Weekly conversations with top executives and thought leaders at the intersection of business, technology, and innovation. Each episode of Technovation explores the technology trends that are transforming business, and the leaders driving digital change inside their organizations. Produced by Metis Strategy and hosted by firm President Peter High, Technovation is the premier podcast for IT and technology professionals with the largest collection of interviews with elite CIOs, CTOs, and CDOs.
411: Greylock Partners general partner Sarah Guo provides perspectives on robotic process automation, machine learning, artificial intelligence, cybersecurity, and more. We also discuss what Sarah looks for when making investments, the benefits of having parents who are entrepreneurs, why Sarah believes that a company’s size and scale can prohibit its ability to remain current, and a variety of other topics.
410: Humu Co-Founder and CEO Laszlo Bock describes the genesis, development, and deployment of Nudges, which were created to address that problem that great numbers of people are miserable in their jobs. Nudges are digital reminders that prompt the small actions that are most impactful when driving five factors: organizational performance, retention, individual happiness, inclusion, and innovation. In addition to using the product themselves, Humu targets large organizations as customers in order to make the greatest impact toward their mission and to ensure that they are developing products around data sets that are representative of the general population of workers. We also discuss the values that Laszlo draws from his time at Google, why he believes analytics, statistics, and computer science will drive a revolution in HR, and how immigrants, such as Laszlo himself, are fundamentally entrepreneurial in character.
409: McAfee CEO Chris Young explains how the cybersecurity industry faces a duel challenge of keeping up with the transformations that happen within core technologies and simultaneously tracking the innovative nature of cyber attackers. Staying current requires consistent research, collaboration within the industry, acquisitions, and partnerships. Chris describes some of the best practices he sees within the cybersecurity space, including red teaming and risk prioritization. We also discuss the future of advanced forms of analytics and AI within cybersecurity, Chris’s career path, the CEO’s advice to individuals on protecting their information, among a variety of other topics.
408: Tenet Healthcare CIO Paola Arbour describes the process of transforming Tenet’s IT organization from a cost focus to an investment focus. The transformation centered around 4 imperatives: enhancing the voice of the customer, changing the language of IT, building an innovation culture, and focusing on talent. Paola highlights the importance of transparency, communication, and collaboration among teams to successfully lead an organizational change of great scale. We also discuss Paola’s prior experiences serving CIOs, the need for greater mentorship for women in technology, artificial intelligence, data analytics, and a variety of other topics.
407: Hunt Consolidated, Inc. CIO and CDO Diane Schwarz describes her methodology for transitioning into new executive roles using her arrival at Hunt to explain the 90-day process. Extensive planning, learning the business and stakeholders, meeting the company, and, lastly, focusing on suppliers develops the extensive knowledge of an organization needed to effectively lead it. Diane emphasizes the importance of understanding company culture to successfully rally support for changes to foundational pieces of IT, which she did at Hunt after careful investigation and planning. We also discuss the agile skills required for employees working in technology today, Diane’s journey to her leadership role as a woman in a male-dominated field, and the future of women in STEM.
406: CBRE CDO/CTO Chandra Dhandapani breaks down the process of digital transformation through her experience of modernizing technology and rapidly creating agile teams at CBRE. She explains that technology is at the core of any business model, making it crucial to insource the talent necessary for software development and understand the ecosystem of technology trends. Dhandapani describes how building collaboration between product designers and clients yields entrepreneurial services, such as the new flexible spaces and tenant experience lines at CBRE. We also discuss a powerful WhatsApp group for women leaders in technology, the difference between digital and technology, the value of efficient leadership teams, and various other topics.
405: Royal Caribbean Cruises CIO Martha Poulter describes the growth minded business strategy of Royal Caribbean which places emphasis on differentiating products, gaining value from scale, engaging employees and guests, and reducing business risk. The company responds to the distinct needs of diverse demographics of guests and creates unique brand experiences on each cruise, a task that requires the collection and optimization of data from numerous sources. Poulter explains how data drives the innovation of systems and technologies that support all of Royal Caribbean’s operations. We also discuss Poulters own experiences on Royal Caribbean cruises, the unique features of IT organization in the industry, and exciting trends such as algorithmic intuition and miniaturization.
404: Align Technology Senior Vice President of Information Technology Sreelakshmi Kolli discusses how the company is leading the evolution in digital dentistry by transforming the industry from analog to digital. Kolli claims that there are over 300 million consumers that could benefit from teeth straightening, and the only way to reach all of them is through digital technologies. Because of this, Kolli cites that everything the company does is dependent on digital and that IT is the central nervous system for the company. Through this transformation, Kolli is focused on delivering great treatment outcomes with data science, driving consumer demand to doctors’ offices, helping with conversion as customers become Invisalign patients, using global scalable infrastructure to support real-time ordering from over 100 countries, and manufacturing over 400,000 customized aligners per day. We also discuss Kolli’s take on IoT and blockchain, Align Technology’s value proposition to potential employees, how being a consumer of the product helps the company better understand the customers’ needs, among other topics.
403: Sierra Ventures Managing Director Mark Fernandes discusses the five attributes he looks for in an entrepreneur. These five attributes include their ability to raise money beyond the early stages, their ability to attract talent, their ability to generate momentum, if they come prepared, and their ability to tell their story. In terms of what Mark looks for in a company, he cites that there needs to be a technology platform shift or a business model innovation that is applicable to something that they are doing. We also discuss Mark’s accidental path to the VC community, the CXO Advisory Board Sierra has started, the importance of approaching investing from a bottoms-up and top-down approach, among other topics.
402: UPS CIO Juan Perez details how the company has taken data from simply being an input for descriptive analytics to prescriptive analytics, which goes beyond predictive analytics. Juan has played an integral role in developing the company’s on-road integrated optimization and navigation system [ORION], which helps optimize the delivery paths that the company’s drivers take to make sure that they efficiently satisfy their service commitments to its customers. Juan also describes an advanced big data analytics project, which is designed to constantly take the massive amount of data points the company collects, learn from them, and use them to better predict what volume is going to come into their operations. We also discuss UPS’ strategic pillars, Juan’s take on artificial intelligence, the cloud, drones, and robotics, how UPS is using digital to enhance the physical experience that the customer receives, and a variety of other topics.
401: Express Scripts CTO emeritus Phil Finucane details Express Scripts’ integration with Cigna. While Cigna has a strong engineering organization, the two companies have different visions for how to execute a successful integration. Because of this, a large part of Phil’s job was to help Cigna understand how Express Scripts operated, to understand how Cigna operated, and to understand how the combined entity would interface with its business partners. From there, Phil looked to build a path that brought together the best of both worlds by bringing complementary strengths together. We also discuss the lessons Phil has pulled from his time in Silicon Valley, Express Scripts’ approach to eliminating technical debt, his take on artificial intelligence, and a variety of other topics.
400: Bestselling author Michael Lewis tells the story of his career and dives deeply into several of his most notable books, including Moneyball, Liar’s Poker, and The Undoing Project. Despite being discouraged from his thesis advisor at Princeton to pursue writing and consistent rejections from publishers, Michael always had a passion for writing, and he knew that it was only a matter of time before he left Wall Street to pursue this passion. We also discuss how Michael organizes his ideas, how he has been able to defy pigeonholing his writing, how he is able to write about complex topics for those who are not expert in the topics, and a variety of other topics.
399: Intuit CIO Atticus Tysen describes how the company is looking to use data to give insights back to its small business owners and self-employed individuals regarding how their businesses are doing, as well as how the company can give consumers insight into their finances and help individuals file their taxes with more confidence using artificial intelligence and machine learning. While many believe that big data will only benefit large corporations, Atticus provides examples of how big data can help the little guy, whether he be a small business owner or a self-employed individual. We also discuss Atticus’ advice to CIOs looking to become more product-focused, Atticus’ take on AI and conversational user experiences, the evolution of TurboTax Live, and a variety of other topics.
For more visit https://www.metisstrategy.com/interview/atticus-tysen-2/
398: Zoom CIO Harry Moseley discusses how collaboration needs are changing with new generations. Millennials and Generation Z make up about a third of the global population, and since these generations have grown up in a digital world, they have different expectations regarding how they collaborate in their personal, academic, and professional lives. We also discuss Harry’s view on artificial intelligence and 5G, his experience on the board of Rewards Network, his time as the first ever CIO of Zoom and his first experience as a CIO of a technology company, as well as a variety of other topics.
397: Atlassian’s President, Jay Simons, and CIO, Archana Rao, discuss the unique culture of Atlassian. Both note that the company is extremely open, honest, and direct. The work of the executives is transparent to the rest of the company. Archana believes that allowing people to see other’s work, performance, and perspectives provides a recognition that there are challenges everywhere and it builds an immensely strong culture because people tend to work well together in this way. Jay has seen the company go from 100 to 3,000 employees in his 11 years with the company, and he declares that this culture has scaled remarkably, which in his mind is a testament to foundational parts of the culture that the company created.
396: E. & J. Gallo Winery CIO Sanjay Shringarpure elaborates on the changes the company has made to achieve its transformational vision. One of the major changes has involved transitioning IT toward supporting four verticals supporting each of the business functions of the company. We also discuss the cultural changes necessary to realize this vision, Sanjay’s take on blockchain and the cloud, the Wine OS platform the company has created, and a variety of other topics.
395: Liberty Mutual CIO James McGlennon discusses the company’s agile and cloud transformation, which has included a multi-pronged approach designed to eliminate or refactor legacy technology, send existing employees to coding immersion programs, have 90 percent of teams working in an agile fashion, and move from one percent to 25 percent of technology in the cloud with a goal to reach 100 percent. We also discuss James’ take on artificial intelligence, robotics, and augmented and virtual reality, how Liberty Mutual works with its different customer groups, what the company does at the business unit level versus the enterprise level, among other topics.
394: Schneider Electric CDO Herve Coureil discusses how Schneider has blended talent in the new digital unit. Herve believes the organization needs to balance the internal and external view, Herve does not believe in a digital organization that only includes external digital talent looking in from the outside or an exclusively internal team that is made up of subject matter experts, without an infusion of external talent. To create a mix, Schneider has focused on reskilling, retraining, and learning internally so everybody has the basic skills that go with digital while simultaneously recruiting new talent that can bring subject matter expertise and new digital skills to the team. We also discuss Herve’s take on the cloud, AI, and blockchain, how Herve manages such a large, distributed team, how his experience as a CFO helps him in his current role, among other topics.
393: Adobe CIO Cynthia Stoddard discusses how the company has modernized its technology stack. She notes that architecture needed to lead the company’s decisions and be in everything that it did going forward. Through this modernization, Adobe has switched to being cloud-enabled and it has enabled architecture and business capability changes without causing disruption along the way. We also discuss Cynthia’s take on immersive technologies, how Adobe is using AI to complement its workforce, how the company has transitioned from selling box software to becoming more customer-facing, among other topics.
392: Ingram Micro CIO & CDO says that Ingram Micro is in race to win the customer experience. The speed in which IT is delivered has changed dramatically. In response, Ingram Micro has made massive changes around its IT team. These changes include shifting from a traditional waterfall approach to agile and scrum methodologies, changing its technology stack to be more reliant on microservices, getting people to collaborate in small teams, and showing businesses that a near-perfect product delivered in a short period of time is better than a perfect one in a long period of time. We also discuss Tom’s view on AI, IoT, and zero-trust architecture, why CIOs need to focus on strategy, ways in which the CIO role has remained the same over Tom’s several decades in the role, among other topics.
391: Washington Post Chief Product and Information Officer Shailesh Prakash describes the genesis story of Arc Publishing. Arc was initially built by the company to meet its own needs, but after realizing it had built one of the best media tech stacks in the industry, the company began selling it to other publishers. The Post now believes Arc Publishing has the ability to become a $100 million business. Shaliesh also shares his view on building technology in-house versus buying and integrating, his experience on the board of Blue Origin, how Jeff Bezos has helped the company further its technology abilities, and how the company partners with large tech organizations, such as Google, Apple, and Facebook, among other topics.
390: LinkedIn co-Founder Reid Hoffman argues that companies should value speed over efficiency. In the modern world of network effects, being the first to scale often provides significant first mover advantages in creating a transformative company. While second place can be a decent consolation prize, Reid believes that if you are third or worse, you failed. However, while speed is important, Reid warns against having a blind adhesion to size as companies also need to determine which components put them in the best possible position. We also discuss the lessons Reid took from SocialNet, a company he founded before LinkedIn, his experience as a founding board member at PayPal, how China is able to move at such an extraordinary pace, among other topics.
