be bought and sold in the marketplace. A quick look at one of our big crm competitors shows that they have hundred seventeen trackers on their site creating their customers activity behaviors to the surveillance marketplace. Popular Culture Fascinated with tech entrepreneur worship has lost sight of the price they're paying by having the inflammation in the human behavioral marketplace, but we. Can't afford such worship. We have to protect our employees customers information. That is why zo who has removed all turbulence trackers from our sites including Google analytics. Aboard move, you might say, but it.

cio Intel Archie Doctor Zubov HP Baker Ingersoll Rand Howard Hughes Zozo united technologies reliance industries Google Zoa sears President facebook
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

03:38 min | 2 years ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"Focus we fool is to further consider date. our coordinated and the reports during. Scenes finally as possible and therefore implemented near real time. They think degration of data points. Once he had that. on deep integration, we can leverage this prediction and Jackman. into our. System. I. Spoke something that he's promotional wedding allowing our employee's space and time to own exceptions, why so being served those predictions by record in the in the system, so Brecqhou the system or engagement that every day, and so that they can optimize that work at. Section and obviously how the foundational beside big loot continue to develop our cloud migration continue to develop our risk management approach and the cybersecurity companies. And they go down a couple of years. And less. Making sure that them increase fluency for across all our our PNG people now those on the digital it is. For activision we are laser. Focus on use king. they've been use case driven approach and walk mother's most for each. The market. And this I know we have relied. On Nineteen Boys, why business technologists! And work side by side and must work side by side with what is in market. From an organization point of view, Horn action plan is two fold. Number one ensuring we build and Montaigne internal expertise. Was I personally believe. That a good to delegates operational communities to punish. Is Not, a good to abdicate expertise, and so it's always important to maintain. Expertise. And second make sure that we have proximity to our contemporaries and business units in line with the way pg thirteen, more old and quite successfully. and so working closely with teams and units using very often and giant approach at Camden even. Give being weeks what used to be then you've heard the monster that evening wakes. my I'm a war I think is continue to novel talented idealization and Ason Cordage I have cultural group INC on shipments. 'cause he. You Know I. Always say that Camilla Joan doesn't chase things. People do and developing talent be the primary objective. Of all good sales! Vittorio. Goes the the responsibilities of good CIO's. You've been a cio or quite some time where where chief technology officer your your time, you spent nearly twenty six and a half years with Mars where you were the CTO getting back to two minutes two thousand two. You were a cio of the ringling business, and then the global information officer, four and a half years, dating back to two thousand thirteen, and I'm wondering as somebody who has such a wealth of extreme inside the technology executive. How you seeing the role of CIO evolve across your tenure. I think it's I.

cio CIO activision chief technology officer ringling business Camilla Joan Jackman. Montaigne Camden Horn CTO officer executive
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

