36 Burst results for "cio"
Fresh update on "cio" discussed on Notes from the CIO
"Hello this is mark mallory chief investment officer of signature resources capital management with my notes for this month these past few weeks. I'm hearing in reading a good bit more often phrases. That amount to this is nuts. When's the crash. Sources cited for the supposed nuttiness include. Last month's game stop drama. The quickening pace of gains among crypto currencies rising concerns with regard to the implications of bipartisan government largess seemingly unchecked monetary policy the potential emergence of yet another perhaps more deadly incommunicable kovic strain another season of questionable gains in housing prices stories of children gambling on investable markets. Well you get the picture. There's lots to worry about. But it would seem to many that prices in a range of investable markets. Don't reflect those worries which begs the question when will markets crash upon realization that the world is at uniquely scary moment and more pressing. How avoid it in response. I must failing we offer only that. I have no idea when the next crash will come. Ended will but i to share those concerns not however because of any specific item among those that i just offered or any concern that i didn't list for that matter after all there's rarely been a moment in history and when someone couldn't have made a list just like the one that i did in fact actually take a bit of comfort knowing that while we can interpret more than a good bit of euphoria in recent market activity. We also seem far from a moment in which everyone shares in that you for you still in my role. I must be concerned about market risk. And that's because i must care about the potential for any such concerns to disrupt markets and actually don't really worry about the disruption per se. See it's it's not the disruption that's top of mind it's the reaction our clients might have to such disruptions to explain why that's so i'll start by firmly stating that. Any expected market dislocation to the recognition of presumed market. Nuttiness is easy to avoid. Just don't be invested. Unfortunately that approach almost assuredly means that long-term expected financial outcomes might be less favourable defined. Return that is. We must be invested up through the middle of last month before this latest modest downturn or one to invested in the us stock market at any point in history one would have seen a positive return on that investment as we wrote this month commentary the lower the investment time horizon. The more likely one would have seen a positive return looked at the opposite way. Though the shorter the time horizon the more likely one might have been to have lost money in us equity market investments. Unfortunately most of us have an investment timeframe somewhat different than forever since there have been many times in the past when investment outcomes over the short and medium term have been less than favourable. We believe a proper investment plan integrates and understanding of the sorts of volatility. We might experience between now and our own personal forever's but that's only the practical side of incorporating potential market volatility into an investment plant. We must also acknowledge the different ways we experienced market volatility the regular ups and downs investment markets present can be a source of discomfort the irregular volatility such as that which we experienced in nearly. You're part of twenty twenty can be a source of great distress. So we think it's best. Also detailer investment approach to an individual's desire to take on investment risk outside of his or her notional ability to do so tying those two threads together we think an optima approach targets a portfolio that assumes a theoretically comfortable level of market risk that alliance with an expected investment time horizon that approach also involves a regular review both of comfort with market risk and of investment time horizons to ensure much as one might proper fit with financial plans as they evolve following that approach we have found helps investors with another critical aspect of successful investing sticking to investment plan. The worst decisions we see investors make involve changes to approach at the point when otherwise sticking to. It seems to be the most uncomfortable this sticking to it includes persevering market downturns staying true to a well reason methodology. That might not yet have worked so well and avoiding the crowds chasing faddish trends with little rationale outside of will have gone up haven't they which brings us back to the discussion about the presence of markets. They're sure seemed to be more than a few folks who have fallen into that latter bit of chasing things that have gone up. Almost assuredly this chapter of market romance we'll find some sort of close that ending will be of course remains to be seen as uncertain is the number of pages left to turn meantime. We think it's best to remain as emotionally uninvested as possible and the story even as we otherwise stay as comfortably invested as manageable in the context of our personal financial wherewithal and goals importantly past performance is not indicative of future results. The foregoing commentary is not presented as an investment recommendation. The approach described may not be right for everyone. No one listening to this commentary should take our comments as advice specific to or appropriate four. Their individual situations individual circumstances should be taken into consideration when determining a suitable investment approach all investing caries risk..
"Mary frank johnson. Welcome to technician. It's great to speak with you. Thanks so much. Peter i always enjoy talking with you. I do as well so please on the record at this point. I'm i'm as somebody who is a luminary ao space. You do not need a big introduction with my audience. I don't imagine but you are perhaps best known. As former editor in chief of cio magazine the the moderator of the cio leadership live broadcast which is just a phenomenal phenomenal series of interviews with with leaders in the tech space x os with a healthy dose of course of chief information officers as the name suggests and a prolific writer. Somebody who's wisdom. I know my team. And i have have gained mightily from across the years as well so i'm so pleased to to have this more formal conversation after many many informal ones with you okay. Well thanks very much peter. I we've got a lot of great stuff to talk about indeed indeed wipe. We begin at the beginning at least as relevant to the cio space. You're not somebody who grew up with immersed in technology You are somebody who The written word came the more easily to the dentist too many others. Perhaps and and you were focused on journalism. I wonder what was what was the genesis of your time In focusing your skills on the cio. Space okay thanks. Exxon question and i love telling the story because i think that it reflects so much of how many of the it leaders cio's that we both know today ended up in the positions that you know they were music majors or they majored in english literature and history and then they got really interested in data side of things for me. I had started out. I spent ten years at daily newspapers. In florida and ohio in washington state and i reported on everything from city and county commission beats to k twelve education to police even state politics when i was two bureau chief for gannett news service out in columbus ohio and then we were moving to the boston area in nineteen eighty nine. My husband was an atmospheric scientist and he was taking a job in cambridge and so naturally i went reached out to the boston globe and to the boston herald and the it was. Nobody was hiring. So i was. We were arriving in the boston area. And i had heard about a very vibrant technology publishing world here and so i had examined it somewhat and made some phone calls A lot of this was so far before the days of regular emails. And you know we weren't living on our phones. Then so i was just applying my reporter skills to it. And i ended up getting a copy of computerworld mailed to me and sat there. I remember sitting there in my living room in ohio looking through it and feeling somewhat reassured that i could understand about what have the stories were about And then on the drive from ohio to massachusetts. I basically grill my husband One side down the other about the computer industry. Because i was coming into it only knowing that ibm made typewriters and the rest of it was kind of a big mystery. But i had been using some of the very early unix. That was vi editor on unix. That you could use to do work on. He had some sun workstations and very early versions of sun and unix workstations at our house and so i used that a little bit. And i remember when i was in my interview for the computer job with The executive and executive editor in the editor chiefs of computerworld. I think they were very impressed. That i was referring to things like vi editor in youth so but computerworld at always hired. They hired reporters who could learn the beat. And i think that's pretty much the way almost everybody on the tech journalism side got into it. They were journalists bite training. Then they do. They dove into their beats. Because one of the things we discovered trying to hire people over the years if you try to higher in a technical person and hand the technology beat they wouldn't know the story angle with fell on them so it was really important if you were genuinely out there reporting And then i found enjoyed it. I just enjoyed it so much and by the time i was a couple years into my job at computer world when the boston globe was to interview people and hire all. But i wouldn't left for anything at that point it just it was such a. I just enjoyed the way. The story kept changing and advancing and moving forward.
"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.