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389: Nationwide CIO Jim Fowler shares what drew him to Nationwide after nearly two decades at GE. He also elaborates on his three pillars of focus as CIO. Jim is focused on modernizing the technology team itself, which involves becoming more agile, the modernization of all the underlying platforms, such as Nationwide’s policy management, claims, life insurance systems, and leveraging the first two pillars to create a set of customer journeys. We also discuss the evolution of the CIO role, Jim’s take on AI, digital twins, and quantum computing, among other topics.
388: Volvo CDO/CIO Atif Rafiq discusses Volvo’s evolution into a mobility company. While Volvo has been around since 1927, the company’s executives’ first order of business is to define the future state of the company, which allows them to understand the ambition they need to fulfill. If a company can put together a plan to move towards that higher ambition, it will gain momentum, which builds on itself. Atif claims that once a global company has clarity on this aspect, it will have the necessary resources to chase that. We also discuss Atif’s focus on the customer experience, Volvo’s partnership with Silicon Valley firms, the company’s value proposition to potential employees, among other topics.
387: Schneider Electric CIO Elizabeth Hackenson provides details from her first 100 days as CIO when she made multiple trips around the world to speak with as many business peers, customers, and employees as possible. Early in her tenure, a key IT leader stepped down, resulting in Elizabeth being forced into the dual role of Global CIO and Head of IT for North America. Though more than she expected, the dual role allowed Elizabeth to immerse herself into some of the challenges that operations were facing, and she was exposed to new leaders, challenges, and opportunities in IT. We also discuss Elizabeth’s relationship with her predecessor and current Chief Digital Officer Herve Coureil, Schneider's approach to eliminating technical debt, and Elizabeth's take on the evolution of the CIO role.
386: Akamai CEO Tom Leighton details the private and public sector’s growing security concerns, which has led to the company’s pivot from its traditional internet offerings to a fast-growing security business. Today, there are billions of devices in homes and offices that are not adequately secured. Bad actors have the ability to wipe out any cloud data center, which can isolate many countries from the rest of the world. Tom believes that this damage is a fraction of what could be done in future attacks, and the only way to stop these attacks is to absorb it out at the edge. We also discuss Akamai’s founding story, how the company survived the difficult times following the dot.com crash, why Tom believes the firewall’s time has passed, among other topics.
385: Toyota (TMNA) CDO and Toyota Connected CEO Zack Hicks shares his vision for how technology will transform driving. As the CEO of Toyota Connected, Zack and his team use data to provide an enhanced and seamless driving experience. To do so, Zack is focused on removing friction points throughout the entire process by having 3rd party services integrate with Toyota’s technologies. He claims to be agnostic about who owns the experience, and that his only goal is to enable it. While he is focused on augmenting the driving experience, he asserts that full autonomy is still far in the future. We also discuss Zack’s experience as a board-level executive, his view on the future of autonomous vehicles, the benefits of containers and server-less technologies, among other topics.
384: Fortinet CISO Phil Quade argues that cybersecurity needs to act like a science in order to understand its core strategies and implement the complex elements that can be layered on top of that strategy. Phil believes that doing so starts with building a foundation based on speed, integration, and connectivity. Fortinet, which was built on these elements, is focused on making sure they provide the fastest possible cybersecurity solutions out there, as well as providing the ability to connect them together. We also discuss the differences between private and public sector cybersecurity, Phil’s approach to mitigating risk, the advantages of being an internal first user, among other topics.
383: Symantec’s CEO In this interview, Greg argues that detection and automation are absolutely critical in the era of prevention. He cites that in today’s cyberspace, companies report as little as seven minutes between first infection and disaster, so it is critical that organizations be able to detect and automate the response to those threats. At Symantec, the company has used artificial intelligence to improve its ability to defend, as Greg describes in this interview. We also discuss Symantec’s four pillar cyber safety umbrella, the importance of having consequences for those who try to steal data, the value of zero trust infrastructure, and a variety of other topics.
382: Workday CIO Diana McKenzie discusses the importance of understanding how the customer experiences the company’s product and the competitors’ products. Diana notes that CIOs have a unique opportunity to collaborate with customers, hear their feedback regarding what they hope to see from their products, and bring those insights back to the company. To better understand the product, the company has rolled out a Workday-on-Workday program, where IT is the first user of Workday’s product. This allows Diana’s function to influence how the product evolves and enables Workday to ensures that their product strategy always reflects what the marketplace is likely to need most. We also discuss Diana’s experience serving on a public board, the employee engagement survey Workday has rolled out, Workday’s acquisition of Adaptive Insights, among other topics.
381: Sequoia Partner Roelof Botha and Ethos Life co-founder and CEO Peter Colis dive into the major issues with life insurance and how Ethos Life can make a difference. A great life insurance company has not been built for 150 years, and while the existing players have massive amounts of capital, Ethos is relying on their speed of execution and digital advantage. We also discuss how Ethos is using behavioral science and product testing for ease of use, how Ethos is able to overcome the faster process, Roelof’s take on AI and voice technologies, why Roelof was determined to immigrate to the United States, among other topics.
380: TGI Friday’s Chief Experience Officer Sherif Mityas highlights the importance of intertwining strategy and technology, and he argues that because of the overlap between the two, that every CIO should serve in the Chief Experience Officer role. From his perspective, every CIO today is dealing with the experience of the customer because, from an experiential perspective, technology permeates everything that the guest does. Technologies, such as artificial intelligence and voice-assisted devices, have provided the company with ways to better understand and engage with their guests. By leveraging AI specifically, the organization has shifted from a one size fits all approach to a more specific engagement, which provides a more relevant, frictionless, and convenient experience for the guest. We also discuss the ways in which the company segments the guest journey, the use case Sherif’s sees for blockchain, and how companies need to engage with the consumer.
379: Estee Lauder CIO Michael Smith stresses the importance of talent and culture. On the talent side, Michael has brought in business leadership from several Fortune 500 companies, and he has helped open a new technology hub in Long Island City, New York, which is part of a two-campus model in New York that has formed after consolidating down from nine location. Michael notes that culture is Estee Lauder’s number one asset. We discuss how consumer expectations will change as technology evolves, the benefits Michael gets from being a consumer of his own products, among other topics.
378: Winnebago CIO Jeff Kuback argues that a strong IT team is an essential element in all industries, even non-technical ones such as RVs and boats. In the past, the industry has been hesitant to invest in IT due to its reputation for high fixed costs, and in fact, Winnebago did not have a CIO when Mike Happe joined as CEO. However, Jeff has worked to make IT more efficient, which includes spending the appropriate amount of money on cybersecurity and moving from an on-premise data center to the cloud. We also discuss how Winnebago has gone from a traditional RV company to focusing on the outdoor lifestyle as a whole, how Winnebago has leveraged Microsoft tools, what Jeff looks for in external partners, among other topics.
377: Last year, Equifax experienced one of the most devastating security breaches ever, which exposed the private information of 143 million individuals. In this interview, Bryson, who joined the firm after the breach, explains the company’s response and its goals to rebuild customer’s trust through security and compliance work, to build a sustainable future, and to constantly invest in new technologies. We also discuss Bryson’s take on blockchain and the cloud, how Equifax invests in artificial intelligence, his approach to obtaining the best talent, among other topics.
376: Ocado CTO Paul Clarke has guided the company to differentiate itself by focusing not on how fast they can innovate, but on how fast they can innovate their system for innovation. Paul discusses the broad and deep technology estate that has enabled Ocado’s online grocery business to operate with scale, sustainability, and profitability. Through a focused but balanced approach to innovation, the company has developed a unique end-to-end operating solution for online grocery retail that includes massive automated warehouses and an e-commerce, fulfillment, and logistics platform. In a strategy that resembles Amazon’s AWS, Ocado is now making its technology available to other retailers through the B2B-focused Ocado Solutions arm. We also discuss Ocado’s roadmap for a frictionless customer experience, the advantages of its business model, its culture of disruptive innovation, among other topics.
375: MIT's Max Tegmark, author of “Life 3.0" and co-founder of the Future of Life Institute, asserts that the most important conversation in the world is the one about humanity's future with artificial intelligence. Technology is a neutral force, and it is our responsibility to manage it wisely and steer it towards a beneficial future. As our technology becomes more powerful, so too do the positive and negative consequences. Max notes that we need to decide what type of future we want to have with AI so that its impact on society is beneficial, rather than harmful. We also discuss how governments, academia, and companies can help create a better future with AI, the comparisons between prior science advancements and today’s intelligence advancements, how Max became interested in AI, among other topics.
Equinix CIO Milind Milind stresses the importance of creating a positive customer experience. Equinix's core value is to put the customer at the center of everything that they do, and the company has laid out a recipe for customer focus and success consisting of five major components. These components are treating their customers like assets, looking at the entire life cycle of customers, building a customer listening system to receive feedback, using a prioritization system to interpret that feedback, and delivering that feedback to the entire organization. We also discuss how Equinix’s annual revenue grew from $1 billion to $5 billion over an eight year period, the importance of culture in a digital transformation, and Milind’s view on artificial intelligence and machine learning.
373: Travelport CIO Matt Minetola asserts that as a CIO of a technology company, a critical part of his job is to bring in technology that allows Travelport to distinguish itself, rather than simply managing technology. He cites that if you are the leader of a technology company in today’s world, it is your responsibility to change how the organization builds and develops products. To do this, Matt is focused on constantly identifying key technology enablers to help Travelport set itself apart. We also discuss the value of the cloud, the importance of quickly digesting and managing data, Travelport’s focus on the customer experience, and a variety of other topics.
372: Bain Capital Ventures Managing Director Matt Harris analyzes how the FinTech competitive landscape has dramatically shifted over his career, from the domination of large financial institutions, which grew ever larger through mergers and acquisitions to the emergence of startups. We also discuss Matt’s interest in real estate tech and InsurTech, his views on Bitcoin and blockchain, what he looks for when making investing decisions, among other topics.
371: General Stanley McChrystal explores a variety of different genres of leaders, including geniuses, founders, politicians, reformers, heroes, and zealots. While he asserts that a group’s performance is less about the leader’s ability and more about the surrounding factors, General McChrystal claims that the best leaders are those who are empathetic to the group’s position at a given time and are able to constantly adapt. Throughout our conversation, we also discuss General McChrystal’s evolving opinions on Robert E. Lee, his experience with his nemesis in Al Qaeda Abu Musab al-Zarqawi, and why he dedicated his book to John McCain and John Lewis.
General McChrystal is a retired four-star general of the US Army and the author of multiple books, including his most recent one, Leaders: Myth and Reality. Following a 34-year career in the United States Army, General McChrystal founded the McChrystal Group, an advisory services firm that specializes in leadership consulting.
370: John Chambers, the former CEO of Cisco, reflects on his 25 years at Cisco, from his greatest professional regret, to the key factors behind Cisco’s massively successful acquisition strategy, to the critical importance of culture. We also discussed his work with the leaders of France and India to digitize their countries, what he looks for when evaluating companies to invest in, insights from his new book, Connecting The Dots: Lessons For Leadership In A Startup World, among other topics.
Intuit’s incoming CEO Sasan Goodarzi stresses the importance of a strong culture and why it is critical to deliver to your customers quickly. Since its founding in 1983, it has been Intuit’s goal to innovate, empower its employees, and remove obstacles so that they can best serve customers. Intuit was recently recognized as the thirteenth best place to work by Fortune Magazine, which Sasan credits to the employees’ willingness to do anything to help others achieve greatness for customers. We also discuss Sasan’s view on artificial intelligence, why the CIO role was his favorite, and how Sasan’s career ambitions have changed over time.
In January, Sasan will become `CEO of Intuit, the $6 billion business and financial software company known for products such as TurboTax, Quickbooks, and Mint. Prior to being named CEO, Sasan has held a variety of leadership roles during his 14 years with Intuit, including CIO. In preparation for the CEO role, Sasan has rolled out a one hundred day onboarding plan, and he has gone on an extensive listening tour focused on how Intuit can create a stronger culture, deliver better for its customers, and develop more opportunities for the company.
Schneider National CIO Shaleen Devgun asserts that in the age of instant gratification, every company must be a technology company regardless of industry. Even as a trucking company, Shaleen highlights how Schneider’s ability to present timely information is crucial for their success, and how every aspect of Schneider’s value chain is impacted by technology. We also discuss how great competitors can make great customers, how they leverage technology to optimize load assignments from 373 trillion combinations, and the relationship between the CIO and VC communities.
Shaleen is the Chief Information Officer of Schneider National, a premier transportation and logistics provider with revenues exceeding $4 billion. Along with traditional CIO responsibilities, Shaleen has accountability for the companies business transformation, logistics engineering, and corporate venturing efforts. Shaleen was recently the recipient of the Forbes CIO Innovation Award, which highlighted the company’s in-cab telematics toolset.