08:04 min | 2 years ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"You know what what works and what could be better, and and that was a great experience, and that experience really led me to be able to think strategically about okay. What is the strategy? How do I tie Tessie ICEES goals? How do I tied to what I've heard and build out a roadmap, and and I was able to put a roadmap together that really got the organizations backing, and it's something I continually update actually just presented at this week. so it's something we continually work on so I'm very transparent about it. It I posted on share point where any employee in the company can see it so it's something that really took my first couple of months and once we got going. You know it was about execution the other big thing that I had to work on last year. No one ever wants to talk about this stuff but I'll I'll pull it out. There is We had a huge synergy target. We told you know the street. Part of the deal was that there'd be synergies right, and that's cutting costs when I. You know a lot of times you think cutting things cutting labor, but in it two-thirds usually of your costs are non-labor, so I spent a tremendous amount of effort last year, consolidating our vendors and our partner landscape, and renegotiating and rightsizing contracts and really thinking about how we use I t and that got us to really start to talk about okay. How do we go digital? 'cause we were mostly on Prom. And thinking about the cloud, and where it made sense to go first, because as you start moving into digital right, you can get better functionality, but at a lower cost, and that really start to build out our strategy for this year. that were were really starting to move into this becoming more digital and transforming. So that's that's how last year Kinda came along. And that's very interesting. Because you mentioned you, you join through acquisition. You were the chief information. Officer Ability Corporation You had been for for multiple years three years. If I recall correctly, and and with the company for a bit longer than that for or change by again if I recall correctly and an unusual scenario you usually in an acquisition, it's the acquired executives who went out over the the the acquiring rather executives. We're not over the acquired executives, and so an unusual scenario. I think you could knit. Of of being part of the acquired acquisition. Acquired entity, and then taking this leadership role on I'm hearing in your response as to how you spent the early stages of getting to know the business of you know going to various locations meeting people going on sort of a listening tour, my to my words, not yours as a means. Getting to know this new entity that you would be an executive of. But maybe I'd be interested as you thought about that. And bringing together these two teams, and now representing a a company that you previously not even been a part of some of the interesting aspects of that. Yeah, no, it. It is a unique situation. What's funny about it? I I've been through it three or four times now where I've been I keep getting acquired and managed to survive so I I enjoy it No, it worked out, you know my predecessor was phenomenal and he. You know he was it it. It worked out. You know he was ready. To retire Bob and he's a phenomenal cio and you know he. He's a you know. One of those Cio Hall of fame guys, so he's fantastic right so so so it was a really good situation for both of us so it good and I had his mentor ship coming in which was great. So. You know with with Jill dougherty. being bought by SAC SAC was not just buying the assets. They also wanted to to really look at the methodologies, the processes and try to have a think about doing things a different way than just doing what we've always done forever. I and I gotta give it to the leadership of essay. They really looked at the leaders out in Jill dougherty and the different organizations that how do we truly? You know this isn't just? We're going to integrate them in, but really bring the two organizations together because we so well complimented. Complimented each other, but we were in different areas. We bought a lot. The team Bartolotta Intel to the plate. But how do we not only just bring the two together, but think about process improvements and we did, and we went through all the huge process to make sure we kept the right talent you know and I happen to be one of those people that got to come facie, which is great, and then we also just looked at everything for so from an IT perspective. We looked at all the systems and we said okay well. There's some that. Are actually enjoy got maybe a better system. Here are a better process or better people. Let's bring them in as I looked at I and bring the two teams together I didn't just say Oh well I'm gonNA keep the people I know and let the people go that I. Don't know you know I really was. We were really thoughtful about it, and we said well. Let's bring the two teams together and do that assessment and figure out where it makes sense, and if we do have to, you know, do any changes, or thoughtful about it. It's not just reactionary. It's not political, and and it was very open to it, and we just bought Unisys federal and. And we'll close on that deal shortly, and it's the same thing. We're really look they're. They're experts in the cloud, so we're not gonNA. You know we don't want to mess up their secret sauce. What we WANNA do is learn from it incorporated in make say I see stronger, and I think with each acquisition that I say he's done. It was site tour before that that was constantly about making the company stronger. It's not just about buying contracts. It's really how do we take what each company does? Really really well that secret sauce an added to ours I. Mean we do a lot of things great, but we can always be better and we constantly WANNA try differentiate so. As a as someone coming in I've felt like. I had a voice from day. One I. I'm vocal and able to talk about what I see and give ideas and I feel listened to, and with great discussions I. It's really fantastic the fantastic environment, I honestly pinch regularly that I get to be the CIO of. I mean it's a phenomenal organization must be been Tasso. Anyone that wants to join FA. I see they should go to our website and look at her career site great company. A great great pitch certainly. It's it's it's interesting. I know that innovation is near, and dear to your heart, and it's very much part of your strategic roadmap ensure that it is a source of innovation, and I can only imagine the challenges of balancing these major integrations, which as you as you point out, have not ceased you join through an acquisition not long ago, and now a another eight acquisition in UNICEF federal is on the books as well. How do you balance those integration activities with you know sort of thinking to pass them to the future or towards? An agenda that also includes innovation. Yeah, so in some cases. WHAT THE INTEGRATION! We actually are almost meeting. Together so, for example, and Had chosen a cloud hr tool set and saic really liked it, and so we brought ingenuity NFL together quickly from an HR perspective in the current. Hr Tool set, but we. We decided early on that. We would then take that next step to digital platform that would really imply improve the employees. especially the managers experience so those are the types of things that through the integrations. We've actually been able to talk about. Okay, let's not just say you know we're going to. Integrate this and be done. Let's think about what the long-term vision can we meet their or do? We need to kind of two steps like we bring us together and then go there, so we've spent a lot of time looking and really last year we tried to do that. Integration piece and set us up to quickly move a lot of these things to the cloud I'm especially SAS products. You know from an enterprise perspective, so I'm looking you know HR and be D. collaboration that..