2021 AI Market Predictions
"So if you've been listening to a today podcast for awhile. welcome back. We really appreciate all of our fantastic listeners. But if you're a new to the podcast. This is your first episode. We like you to know that. There's hundreds of episodes that we've been producing over the last four years on with the have everything from great interviews with a i thought leaders and insights into the market trends and adoption in public and private sectors. And actually will be doing one of those insights into the mayor market trends on this podcast episode but also conversations on key topics on what's happening with a today and in the future so over our past for years almost two hundred episodes we've interviewed some incredible influencers. So we encourage you to go back and listen to a lot of these episodes. We have episodes interviewing folks. Ben kurzweil of singularity net and the sofia robot colin angle from founder viral anthony griffin. Yano from dun and bradstreet eager. Perry switch from lincoln. Suzanne can't the former us federal cio. The hose arrietta ceo former cio of the us department of health and human services. Lord tim clement. Jones keep people at organizations large and small and lots more so Definitely subscribe to the today podcast so that you can basically here are insights on the technology markets and how different industries are applying emerging concepts machine learning. And just in general long story short if you want to understand how. Ai is being put into practice today. Which is why this is called a today and where it's heading. Make sure to subscribe day today. On your favorite podcast provider and listen to our hundreds of episodes. Yes so as ron mentioned today we wanted to spend some time talking about our twenty twenty. One a. i. Market predictions and forecasts at the beginning of every year. We always you know. Take a step back and look at what happens over the past year and where we things going moving forward so acog melinda in case this is your podcast or you're just starting to listen to us. We're an ai. Focused research education and advisory firm and we really focus on market intelligence. We cover all over twenty thousand vendors in the space so we have a great pulse of what's going on and we work with both public and private sector companies so we really have a holistic view of the space so we wanted to spend some time today reflecting back on what we're seeing in the market and then making some predictions and forecasts about where the market will go in twenty twenty one so one of the first predictions that we have. These are not in any sort of ranking order. They're just how he laid out this podcast. So we have that worldwide adoption of artificial intelligence and machine learning. We've seen it growing at a very high rate and were predicting that this is not going to stop anytime soon. I mean so. There's a lot of indications that show that we are moving towards much more use of what we call the seven patterns of ai and we will link to them in the show notes but one of the things about is that it is a fairly generic term general term which corresponds to making machines intelligent and doing the things that humans would otherwise. Do you ask people as to what they're specifically doing. It's usually gonna be one or more of these seven pattern so it might be a recognition system or it could be a conversational system or could be something doing predictive analytics or trying to find patterns or anomalies or it could be trying to develop the hyper personal profile. The hyper personalization profile of you. So that it can no to tailor things better for your needs or it could be an autonomous system systems that are meant to operate with little or no human interaction. Or perhaps we're doing something we're trying to have. Machines find the solution to something you goal driven systems and when you talk about it from that perspective it's like yeah chat bots are growing recognition. Systems are growing the use of machine learning for patterns and anomaly detection as well as predictive analytics. that's growing. You know maybe hyper personalization. Maybe that that's been a little bit slower to grow. We are definitely seeing a lot. More autonomous stuff whether or not. They're all entirely successful a whole other story. But we are and we're seeing of course a lot more use of even goal driven systems and part of the reason why we say this is that there is some fud in the market Other analyst firms in particular are saying that they're seeing some large number of data science projects that are failing. You know gardner. Says eighty seven percent of data. Science projects failed to deliver on their for their executive sponsors and seventy percent of machine. Learning models lose relevancy overtime. Well these are. There is some truth to that. Yes models do have what's called drift and then later what we're going to talk about in this. Podcast is the growth of technology area technology market with an ai called l. Ops that specifically addresses this area of models overtime lose their relevancy. But that's just like the thing let's like saying well. I built an app in one thousand nine hundred ninety six therefore i need to update it in the year. Two thousand three two thousand eighteen thousand thirteen two thousand eighteen. Yeah yes. that's what. Technology and technology doesn't standstill. Say all the fact that you have to update it means. It's not like the fact that you have to up it means you're actually using it and the needs for that. Continue to grow. If you didn't care you just throw it away so
How to Build a Hiring Process Based On Skill, Not Pedigree
"Welcome everyone to another episode of. It visionaries today. We have the founder and ceo of hacker rank the wreck. Roberson car the vet. Welcome to the show. Thank you for having me all right. Let's dive into what is hack heck is ing product that followed developers to showcase their skills and get jobs based on skills so it's great product developers. That's what we do. So hacker rank described it a little bit more. So if i'm a developer and i want to showcase my ability to program full stack front end back end. It doesn't matter. Whatever it is my specialty is. How does hacker ring helped me showcase my skill. Sure let's you know maybe hiring process of their do personas involved. One incident for the company cited the other one is a candidate but the developer side difficulty in what he has to happen before. Was you look at candidates z. Me and then go ahead and say okay. This person's the school gpa. Invent by used that as way adopting of us are you said as a pretty signal. The interview process the way hang works. Is we build a product that as a company you could go ahead and create your own customized challenges whether that is the front daniel stank a devops and developers one apply to your organization instead of going ahead and applauding the resume in the typical resume. Steam gain salgado's janitors and if they were pretty well then they can continue with the process the also build a bunch of products getting the enemy processes while To make the whole hiring process based on skills over pedigree all right. This is amazing. So if i'm let's say doing a cloud migration. And i need to convert web application my current on prem application so that their cloud native and i have a problem. I put it up on hacker ring. That's what i want to hire in someone. I don't know where they. I don't know who they are but people can just volunteer to solve these problems to demonstrate their ability and skill to do the job. I need the accurate. Yeah it's may partially academic you could think about it in two ways. One is in our set of applicants to your company's today yup and you could create the challenge in uses a way to understand their skills ended on a probably a set of candidates the rest of the world who are do not know about good company. And thanks who. You can advertise on Unity to say they. I'm from the stuff. Anita hire a cycle ability to go ahead and do it. Any developers ignore handbook of childhood. Solvent is more like a social some trying to imagine it on. Unfortunately i haven't used hacker. And i thought you know we could definitely diving because i think it's fascinating platform and product in. I think the better you describe it. The more our audience you know we have cio cto. Listen to this podcast. I mean i'd love to let them visualize what this experience looks like. Is it like a social network where there's users or applicants that are constantly like. Let's say browsing and checking things out and they see we see challenge posted and then try to solve them is it is it like that. Yes i think. I'll just maybe zooming i'll give you an overview of the city of the strategy or the product Sweet so our strategy communist developer life cycle management which is essentially like the name suggests that building products that span across the life cycle journey of a developer. We think about it. In phases that is a pre higher face that is either hiding face in the post fire face so the higher fees as ivana you could come onto our site and prepare for jobs so we have free challenges that that are boasted We have one of the largest about communities he stood about a million ascom every quarter of the golden prepare for jobs and hone their skills. Get better do it. Such a freedom a per community. Think about that way. So that's the first place the hiding phases. When i was talking about this as a company you could use our product to create customized challenges. You understand the skills of applicants are applying to your job. You can also posted on our community dimension do you attract developers n were linked tools. That can spanking log your interview process. Well what happens after that. You wanna to internal candidate in a bad programming. A white gold in a session on lines of world starting about jewels on that statute of set of products during the hiding things an host higher which is like once. He joined the organization. You know we want to have you with Understand what skills they have right now. What on waking Upskill myself and also the other side of the equation from a company so you can get a better understanding of Once said do. I haven't done early Gas in how do i still. The workforce are augmented. the hiding.
Data and AI in the state of North Dakota, Interview with Dorman Bazzell, CDO of North Dakota
"Today with us. Our guest is dorman basell. Who is the chief data officer for the state of north dakota so high doormen and thanks for joining us today. Kathleen ron thank you for the opportunity. Either to hang out with you guys for a little bit. Yeah we'd like to start by having you introduce yourself to our listeners. Tell them a little bit about your background. And your current role as the chief data officer for the state of north dakota. Sure sure well. Good morning everyone So my my background is You know went to college. Got a degree in computer science mathematics and then when often like everyone else When i lived in saint louis you. It was kind of a requirement. You had to work for mcdonnell. Douglas which is now boeing corporation. So did that for it. But but then after a while Got got involved in consulting and worked my way up through the Consulting ranked says developer and they as a project manager is the data architect the solution architect and then finally got into a position of driving business intelligence and analytics for a couple of large international consulting firms where ran their north america. Big data and the i practice And the great ride. A thoroughly enjoyed all of the things we did. I think we added a lot of value to Our customers which was private industry And had great teams Had a strong onshore team strong offshore kimes and delivered a lot of value. But i think two years ago Over two years ago. When i applied for this position as the chief data officer At first i really didn't want position Didn't like the idea of state government state government has has a bad connotation Of kind of a nine to five job And a people people who just weren't really motivated to To move the world change the world and my boss who i interviewed my off. Now the cio. Sean reilly Who i interviewed with his his final comment to me was well. I can't pay what you make today. But are you wanna paycheck or do want to change the world. And i had never thought about life that way. Never tried to change the world and So i decided to take on this opportunity This was the first chief data officer position for the state of north dakota so there were a lot of unknowns Certainly certainly my presence Was a bit chaotic for the organization. Because i came in with a completely different agenda and completely different way of looking at the world through the eyes of the pillars that are assigned a line to me which application development and automation. And the second pillar is data analytics data science artificial intelligence and had some very different opinions about those things. And how we might move those forward So as i became involved with this role i became an. I had made an assumption that every state had a chief data officer come to find out there are only twenty seven of us out of fifty states So it's it's an interesting It's an interesting mix of of individuals who are chief data officers and getting to know them is. It has been a really amazing opportunity because they have such a very backgrounds and they bring such such different perspectives to cheap date officer role I like to joke and tell people that the last thing i focus on data which is obviously not true but but my real focus is really around cultural change within the city physician and what that means in the context of not not necessarily data. Because i have to executives are on my team who Are just are just brilliant at running the operations and managing the two pillars within my organization.
CrowdStrike Co-Founder Dmitri Alperovitch Discusses the SolarWinds Hack
"Dmitri why don't we just jump right into it and would love your kind of analysis of what has happened Know there's been a lot of A lot of controversy there seems to be consensus that The the hack is the work of the russians a country. At least that you're quite familiar with in terms of its tactics relative to this. Maybe just sort of set the lay the land if you would. Yeah absolutely so. I think it's important to understand that while this is a great situation and certainly Will likely be highly detrimental to our national security in the short and medium-term The not an act of war. This is not a digital harbor as as some politicians have been talking about this In the last few weeks the important thing to understand is from what it looks like right now and we have now your information on what this operation has been at least over. Last year is traditional espionage The targets have primarily been government agencies with some Technology companies is wild wrapped into it but primarily focused on saft of secrets that are as you can imagine of high priority on to russian intelligence If it proves to be the As is most likely the case right now so This was an dacia operation in incredibly well executed very very patient but at the end of the day the goal is staff that goes not destruction. The goal was not the leaking of that public information. There's small chance we may still see that at n than we have to reevaluate our assessment. But for now at least it looks like the exact that the us government the us intelligence community would be proud to have executed against our around adversaries. I'm now from a supply chain perspective. You know we do now understand that You know we have a major threat factor that most organizations have not been focused on which as their it providers like solar wins like resellers that sell their microsoft cloud offerings which you can be compromised Without really having any way to control for for that risk at least on the front end of the of the intrusion cycle. Are you at this point. Confident that it that it is the russians indeed so the interesting thing about this Particular intrusion is that the private sector really does not have attribution here unlike virtually every other operation. We have seen or last ten years. Where many in the private sector including Former company grabs strike was very good at attributed jackson in many of them very quickly this one because the tradecraft was so new and unique never before seen. There's really nothing to tie back to any previous operations. We have seen To really give us good understanding who the adversary may be. So all the attribution so far From government officials obviously intelligence agencies are very good at Attributing attacks based on your variety of different sources and methods that go well beyond just technical measures so for now at least You know we have to wait to see what the evidence is going to come out with regards to this. We may very well seen in the future. Will this operations justice department has been establishing Very good. I think precedent for indicting Foreign intelligence operatives on a regular basis for various various acts that they've done against this country in You for private sector companies. What what would you advise chief. Information officers chief information security officers others were involved in In at least trying to grapple with the consequences to their organizations and ensuring that the damage is limited the extent to which they can. I think this really underscores the topic that you talked On a number of occasions about which is that every organization out there needs to start with an assumption that already inside. this particular gates underscores. Just how futile. It is to try to build walls around the perimeter of you network because someone somewhere is going to get through through through new mechanism that you haven't even thought of or or can't control four so it could be supply chain attack next time. It could be zero table an ability. It could be a known vulnerability that you've got patched against that or could be an insider The number of methods that they can get in are numerous. And if you're trying to chase your tail china For closed down each one. You're always gonna fail because there's always gonna be one more thing that you adding accounted for this out there that you may not have even thought of And the reality. Is that if you start with assumption that capable adversary will get inside in. The east are for their activities within the network. That's when you can get an advantage. Where if you detect them quickly into jackson before joining damage you can prevent for from any damage any damage from being done. And if you look at how They executed this particular attack. Yesterday came in through the solar winds vulnerability where they came in through the reseller On the was selling office re sixty five and azure licenses to their customers but at the end of the day once they move past that initial doctor they started doing traditional things started maintain persistence trying to kill security products. Move laterally trump. and that's what you had the opportunity to detect them in fact some organizations have to talk to them and Jacqueline before any any bhakta Before they had any impact to the company.