367: Honest Tea co-founder Seth Goldman discusses the origins and growth of Honest Tea, how they overcame the company’s 2003 bottling crisis, and the unique equity structure that put them in a position of strength when they sold to Coca-Cola. We also discuss Seth’s board membership with Beyond Meat and Bethesda Green.
366: Red Hat CIO MIke Kelly discusses the companies strategic priorities and mission to become the default choice for next-generation IT, which culminated in the massive IBM deal that could reshape the cloud landscape. We also discussed how IT differentiates itself within a technology organization, how the company’s Red Hat on Red Hat approach enables IT to be the first and best customer of their products, and how Red Hat engages with the CIO community to learn from their different experiences.
365: Lenovo CIO Art Hu asserts that as digital disruption accelerates, CIOs must lead the way in showing the organization how technology can be embedded into the business, and how technology can create new opportunity for companies and their customers. He also discusses Lenovo's IT roadmap, the commonalities and differences between working in the US and China, the three intersecting elements of a business transformation, among other topics.
364: Shafiq Khan, a former SVP at Marriott International, spent decades launching pioneering digital transformation initiatives in the travel and hospitality industry. At Marriott, Shafiq was responsible for leading all distribution channels, which generate $30 billion in annual sales. Now, as President and Founding Partner of Teach the World Foundation, Shafiq is focused on using digital technology to democratize education and address the global challenge of illiteracy.
Ex-Google China head Kai-Fu Lee discusses his new book, “AI Superpowers," in which he highlights the stunning, government-supported progress China’s technology sector has made in recent years. He goes on to argue that China is well positioned to surpass the US in AI prowess, and the reasons for that country’s gains. They also discuss the risk of job displacement, why US companies struggle to break into the Chinese market, and why the reverse is also true, what Sinovation Ventures looks for when identifying new opportunities, and a variety of other topics.
Fannie Mae COO Kimberly Johnson believes the company’s new mission, their focus on operational risk and cyber security, their tremendous data and predictive analytics, and their innovation efforts has the company in a much better position than ten years ago. We also discuss how Kimberly made the jump from CCO to CRO to COO, her advice for rising female executives, among other topics.
FINRA CIO Steven Randich argues that the public cloud offers significant advantages over a private cloud environment. As an early adopter of the public cloud, Steve highlights many of the benefits FINRA has enjoyed, including access to the latest technologies, improved cybersecurity, and the ability to pay for the service on-demand. We also discussed Steve’s view on the future of robotics and automation, how the best IT teams serve as a trusted advisor to the business, the evolving role of the CIO, among other topics.
Learn more: bit.ly/FOWCIT_Randich
* The four E’s Bill focused on while Governor of Colorado: energy, environment, economy, and equity for customers.
* Bill’s perspective that collaboration between the private and public sector, especially at the state level, is necessary to develop a new energy economy.
* Bill’s work with utility CEOs in facilitating the energy transition and the two major factors driving it: the fact that utilities are setting emission targets, and the fact that the partisan divide around energy and the environment is less pronounced at the state level.
* Bill’s focus as Strategy Partner at Blackhorn Ventures, where he focuses on the future of the built environment, the energy sector, and the transportation industry.
* The budding economy in Colorado, including the state’s ingrained entrepreneurial spirit and growing startup community, strong aerospace industry, and growing financial sector.
Bill was the 41st Governor of Colorado, serving in that capacity from 2007 through 2011. Currently, Bill is an Energy Strategy Partner at Blackhorn Ventures where he focuses on the built environment, the energy sector, and the transportation sector. Bill is also the Founder of The Center for the New Energy Economy at Colorado State University. In this role, Bill drives the organizations mission to work with state governments and the private sector to transform energy production across the country. As Governor, Bill oversaw Colorado’s renewable energy focused transition to create an environmentally friendly energy economy. Bill signed 57 bills into law as governor, including the thirty percent Renewable Portfolio Standard Act. Before becoming Governor, Bill served as Denver’s District Attorney. Bill received his Bachelor degree in political science from Colorado State University and his J.D. from the University of Colorado School of Law.
* Blackstone’s IT strategy, which focuses on the coordination of many small use cases across an extremely broad spectrum versus
* Blackstone’s focus on optimizing their business to ensure that all professionals have a secure and stable set of applications and the tools needed to be as efficient as possible in driving productivity.
* How larger companies have been overtaken by startups by failing to update their legacy technology, and how Blackstone has worked tirelessly to ensure that the innovation-preventing technical debt does not accumulate.
* How the CTO role has evolved, and its current focus on integration solutions.
* Why companies need to embrace and dream ahead with technology, how the CIO and CTO roles vary in difficulty based on the CEO’s approach to innovation, and the difficulty across all companies to find the necessary talent to innovate.
* Sapient’s culture of teamwork and collaboration, his role at Capital IQ focused on what their customers were being delivered, and Blackstone’s long-term view of investing, which originally drew Bill’s interest.
* Google, Microsoft, and Amazon’s innovation in a space that all companies can take advantage of.
* An eye on the trends: The cloud, Machine learning, and Artificial Intelligence [AI]
Bill is the Chief Technology Officer of Blackstone, the alternative asset management and financial services firm with revenues exceeding $7 billion. As CTO, Bill is responsible for working with vendor partners to better understand the business to make better types of investments. Bill is also responsible for advising companies across Blackstone’s portfolio operations group.
Prior to Blackstone, Bill was the Chief Technology Officer at OpenSky. Before OpenSky, Bill served as the Chief Technology Officer at Capital IQ. Bill also worked as an Architect at Sapient.
Bill received his Bachelor of Science in Engineering with a computer science major and a concentration in Finance from the University of Pennsylvania.
* An overview of Qlik’s, a leading provider of analytics software and visualization analytics, and their focus on the user experience.
* How Qlik engages their diverse customers, which include end users, department heads, functional areas, and IT.
* How Qlik solves a larger problem than their competitors by focusing on the entire data platform as opposed to just end-user analytics.
* How the complexity of analytics results in a slightly slower transition to a full cloud model, and how Qlik is at the forefront of that transformation.
* The value Qlik provides its customers by giving them an integrated platform to solve all their analytics needs.
* How Mike’s experience as a former CIO allows him to better understand the product and persona Qlik is selling as well as empathize with the customer’s difficult task of dealing with a heterogeneous vendor environment.
* Mike’s decision to hold a variety of different experiences in his 26 years at ADP as opposed to holding the same title at multiple firms.
* Advice to CIO’s looking to advance beyond the CIO role such as ignoring those who say it is not possible, leveraging your network, and having the willingness to take unique experiences that force you out of your comfort zone.
* Qlik’s free data literacy program, and the company’s social responsibility to increase data literacy around the world.
Mike is the Chief Executive Officer of Qlik, a leading provider of analytics software and visualization analytics. As CEO, Mike is responsible for leading Qlik’s mission to become the leader in the analytics economy.
Prior to Qlik, Mike was the Chief Operating Officer of Medidata Solutions. Before Medidata Solutions, Mike spent 26 years at ADP in a variety of senior leadership positions including Chief Information Officer, Head of Product Development, and General Manager of Global HR/Payroll.
Mike received his Bachelor of Science in Computer Science from Dickinson University and his MBA from Pace University.
* Why autonomous vehicles are beneficial such as creating a safer driving environment and the reduction of traffic and parking lots.
* Why Mike believes autonomous vehicles are still a few years away, including the immaturity of technology, the integration the technology requires, and the location-specific difficulties.
* An overview of the legislation and regulation component, and Mike’s view that will be the equivalent of a driver’s license for self-driving cars.
* How traditional automakers are taking different approaches – including building, buying, and partnering – to develop autonomous capabilities.
* How legacy organizations are transforming for digital competitiveness, including the need for new technology across all departments as opposed to just IT, and the switch from servers to the cloud.
* An overview of the wide range of business functions that SaaS solutions are offering, and why first-generation SaaS systems need to evolve to meet evolving customer needs.
* How open source software has become increasingly popular in companies due to its superior security and ability to avoid vendor lock-in.
* Mike’s reflection on his time at Cisco, including how his expectation that the internet would take off led him to Cisco, and how he surrounded himself with innovators and risk-takers who embrace transformative changes in the world.
* Index Ventures’ perspective that when making investments, it is more important to look at the entrepreneur and founding team, as opposed to the specific sector.
Mike is a General Partner at Index Ventures, where he helped establish the firm’s San Francisco office. As a Partner, Mike is responsible for investing in early-stage companies, with a focus on open-source and SaaS companies.
Prior to Index Ventures, Mike was the Chief Executive Officer of Joost. Before Joost, Mike held multiple executive positions at Cisco Systems, most recently as Senior Vice President and GM of the Routing and Service Provider Group, and before that, as the company’s first Chief Strategy Officer. Prior to Cisco, Mike worked as a Product Development Engineer at Hewlett-Packard.
Mike received his Bachelor of Science in Medical Engineering, his Master of Science in Manufacturing Systems Engineering, and his MBA from Stanford University.
Mike currently serves on the board of 16 public and private companies, including Fiat Chrysler.
* The four parts of an organization that should be the focus on any digital transformation effort, including business strategy and business model, internal operations, customer touchpoints, and skills and operating model.
* Gupta believes that transformation should begin with an examination of customer pain points, rather than bigger technology changes.
* How the blurring of industrial boundaries is forcing companies to ask, “What business am I in,” and develop competitive advantages by creating compliments and network effects.
* How Best Buy redefined its business to successfully compete with Amazon by changing its cost structure with the store-within-a-store model, and then used that revenue to build out service and subscription offerings.
* How the New York Times successfully moved to a profitable subscription model, despite traditional media facing challenges in realizing significant online advertising revenue.
* How John Deere changed its business model and began hiring data scientists after realizing it wasn’t in the business of selling farm equipment, but rather, was in the business of farm management and making farmers more productive.
* How the nature of competition has shifted from across products to across ecosystems and platforms, and why companies should look to partner externally to succeed here.
* Why innovation labs alone are not effective, and companies instead need to focus on transforming the core of their business proposition and not just the sides.
* The responsibility senior management has to retrain employees in order to stay competitive, and how Unilever has done so by pairing junior and senior employees to create a diverse mentorship platform.
* Advice on how to pitch a multi-year digital transformation to a skeptical management team or board
* How Albert took on COO responsibilities beyond the CIO role by identifying the need to streamline not just the companies underlying technology, but the operational processes as well.
* Albert’s responsibilities, which in addition to IT and digital transformation include product development, procurement, supply chain, customer service, and real estate.
* The evolution of the CIO role from the back office to the front office and Albert’s view that the role has become transformative to the point where it needs to encompass the operating model of the business
* The three-phased transformation Albert is leading, which includes radical simplification, platform strategy, and execution strategy
* How Pearson is working towards a single platform, similar to Netflix for education, which would be highly scalable, global in nature, high-quality, and one that can deliver all of their experiences around the world to millions of learners.
* An overview of the changes occurring at Pearson, including radical simplification and consolidation of systems, moving from data centers to the cloud, and people and culture changes.
* How Pearson has looked to an innovation ecosystem for idea generation
* How the company is using AI and augmented reality to make a difference in education and the workforce.
* How Pearson is preparing for the skills revolution with its Technology Academy, and how they are working to assist other companies in doing the same.
* Albert’s view on companies needs to re-equip their workforce and the challenges that arise with it.
Albert is the Chief Operating and Technology Officer at Pearson, the 174-year-old, £4.5B British education and publishing company. In this role, Albert has been responsible for overseeing the company’s multi-step digital transformation, as well as procurement, supply chain, customer service, and real estate.
Prior to joining Pearson, Albert was the Group Chief Information Officer at Vodafone. Before Vodafone, Albert was the Chief Information Officer at Nortel Networks.
Albert received his Bachelor of Science in Electronic Engineering at South Devon College of Arts and Technology and his MBA from Exeter University.
* An overview of Glazer’s, North America’s largest wine and spirit distributor with over five thousand brands.
* Ann’s role as CIO, where she is responsible for infrastructure, information security, the supply chain, digital, among other areas.
* Glazer’s objective with digital as it relates to the customer experience, which is to ensure that customers and supplier-partners can interact with them on their terms
* How Glazer’s has merged the IT organizations to ensure that the company is meeting State regulations while maintaining an entrepreneurial spirit within the company.
* How the merger and integration with Legacy Glazer’s provided an opportunity to both integrate and update legacy systems.
* How Glazer’s has leveraged their network of partners to drive the technology for the future.