CIO Jill dougherty. executive Tessie ICEES Bob Unisys cio SAC SAC Officer Ability Corporation Bartolotta Intel UNICEF partner Tasso saic NFL
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

01:35 min | 2 years ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"Tax, which really explorer some. New areas that are outside of our own business and potentially represent. Revenue. Generating opportunities for us in the future. That's quite a quite a broad purview, and in fact, one that. kind of although it's growing among the CIO. Still, certainly not the average CEO that is involved in the kinds of innovations and technologies will because to refacing and essentially revenue-generating as well as I as I. Believe I'm hearing from from those sorts of things that you and your team are working on. Yeah and I mean I think if you're in a very unique place because we are a very information, driven organization, and technology really is at the forefront of our business in clients. Do Their businesses through our? Our trading and investment platforms, and so since it's such a some corridor business really everything that we innovated in is around technology, and so I think it was a very natural evolution for my role to encompass some of those responsibilities as well. It's interesting you about innovation is nearly a responsibility and you further kind of. Qualified that as new ideas within the core business talk a bit about how you define innovation. What what What constitutes an innovative idea that the organization is pursuing? Yeah, I mean. I, think when we think about this, it's really can take a couple of different forms and I tried to be one of these people that's an innovation purist by any any seven imagination so I, really a big believer.

CIO CEO
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

12:06 min | 2 years ago

"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)