Addressing the Digital Gap During the Pandemic
"Either this is alan shark and welcome to another episode of shark bites. This is the first episode in the year. Twenty twenty one so hopefully you had a happy new year and looking forward to a much better year than perhaps we had last year. As you know the podcast delves into europe. Cio's and other tech leaders throughout local government to some extent state government and today. We are very fortunate. Have john walton. John is a chief information officer of the county of san mateo california. I've known him for over a decade and he is getting all these awards and whatnot and it seemed like this is an appropriate time to really have a chat into sheer the discussion with you. John brings over twenty five years of experience in the fields of information. Technology has a diverse background in both public and private sectors sending innovative technology standards providing visionary leadership for numerous organizations each receive tons of awards and most recently state tech recognized him as one of the thirty people to watch in the year. Twenty twenty twenty-eight came out towards the year so hopefully it'll make the list again in twenty twenty one but he sent a lot of things that hopefully we'll get into that for example. I believe he'd been on school board. You have been a race car driver so you have a lot of interest so john. Welcome thank you on. It's great to be here. I really enjoy having the opportunity to talk with you. Ve enjoyed our friendship and partnership over the years and really excited for twenty twenty one. Yeah it's got to be better than last year. Such such an anomaly. Such a different year. It can only get better so john. I always ask when we begin these discussions. I always believe that. Very few of us wake up in high school or even college and say when i grow up and when i go into the adult workforce i want to be a chief information officer so i'm always curious to know. How did you get to where you are. You've had a really great career and is far from over so if you would you've had an interesting journey so let's spend a couple of minutes talking about. How did you get to the county san mateo allen. Yeah that's That's a great question and probably the most complex question. You're going to ask me today. So i will. I will try to keep it to a couple of minutes. It was a long winding road to end up. Were ended up i. I grew up in. A family of there was a military family. My dad was missile defense and so we moved a lot as you can imagine and my dad used to like to say we lived in places where people didn't care where he blew things up so those rather rural and isolated and i wasn't into computers at all matter of fact i'm of an age where computers were still a relatively new thing so my exposure to computers were really through. My dad was a bit of what we call order now. Every time they would demo out a test site he He felt terrible about all the expensive computer equipment that was getting thrown away. Pdp lebanon's and things like that so he would haul them home in his pickup truck. And i grew up with garage. Full of old mainframe computers wang's ibm's and so those were my toys. My friends growing up but to be honest they didn't really interest me I really love nature and so When i teach classes at san francisco state and things like that mba students. I always tell them to become a cio. The first thing you do is you go to humboldt state university and get a degree in natural resource science. because that's where every good cio starts with a degree in natural resources. And and that's really how i got started i. I really wanted to be a researcher. A scientist i wanted to study nature and the environment and at that time The college was implementing backs computer systems. That was a new thing and it turned out that i wasn't really great at school. I i guess you would probably call it. Add now. but i don't do well sitting in classes listening but turns out a really good at setting up. Faxes for all the computer. Labs all the professors would give me extra credit to make up for my poor test scores by going in and configuring all the computers in the labs and so that would really help. My career started i. I did get a bachelor's degree in science. I enjoyed that but immediately after college. I started setting up. Computer systems. for counties and cities and private industry and it just went from there and in those days. It was really what you did. You just sort of went from project to project and it was word of mouth and if you knew anything about computers that kind of puts you a leg up on the competition so while up here i am now i must cio the great county here in california You know appreciative of all the recognition. Our county gets think it's really a reflection to the hard work. The staff here does and the leadership of the county the supervisors in the city manager. I think i am probably the best easiest. Cio job in california. They they make things very easy for me. I met one of your deputies at a recent meeting in there. You do have a very talented staff so tell us. I did read somewhere about this racing car thing so tell me a little bit about that. Well yes so. That's like. I said the the technology thing wasn't really a passion of mind when i was young and my dad is a hobby was an amateur stockcar razor so i grew up around tracks and engineers. It turns out you know. He was an engineer. Engineers love to build things and so he looked to build cars and fix cars so i grew up working on cars and building cars and race cars and have always been around those. And so that's always been my hobby. As a matter of fact the mechanic paid my way through college. Because i had an aptitude for that. And it's really just built from there. I think from my childhood you know as a as an executive technology really. I spend most of my time. Unfortunately you know in meetings in office buildings working on spreadsheets. Power plants you know. It's not as glamorous as probably some people think it is to be a cio for me at least and kind of tactile this rule I built my own race cars. I tune them my drive them on the track. It's really release for me. And all the things i do probably things. It helps me too many of us in this world. Nowadays we all try to multitask too much when meetings and checking email and texting. And i will say if you ever need to focus. There's nothing like being racetrack. One hundred thirty miles an hour going into a turn to cause you to focus and not worry about. Who's texting you calling you on the phone. So i still love it. I've sold most of my cars now. I have to left. And i still do it when i have the time. But it's it's less and less these days. Covert has kept us very busy. And i have two young sons that i try to spend as much time with is like can so until they get interested in racing than i probably won't spend as much time at the track is i have in the past
Eric Wall: Arcane Assets, The Future of Digital Investments
"Young now the ceo cio at an event named arcane acids. So that's obviously get change coming from the from the permission blockchain space. So i know that for regulatory reasons. You can't tell us everything about this fund but can you tell us a bit. Yes sure. And i suppose it sounds like eh a gear change but from my perspective. It was a something that i have been doing from the moment that i got started. In the cryptocurrency industry was like i was standing on a personal level where i was managing my own cryptocurrency portfolio and. I was doing that starting with bitcoin from two thousand twelve and kept doing doing that in two thousand fourteen. Two thousand fifteen and two thousand seventeen when sort of the mainstream got attracted to the cryptocurrency industry. And they start to talk about okay. We want exposure to cryptocurrencies. But i've heard that the bitcoin is not the scalable or that it's consuming as much electricity s the small country shouldn't have some of these other cryptocurrency assets and then i found myself in the position of advising them and trying to correct the misconceptions that they had and if they wanted some old con exposure. You know. I can facilitate bats. But i want to make sure that we subtract nine thousand nine hundred ninety nine percent of everything. That's just pure bullshit out there. And even i think sometimes as it would even be better decision to have short positions on on some of those all coins that is that can be profitable strategy if you want to maximize your bitcoin holding. So i i. I had all these requests and i started actually in two thousand seventeen as a side project while still working at over to launch a fund together with two other financial professionals in sweden so when the nasdaq acquisition and i quit nasdaq then. I sat down. And i wrote a list of all the different opportunities that i could join and participate in the cryptocurrency market and running managing a fund was on that list and then i just eliminated all the different options on that list until i was only left with one or two and then i chose to go down this route because this genuinely if i could imagine one dream job one thing that i can imagine myself waking up and completely being love with what i do then managing cryptocurrency fund is the thing that gets me closest to the things that i'm passionate about and for those who know me and follow me on twitter at one of the main things that i am passionate about debunking coins reading white papers finding flaws so by running a fund. I can put that interest of mine too fulltime. Use so that i can just detect. What are the things that we should avoid. In the crypto currency fund should be avoiding and there was a norwegian company that had recently launched its called arcane. It's about to become a publicly listed company it's it will be the second the The second company in the nordics is this publicly listed cryptocurrency company and they were very happy to embrace my ambitions at the firm and facilitate so that basically all i have to do is decide on portfolio construction and all the other aspects when it comes to building up the partnerships with the custodians changes and the complying with regulation all that would be taken care of by arcane and i will only managed to fund. So that's sort of the ideal relationship between me and the cane company and we started to find in in april and i have been managing it since so far. I'm very very happy with with that job. And what it's been like especially in this type of environment which we have been which has been extremely exciting and interesting but sadly i cannot talk about what the strategy of the fund ace and other metrics about the phone because we'd have to abide by may two regulations and they are extremely extremely harsh when it comes to talking and marketing cryptocurrency retail investor. So i cannot say that much more about that unfortunately.