* How Glazer’s was able to complete a high-profile merger and add a national partnership while making sure the users did not feel the burden of all the movement by making excellent decisions and having the support of senior executives.
* An eye on the trends: Business Intelligence, AI, IoT, Blockchain
Ann is the Senior Vice President and Chief Information Officer at Southern Glazer’s Wine and Spirits, North America’s largest wine and spirits distribution company with revenues exceeding $16 billion. As CIO, Ann is responsible for a wide variety of areas such as infrastructure, information security, the supply chain, and digital.
Prior to Southern Glazer’s, Ann was the Vice President of Consumer Products, Retail, and Distribution at Capgemini Consulting. Before Capgemini Consulting, Ann was the Vice President of the Fresh Dairy Direct and Supply Chain at Dean Foods. Ann additionally has held a variety of roles at The Coca Cola Company.
Ann received her Bachelor of Arts in Economics from the University of Georgia and her Masters in Executive Education and Business from Harvard University.
* The relationship between Dell and VMware, which are two separate companies
* How Bask balances his dual responsibilities as an executive at both companies, including owning IT and ecommerce responsibilities at Dell, and working closely with R&D at VMware
* The challenges of bimodal IT, including the difficulty of motivating people who are on the “slow IT” team
* The differences between the IT organizations at VMware and Dell:
* VMware was a digital native whereas Dell’s IT had to transition to digital
* The organization structure at VMware is straight forward IT with heads of infrastructure, apps, and information and physical secretly, IT, whereas Dell is centered around portfolio leaders
* Bask’s perspective that digital transformations must start with people, then processes, and then technology; and how Bask has focused on attracting the right people with the right skills to the companies
* What it takes to implement a successful digital transformation centered around cutting bureaucracy, putting the transformation under a leader while avoiding a bimodal approach, and ensuring that the transformation extends past IT to the entire organization.
* An eye on the trends: Artificial Intelligence, Internet of Things.
* Bask’s view on age discrimination which is excluding older employees despite their talent, wisdom, and creativity, and the importance of avoiding that by multigenerational workplaces where younger and older employees can learn from each other
* A rundown on the future of IT which involves all businesses becoming digital, a growing CIO role, and changing expectations among consumers
Bask is the EVP Dell Digital and Chief Information and Digital Officer Dell and VMware. In those roles, he oversees the critical technology systems supporting some of the world’s largest global business and commerce operations. He is also responsible for driving Dell and VMware’s digital transformation to accelerate outcomes; deliver world-class experiences; and share the team’s best practices using technologies, services and solutions from both companies.
Prior to working at Dell and VMware, Bask was the Group Senior Vice President of Business Operations and the Chief Information Officer of Juniper Networks. Before Juniper Networks, Bask was the Group Chief Information Officer of Honeywell. Prior to Honeywell, Bask was a divisional Chief Information Officer of GlaxoSmithKline.
Bask received his Bachelors of Science in Engineering from Annamalai University as well as his Masters of Science in Computer Science from the Florida Institute of Technology.
* How the DWP touches all lives in the United Kingdom whether that be looking after children with separated parents, the working class, disabled people, or retired people to produce better outcomes for them and society
* The DWP’s digital goal to become more efficient by meeting the emerging customer experiences to improve outcomes for society
* How the DWP is able to satisfy the diverse group of people that they serve by avoiding a one size fits all strategy in favor of active segmentation that leads to better delivery of targeted services
* How being an older company can be an advantage during a digital transformation due to the diverse mature analytics on data spanning over decades
* How the DWP has balanced retaining existing employees and hiring new talent by holding a series of interventions to help existing employees think about their values while additionally bringing in new people for the people in-house to learn from
* Why Mayank prefers a more combined approach to IT versus a bimodal IT approach
* Why Mayank switched from the private to the public sector including the opportunity to catch up to the private sector in technology transformation, the opportunity to make an impact on 22 million real people’s lives, and the chance to work with the most talented and humble people
Mayank is the Chief Digital and Information Officer of the United Kingdom’s Department of Work and Pensions, the UK’s largest public service department which impacts over 22 million citizens. Mayank is responsible for IT infrastructure, data, and security, as well as for driving the implementation and adoption of digital technologies to meet emerging customer expectations.
Prior to joining the DWP, Mayank was a Managing Director at Morgan Stanley where he was responsible for Global Wealth and Investment Management Technology. Prior to that, Mayank was the Chief Information Officer at Sage UK. Prior to Sage UK, Mayank was the Group Chief Information Officer at iSOFT. Prior to iSOFT, Mayank was the International Chief Information Officer at Avaya.
Mayank received his MBA from The Manchester Business School, and has completed the executive program at Singularity University (non-accredited). Mayank is a Wharton Fellow at the University of Pennsylvania.
Mayank currently serves on the board of the Tech Partnership in London and for the DWP.
* Bill’s perspective on the digital transformation taking place in the industrial sector and how this transformation will eventually impact all sectors.
* The challenges of executing a digital transformation, and Bill’s thoughts on the critical “soft” elements, such as culture, leadership, and talent.
* Bill’s advice on how to blend talent by bringing new people into work with existing employees as opposed to less effective approaches such as not bringing people from the outside at all or segregating new employees.
* A rundown of the digital reporting structure at GE, where Chief Digital Officers report to the CEOs of their business, as well as to Bill.
* An overview of the roles and responsibilities of the three programs created for digital: GE for GE, GE for installed base customers, and GE for the industrial world.
* The importance of realizing that change must be reflected by the entire organization and that it is something that cannot be done overnight.
* An emphasis on how digital is able to drive greater productivity and efficiency while giving clear outcomes that companies can show to their customers, something GE always starts.
Bill is the Chief Executive Officer of GE Digital, as well as the Senior Vice President and Chief Digital Officer of General Electric, a 126 year-old industrial conglomerate with revenues exceeding $120 billion. At GE, Bill has been responsible for leading a massive digital transformation by bringing in new employees, reprogramming the existing employees, and bringing in Chief Digital Officers from the outside.
Before joining General Electric, Bill served as the Vice President at CISCO. Prior to working at CISCO, Bill was the Senior Vice President at Software AG. Bill has also held executive management positions at The Advisory Board, The MITRE Corporation, and Concept 5 Technologies.
Bill received both his Bachelor of Science and Master of Science in Computer Science from California State University, Fullerton.
Bill serves on the Board of Directors of Magna International Inc.
* Gary’s responsibility as Operating Partner focused on helping companies which he advises grow.
* Gary’s perspective from serving on boards such as Citigroup and Hewlett-Packard Enterprise and the different experience resulting from them.
* How Gary keeps up with the pulse of enterprise buying by keeping in touch with previous colleagues and through the exposure being a board provides.
* Ways in which the CIO has evolved and become more exciting due to the migration to machine learning, new technology, and the increasing importance of developing software quickly.
* Ways in which companies can make the challenging technological transformation by either leveraging and refactoring old software, or by developing applications that replace their legacy.
* Eye on the Trends: Machine Learning
Gary is an Operating Partner and part of the Resources Group at General Atlantic, a global growth equity firm that has over $20 billion dollars in assets under management. As an operating partner, Gary is responsible for providing strategic support and advice to the firm’s investment teams and portfolio companies with a focus on strategy and technology.
Before joining General Atlantic, Gary was the Senior Vice President and Chief Information Officer at General Electric, where he led the mergers & acquisitions, sourcing, IT, operations, and quality teams. Prior to joining General Electric, Gary was a partner at the Boston Consulting Group.
Gary received both his Bachelor of Arts in Economics, as well as his MBA from Harvard University.
Gary currently serves on the boards of Citigroup, Hewlett-Packard Enterprise, Box, Mu Sigma, and Turbonomic, among other companies.
* An overview of Zendesk’s business and the growth the company has experienced going from a startup to a $500 million public company in eleven years
* Tom’s responsibilities as COO which include IT responsibilities such as business analytics and security, as well as operational responsibilities such as go-to-market and customer-facing functions
* Tom’s perspective on the ever changing customer service world and how the company has been able to evolve by focusing on having an agile foundation while making sure the right technologies are in place.
* The difference in how CIO’s of traditional companies with monolithic systems and modern companies with cloud-based technology are trying to incorporate new technology to keep up with the competition.
* An overview of Tom’s adjustment from a retail company to Zendesk, as well as Tom’s perspective on how the CIO role has been reinvigorated over the past year going from back-office focused to customer-focused
* How reporting directly to the CEO has benefited Toms career by allowing him increased access conversations around value from the standpoint of operational improvement, and Tom’s advice for how CIOs can take on additional (CIO Plus) responsibilities, including leveraging the unique position of IT within the organization
* Tom’s advice to older companies looking to leverage modern technology, which includes trialing new software to see what works best for the company.
* Eye on the Trends: AI and machine learning
Tom is the Chief Operating Officer of Zendesk, a cloud-based provider customer service and engagement platform with nearly half a billion dollars in revenue. Tom joined Zendesk as Chief Information Officer, and has transferred many of those responsibilities to his role as Chief Operating Officer. In addition to IT, security, and analytics, Tom is primarily responsible for operations, go-to-market, and customer-facing functions.
Before joining Zendesk, Tom was the Executive Vice President of Global Product Operations and Chief Information Officer for Gap. Prior to Gap, Tom was the Senior Vice President and Chief Information Officer at L-Brands. Additionally, Tom invests in and advises a number of technology startups.
Tom received his Bachelors of Science in Systems Science from the University of West Florida.
Tom currently serves on the board of the Big Brothers Big Sisters of the Bay Area.
* An overview of PSAV’s business as well as Cathie’s key focus on stabilizing the IT environment and making technology an enabler for the business rather than a roadblock
* PSAV’s digital transformation, which is focused on the technician experience, business insight through data analytics, and looking to other industries for ideas
* How Cathie encourages her staff to find learning opportunities, such as sending them to spend a day in the field as a technician so they can understand the day-to-day as well as how the business makes money
* Cathie’s experience serving on a board, including her personal path to membership and the lessons she has learned in terms of leadership, such as watching managers deal with the challenge of growing without losing focus on the core vision of the business
* Cathie’s advice to peers looking to join a board, which centered around the importance of showing your interest, exposing yourself to organizations beyond your own, and joining impactful clubs to build your profile
* The state of women in IT, as well as Cathie’s perspective on getting more women involved in IT, including showing young women the benefits of IT, refuting the notion that women cannot be mothers and business leaders, and most importantly, giving women the crucial business experience to grow and develop
* Eye on the Trends: Blockchain, AI, and conversational user interfaces
Cathie is the Senior Vice President and Chief Information Officer at PSAV, the world’s largest event experiences company. As CIO, Cathie is responsible for ensuring that PSAV has the information solutions to improve effectiveness and efficiency in delivering services to customers.
Before joining PSAV, Cathie was the Executive Vice President and Chief Information Officer at the Hub Group. Prior to joining the Hub Group, Cathie held a number of executive IT positions at Motorola, including several divisional Chief Information Officer roles, and, most recently, Corporate Vice President of their Global Solutions and Services Operations. Before Motorola, Cathie was the Senior Vice President and Chief Information Officer at Tellabs. Cathie began her career at AT&T.
Cathie received her Bachelor of Science in Electrical Engineering from Purdue University and her MBA from the University of Chicago.
Cathie serves on the board of Northwestern Memorial Health Care.
* Kim’s purview at Lenovo, which includes leading the data center infrastructure segment, the high-performance computing and artificial intelligence segment, the software-defined infrastructure segment, and the IoT segment
* The three things boards and CEOs expect from their CIO, which are (1) to reimagine and define the customer experience, (2) extreme productivity, and (3) that they invent and deliver new products and services
* The values of having worked in technology-centric organizations and the advantages of having been both a buyer and a seller of technology, including being able to work with more knowledgeable customers
* The diversity of Lenovo, where the company’s top 25 executives represent 16 different nationalities, and a great many women hold executive leadership positions
* The benefits of Fu Pan, Lenovo’s unique take on the post-mortem analysis, which focuses on what went right and how to replicate it rather than what went wrong and how to avoid it
* Kim’s experience on corporate boards, and her belief that the end-to-end visibility and well-rounded set of experiences make technologists increasingly attractive for board membership
* Kim’s thoughts on the state of women in technology, including her belief that there are more than enough qualified women, but the challenge is that people recruit from their own network, which is often limited
* Eye on the Trends: private cloud, containers, micro-services, and 5G
Kim is the Senior Vice President and General Manager of Data Center Infrastructure at Lenovo, a multinational technology giant with $45 billion in revenue. In this role, Kim leads Lenovo’s data center infrastructure segment, high-performance computing and artificial intelligence segment, software-defined infrastructure segment, and the new IoT segment.