"My guess is weak is John Trader John's the chief information officer of errands of furniture latronic appliances leasing company with revenues exceeding three billion dollars as Cio John Leads the technology option for the company including the BBC segment of the organization is held variety of through his twenty year tenure with the company in this interview John Discusses the benefits of operating in a product mindset rather than project mindset is team of the throat over the wall approached it instead the company strives to deploy working software into production as soon as possible John Argues that this product mindset leads to more cohesive teens eliminate separate interests within the organization we also discussed the tech landscape in Atlanta where errands is based Johnstown blockchain the importance of having failsafe environments in a variety of other topics John traer welcomed Techn- ovation. It's great to speak with you today good to speak with you Peter I feel like this is the moment where she arrived when he gets talked to you so I'm excited that's very guide you to say John Thank you John I thought we begin with your role Oh you are the chief information officer of errands and role you've had for nearly nine years of twenty with the company and for listeners who may be less familiar with Aaron's I wonder if you could take a quick moment and described business yeah sure we lease for Furniture Electronics appliances we have about sixteen hundred doors nationwide in our business the consumer space we have a business to business space that's based out of Utah I'm primarily focused on the part of the organization we ban then in nineteen fifty five and we deliver sure of a transaction in most us and Canada excellence and I wanted to take a moment and talk about the role the analogy plays in a business like this on the one hand there there are some aspects of your business that are traditional retail in terms of things you're selling whether it be pitcher appliances electronics But then of course there's the as you noted the financing aspect to this as well so there's almost a you know a sort of financial services so to say aspect to to the business in that you're in as well and I'd be curious how you translate the needs of business complex business like that into techniques solutions. Yeah I love that question because it gets to the heart of what I like the most about this role you know I talked to the IRS is a retail organization the financial service organizations and they only get to play in One of those spaces and I we get to play in both aces and really at the the Union of the two of them and so it's pretty exciting so if you look at a traditional retail organization Not Always GonNa know a lot about their customers preferences in need and want unless they do like a loyalty program or something like that and then the financial services they're really not they don't really know what the customer is motivated by and what they're interested in victor life better it's really more transaction not a fulfilling a dream that somebody has or or making something happened for them and because I get the the and both of those we get to do technology for both the so if we look at our what I call storage system our storage system is a retail point of sale system but that's maybe ten percent of it it's also a crm it's also a document management capability that bill lease agreements that are state by state comply ah it collects payments along the way so it has aspects of financial services and it creates a lot of complexity but it's a really fun complexity because is it's all wrapped around data and what you can learn to better serve the customer and position the company to do great things excellent very very interesting and I know you've been through you've been in the throes of a rather significant transformation as an IT team as you ballooned you can kind of talk a bit about that I know for example you know as as digital immigrants organizations those born a quarter century or more how as they looked to modernize to become more nimble there's several aspects to a playbook including becoming more agile adopting you devops practices just to take two of those and I I know from our past conversations that you're actually a very early adopter in any industry to say up your own into practices like bees so I'd be interested first of all as to where the insight the spark of an idea to be Tivoli early in these sorts of journeys came from as well as some of the benefits of of the work that the team is doing yeah the spark I don't I don't really know what the spark was we did start building everything with agile methodologies started in Dev and then when I became CIO expense. the rest of the organization in our technology team in about two thousand seven as we started that journey and I it US seemed right so if you if you read the Agile Manifesto and you look at what the principles are and things David people over process it it's all about people and it just seemed like the right way to treat people and the right thing to do business and when we looked at all the successes we had in the early two thousands a lot of them were because we didn't arrogantly no Gokul in knowing that we knew all requirements and that we knew exactly how things needed to be bill and reiterated and solve for something that allowed if the when I started we at four hundred fifty I grew to twenty one hundred and we were able to scale because we integrated our business and if your going to integrate a business it's you need to be able to integrate your technology along with the business so asking for these long lead times with a waterfall and doing the oldest or ways of building things just never seem to work so that was I guess it was really out of necessity because we had a company that operated that way and I know you you and I've talked about this before I don't believe that it's it and the business First of all we call our team the technology team the Has I think there's a certain antiquated nature to the phrase it almost like am I asked data processing but I believe that it is technology team and the rest of the business and then we're very much a part of the business now we may not be you know actually checking out a customer in our store and we may not that'd be moving furniture around our fulfillment centers but we are very much a part of this business so I only allow team to say the rest of the business so that we keep our mindset we're part of it and so if you do that then you need to have methodologies that map to that we started agile in about two thousand and seven agile me is really a means to an and it's a cultural thing and it it ended up when I became cio about nine years ago it was the only way I could survive because I needed to get the same practices the same nimble nece and infrastructure and operations support and databases that I had yeah APP Dev into really worked out well I'll probably answer a lot longer than you want but I guess that's kind of the spark of it the make sense I'll make sense shit you sharing those those those details and certainly sounds like a important moves to to modernize the practice of the technology team in your organization I know another thing that you've been passionate about is the move from project to products orientation for the technology team the thing that I that a number of it leaders are still not the average one Have chosen is an area of focus and transformation can you talk about your thought process says there and again the advantages that you see depending upon where you are where you feel you are in that in that journey of Change Yeah I love that too because it it all oh builds upon The the concepts of Agile so if you think of Agile it's Kinda gateway drug for these other things agile is the gateway into devops because once you're developing and releasing an air passion you need to have that cycle time that support art and then devops means that you probably should have a cross functional team so we really avoid the throw it over the wall concept of it where uh does something then they thought of Qa and they throw it over way to the point one of our favorite things to do is in sprint zero our teams love to deploy they want it they can we want working software in production as soon as we can and focus on that pipeline and the reason we do that as we wanna get as short a distance between us writing code and testing it as and creating business value so those than going the problem act once you do that and you start re composing your teams and you no longer have being separate interest within your organization you have one coach team I looking at our economy which one of the highest performing teams when it comes to continuous integration continuous deployment. I mean they do many deployments today a day to production in calm when I look at that team I can barely tell who's development who's Dev whose released in you actually you can barely tell and actually I can't even tell them I look at the team sometimes who is in the quote unquote business which we don't use anyway and who's in technology and it's because they're just salt in business problems and they have some unique skill do it so when we once the team gets configured like that then all of a sudden you go wait a second why would I throw away this cohesion not that understands the problem domain really well and understands the opportunities WanNa throw it away at the end of quote unquote project instead why don't I the best in the during team that have a roadmap of business value that they're gonna go after you empower them to achieve that out of the way you make it get rid of roadblocks you support an hour you can but then you creating product teams not project team and you create sustaining value along the way why this product mindset is is good inside refer people to learn more to that because they'll do it a lot better job and I have interesting indeed and a lot of what you're describing John Really entails a cultural change I I can only imagine that the Technology Division that you around twenty years ago to say nothing of the one that you began to lead nearly nine years ago is very different in its makeup in the skills that you'd better that are currently growing reflective of some of the changes that we've already mentioned but part of this really requires a cultural change as well and I wonder if you could take a moment to murder reflect on some of those attributes of the transformation you've led you are a hundred percent right about culture because all other sees CIO's will say Oh wow you deploy you can deploy in twenty seven minutes to all fifteen hundred locations your store system where most retailers.

John Trader John chief information officer Johnstown John traer Atlanta John I IRS Peter BBC Furniture Electronics Utah Canada Aaron CIO Technology Division Techn murder nine years three billion dollars