2021 Global Marketing Trends with Deloitte's Ashley Reichheld
"Let's let's talk business. We want to talk a little bit about this report. That deloitte has released the twenty twenty one global marketing trends report. What drove the report in went into it. Well this is our second annual report. But this one was really characterized by the challenges of twenty twenty and that level of uncertainty that we're seeing has really impacted all of us in some way myself my mom of three old trends and well. I thought i was a master at balancing working kids. I've learned a whole new set of work from home. Sales gotta really speedy mute. Button trigger finger pilot fisher price toys under my desk that bear testimony and this year. We really use the study to kind of help explorer and break down some of that uncertainty. We use subject matter expertise. We voices smithfield and two overarching surveys. From consumers up twenty five hundred and executives up just about four hundred of them to help break down that uncertainty in the report a believe it's unified seven trends overall and you go In detail on each of them. But can you tell me kinda just at a high level. Were the the major trends seven themselves are purpose agility human experience trust participation fusion and talent and i think in general agility trust talent participation are fairly straightforward largely those companies without. Do you trust them to do with the say they're gonna do. They have the talent to do it. Do they nibble participation with their stakeholders in the customers. The ones i usually get questions about not understanding are the other three so purpose and that's a company that knows what they exist and therefore can make choices a little bit more rapidly. That sense of purpose helps them particularly in times of uncertainty. Actually because they can they can make tough decisions right away. The second human experience and i often get asked. Hey so white you just call that. What is call it. A spur ends called employee experience. I'm sure we'll talk about this. But the reason we call it human experiences because you don't wake up as customer employees. You wake up as a human being. And if we want to elevate experience we have to understand you as a human and then fusion of course which is that art of bringing together new business partnerships early in the report. You identify this drop in confidence across the c. suite. And just curious. What do you feel drove that drop and this is the second time i've seen this question i guess from deloitte is working with the loye. The cmo team within delay and the cmo club on some prior research. We looked at confidence. Drop or confidence levels. I should say of cmo's in general and while this most recent snapshot shows the drop in confidence. I'm kind of pleased that cmo's aren't last on the list now. A small bright spot in the foreseeable ceelo's but tell us a little bit about this dropping confidence. Well at the start of our chat. I talked about this notion of uncertainty that feeling and basically the research suggests that c. suites are humans to and no exception to that rule so on a percentage basis. Cmos aren't last but they are second to last Within a percentage point of and you actually see the biggest declines with. Cio's an nco's. And i think really what you're seeing is that lots of executives have gone into survival mode and you see them by the way prioritizing things like improved efficiency and productivity over more human centric initiatives in that that instinct is is very common but unfortunately it does run counter to some consumer expectations. When we did this research. We learned that as times. Get tougher consumers. Expect more connection. Not less said consumers are really looking for companies to step up and you have c. suite executives who are uncertain and lacking confidence today. And not really sure the world is heading and it's making it very difficult environment. Operate them in these uncertain times to us over over used phrase currently but one of the other two data points stuck out. I think is a sign of the times potentially i'm gonna stay kotei stats and then we can discuss what we think they mean but fifty eight percent of respondents could recall at least one brand that quickly pivoted to better respond to their needs and eighty two percent said this led to them doing more business with that brand. Seems that these factors kind of together talk about one the agility that you've you mentioned before is one of the trends to this human experience component like are we actually delivering what people really want and value and purpose. I think alignment potentially of those two things like what's going on in the world and what do people really need am i. Do you think. I'm interpreting that right just based on the data and what the trends that you're seeing i do although. I think i'd argue that. The each of the trends has an impact there. If you think about an organization's ability to co create with people so fusion for example if your co creating with people rapidly you're able to respond to create address needs more rapidly if you're encouraging participation from your customers than your doing a good job or hopefully a better job at least of hearing what it is. They need to be able to adopt if customers trust. You more likely to tell you what they need a believe you when it comes out and then of course talent is critical. All these things without talent. You can't do any of them
Paul Tudor Jones Reflects on 2020's Effects on the Economy
"It is my pleasure to bring to you. In exclusive conversation with paul tudor jones the cio of tudor investment corporation. Paul is also the co founder and chairman of just capital and he's the co founder and board member of the robin hood foundation. Paul it is such a pleasure to have you join me today. It's great to be with you julia. You're the nicest personnel wall st. paul. I appreciate that in our viewers are obviously grateful to hear from you. So let's start big picture here. Obviously twenty twenty has been a year like we've never seen a from the global pandemic the sell off in march the historic fiscal and monetary a responses that we saw the election now a runoff in the state of georgia marketing all-time highs or new highs. And of course the vaccine news the white at the end of the tunnel so kind of framing all of that and not a lot to digest. What are your views of the market and also the broader economy. Well i think the the stock market's on its own a combination of fiscal monetary. Pulse that we've never seen before in history like this. Of course that's why you got more companies with a peo over a hundred at any point any other time in history. I think we're something like fifty percent more than we had in the top of the two thousand nasdaq bubble. But there's again if you just compare and contrast and in two thousand we had real rates of about two hundred fifty basis points. We had nominal rates near six percent. And yet you still were able to achieve these lofty valuations for roy added companies. Fast forward where we are now. You've got real rates that are negative two hundred basis points nominal rates zero and again. You can see. You've got tesla nine hundred times earnings because the fact there's really no real good alternative for your cash. And so what we're seeing is what you see. Normally in many post-election years a redeployment of back into risky assets after the fears that are associated with presidential elections in change in parties and the uncertainty and knowing after they go away irrespective la times even with the fundamentals are risk capital comes back in the markets. And that's kind of what we're seeing now and i assume that trend's gonna continue.
Patent Pending: How the UPTO Office is Expediting the Time From Submittal to Approval
"Welcome everyone to another episode of. It visionaries and today we have a new type of guest we have the cio of the us. Patent and trademark. Office jamie holcomb. Welcome to the show. Thanks a lot. I'm honored to be included on your podcast. I'm looking forward to our conversation. There you go in. You're a west point grad as well. I am nine hundred eighty five well the bringing that up because every time i talked to someone west point they're like the overly index successful. You know. I'm not from west point. But i i've met everyone i'm meeting west. Point overly index is accessible. So we're it's gonna be awesome to hear your career all the way from west point where you are today as cio of the us patent office. I'm looking forward to that journey because it certainly has been a hell of a ride so let's get into it right out the gate because typically most people don't i mean most people got outside of government work they don't think of government offices as forward thinking transformative you know. Most people think of the government offices. Slow moving stodgy. But you're trying to change the us patent office. Talk to me about what you've been up to. In the last few years since he took over as the cio there. Yeah thanks a lot. What were june at the us pto which is different from. Where else is trying to be as innovative as the applications that are coming in we should be known as the innovation and so because of that and because of that tagline. I'm really using that to transform the whole culture. From one of huge competence. That the first thing that happened. When i got into the us pto was. I realized that most people have an average tenure of around twenty years. And you're like wait a second that everybody's leaving nano people at the. Us patna final trademark office. They stay for thirty and thirty five years before they retire. And that's unheard of. So we're taking this workforce of thirteen thousand individuals who have a highly competent background and experience knowing exactly what they're doing and i'm trying to tell them. Wait a second. We need to do things differently. And they're like whoa wait a second. We've been doing this. Since the inception of our country in fact number one was for an agriculture compost and george washington actually signed it. So they've been doing this for a long time anyway. I am really asking them to get out of that. Government bureaucracy credentialing compliance and regulatory mode. What i'm asking them to do is think differently. Make your decisions and thought process about three different things how you can do them. Better cheaper and faster and so. That's really what i'm asking. That's the culture shift that were going for. Because in essence it requires that commercial mindset in order to change the way people do their business. And so what are the other things that unique about. The patent and trademark office is the fact that we are fee funded. We are not taxpayer-funded so we have an obligation to make sure that every penny of that and all those fees that are paid for both pads trae bar throughout a life of the patent trademark are used in squeezed so that the f. payers get the biggest bang for their buck
"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
Interview With Cox Enterprises CIO Richard Cox
"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. 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 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 Let let me kind of pull that thread. A bit more 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 Just load surveys in front that we formed the foundation of the work that we have in front of us 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
"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..
Interview With Signet EVP And Global CIO Howard Melnick
"Howard melnik. Welcome to second ovation. Thank you peter adding me. That's a pleasure. I thought we begin a howard with your your role. You're the executive vice president global chief information officer of signet. And i wonder if you could take a moment for those who may be less familiar with the company. Can you provide a brief overview as to what you all do. Let me tell you a little bit about my role and a little about signet. So i i've been at signet for about two and a half years and drew me to signet was that the company was launching transformation with a digital focus and a real customer first mentality. My sweet spot has always been integrating business and technology to create value as you mentioned. I'm accountable for information technology as well as analytics programs really focusing on things like being customer centric digital first or accelerating our cloud adoption and using analytics with machine learning in ai the Overall focus is really on driving business value. I part very closely with both our chief innovation officer arner chief digital officer To really create a world class customer experience. And so peter as you mentioned many people may not know the name sick but you're probably really familiar with the brands that we represent so first. Six cygnets mission is to celebrate life and express love so kind of what a what a great place to work at a particularly in these times where the world's largest retailer diamond jewelry and the largest specialty retailer in the us the uk and canada the brands that we have our kay jewelers zales. Jared piercing pagoda people's jewelers in canada h samuel and ernest jones in the uk and james allen which is actually a digitally native company which was a out of tel. Aviv's will thank you for that overview howard. I appreciate it Would love to talk a little bit about your your current strategy. I know from our past conversations that you've talked about the aspects like the path brilliants Some of the omni channel type aspects that you're doing and so on maybe you can dive a little bit further into some of the details of those if you would okay. Great peter so. I let me give a little background which i think really helps frame up the business strategy so signet. The group was founded in nineteen forty nine and grew organically until the late eighties early nineties. Back in february of two thousand fourteen signet acquired zales corporation which was based in dallas. And then two thousand seventeen we purchased to net. Which are the owner of the company. James allen which really starts to be our innovation hub so these acquisitions were great because they gave us breath and scale but gave me the ability now to say i have multiple technologies. Or how do i leverage that scale but at the same time be able to create really unique experiences by brand for our customers so with that we born are packed. Brilliant strategy now if you go back and think five or ten years ago. Julia was not a big on line. Purchase category jewelries intricate people. It wasn't a book and so we started to develop a strategy back in two thousand eighteen. That had three strategic pillars the customer first on the channel with a digital focus and building a culture of agility inefficiency and so peter when we last spoke which was about eighteen months ago we were just in kind of wrapping up to your one and one for us was fixing operational issues building a foundation getting us ready ear to came and that's really what strengthening our foundation rebuilding on the channel capabilities. We're actually getting us more product diversity and starting to really focus on innovation and then in year three where we sit now when we really were gaining momentum cova hit and coded for us was actually an accelerate. I would say in two months of kobe. We probably did two years worth of work. And so many companies kind of shutdown. We really started to accelerate areas of digital growth. And i think what we've seen is customer treads also accelerated things like buying line up in store curbside pickup. These are things that were kind of emerging at at slow pace but have really accelerated. I think in a post covid world are going to last forever very interesting and talk. Talk a bit if you will about the the way in which that. It strategy that path the brilliance supports the broader enterprise strategy with paths brilliance laid out. We developed an it strategy that had four key areas. I was when i called fix improved so a certain areas that we inherited that we wanted to make better Around people process technology data than the next area was with multiple brands. What are the areas. I should harmonize and then modernize and then the last area was really around innovation when we think of innovation innovation for us isn't just catch up. Its halloway leapfrog the competition. What can i do to really position as well so let me walk you through each one of those areas in some of the give some examples of things we did so if we look at one of the first area which was fixing improve. I'm a big fan of jim collins. The author good to great and one of the things he says. Is you get the right people on the bus. So the first thing we did is get the right people on the bus and then we started to look at our operating model and so since we had grown up with multiple banners multiple campuses traditionally were organized by technology by geography with some people sitting in akron in some people sitting in dallas. What we wanted to do is organize by foce. And so we started to make that shift where e-commerce team moved from traditional project teams to product teams but in other areas we started to leverage the concept centers of excellence particularly around areas like integration. Devops testing analytics.