Prior to joining Lenovo, Kim was Chief Operating Officer of the Client, IoT, and Systems Architecture Group at Intel. Before that, she held several other senior executive positions at Intel including Corporate Vice President and CIO, and Vice President and General Manager of IT Operations and Services before that. Prior to joining Intel, Kim was Vice President and General Manager at Hewlett Packard Enterprise where she served customers in the Communications, Media and Entertainment industry. Before HPE, Kim was a Vice President at EDS. Kim spent the first two decades of her career at IBM.
Kim received a Bachelor of Science in Accounting and Business Management from Northeastern University, and an MBA from Cornell University.
Kim is a member of the board of directors for Boston Private, and previously sat on the boards of Cloudera, Riverbed Technology, among other companies.
* How GM has evolved over the years that Randy has spent as CIO including switching from an outsourced IT workforce to an entirely insourced one by hiring thousands of new IT employees, consolidating data center operations into two enterprise data centers, and expanding the footprint towards new talent by creating four innovation centers.
* Randy’s perspective on how GM has been able to cut costs by providing automation for manual processes and the importance of taking advantages of new technologies.
* How GM’s IT team has been able to innovate including delivering new products and services driven by technology by creating a mobile center for customers, and developing a private cloud to increase efficiency.
* An overview of GM’s organizational structure, which is a centralized organization with both a vertical executives that have teams and report up the line and horizontal executives that support the vertical executives.
* Randy’s take on GM’s recruiting successes and pitch which is made successful by having a large footprint and ability to reach a large audience of college graduates, giving graduates the ability to pick which innovation center to work for, and having a reputation of being a successful company that gives them a lot of choice and opportunity.
* Randy’s perspective on driverless cars and how the company has been working on Cruise Automation.
* Randy’s advice to boards of smaller companies including increasing the use of direct reports of global CIO’s due to their amount of talent and exposure to what is happening across a broad technology.
* Randy’s advice to CIO’s looking to be on a board of an external company as well as his advice to CEO’s who are hesitant to allow CIO’s of that opportunity to be more progressive as it is a win-win situation.
* Randy’s emphasis on the application of new technology and the importance of evaluating the advancements of technology annually in a period of time where failure to innovate will result in major losses.
Randy is the Senior Vice President of Global Information Technology and Chief Information Officer of General Motors, a Fortune 10 company with revenues exceeding $145 billion. As CIO, Randy is responsible for the global IT strategy and all the IT assets, and serves as a member of the executive leadership team. Since becoming CIO in 2012, Randy has lead a major transformation which has dramatically changed the company’s approach to IT.
Prior to joining General Motors, Randy served as the Executive Vice President and CIO of HP. Before joining HP, Randy spent six years at Dell where he was Senior Vice President and CIO. Earlier in his career, Randy spent 22 years at Walmart where he held many positions, eventually working his way up to Senior Vice President and Chief Information Officer.
Randy received his Bachelor of Science in Mathematics from The University of Arkansas, Fayetteville.
Randy serves on the Board of Directors for Dun & Bradstreet.
* An overview of Transmit Security and its goal of building a cross-channel identity platform that is designed to simplify, accelerate, and reduce the cost of identity-related projects
* The advantages to self-funding Transmit Security, including the strong drive and motivation to succeed that it instills
* An overview of the cybersecurity landscape, which includes network security, endpoint security, and identity
* The rationale behind starting Transmit Security – Mickey and Rakesh already founded companies in network security and endpoint security, so identity was the logical next step
* How Transmit Security is able to stay ahead of the competition by working closely with its customers and having a flexible, scalable platform that allows them to build capabilities extremely quickly
* The main criteria Mickey looks at when investing in startups, which is personal interest
Mickey is the Co-Founder and CEO of Transmit Security, a cybersecurity startup focused on building a cross-channel identity platform designed to simplify, accelerate, and reduce the cost of identity-related projects for large enterprises. Along with his Co-Founder and company President, Rakesh Loonkar, Mickey has positioned the self-funded company as a go-to security solution for enterprise.
Prior to founding Transmit Security, Mickey was the Founder and CEO of Trusteer, which was acquired in 2013 by IBM for $1 billion. Before founding Trusteer, Mickey was co-founder of Imperva, now a leader in web and database security.
Mickey has successfully invested in various cybersecurity startups including Skyfence, Aorato, Hyperwise, and Lacoon Security, among several others. Mickey holds board seats at several companies he has invested in.
Mickey received his Masters of Science in Computer Engineering from the Israel Institute of Technology (Technion), and his MBA from Ben Gurion University.
* 7-Eleven’s multi-year journey to become a digitally-enabled organization, including Gurmeet’s “full stack transformation” approach which encompasses consumer-facing technology, back-end technology, infrastructure, and the organizational stack
* How digital is a strategic pillar at 7-Eleven, mandated directly by the CEO
* The critical importance of technical talent to 7-Eleven’s future, and Gurmeet’s strategy for attracting top talent – such as highlighting his credibility as a leader and telling a compelling story
* The ways in which Gurmeet is redefining convenience with software, such as the recognition that the closest store to a customer is the phone in their pocket, and 7-Eleven’s use of APIs and new interfaces to create delightful experiences
* The expansion of 7-Eleven’s loyalty program from its initial focus on beverages to as a full-fledged loyalty offering that is available on mobile, web, digital loyalty card, and even chatbot
* 7-Eleven’s approach to experimenting with emerging technologies, including their distinction between technologies that are ready to scale and technologies that are still in the proof of concept phase, a new R&D center, and a CTO function that reports to Gurmeet
Gurmeet is the Senior Vice President, Chief Digital Officer, and Chief Information Officer of 7-Eleven. As Chief Digital and Information Officer, Gurmeet leads 7-Eleven’s full stack digital and technology transformation, and is responsible for digital product management, big data, digital user experience, digital partnerships, digital marketing, digital technology, enterprise technology, and R&D.
Prior to 7-Eleven, Gurmeet was Head of Direct to Consumer Auto Finance at Capital One where he grew the digital consumer tripled the revenue of the business in less than two years. Before Capital One, Gurmeet led product marketing at Intuit as a Director. Before Intuit, Gurmeet was a Managing Director at FedEx. Gurmeet began his career as a consultant with McKinsey & Company.
Gurmeet received a Bachelor of Technology from the Indian Institute of Technology, Kanpur, his Masters of Science in Engineering from Texas A&M University, and his PhD in Engineering from Rice University.
* An overview of Elsevier’s business, including its focus on the legal field, the academic and health research fields, the business risk and financial fields, and their exhibitions business
* Dan’s responsibilities as CTO, which include customer-facing responsibilities such as overseeing product development, as well as more traditional responsibilities such as applying technology to internal efficiency as well as revenue generation
* Dan’s perspective on our rapidly accelerating digital world and the emerging symbiotic era, where intelligent conversational interfaces, mixed reality, and other technologies essentially eliminate the boundary between man and machine
* The implications of machine learning at Elsevier, such as how it has enabled the creation of a new generation of products that move beyond providing static information and in to real-time recommendation and decision support
* Dan’s perspective on the human element of AI, such as the idea that the human-machine system becomes greater than the sum of its parts, how digital intelligence can augment human decision making, and how Elsevier creates cross-functional teams with the necessary skills
* How Dan’s background in agile development prepared him for his current customer-facing responsibilities, and his belief that customers must be embedded in the development process
* How Dan aligns the fast moving R&D function with the broader, more traditional organizational strategy
Dan is the Chief Technology Officer and Executive Vice President of Product Development at Elsevier, the 138 year old, $3.3 billion publisher which is now the science, technology, and healthcare division of RELX Group. As CTO, Dan is responsible for traditional IT, as well as evolving the company’s products in support of its transformation from a traditional print-based business to a digital solutions provider.
Before joining Elsevier, Dan was the Chief Technology Officer of Reed Business Information (formerly Reed Elsevier), a sister company within RELX Group. Dan joined Reed Business Information as the United Kingdom Chief Technology Officer and later became Global Chief Information Officer. Prior to joining RELX Group, Dan held technology and product development leadership roles with GM Financial, Wunderman Cato Johnson, and IBM, as well as a number of UK and international software organizations.
Dan was one of TechRepublic’s ‘The top 50 CIOs”, and was inducted into the CIO hall of fame in 2017.
* Stephen’s transition from Symantec to Google/Alphabet, including how his original role as Entrepreneur-in-Residence at GV led to his work with their moonshot factory, X
* X’s process for identifying which moonshots to pursue, which include (1) addressing a huge problem, (2) employing a radical solution, and (3) using relatively feasible technology
* Stephen’s ambition to work on an ambitious enterprise security project, and how that led to a cybersecurity project within X that resulted in Chronicle
* A high level overview of Chronicle, which will offer an intelligence and analytics platform to help enterprises manage their own security-related data, and a malware intelligence service
* The benefits of being an Alphabet company, including the ability to leverage Google’s infrastructure and machine learning expertise, their ability to attract talent, and the credibility they have with potential customers
* Stephen’s diverse career and how that prepared him to be a CEO, such as honing the ability to see things from a holistic perspective, which is one of the advantages IT has over many other functions within an organization
* Stephen’s perspective on digital, having been one of the first executive to carry the digital title, such as how digital can be applied to internal operations as well as to the customer experience
Stephen is the co-founder and CEO of Chronicle, a cybersecurity company born out of Alphabet’s Moonshot factory X (formerly Google X) that aims to “10X the speed and impact of security teams by making it easier, faster, and more cost-effective for them to capture and analyze security signals that have previously been too difficult and expensive to find.” As CEO, Stephen is building the team, setting the vision and strategy, and developing relationships with potential customers.
Prior to founding Chronicle, Stephen was a senior leader and advisor at X. While at X, Stephen explored the potential for a cybersecurity moonshot and developed the concept for Chronicle. Stephen’s collaboration with X grew out of his position as Executive in Residence at GV (formerly Google Ventures), where he was a resource and mentor to the entrepreneurs of the fund’s portfolio companies. Prior to joining Alphabet, Stephen was the Chief Operating Officer of Symantec. Prior to Symantec, Stephen was the President of Digital, Marketing, and Operations at Best Buy. Before Best Buy, Stephen was the Chief Information Officer and GM of Digital Ventures at Starbucks. Prior to Starbucks, Stephen held a number of IT leadership roles at Corbis, Yahoo!, CNET and Sun Microsystems.
Stephen received a Bachelor of Science in Political Science from the University of Oregon, and an MBA from San Francisco State University.
* Pawan’s diverse role as Global CIO/CTO, which encompasses overseeing Foot Locker’s global technology function, the digital supply chain, digital marketing and the customer experience across physical and digital touchpoints, and driving loyalty
* How Foot Locker uses customer journey mapping to activate strong signals and amplify weak signals to better understand the rapidly changing expectations of their customers
* Why machine learning and data analytics is playing an increasingly important role in enabling rapid decision making, and the ways in which the technical team of data scientists collaborates with the business
* The three foundational elements of Foot Locker’s customer loyalty strategy, which include (1) engage and earn, (2) redeem, and (3) freshness
* The customer-facing aspects of Pawan’s responsibilities, and how having end-to-end visibility enables him to find synergies, respond to customers more quickly, and serve them in a more meaningful way
* Eye on the Trends: artificial intelligence, blockchain, experiential commerce, connectivity and networks
Pawan is the Executive Vice President and Global Chief Information and Technology Officer of Foot Locker, the $7.7 billion footwear retailer with 3,310 stores in 24 countries. As CIO and CTO, Pawan oversees the global information technology functions and infrastructure, and provide leadership and vision to align technology with strategic business initiatives. He is also responsible for digital marketing and the customer experience across touchpoints, optimizing the supply chain to meet changing customer expectations, and creating memorable experiences that promote customer loyalty.
Prior to joining Foot Locker, Pawan was Vice President of Digital and Marketing Technologies and Services Platforms at Target, where he led the eCommerce, Mobility, Cloud and API Platform teams. Before Target, Pawan spent a decade at Verizon Wireless, most recently as Senior Director of Architecture and Product Engineering.
Pawan received a Master’s of Science in Software Engineering and Computer Applications from the Government College of Engineering, Aurangabad, and an MBA in Strategy and Management Information Systems from Kent State University’s Graduate School of Management.