interview With Scott Whyte, Chief Digital Officer at AeroSafe Global
"Welcome back to the outcomes. Rocket saw marquez. Here today i have the privilege of hosting scott white. He is the chief digital officer at air safe. Global scott is a veteran life sciences and health. It leader with over twenty five years of experience serving the nation's largest life-science provider payer and health solutions organizations at zero safe global he's responsible for driving digital innovation partner and customer relationships and more scots also actively advising early stage health technology companies and investors on health tech prior to joining arrow safe scott was the chief strategy officer at clear data the leading life sciences and healthcare cloud automation insecurity company where he helped drive thirty x growth. In prior roles scott served as the it vice president common spirit health vice president and cio of phoenix children's hospital and seventeen years helping build. The healthcare practices at siemens healthcare and cap. Gemini is serving hospitals health insurance and life. Science companies scotus spoken nationally on topics including accountable. Care cloud information exchanges digital engagement. Engine olmecs. his background is impressive and And also multifaceted and so. I think everybody's gonna enjoy our conversation with scott today. Scott thank you so much for joining us so it is great to be with you today. Really excited to Talk with you. Yeah likewise scott and so before we dive into air safe global in the work that that you guys are doing there. I wanna learn more about you. Scott and have the listeners learn about you and what inspires your work in healthcare good. So hey it'd be good to go back in the early days. I was so excited about. Technology was a programmer early in high school. These days were just coming out and studied information systems and was excited to to apply technology to make businesses better and i was not actually interested in healthcare but my consulting organization assigned to a project at kaiser in northern california helped design implement and go live with the system in a brand new hospital northern california. I completed cop bug so working with physicians and nurses lab pharmacy radiology people and the beauty and complexity of the human body medicine. I'm along with having problems to solve. I mean there's really some broken workflows need for improved information. Sharing just just pulled me on and that's been a twenty five to now pushing thirty year journey of wrestling with problems in healthcare and expires me. Because there's there are still Illness and disease and tried to burn out so many problems that we need to work on to apply technology to To make things better. Not that is partially. Yeah that's so interesting scott and you've been through a lot and so now you're you're doing some very interesting work at at aero safe so talk to us about what you guys are up to there and what exactly you're doing to add value to the healthcare ecosystem well it is so relevant to day Arrow safe global focuses on cold chain shipping for pharmaceuticals. That's very important me that even amongst healthcare professionals very few knew about it until right now. It's in the national news. Because of kobe challenge and the challenge of shipping vaccine some some which needs to be at negative seventy degrees celsius and so cold. Chain strengthen center even in mainstream media. So i'm thankful to be a part of that too. Been as we speak the involved in the delivery of vaccines all of the world and my role digital side is to connect our digital cold chain solutions with other parts of the healthcare ecosystem. And so even just this morning was talking with a global medical device company about ways to bridge some of the big gaps and problems that we have between the vaccine and devices other elements of the system. That really all need to come together ultimately in order to vaccinate people and Pushback this this awful pandemic
Red Hat CEO Turned IBM President Jim Whitehurst Drives Cultural Change
"For too long into the red hat experience. But but how i'd be fascinated understand now yet a new culture a very different one from red hats After the acquisition talk about your own personal journey going from that dynamism of the red hat experience to the much larger organization different culture of ibm. Yeah sure i'm right in the middle of it. So i can spend a ton of time on Five hours on it or we'd spent five minutes so i'll start with a little bit. You know so what. I think i learned over time is out. I would argue. Delta airlines not was on the board of united now is incredibly well run company and it has a culture that would have killed red. Hat's red hat is a very well run company and it has a culture that would kill delta different. I'm gonna get together culture up at operating model because you're operating models really what drives cultures so it's leadership style behaviors sure banishment processes to org structure all electric culture. So i'm gonna munch those together. We had time. I can try to tease those apart. Let me just start off with those things together. A bit so in observation there is many companies have developed the operating model culture to dry standardization efficiency. Right that's what delta did the recent delta's the most on time airline at least the majors is because we spent a lotta time driving a ton of efficiency standardization. You're everything you're doing about how you take variance out and that's great for driving efficiency. Not really good for driving innovation because innovation is frankly all about driving variance in and so i got to red hat. What i thought was chaos. Lovely before i kill the i learned over. Time was just a relatively. Extreme way to trotted drive a faster pace of innovation and you know just taking the extremes the operating model delta. It's a single digit margin business where you are running very own. We wanna take in the last piece lettuce office salad. You'd get a salad. I mean you're like really really you know. It's a tough business in the software business if you get a winning product it money. Any software products gross margins are ninety plus percent if it's a winner jimmy lot of money so the question is will generate a winner and so once the innovation model that likely to try to write set of stuff where you ultimately ended up with winter. And so you know. I think for even how i spent every day at church at delta versus read different the cultures were is just the whole models are set up differently and so fast forward to that has one of the reasons why i have moved over to be. President of ibm is not because we want to drive red hats culture to be. Ibm's culture because ibm as a lot of services businesses we Mainframe hardware bunch of other things. But we want to try elements of the. I read culture in ibm. And the reason. I start off with that. Preamble and i encourage every company around. This ought to be really really chris. There is no better and worse. Culture operating model there are cultures and models that are used for different things. And here's the trick. Most companies a even red hat at both right you know we still had accounts payable processes and other things where we frankly didn't need all that innovation those standardize delta you want no innovation safety procedures before your trust me No examination there on the website you want experimentation so we're all mixes of those in it so to start off kind of coming into red hat. Everybody will most people idea are looking for breath of fresh air and a change. And i think we're trying to do some of that. But to be very very chris there elements of ibm's model. That are really important for what we do. And their elements red. Hat's model that we want to inject into ibm to change. But it's not a value judgment of better worse. It's different for different purposes. By the way. I'll say this is true in it. And i think a lot of people mess up in it they create a innovation group. That separate have no problem with the separate innovation group yet. But you can't over celebrate it like the special kids in the people who are running your european than keeping the lights on or not right and he can say hey. I'm gonna for model for these things. But they're both equally important is like a heart alone. Got gotta have both right. So i spent a lot of time at ibm talking about those things. Now what we've done from there is. We are very chris that there were three components of halter characteristics of culture. That we wanna drive ibm Entrepreneurial spirit growth mindset in radical candor. But we've also been very clear. Those are attributes. And i don't know how to implement an attribute i don't even know but when i can't do is i can exhibit behaviors. So we started. We're starting off in Stop word route. Which is it's like. Ninety percent of the prophets is probably fifty percent of the people but in the software group We're taking all of our managers breaking cohorts. Were having town halls meetings. You define behaviors that leap believe support radical candor growth mindset Upper pearl spirit and. Then we're going to be very clear on that what we expect of our people were setting up kind of bottom up rewards and incentives around those things and so i'll say you know behavior i if i'm gonna meeting in someone doesn't speak up. I will proactively ask everybody meeting before we make a decision and stuff like that or going to keep thirty minutes of every agenda free open time so people have issues talk so it's not hard stuff but you kind of put together the thirtieth those behaviors in now you start getting changed applied. The of really really involved. But i've been very crisp up front. There's kind of driving future state in seeking future state if you want to think about the opposing models not way. You know the way i talk about is. Ibm is very much. We plan yet. We get prescribed it and then we kind of execute. Where red hat we configure. We don't really plan because you're kind of configuring organization. Yup we can enable rather than really prescribing. We more engaged for executed. What
Digital Transformation with Honeywell Chief Digital Technology Officer, Sheila Jordan
"I thought we would begin our conversation with your role. You the chief digital technology officer at honeywell and talk a bit about that. That's an interesting combination of of areas of responsibility that translates each side of that translates differently in different kinds of organizations and yours is quite a large and complex. One to talk a little bit. If you wouldn't mind about how that translates into your environment. What is your purview. Yes so so. I joined tiny well really because of the mission of the organization. I see iran chairman darius in the management team have a very very aggressive in very exciting digital transformation. We have many almost every function in the organization. So think of your traditional functions. Hr finance legal procurement as well as i'm sorry supply chain as well as our strategic business units all have digital initiatives that they're driving within the organization in the role or. It's it's kind of at the hub of that. We help with the technology we help with. Data in data is so important as we all know is i view jada as the digital currency is the currency of digital transformation to make all this work. You have to make sure that you're extracting data from silos of erp in salesforce and all that in creating it so that it really does create an experience for our customer partners employees. The connects our knowledge about them and gives them this. Frictional seamless experience of how they interact with anyone moving forward. So under the purview. I have on the technology associated with the corporate. It world everything from illegal finance contracts h. Are all the way through the spg technology. The strategic business unit technology as well as making sure that we really do a harmonize. The data across organization in use that data in in building friction lists experience are always offers honors very interesting. And that's that's easier said than done as as large and complex as this organization is can you talk a bit about imprompt some of this predates set as your nine or so months in private. The origins of it may predate your time with the with the company. But can you talk a bit about that process of harmonizing the data. You make a great point that in order to get the full value out of that currency that the currency of digital transformation that you need to make sure that you are governing that appropriately so that you can draw the appropriate insights from that make better decisions and so on talk a little bit about some of the building blocks to get their first thing. Is i think three years ago. They decided to centralize it so the majority incentivized majority of a corporate. It is centralized but simultaneously. The ministry team has done such a great job at creating. i call global design models. So if we're gonna go to a single er he or a single salesforce or it single e commerce and we have to decide what the processes is having a global design model. So the good news is we create these global design models for you know the major major Processes in technology across organization in ultimately every strategic business unit will converge on that converge on a global design model. Additionally i'll get a little bit technical magic. Create your customer masters your product masters. You gotta make sure you never materials master so making sure that you have. The data structured in a way that it's holistic and also centralized there were all using inconsistent both data structure as well as the technology so the organizations doesn't amazing job at creating this. We actually have a transformation day once a month. We actually talk about whatever. Projects are inflated. Whenever we're doing so that we can all converge on these It s in a streamlined. Consistent standard approach and having said that as you said our business units are very different. We have aerospace oiling. Gas honeywell business technology The honeymoon connective rising all had their own nuances. So as you structure design in converge and have standardization Eighty percent of it. You have to allow for that. Twenty percent of flexibility that each of the other strategic business units need to run their business.
ThoughtTrace With CEO Nick Vandivere
"Nick command of you're welcome to its great speed today. Yeah thanks peter. And it's a pleasure well Nickie where the chief executive officer of thought trace and for those who are listening. Who may be less familiar with the company thought it provides one unified platform to discover and understand what matters in your contracts and documents talk a little bit about how you bring that to life in a bit more about the company itself. Please yes early. So i i would say we describe ourselves as a document understanding company that utilizes ai to help people understand meaning an intense very complex document business problems so if you like your minds really go to to law firms legal in a vigorous nature of contracts which is which is certainly a found little use case for what we do but i think the end of the day you have business users could be asset managers. They could be people working in private equity doing your diligence. They can be folks that are looking at things like title around route. Land valuations people that work in manufacturing with large assemblies. I think like that they're professionals out. There documents professionals spend a tremendous amount of time in a lot of values that they create is centered around their ability to understand a lot of information that is bound up in documents a little dents difficult to throw in their specific and that's really the solve those problems in do it in a very very chunky way for for our customers well having spent time with people in law firms and asset managers people in private equity at some of the other examples you gave. I must say some of those. I forgive me for painting with a broad brush strokes. Some of them are late adopters in terms of technology. And i'm curious how you've obviously successfully made the case to a lot of these people who have special training and expertise in the case of law firms. They have a special degree at you. And i don't have and And made the case that this is something that's going to be a boon to them in add to their experience and benefit their customers the same time how he made that case in that help them with evolution that is that is a great question the risk of sounding heretical. A tech nations podcast. I think with those those were those late adopting users as to make make the thing that you do in the problem that you solved more about the job to be done are less about technology. So we're a company like we're company. Data scientists a professionals and subject matter experts and developers that sort of thing so we don't be wrong Very much geek out on technology that as saying but at the end of the day we've got to connect those dots for not just for companies but for the actual end users. The people that are in the software on a daily basis. We've got to connect the dots for them. In a way that makes sense to them. And a you know i think the moniker of late adopter or laggard that oftentimes get supplied. These are these people that work in certain industries is because the work they do is so highly specific. That jenner tools. Don't work right like we have to be cognizant of that in terms of how we think about solution using virtual anything for them. So it's you know. I think the key thing for us but for any company or a cio running running one of those companies is to try to look back at the solution set technology stack and do it through the eyes of the user and then and then really craft experience around that. That's that's that's our focus Works
Customer Experience in the Digital Age
"Talk a little bit about this. This idea of towards an ai. I operating model. Obviously a lot of people are familiar with it's on the minds and lips of so many different executives and certainly especially technology executives. But why this topic and why ranted around the operating model aspect of his as well. yes sure. so it's been clear for a while. Now that many organizations are at somewhat of an inflection point in the realm of digital transformation with here are our clients talking about this amongst their leadership teams and we hear captains of industry like tom. Siebel another recent guests on the podcast characterizing the last twenty years as an era of mass corporate extinction for those companies that failed acknowledged that the shifting digital landscape he says something like fifty two percent of companies in the fortune. Five hundred have fallen off the list since two thousand So at the center that's inflection. Point in the surrounding discussions are a lot of digital technologies The one that we've found to be most prominent is artificial intelligence undoubtedly a trend. We've been monitoring and witnessing for some time now however Leading up to our Digital symposium in july. We noticed the the conversation around a it was a evolving Specifically it was shifting from promising use cases in functions and business units to grander scale transformations so companies. Were rethinking as you said. The entire operating model in the name of ai redefining the seems the structure of the organization to break down data silos and standing up in a lot of cases entire Auctions dedicated to identify piloting and scaling. Those use cases that were most promising Symposium in july we survey about one hundred global cio hypothesis and found that. Two-thirds had already spun up dedicated teams or entire functions to focus on identification pilot than scaling of a i use cases and for those who more yet to do so sixty sixty percents that it was actually on the roadmap so this trend originally coined as shifting to a i i buy. Google was getting legs and we wanted to capture some characteristics of organizations that are effectively navigating the shift. You're very interesting. Talk a bit about the two executives that you you interviewed palo arbor from ten healthcare. Chris gates from all states a a leader in the in the health. Space a leader in the insurance space. Talk a bit of balance. Why them and why their stories were compelling sure. While starting in the aggregate healthcare and insurance or two of the most data heavy industries and generally where there's data there's opportunities to make products and experiences more intelligent and more automated in the case of gala the cio tenant healthcare there there's an ocean of clinical and claims data available from speaking with her in the past i know they're laser focused on synthesizing that data combining it with voice of the customer analytics to help improve the patient experience and enduring the panel. She shares some really interesting nuances on how to pursue without undermining the importance of the the human side of the patient physician interaction and then just recently under the pressures of covid nineteen. She has truly demonstrated her ability to lead in a crisis and spin up new data driven solutions in near real time to help manage these most unusual circumstances and then chris gates Chief technology officer at allstate is representing a company. That is no stranger to doing innovative things with data in the space of insurance The drive wise program for example that monitors driver dilemma tree data and offers rebates to those that exhibit behaviors on the road or the similar but different mile wise program that provides a pay as you go metered billing model for auto insurance both truly examples of creating new business models on the platform data in a i and outside allstate Chris just a truly dynamic leader that brings insights and experience colored by his leadership posts at other formidable companies such as a i g under armor and various business units general electric
"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.
"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.
Paypal CTO Sri Shivananda: Creating Great Digital Experiences
"Let me actually first start with just the portion of creating great digital experiences one that delight and that starts off as being a customer Champion company being in front of our customers listening to them wherever they may be in any part of the world in any context there in any income strata. They may be an any page accessed by the time they may be and understanding what their needs are and sometimes listening beyond what they're saying to truly understand their needs bringing that back in from that office building process and iterating internally to create great product. No product is built overnight and you need to start with the hypothesis build something put it off there allow users to play with it learn through the signals that you're receiving and continue to incorporate more and more changes through internal creative with cream. But also through customer Airport. And when you put great delightful experiences out there one is you know that you're solving a customer's problem. Not just because you're seeing the volumes on on your side, but your customer is actually telling you very clearly through net promoter scores and and such now in a time like this what we've found is that would be relevance of our products and our relevance to our customers is bigger than ever cash has become something that people don't want to deal with any more money and we are finding ourselves in in in in growing relevance and growing importance to the customers and that is a responsibility that we take very deeply. And while we have seen some amazing growth in the business, what we found is our business has been incredibly resilient in this process and it has emboldened us to actually accelerate or Jersey in certain areas particularly in in in the case of in person digital payments and so on we are we have for August quarter ever in Q2 of this year and a nice. Uh, we are now, uh, seeing, uh, she lived where wind digitization like you said is existed for a long time. There is a bit of a step function growth that's occurring during the pandemic. We are now at $346 million active accounts around the world and we just this last quarter we expect two hundred billion dollars, uh in uh, total payment volume all across the board. It's great growth and what we're seeing is it's not just Commerce. It's not just people wage. I'm things because their home and they need to of course continue to to sustain but that's also a lot of digital kindness that's happening in terms of giving it's not just a pandemic. We are dealing with them so many other things and people want to help in the best way possible and the platform is getting used for Commerce, but also for kindness
"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..