* An overview of Magellan’s business, including its two primary growth platforms: healthcare and pharmacy benefits management
* Magellan’s Massive Transformative Purpose of “Leading humanity to healthy, vibrant lives,” and how that leads them to unconventional but extremely impactful offerings such as Magellan Complete Care, a first-of-its-kind benefits plan aimed at the seriously mentally ill in Florida, or managing specialty care
* How Srini leverages innovative organizational techniques and emerging technologies to compete with larger healthcare companies, a concept he calls Exponential IT. Some examples of this include leveraging cloud services instead of building solutions in-house, adopting platforms its employees were already familiar with such as Workplace by Facebook to reduce training needs and facilitate adoption, and building solutions for tomorrow’s technology like 5G, instead of yesterday’s technology
* How operating in a high-touch industry that requires the company to be empathetic and sensitive to the needs of its customers has shaped its approach to digital
* The unique perspective on technology that Srini has developed over his career, which includes both time at large companies like IBM, Hewlett Packard, Nationwide, as well as entrepreneurial experience as CEO of a startup
Srini is Chief Technology Officer and Chief Information Officer of Magellan Health, a $3.75 billion managed healthcare company with the Massive Transformative Purpose of leading humanity to healthy, vibrant lives. As CTO/CIO, Srini leads the technology strategy and operations team to deliver innovative technology and data-enhanced products and services that improve patient outcomes.
Prior to joining Magellan Health, Srini was the President and CEO of NTT, a startup focused on building multi-sided platforms for digital business. Prior to NTT, Srini spent a short time at Hewlett Packard Enterprise as General Manager and Global Practice Leader of Strategic Enterprise Services. Prior to HPE, Srini was SVP CIO and CTO of Nationwide Insurance where he oversaw an annual IT budget of $1.2 billion. Before Nationwide, Srini spent nearly a decade at IBM Global Services.
Srini earned a Bachelor of Science degree in Physics from the University of Madras, a Master’s degree in Computer Science from the University of Bombay, and a Master’s degree in Business Administration from Ohio State University. As a lifelong learner, Srini has also received executive education on systems thinking and design thinking from Stanford University’s d.school, and clean energy and innovation from MIT’s Sloan School of Management. Srini has also completed the Executive Program at Singularity University.
Among other topics, Anil discussed the following with Metis Strategy:
* Anil’s plans after he retires from SunTrust, including traveling, continuing to serve on advisory boards for late-stage growth startups, continuing to consult and advise companies, and pursuing a board position at a public company
* How Anil came to advise growth-stage startups by developing relations during his tenure as CIO, and the ways in which startups benefit from a CIOs perspective, such as on the topics of attracting talent and pursuing revenue opportunities
* How Anil addressed SunTrust’s fragmented approach to digital by hiring business segment CTOs, a Chief Data Officer, and an enterprise-level Chief Digital Officer, all of which reported to him as CIO
* The siloed state SunTrust’s technology group was in when Anil joined, and how Anil broke those silos down over the course of a six-year transformation that implemented a new operating model to drive alignment, cost transparency, and strategic investment decisions
* The advantages Anil sees to having been a consultant earlier in his career, including gaining experience in driving change management and business alignment, as well as working closely with the leadership team at SunTrust
* SunTrust’s transition from an innovation strategy of ad hoc hackathons and collaborative office hours to a comprehensive framework that leveraged an agile way of working, a DevOps mindset, and new technologies like the cloud and AI
Anil is the former Corporate Executive Vice President and Chief Information Officer of SunTrust Bank, having retired in March 2018 after six years with the company. While at SunTrust, Anil led a transformation effort that saw the consolidation of the company’s digital efforts, as well as the implementation of a new operating model to align IT to the business.
Prior to joining SunTrust as CIO, Anil had a long career in consulting. Anil spent over nine years as a Partner at IBM, and spent fifteen years at PWC prior to that.
Anil sits on the advisory board of several growth-stage startups including Fenergo, Mirantis, Skytap, and Tricentis.
Anil earned a Bachelor of Science degree in Electrical and Electronic Engineering from the Imperial College London, as well as a Masters of Science in Management Science and a Masters of Philosophy in Management Science, both from the Imperial College Business School.
Among other topics, Vince discussed the following issues with Metis Strategy:
* How United Technologies approaches IT and digital in a way that maximizes synergies
* How IT and digital are organized and governed within the organization
* How United Technologies manages offensive and defensive capabilities
* How United Technologies organizes its innovation functions into United Technologies Digital and United Technologies Research Center
* United Technologies Digital Accelerator in Dumbo Brooklyn, how priorities are set, and the unique processes they employ
* Vince’s perspective on the advantages of companies operating at scale, versus the advantages of a digitally native organization
* How United Technologies manages cybersecurity risk as an increasing number of its products are connected to the IoT
Vince is the Senior Vice President, Digital and Chief Information Officer of United Technologies Corp. (UTC), an industrial conglomerate and military contractor with over $57 billion in revenue. Since joining UTC in June of 2016, Vince has been responsible for the strategic direction of the company’s global IT operations, including the continued implementation of UTC’s digital strategies, and identifying opportunities that harness and leverage data to create value for customers and increase UTC’s operational efficiency.
Prior to joining UTC, Vince held a number of executive positions as General Electric, including most recently as Chief Operating Officer for GE Digital. Prior to the COO role, Vince was the General Manager, Cloud Services & CIO of GE Digital. Before GE Digital, Vince spent time as both the CIO & Lean Leader and CIO & Quality Leader of GE Power. Prior to GE Power, Vince was the CIO of GE Corporate.
Vince earned a Bachelor of Science in Information Systems and Marketing from the State University of New York at Albany
Former FCC CIO David Bray discusses his work as Executive Director of the People-Centered Internet, a non-profit he co-founded with internet pioneer Vint Cerf to foster global connectivity. An exponential change agent, David also shared his thoughts on why engineers are not well equipped to recognize the unintended consequences of technology, and the growing challenges we face as a society as the pace of technological progress accelerates.
Among other topics, Barry discussed the following issues with Metis Strategy:
* Industry 4.0 as the digitization of the manufacturing sector
* The core technology trends that are enabling Industry 4.0, such as connectivity and computational power, intelligence, human/machine interactions, and digital/physical conversions
* Barry’s timescale for the adoption of Industry 4.0 technologies amongst large enterprises
* The degree to which established manufacturing companies understand and are responding to the threats and opportunities presented by Industry 4.0
* How Lightspeed, as a theme-oriented venture firm, approaches investing in the Industry 4.0 space
* How Lightspeed investigates technology themes and their applicability across sectors and industries
* How Barry thinks about the security implications of new technologies such as IoT
* The differentiating factors Barry looks for when making an investment, such as the management team and core technologies
* The genesis of Lightspeed Ventures, which Barry founded in 1999
* How the partners divide up themes and determine where each will focus
Barry is a Managing Partner at Lightspeed Venture Partners, an early stage venture capital firm he co-founded in 2000 which focuses on disruptive trends in the enterprise and consumer sectors. At Lightspeed, Barry focuses on analytic platforms, cloud, IoT, networking, and emerging infrastructure. Barry currently sits on the Board of Directors of a variety of companies including Avi Networks, MapR Technology, Wearable Intelligence, and Mosaixsoft.
Prior to founding Lightspeed Venture Partners, Barry was Director of Business Development at Cisco Systems, where he developed Cisco’s initial M&A program and led many of their early acquisitions and integrations.
Barry received a Bachelor of Arts degree in Economics from the University of California, Los Angeles, and an MBA from Stanford University’s Graduate School of Business.
Among other topics, Vint discussed the following issues with Metis Strategy:
* Vint’s early work pioneering what would become the internet, including his time at UCLA, Stanford, and DAPRA
* Early milestones that hinted at the vast implications of/commercialization potential for the internet, such as networked electronic mail, document production and sharing, hyperlinking, web browser, and eventually, the iPhone
* The internet as the common thread unifying Vint’s work across his many spheres of influence, such as academia, the public sector, the private sector, and not-for-profits
* Vint’s role as Google’s Chief Internet Evangelist, where he works with developing economies to create the conditions for internet infrastructure to be built
* The unintended consequences of the global infrastructure that is the internet, such as misinformation and spam, and why international policy collaboration is a necessary part of the solution
* Vint’s work as Chairman of the People Centered Internet (PCI), which focuses on materially improving the value of the internet to the growing, connected population. For example, PCI may ensure information is available in local languages, or promote services that improve economic stability, safety, or health.
* How recent natural disasters such as the California wildfires and hurricanes in the Caribbean have led PCI’s to also focus on the role of internet infrastructure in disaster relief
* The double-edged sword of technology, and the responsibility that engineers have to consider the ethical implications of the technology they are developing
* Eye on the trends: cyber-physical systems, making IoT ecosystem a safe and trusted environment
Vint is currently Google’s Chief Internet Evangelist, a flexible role that allows him to support the development and continued spread of the Internet, as well as the Chairman of the People-Centered Internet (PCI), an organization he co-founded to ensure that internet access brings measurable benefits to the world.
Vint has received numerous awards for his contributions to the Internet, including the US Presidential Medal of Freedom (awarded by President Clinton), US National Medal of Technology (awarded by President Bush), the Queen Elizabeth Prize for Engineering, the ACM Turing Award, the Prince of Asturias Award, the Charles Stark Draper award, Officer of the Legion d’Honneur, among many others. Vint has received honorary degrees from 29 academic institutions around the world.
Vint received a Bachelor of Science in Mathematics from Stanford University, a Master of Science degree and Ph.D. Computer Science from UCLA.
Among other topics, Naresh discussed the following issues with Metis Strategy:
* The way in which Naresh approached separating HP into HP Inc. and HP Enterprise, including the process he used to define the scope and the five-year roadmap he implemented to transform the company’s focus from hardware transactions to software contracts.
* The IT changes necessary to complete in the on-demand technology economy, such as moving from systems of record to systems of engagement
* How they transformed back-office and front-office operations to create a digital experience
* How they align IT strategy and the business strategy, and the process for developing business cases for where to invest
* Focus areas for HP Inc. going forward
* How they re-engineered the CRM system to transform the customer experience
Naresh is the Chief Information Officer of HP, Inc., a $52 billion company focused on printing, personal systems, and 3D additive manufacturing, which some refer to as the founding company of Silicon Valley. As CIO, Naresh leads HP global IT strategy and operations, and is responsible for application development, data management, technology infrastructure, cyber and product security, data center operations, and telecommunication networks.
Prior to becoming CIO of HP, Naresh was the CIO of HP’s Printing and Personal Systems Group. Prior to HP, he was the CIO of Palm Computing Inc. Earlier in his career, Naresh held various IT leadership roles at Agilent Technologies and HP’s Medical Products Group.
Naresh earned a Bachelor of Science degree in Computer Science and an MBA, both from the Illinois Institute of Technology in Chicago.
Among other topics, Brad discussed the following issues with Metis Strategy:
* An overview of PayPal’s business, as well as Brad’s purview as CIO
* PayPal’s transformation into a more customer-centric company, such as giving customers more choices of funding vehicles
* How PayPal has successfully navigated the shift to mobile, resulting in a 50 percent increase in mobile payment volume in 2017
* The top priorities that Brad is focused on, including security, stability, strategically enabling the company’s business strategy, and improving the company’s ability to effectively collaborate
* Brad’s experience going from Bank of America, a traditional finance organization, to PayPal, one of the first digitally native companies in the finance space
* Brad’s career path, including his path from engineer to finance industry to technology executive
* Eye on the Trends: financial inclusion of the over 2 billion people globally without financial services, AI/ML/process robotics
Brad is the CIO of PayPal, a Fortune 300 company that is transforming the world of global payments, commerce, and how individuals access financial services. As CIO, Brad is responsible for contributing to PayPal’s ten year revenue growth rate, leading the transformation of technology functions for PayPal’s global operations, and transforming how technology can enable a large global workforce to operate with the speed and flexibility of a startup. Brad also led PayPal’s IT separation from eBay, successfully completing the effort in less than 9 months despite outside expert estimates of two years. Brad leads a team of over 1,400 in providing both IT functions and product development for operations that support a global enterprise operating in over 200 markets, 24 languages, and 65 locations.
Prior to PayPal, Brad held several senior executive roles at Bank of America, including leading the Next Generation Payments and Commerce team. Prior to Bank of America, Brad led the creation of a new rewards platform at JP Morgan Chase that has delivered innovative new credit card products propelling growth. Brad’s early career spanned a wide range of strategy and financial roles including M&A work, turnarounds, and strategic planning roles.
Brad received a Bachelor of Science degree in Mechanical Engineering from Purdue University, as well as an MBA from Purdue’s Krannert School of Management.
Brad holds several patents, is a frequent speaker at business and technology forums, and has authored numerous articles on innovation. In 2018, Brad joined the Board of Elevate.
I recently caught up with Brad by phone from his office in San Jose, California, and our conversation covered World Class IT Principle Three, Product and Portfolio Management, as Brad discussed how he prioritizes initiatives across the themes of security, stability, and strategic initiatives to enable the company’s business strategy; and Principle Five, External Partnerships, as Brad shared how he collaborates with customers to create a tight feedback loop for product improvements. We also discussed PayPal’s successful transition to mobile, Brad’s career path, among other topics.
Among other topics, Manjit discussed the following issues with Metis Strategy:
* Clorox’s increasing focus on developing direct relationships with the end-customer, and the ways in which this is enabled such as enhanced understanding of the customer journey through digital marketing as well as direct shipping enabled through supply chain efficiencies
* The techniques Clorox uses to build consumer journey maps, and the ways in which their brands use the consumer journey maps to determine how and where to engage
* The ways in which IT immerses itself in the day-to-day operations of different groups so that they can better understand their challenges and thus better serve them
* Clorox’s focus on data and analytics, and the focus on helping groups find the right data sets rather than just analyzing as much data as possible
* How and why the IT team has gotten involved in new product innovation, especially in the early stages
* The skill mix changes required for Clorox to reach its goals, and the ways in which they bring in people with new skills or perspective
* Eye on the Trends: AI/ML, Agile, DevOps, IoT, Connectivity
Manjit is the SVP and CIO of The Clorox Company, a consumer packaged goods company with $6 billion in revenue. As CIO, Manjit is responsible for the company’s information technology organization and directing the company’s strategic technology initiatives. Manjit is also on the Clorox Executive Committee.
Manjit joined The Clorox Company in November 2014. Prior to joining The Clorox Company, Manjit led the industry solutions group at Box Inc., where he was responsible for aligning strategies with key customers across different industries. Prior to Box Inc, Manjit served as CIO for Las Vegas Sands, and was CIO of Chiquita Brand International before that. Manjit served as a regional CIO for Gillette in Singapore. Early in his career, Manjit worked for Procter & Gamble, where he pioneered the company’s digital marketing footprint and set up early e-commerce capabilities.
Manjit received a Bachelor of Science degree in mathematics and computer science from the State Univeristy of New York at Binghamton and a Master of Science degree in computer science from Indiana University.
Manjit is an Advisory Board Member at several organizations including Greylock Partners, DocuSign, CipherCloud, among others.
I recently caught up with Manjit by phone from his office in Oakland, California, and our conversation covered World Class IT Principle One, People, as Manjit discussed the importance of upgrading Clorox’s skill mix by bringing in people with new skills and perspectives from both inside and outside the CPG industry; and Principle Four, IT and Business Partnerships, as Manjit highlighted IT’s central position in Clorox, and the ways in which they collaborate with various departments to connect dots and identify opportunities that others may have missed.
Among other topics, Denis and Gill discussed the following issues with Metis Strategy:
* The role of technology in advancing the World Bank Group’s mission, and how it goes about exploring how it can leverage emerging technologies
* How Capital One is balancing the need to explore and leverage new technologies with the reality of its legacy systems
* The rationale, key activities, and challenges around both organizations’ migration to the cloud
* The World Bank’s transition from waterfall development to agile development
* The value WBG sees in blockchain, and some of the proof of concepts they are exploring in their blockchain-focused innovation lab such as land titles and remittances
* The implications of blockchain in the financial services industry, especially regarding the security benefits
* How large organizations can facilitate trust with their customers, and the challenges of competing with consumer-focused technology companies
* The challenges facing the WBG ITS department, such as budget cuts and expectation to deliver more results with less resources
* Gill’s perspective on Capital One’s innovation lab, such as the way in which it is organized, its impact on attracting talent, and some of the innovations that have come out of the lab
* Eye on the trends: artificial intelligence, voice interfaces, and cognitive insights
Denis is the VP of Information and Technology Solutions (ITS) and CIO of the World Bank Group, an international organization and development bank focused on the twin goals of ending extreme Poverty by 2030 and boosting shared prosperity for the bottom 40 percent of population in every country. As CIO, Denis manages the World Bank Group’s information management and information technology portfolio, which is tightly linked with the institutions’ overall strategic direction.
Denis joined the World Bank in 1998, where he has held a variety of leadership positions before ascending to the CIO role.
Denis has a degree in Civil Engineering from Laval University.
Gill Haus is SVP Retail and Direct Bank CIO at Capital One, a Fortune 100 company with $25.5 billion in revenue. At Capital One, Gill is responsible for building and sustaining an innovative technology organization while fostering a culture of excellence in software engineering, all in pursuit of Capital One’s strategic mission.
Gill joined Capital One in January 2016 and has held a variety of leadership roles, most recently as Managing VP Retail and Direct Bank CIO. Prior to Capital One, Gill had technology executive positions at AOL, Curb, and at PayPal.
Gill received a Bachelors in Information Systems from the University of Maryland.
Among other topics, Larry and Theador discussed the following issues with Metis Strategy:
* The genesis of, and vision for Everipedia, including the company’s unique business model and its plans for growth
* The differences between Wikipedia and Everipedia, such as unrestricted topics and blockchain infrastructure
* The benefits of building Everipedia on the blockchain, such as self-governance, immutability, incentivizing contributions, among others
* Everipedia’s forthcoming cryptocurrency token, IQ, and how it enables self-governance and incentives contributions by aligning the interests of editors with the overall success of the site
* How the peer-to-peer hosting, rather than central hosting, enables Everipedia to provide access to information even in countries that typically censor free speech
* Larry’s outlook on the future of blockchain and implications for the enterprise
Everipedia is a wiki-based online encyclopedia that is the largest in the English language. Everipedia leverages blockchain technology to incentivize content generation and ensure democratized access to information.
Theodor co-founded Everipedia in 2014. Prior to that, he was the creator of social gaming networks Hello and Mobafy, and was a web developer at Swedish advertising agency NOGA.
Larry is the CIO of Everipedia and has been focused on developing Everipedia’s blockchain network since joining in December 2016. Larry co-founded Wikipedia with Jimmy Wales in 2001. Larry also taught philosophy at Ohio State University as a visiting professor. Larry received a Bachelor of Arts in Philosophy from Reed College and a Ph.D. in Philosophy from Ohio State University.
I recently caught up with Theodor and Larry by phone from their office in Los Angeles, California, and our conversation the genesis of and vision for Everipedia, the company’s unique use of blockchain and the value it provides, the key differences between Everipedia and Wikipedia, among a variety of other topics.
Among other topics, Melanie discussed the following issues with Metis Strategy:
* An overview of Melanie’s responsibilities, including cybersecurity, digital transformation, infrastructure, corporate facilities, DOW services business, among others
* DOW’s digital transformation initiatives, including their focus on improving the employee experience through procedure automation and voice-based data collection, as well as their efforts to transform the customer experience
* The future of work and how facilities and technology can work in tandem to make employees happier and more productive
* Melanie’s “dual horizon” approach to using the mega-merger between Dow and Dupont as an opportunity to fundamentally rethink the approach to IT and digital
* Dow’s Diamonds Systems Solutions group (DSS), which brings together cross-functional teams to break down silos within the company
* Melanie’s experience as a female CIO, and what can be done to encourage girls and women to enter STEM fields
* Eye on the trends: blockchain, artificial intelligence/machine learning, the boundaryless organization
Melanie is the CIO of Dow, the world’s largest chemical company with revenue exceeding $48 billion. As CIO, Melanie has developed and implemented a strategy for IT, business process solutions and analytics, and spearheaded the company’s digital transformation efforts. She also has global responsibility for Cyber Security and Risk Management, Reporting & Advanced Analytics, Facilities Management, and the Dow Services Business.
Melanie joined Dow in January 1987 in Research Information Systems in Midland, Michigan. In 1990 she moved to the corporate Information Systems group where she held progressive leadership roles across many areas of IT. In 1996, she relocated to open the Southfield, Michigan office, launching the strategic IT partnership between Dow and Accenture. She returned to Midland in 2004.
Melanie received a Bachelor of Science degree in Management Information Systems from Central Michigan University and completed the Executive Education Program at Babson College and the Thunderbird International Leadership Program in Phoenix, Arizona.
Among other topics, Dinu discussed the following issues with Metis Strategy:
* An overview of Dover Corporation and its structure, including its four diverse business segments – Energy, Engineered Systems, Fluids, and Refrigeration & Food Equipment
* How IT is organized, including Dinu’s efforts to establish the enterprise IT function to provide strategy, governance, and shared services to the traditionally decentralized, operating business-based IT
* Dinu’s experience as Dover’s first-ever CIO, and the rationale behind Dover creating a CIO role after 60 years without one
* How Dinu finds the right balance between standardization at the enterprise level and customization at the business-unit level, including standardization priorities such as security and infrastructure
* Which efforts Dinu has prioritized, such as high enterprise risk, modernizing infrastructure, people, and governance
* Dinu’s current strategic priorities, and his focus on transforming IT from a focus on back-office support to becoming a leader in business growth and innovation
* Eye on the Trends: blockchain
Dinu is Vice President and Chief Information Officer of Dover Corporation, a highly diversified, $7 billion industrial manufacturing company with business segments focused on energy, engineered systems, fluids, and refrigeration & food. Since joining Dover Corporation in June 2016 as the company’s first-ever CIO, Dinu has been responsible for Dover’s global IT strategy, cyber security, shared services including infrastructure and enterprise applications, overall IT function leadership and governance. Dinu joined Dover Corporation from Baker Hughes, where he was a Senior Director or IT and IT Integration Lead. Before joining Baker Hughes, Dinu led multiple teams and projects at BMC Software and Accenture. Dinu received his Master’s and Bachelor’s degree in Computer Engineering from Stevens Institute of Technology, and an MBA from the Jones School of Business at Rice University. Dinu servers as a board member for several non-profit organizations, including Make-A-Wish Foundation and Chicago Cares.
Among other topics, Steve discussed the following issues with Metis Strategy:
* How Steve used the multibillion-dollar acquisitions of HGST and SanDisk as an opportunity to transform Western Digital’s systems, processes, and technologies and lay the foundation for the company to scale
* The journey of integrating 3000+ applications, and specifically the importance of focusing first on putting communications and collaboration tools in place to enhance the speed and efficiency with which the organization can move forward
* How the focus on good governance has allowed them to build out program work streams and application roadmaps around ERP, Human Capital Management, PLM, among others
* How Steve set up change management programs within each workstream to ensure that the users can adapt to the new technology at the same rate it is implemented
* The criteria Steve uses to prioritize the integration effort
* Western Digital’s Predictive Analytics as a Service offering and how Steve created a big data platform that is flexible enough to support users at all maturity levels across the business
* How Western Digital leverages on-premise and cloud-based CPU and GPU high-performance computing clusters to run massive engineering simulations that greatly improve speed to market as well as reduce the cost of development
* Eye on the trends: artificial intelligence and machine learning, and the industrial IoT
Steve is the SVP and CIO of Western Digital Corporation, which, with $19 billion in revenue, is one of the largest computer data storage companies in the world. As CIO, Steve has overseen the integration of three multi-billion-dollar Fortune 500 companies into a single Fortune 100 company, following Western Digital’s acquisitions of HGST and SanDisk.
Steve came to Western Digital through its acquisition of HGST were he was CIO at the time. Prior to that, Steve spent five years as CIO of Amylin Pharmaceuticals, where he implemented a three-year IT strategic plan and reduced IT spend by 50%. Before Amylin, Steve was the CIO of Provide Commerce. Prior to his ascension to the CIO role, Steve was the VP of IT at Invitogren, and at Anvent/Memec before that. Steve was the Director of IT at a number of companies, including Gateway, Qualcomm, ADC Wireless, NextWave, and Applied Digital Access.
Steve received a Bachelor’s of Science in Engineering from the United States Naval Academy and an MBA (Technology Management) from the University of Phoenix.
Among other topics, Diane discussed the following issues with Metis Strategy:
* How IT is structured within Textron, and how dual reporting structures are used to enable business-unit IT and enterprise-level IT effectively collaborate
* The criteria that business units use to find a balance between shared services and specialized solutions
* How Diane’s strategic plan – which focuses on (1) advancing the business, (2) making IT easy, (3) protecting the enterprise, and (4) succeeding with talent – keeps the business units moving in a coordinating direction while allowing variability for specific strategies
* How Diane uses ideation events and hackathons to drive innovation across the business and provide the environment for employees to grow outside of their comfort zone
* How IT is made easy by emphasizing communication and maintaining comprehensive knowledge bases on IT tools
* Diane’s career progression, and why she advises aspiring CIOs to gain experience both inside and outside of IT
* Eye on the trends: the diffusion of technology through all business functions, and machine learning and artificial intelligence
Diane is Executive Vice President and Chief Information Officer of Textron Inc., a $13.8 billion aerospace, defense, and industrial conglomerate that owns well-known brands such as Bell Helicopter and Cessna. Diane has been CIO for nearly five years and is responsible for managing the business unit CIOs and directing the day-to-day activities of Textron Information Services (TIS), including TIS executive staff. Diane oversees Textron’s Information Management Council and manages Textron’s information technology supplier and outsourcing relationships.