"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" 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..
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"Time to market and make product milestones more predictable. were collaborating to prove concepts with clear invalidated business value. That has then led to scaling out our current solutions, and as a result of of all of this were really rapidly expanding our AI efforts were getting a lot of You know visibility sponsorship in Safe Paul in I think one of the benefits that we're seeing from these AI implementations is that they've gone relatively fast right at compared to a lot of traditional. You know a large scale investments that take a long time to deliver on the value in. So the poll from the business has really descend. Fantastic Also ask you archie you actually this month of account high dates. Correct is mature seventeen coming CIO fine initially as a divisional earlier, you have since been a cio at Timex at ingersoll rand at. Baker. Hughes H. E. Eaten prior to making the Post. As you noted earlier in January, in Intel I'm wondering if you could take a moment and reflect upon that the role and how it's evolved from your standpoint across seventeen years of of having the title and sort of the role, it plays within the corporate structure. Yeah Yeah. Look. The role has evolved and continues to evolve right. If I think about innocent my earlier CIO experiences, right? A lot of IT I. Always, been. At the heart of or at the core of an organization you know. But I, think if I think back, you know seventeen twenty years ago. Kind of timeframe. A lot of it was focused on in I'd say more inward in terms of. How do you make an organization more productive? Right? We were looking at transforming Through York implementations, data warehouses, right in a lot of it was about process and productivity. If, you'd go forward in time it became more about. The experience and how do you expand right? How do you use it to really expand Your Business and business models? Right? So you know. In, the days of. The Internet I'll say rate and opening up, you know all of the different sales channel Hockney do that in a different you know with a different way. Right you. Moving to online sales in how do you think about brick and mortar versus? Digital, right, and so you know we we we kind of went through that era and we're still continuing in there. But I think it just continues to evolve and so. Then, we we kind of take the next after an I think about is moved around you know in the CIO role. you know a lot of the productivity plays, etc. I would say my ut experience in a timex was really that can mortar versus digital, right? How much do we continue to do? Physical infrastructure. And the way we go to market right versus you know thinking and in a more digital way in even the products that we develop rate nobody's interested in in wearing a watch for time. Right? So you know Product expectations around digital, right? It's gotTa be more than. Telling you time. And then if I think about the industrials, right. It's about products are becoming commoditised, and so you know how how do you create the stickiness factor in a with a higher value proposition? For customers and so for me enrolls like that, it's been about you know things like A home automation, right? So. Connected home with, you know being able to control your temperature. You're swimming pools, your alarm systems in your refrigerators, all that kind of stuff you know to building automation, right? Or you've got security video in all of that in suffer for the CIO, you kinda stepped out, you know really thinking about. And the services you provide in an organization to know how do you? Have a seat at the table. In terms of high, be go to market You know with new revenue streams, new business models. How do you expand you know margins, right. So in all of that continued in now you know Nights the if I think about in a h. p. e. n., an Intel right. Now, a lot of it is about you know, how do you take this latest wave right without not with the amount of data that's getting generated right in the world is data centric. So how'd you build you know? Models, right business models that really. Leverage all that data and give different kind of value to customers. Right, and so I think. It's been. You know just constant evolution of the role and I think for those that are really on the forefront. You know what you're seeing is not, Hey, talk to me about an IT strategy. It's more about. Being part of the core business strategy in for CEOS. I. Think there. Again have a deeper understanding of the technology that's needed to really drive that type of transformation in. So I think it's been I mean for me. It's been a fantastic journey in of never never been bored right We have to challenge our thinking ourselves in terms of you know the value creation, how we thought about it before versus how we think about it today. With excellent. I, also, wanted to just briefly all ask you about trends that excite you. We've talked about a number of rising trends for analytics data strategy to artificial intelligence among others. Are there others that are making their way onto your roadmap? Is You look to the future? I think if I had to pick one right now it is for me I. I think it's around data and a I in what I'm most excited about Peter is thinking my entire career when I think about all the transformation work. That I've seen in these different industries and the been driving myself. You know as a leader, what I'm seeing here is just our ability to deliver. So quickly on the value I, think that's you know if I think about a trend that it's really really got me excited I think this is the one You know. Obviously, there's a lot on the horizon and you know we're constantly looking at new trends that are evolving and how they'll shape you know where the future goes. But right now I'm super excited about the work that we're doing. In A. More Marci Desk. Thank you so much for joining me today on tech nation. It's been great hearing about your experiences recently with Intel and across your best. Career as a CIO, thank you so much. Thank you so much Peter. I, really appreciate the time this afternoon and. Really had a great time talking with you. Thanks for tuning in. Please join me on Thursday when my guess, we'll be Tim Campos. The former chief information officer of facebook, who is now the founder and CEO of woven..
"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" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"To make them available to customers. The big benefit brought to facebook though to I. Think the body of making before is at the products become better as a result of the fact that the launching mixed, only because we cannot feed by study from the externally and be enhanced, abroad are building features are make changes to the broad based on the feedback externally, which in turn makes product better facebook about six Vin Ben from that perspective that you know. The customers get the benefit of the uniqueness of the products and some of the unique solving. FYODOR facebook big at the benefit from that and in done dead feedback on a better. Benefits this. Very interesting. I appreciate you walking through that. You also talked about how yours is. An I t team perhaps different from past CIO Roles that you've had a where your team is not so different from products team from the from from the engineers that are throughout the entire organization, and I'm curious to what extent then is the author permeable from Fe- other parts of the organization in back. Do you find that there are people on your team that then go off and either set, spend the so to speak a year abroad, and then come back and vice versa are there. Is there a permeability to that filter? Vamos oh, so you know of, but then suffered. Engineers are not it manages the designers you know in in the Jonathan Naza fears that you know engineers. Our designers get to work on the promise of the they want to solve, so it's very common for someone to come in to facebook in enterprise engineering, and then what for a couple of years building and the rise eggs, and then maybe developing distance are going and working on the consumer side, and going maybe instagram or facebook wants out still be be have not up people who go from our side there as well. and. At the same diabetes. Of people who've been working on consumer products a long time, and decided that they wanted to try their handed and vice providence on May want to solve problems in the enterprise market specifically do grow facebook, and then they will come over from their assert. It's been so the betty to your your black. You use very. From that standpoint in the design space in the product space. In offer engineering space people going back and forth fairly regularly. and I think it enhances the organization. It enhances people's careers because it gives the opportunity for people to be able to essentially you know. Spend spend a lot of time. Vince, as for their careers. Wasn't having to leave their company and go somewhere else. Yeah very interesting, and I wonder also as you're describing your purview and the differences between it versus past experiences that you have there are so many aspects to to facebook, singular or very different than singular digital native organization, and of course, one of the one of the prime examples, additional data organization that I wonder also teach as you as you think about how the role of I always translate in this environment. If you were to be able to go back and whisper into the year and offer advice to your younger self at places like you're in or NBC universal. What sort of advice would you offer to? And of course extension? This question is, would you? CIO's Today who work at digital digital immigrant organization citizens for as opposed to digital immigrant rather than digital native organizations like when you currently were were. What advice would you have about the way in which you one should think about the? Bowl and essential value created from it so the way. I think water heater is like. That are quite a few things that translate well. From. A digital native door immigrant organization by I'LL GIVE YOU A. Couple of philosophies that I think might be a full if I was advising my younger self to your own the foot, the first one is. Actually fairly early in my career through the advice of one of my seat, CEO's acted. This was back in McPherson bays electoral. Sometimes you know people who lead technology organizations are working to all of your organization's. It'll get focused for technology and technology's sake. What's is VDI focusing on the problems of the business has tried to solve and that technology should be an enabler for solving those problems, so you know I, spend for example a lot of time with my business partners in all of the different Oxo facebook understanding what goes are what the bronze trying to solve, and how technology can help them either solve a problem or pursuant opportunities that connected us with the business I. Think is really really important. Because technology for Rally Sake you might invent something really cool, but in the end of Mar A. Business. Opportunity is not particularly helpful for the organization so I think that's one thing, and then the second thing which specifically in the facebook environment, I think other other non digital natives companies can actually benefit from is that you know the limbaugh listening? Agility are providing solutions quickly Israeli or mega one one thing sort of phony believed him that a good solution provided really quickly is infinitely more valuable than the perfect solution provided too late. So that. Agility is really really like I'll give you a good example like. Colbert nineteen. The world we live in today head. You know you be entertaining this entire. Organization which you know if you are talking about in a forty five thousand employees plus ends up thousands of.
"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" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"Else. Pay Guy you know. A Good New England or there's some good ideas. I am a good New England. So tell me you've already covered a number of things that connect to prominent or rising trends in the tech space, but I wanted to actually save a little bit of time date than for for some other ideas that are making way onto your personal and professional roadmap. You find particularly exciting when you think trends and you look to the future. At one of the things that I've always been intrigued by in especially in our environment. Where we do have people all over the country. We have folks that sit in our building, but also said it customer sites. We have people that you know are insecure. Areas or non secure areas is a lot of different ways of working. We also have a lot of teleworkers, but really the future of work and I think this area is really cool and and it's far out. You know when you start thinking maybe twenty thirty, so you look out ten years, but you start talking about augmented reality and V are you know? Do you have mobile offices? With Thomas Vehicles, and how five G. is making this all possible, so I think it's A. The technologies coming along. But the cultural piece is a challenge right. There are still many many people that like having office. To come in. They they they WANNA. Do meetings in person they were. Very specific how many monitors they want I mean there's a very. Specific Way people work and and are comfortable working, and when you think about this, this kind of leapfrog to the future of work, that's coming very very quickly. How do you get there? You know so I'm certainly focused on just the the little things right now like improving collaboration with you know tools like slack. You know you know looking at different. You know video type things you know you know whether it be zoom or teams or web ax. You name it right to looking at those kinds of ways of working and pushing some of these more game, people more comfortable with working in a virtual world. Well Nathan. So much for joining me today on. It's been great to understand a bit more about your experience. as a CIO across multiple organizations more specifically. Your Experience Saic now is cio of that that company It's been a great conversation. Thank you very much. I enjoyed it and look forward to her and. Thanks for tuning in. Please join me on Thursday for an interview with Sweeter van. Boo, the founder and chief! Executive Officer of 's Ohio..
"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" 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" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"You like what you hear be grateful that you give us a rating on itunes or through. Whatever other sources you use for podcasts. Please subscribe so you. Don't miss a thing thank you. I guess this week is boy. Brian is the chief information officer. Immunity Technologies Danish American. The game suffered belting company focused on enabling creators to bring interesting ideas to life using three D technology as the company's first ever CIO. Brian received a strategy around implementing its core systems of record as well as corporate infrastructure operations prior to joining unity technologies. Brian was the first ever. Cio Dynamics this interview discusses how as enterprise becomes more consumer is goal he gained autonomy and then each bikes were changes. As a result he cites his in his team's focus on employee productivity. We also discuss the merging of business operations ninety but it's like being cio within a tech centric business out of managed fast growing organization in a variety of other topics. Brian Point welcome detective nation. It's great to speak with you today. Thank you very much a pleasure to be here Bryant. You're the chief. Information Officer Unity Technologies and for those who might be listening. That are less familiar with the company. I thought we begin with an overview of what the company does and your words you take him at his rival warming charity. Unity is really about enabling creators to Bring interesting things to life using three d technology whether it be. You know our primary primarily. We're known for the the gaming business but Increasingly architecture and animation and various other things that will evolve out of the use of real time three D so really is a platform for creators to bring their visions to life. Excellence and talk a bit about your role. Is Chief Information Officer? What's your purdue sure so I am Overseeing a lot of the strategy around implementing our COR systems of record as well sort of corporate infrastructure and operation kind of keeping the business running. We have a highly distributed workforce and something like you know forty offices which is Close to forty offices. I think which is pretty large for a company of our size so keeping kind of taking along and make sure that everyone is collaborating and and running across time zones is is a big part of my job to employee. Productivity is huge for us as well as sort of developer productivity and trying to pull together all the engineering tools that we use and make them accessible to our employees is quickly and easily as possible. As you really wanted to GULLIVER'S NOT TO TO LOSE. Am You figuring out it stuff? That's great? Brian and I wonder can talk Omitted about your current strategy. You mentioned a few things there. In terms of in ebeling this distributed workforce so ensuring that employees and developer particularly is as high as possible Talk a bit about some of the brexit going into greater depth there if you wish but other aspects of your current strategy is you look to the your head so you know and the company that's growing quickly in unity is is growing really quickly. You know we're somewhere around three thousand employees now and when I started you know a little more than a year and a half ago. I think we're probably around fifteen hundred so we've grown quite a bit in quite quickly Pockets of sort of emerge business grows and whether that be you something as fundamental as a finance system that needs to be consolidated something and run in a more central fashion as we scale so part of what we're doing is trying to centralize this sort of operational business systems that in company as things like CR in European all of the you know the large amount of immigration to go around these systems integrating those Consolidating them and making sure that their run in a way that we can understand. The financials of the company who our customers are and things like that. So that's been a big part of the strategy is really consolidating. A lot of that effort when it comes to the sort of you know employees developer productivity. You know the strategy has been an interesting one at unity we have. I think I alluded before quite a bit of offices and the real strength for us to have people from a lot of different backgrounds working on on solving these problems and we have a lot of smart people in in pocket. Sometimes we have offices that are between twenty five and fifty people which may not suit a fulltime. It's poor person on staff all the time so we have tried to leverage a number automation and is trying to keep things as elegant as possible when we choose a tool set. You know that someone can use without meeting a whole bunch of help. So that's sort of one of the key principles that we've gone into. This is how how can get out of the way of the employees to make sure that everything works well to to to let their laptop run and not not sort of take over the laptop experience either something that especially software developers pretty sensitive about if you if you don't give them the tool chain that their laptop can do to develop products. You're really taking away a part of their autonomy. And we're trying to to to to not do that specifically that's interesting and as you as you highlight you are. Whereas there's some companies where the preponderance of technology talent is in it. Clearly that's not the case unity. Technologies where you've got talent throughout the organization. And how do you? How do you partner with the rest of the organization and I guess begun to allude to it but I'd love to delve a little bit further as to how you add unique you With an IT in a sea of technology. Talent like you have yeah. I think it's a it's a it's A. It's an interesting place to be. It's not always a comfortable place to be in But it's it can often humbling because our you know. We have a lot of really really smart people. That are you know Graduate degrees in computer science and You know graphics engineering and things like that. Who are much much more cold than I am. Horse and certainly getting more technical than than I think the most of my team So you know you can't really always win technical argument so And that's okay but it makes you sort of rely on On a number of other things like hey you know. We're at the coin in this company where we have X. number of people and we need to all do one thing because I can't take care of seventy five you know. Seventy five beeping technologies or something for instance. You know we kind of need to pick one so we can make sure that we're doing it properly and I think for the most part people are reasonable and and And understand that. Hey we're here to kind of make decisions and provide a strategy and to try to make it as you know as a simple and secure and as As functional as we possibly can so I ended up killing two people on. That aren't quite a bit There's there's a log repealed you know what I mean I think Like mentioned before you know it as a company skills rapidly sort of wellspring technology pop up all around the company and You know sometimes it's not necessarily like search and destroy mission but more the listening exercise like hey wait what the why. Why aren't you able to use this thing that I'm doing? And what is it costing you and you know what why? Why am I in your way on this? What can we do to this? And I think people are are receptive on. I spend quite a bit of time. A sort of Engineering operations leader in our in our company to understand what their roadmap is and how we can get out of out of their way. What's really interesting and unity is because we're kind of working on the cutting edge be are you know in a are technologies sometimes a lot of the hardware kit that that. It needs to come up with you know may may not be publicly available or maybe you know NBA or top secret stuff right and Also introduces some some interesting challenges for us? So it's kind of a fun place to be but you. You need to really approach it with quite a bit of humility because everyone will have feedback. No matter what choice you make no doubt you mentioned in the roughly two and a half years that you've been CIO. The company is doubled in size in terms of people. And I wonder how you think about Planning for that kind of scaling you know a lot of. Cio's your peers were more mature organizations that have growth rates that are much lower than that the process of adding some capability adding some you know. A ability to expand in scale is not at a level that you're experiencing is how do you. How do you plan for you know the organization that that that doubles in size or grooms is wrapping as this one does to ensure that everyone is this productive as possible? Yeah I mean I think it's kind of like a hang on loosely tuition in some cases right. I mean you're you're never GONNA be out in front of this kind of growth from an IT perspective because the next thing you know a team of five people will sign up. We work in law grabbed or something right and then And then the then there's issues the Wifi in and we works and things like that. I'm like well you know I can't really you know I can't really help you there because that that's that's nothing we can control it like that is an example of something that You're always slightly behind the like we. You're literally sometimes find out. Oh there's a new office in in this location So it could be chaotic at times. But you Kinda have to just Be ready for that and You know I think it's simple things to like. You know. Find a way to make. Sure your Your employees can retain admin race on their. Lots of you know if a if you have them. They're smart technical people. They can follow a lot of these problems on their own. Without having to have somebody walk over and again that made me applicable only enter Tech Company. But it is a strategy that we use. Hey we've got some smart people here. We don't WANNA get in their way or make them contact somebody I think You know really trying to Make the employee as productive as possible and get out of their way is. The key is a key thing. We're not we're just not going to be able to control everything and and it's not our job really to to control everything and it's the same thing with a lot of Vendor technologies just kind of have to assume that everybody is out there entering their credit card into you know into software companies other software companies websites and downloading tools. All the time So our so our business model is like Oh you know oh now. There's twenty five thirty people using this thing. Maybe the vendor will reach out to us and say hey would you like. Would you like to onboard this? And maybe we can add some security features that those things are just. GonNa Happen. It's part of it's part of doing business in a company that's growing and if you try to if you try to control it you'll end up squashing the growth trajectory and being in the way and you won't last long I can tell you that so So I think I think you can add your voices concern and try to guide it and And be a part of the growth. But it's really a listening exercise because people are trying to at the end of the day solve problems and do their job right and that's interesting and so so Whereas a lot of your peers push as they can at least towards developing standards for the organization to use for reasons of simplicity security in scale ability these sorts of things in many ways. You're embracing the The the use of a wide array of tools because an essence. It sounds like you. Let me know if I'm paraphrasing incorrectly. But the developers get vote. What they believe is going to be The most productive Tool to use the tool is going to get them to their destination. More quickly as something really disappointed. That that fair yeah. I think that chair. I mean you know. It doesn't mean that we we. It doesn't mean that we can't say no right. I mean there's you know there's certain things that it's like listening. Not everyone can go out and build their own. Hr system you know. That's a different thing you know you know like you know payroll things like that like listen like this is how it is right. We've tried to do the best job. We can or financial systems but you know could get the project management tool or a communication tool or something like this that just sort of abound on the market today where people can just go. You know You know whatever vendors website and download the tool in and know start going away at. He thinks just kind of you know. We've got all this stuff nick. Someone prefers one project management over another. It's like you know God bless I'm not here to really dislike that so I think I think there's some things In it now that you still have to do everything. Europe. Some things some things you can help you know for instance the Your team is trained to implement like a learning management that's primarily going to be driven by an HR team or a customer.
"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.