Prior to becoming CIO of Textron Inc., Diane was VP and CIO of Textron Systems, one of Textron Inc’s many business units. Diane joined Textron in 2007 as the Director of IT Services and Support for Bell Helicopter. During her five years at Bell Helicopter, Diane expanded her focus into areas encompassing business application technologies and special projects focused on modernizing technology systems. Prior to joining Textron, Diane was VP of Information Services at Sonitrol. Prior to Sonitrol, Diane was SAP Program Manager for Honeywell Defense & Space. Before Honeywell, Diane spent five years as CIO of Ultrak. Earlier in her career, Diane was a manager at Ernst & Young.
Diane received a Bachelors of Science in mechanical engineering from the University of Notre Dame, and an M.B.A. from the University of Chicago Booth School of Business.
Among other topics, Taavi discussed the following issues with Metis Strategy:
* The conditions that enabled Estonia’s transformation into the world’s most advanced digital society
* Taavi’s transition from CEO of one of the largest software development companies in the Baltic states to Estonian Government CIO, as well as some of the early projects he led
* How blockchain technology can provide an extra layer of data security
* How Estonia reduces friction for citizens by using regulation to encourage data sharing between government entities
* The ways in which digital technology improves efficiency and simplifies life for Estonian citizens in areas such as healthcare, banking, taxes, education, voting, law enforcement, among others
* How giving citizens control over their data creates a self-enforcing mechanism that protects privacy and provides security
* The genesis of Estonia’s e-Residency program, and how it allows Estonia to grow its economy without relying on increased birth rates or immigration
* Taavi’s view on the disruption of government and the future of digital society
Taavi is the former CIO of the Estonian Government, which is widely recognized as the most advanced digital society in the world. As CIO, Taavi was the driving force behind many of Estonia’s e-government innovations such as its e-Residency program, which, just two years after launch, offers a transnational digital identity to over 20,000 e-Residents worldwide.
Prior to his four-year term as the Estonian Government CIO, Taavi was the CEO of Nortal (previously Webmedia), one of the largest software development companies in the Baltic States. Taavi was one of Webmedia’s founding members and served as its Chief Development Officer and Managing Director prior to becoming CEO. Taavi serves as Special Advisor to the European Commissioner for Digital Single Market, advising on issues regarding digital single market issues and e-governance. Taavi was named Estonian Entrepreneur of the year in 2011 by Ernst & Young, the European CIO of the year in 2014 by ICT Spring, and the 12th brightest business mind in North-Europe in 2016 by the Nordic Business Forum.
Taavi obtained a Master of Science in Engineering from Tallinn University of Technology, and a Bachelor of Science in Engineering and Information Technology from the University of Tartu.
Among other topics, Davids discussed the following issues with Metis Strategy:
* Jody’s career path from administrative assistant to Global CIO
* The contrast in leadership styles between Apple’s Steve Jobs and Nike’s Bill Knight, and the impact that had on her own development as a leader
* The broad experience she gained at Cardinal Health, including overseeing the expansion of IT shared services
* Her focus on standardizing data and using analytics to improve organizational decision making
* How her organization provides services to an incredibly wide range of customers in over 200 countries
* The value of CIOs serving on corporate boards, both to the board as well as to the CIO
* Eye on the trends: Blockchain
Prior to joining PepsiCo, Jody held the CIO role at a number of organizations including Agrium, BestBuy, and Cardinal Health, where she was CIO for a decade. Prior to Cardinal Health, Jody was the Director of Information Technology at Nike. Prior to Nike, Jody spent fifteen years at Apple. Jody began her career as an administrative assistant at GE. Jody also serves on the Board of Directors at Premier Inc.
Jody earned a bachelor’s degree and an MBA from San Jose State University
Among other topics, Johnson discussed the following issues with Metis Strategy:
* How the unification of the back-office technology and shared services teams under Clay enables Walmart to operate more efficiently
* The consumerization of IT, and how that drives Clay’s focus on providing intuitive digital tools that enhance the productivity of Walmart’s two million employees
* The importance of having employees with the right skills and mindset in the right roles, and how Walmart ensures it has the proper skills mix
* Clay’s three-pronged approach to gaining an understanding of the needs of Walmart’s business and its massive workforce, and how that informs project prioritization within his 10,000-person team
* The four key elements to creating a healthy culture: transparency, encouraging healthy debate, empowering people to speak up, and celebrating failure
* How the shift to a product model and end-to-end ownership has improved internal efficiency
* Walmart’s network of innovation centers, and how they leverage the surrounding ecosystem of academic institutions and startups
* The key lessons Clay has taken away from the various experiences across his career
* Walmart’s approach to artificial intelligence and the tangible benefits they are seeing
Clay is Executive Vice President of Global Business Services and Chief Information Officer of Walmart, a nearly $300 billion company that is both the world’s largest employer with 2.3 million employees and the world’s largest company by revenue with approximately $480 billion in 2016 revenue. Since joining Walmart this past January, Clay has led a global team of over 10,000 people focused on driving operational efficiencies, lowering costs and accelerating growth.
Prior to joining Walmart, Clay was the Chief Information Officer at General Electric Power. While at GE, Clay drove digital transformation efforts as a member of the Information Management Council and was also the executive sponsor of GE’s Veterans Network. Prior to GE, Clay held multiple leadership roles at The Boeing Company, including Vice President of Information Technology and Director of IT Manufacturing and Quality Systems, Director of Cybersecurity and Director of Finance and Human Resources Information Systems. He also served as an executive leader for Boeing’s Accelerated Leadership Program. Prior to joining Boeing, Clay was Director of Information Technology at Dell. Clay started his career as a software developer at FedEx.
Clay served five years in the United States Coast Guard, where he held numerous leadership positions. He holds a bachelor’s degree in computer science engineering and an MBA from the University of Texas.
Among other topics, Linda discusses the following issues with Metis Strategy:
* Linda’s expanded purview as Executive Vice President of Technology and Chief Digital Officer
* United’s digital strategy, and how they use digital to enhance both the customer-facing experience as well as internal operations
* Evolving customer expectations in the travel space
* How Linda has seen the role of the CIO evolve during the past 10+ years
* Linda’s view on the role of the Chief Digital Officer
* Advice for CIOs who aspire to join corporate Boards
* How United thinks about cyber risk, and how to have the conversation with the Board
* The importance of machine learning for leveraging data across the company
Linda is the Executive Vice President of Technology and Chief Digital Officer for United Airlines, a $19 billion company. Since becoming EVP Technology and CDO this past June, Linda has been responsible for strategy and operations of United’s technology platforms and infrastructure, as well as United’s mobile app, e-commerce, and commercial web platforms.
Linda joined United in 2014 as Executive Vice President and Chief Information Officer. Prior to joining United, Linda was Executive Vice President and Chief Information Officer for Rogers Communications, and has served as CIO for Energy Future Holdings Corporation and Flowserve Corporation.
Linda is a member of the Board of Directors at Exelon Corporation. She also participates on a variety of not-for-profit and education boards including the Adler Planetarium and the Rensselaer Alumni Association.
Linda holds a bachelor’s degree in computer science and a master’s degree in industrial engineering, both from Rensselaer Polytechnic Institute.
Among other topics, Thaddeus discusses the following issues with Metis Strategy:
* The progression of Thaddeus’ career through a variety of roles in many industries
* The value AT&T Business provides customers and Thaddeus’ role as CEO
* Shift of AT&T business from hardware appliances to software, and the resulting change to the organizational structure (and CIO role)
* The changing role of the CIO from integrator and enabler to transformation leader, and how business leaders can use innovation as a disruptive tool
* The mindset successful CIOs of the future need to have to help their business partners and customers thrive
* AT&T’s network of innovation centers
Thaddeus is Chief Executive Officer of AT&T Business, which serves over 2.5 million business customers in almost 200 countries and territories, including nearly all of the world’s Fortune 1000 companies. As CEO, Thaddeus is responsible for AT&T’s integrated business solutions and international organization.
Thaddeus joined AT&T through its acquisition of Cingular Wireless, where he was CIO. Upon joining AT&T, he became CIO of AT&T, a role he held for seven years. Thaddeus has since held a number of senior executive positions including President of Technology Development, CEO of AT&T Mexico, and now, CEO of AT&T Business. Prior to joining Cingular Wireless Thaddeus was a Senior Vice President at Sabre.
Thaddeus holds a Bachelor or Science degree in mathematics and computer science from The University of Texas at Arlington, as well as a MBA from Southern Methodist University.
Among other topics, Cynthia discusses the following issues with Metis Strategy:
* Cynthia’s accounting and HR background prior to IT, how she found her way into IT, and how her new role represents the culmination of her skills and experiences
* The myriad ways that Cynthia’s experience as a CIO will help her succeed as a CFO
* Cynthia’s perspective on the CIO-CFO relationship, given her exposure to both sides
* The value that IT delivers to Norfolk Southern
* How the company drives itself to innovate, despite being in an industry with a high barrier to entry
* Cynthia’s strategy going forward, as compared to that of her predecessor
* The gains women have made in senior IT and finance positions
Cynthia is Executive Vice President and Chief Financial Officer of Norfolk Southern, a $36 billion class 1 railroad. Since becoming CFO this past August, Cynthia has leveraged her financial and IT background to deliver value back to shareholders, as well as deliver productivity throughout the business.
Cynthia joined Norfolk Southern in 1985 and has held a variety of senior leadership positions at the company, including Chief Information Officer, Executive Vice President Administration, Vice President Human Resources, and Assistant Vice President Accounting Operations. Prior to joining Norfolk Southern, Cynthia was an accountant at Ernst & Young’s predecessor CPA firm, Ernst & Whinney.
Cynthia holds a Bachelor of Science degree in accounting from the University of Missouri and has completed the Advanced Management Program at Harvard Business School.
Among other topics, Fletcher discusses the following issues with Metis Strategy:
* Fletcher’s accent to the CIO position, and how he prepared for the role
* IB M’s cultural transformation, and the role of IT in driving this on the digital front
* How IBM views cognitive business solutions and the ways in which IT supports and enables these efforts both internally and externally
* How Fletcher approaches delivering IT value to a highly technical company
* The philosophy and practice of “embedding security into everyone’s job”
* How Fletcher engages with CIOs that are both his peers and his clients
* Fletcher’s perspective, as a young CIO, on making IBM more attractive to millennials
Fletcher is Chief Information Officer of IBM, a 106-year-old, $140 billion technology company. Since becoming CIO this past May, Fletcher has focused on creating an agile culture to increase the pace of innovation and is responsible for delivering a productive IT environment to several hundred thousand IBM employees, contractors, and business partners worldwide.
Fletcher has held a variety of positions at IBM during his 10+ years with the company, including most recently Vice President of Workplace as a Service. Prior to joining IBM, Fletcher was a manager with Walmart’s Enterprise Systems Management group.
Fletcher holds a bachelor’s degree in Political Science and German from Connecticut College.
Among other topics, Scott discusses the following issues with Metis Strategy:
* How these companies fulfill our needs for God, love, consumption, and sex
* Why society is willing to ignore the destructive policies and behaviors of these companies, and the economic and societal dangers of doing so
* The potential benefits of these companies competing against each other
* Society’s reverence for founder CEOs
* Why the companies should break themselves up
* The Amazon singularity: how consumer stocks trades depend on what Amazon is doing in their sector
* The new problems that the companies create for tax policy and regulation
* Characteristics of the U.S. that fostered the creation and grown of the companies
Scott Gallloway is a Professor of Marketing at NYU Stern School of Business. He is the author of, “The Four: The Hidden DNA of Amazon, Apple, Facebook, and Google.” Scott is also the founder of nine firms including L2, Red Envelope, and Prophet.
Scott has served on the board of directors of Eddie Bauer, The New York Times Company, Gateway Computer, and Berkeley’s Haas School of Business.
He was elected to the World Economic Forum’s “Global Leaders of Tomorrow” and was named “One of the World’s 50 Best Business School Professors” by Poets & Quants, in 2012.
Scott received a B.A. from the University of California –Los Angeles and an MBA from the University of California – Berkeley.
Among other topics, Paula discusses the following issues with Metis Strategy:
* Paula’s decision to move to Intel after 20 years at Dow Chemical
* IT’s role in the transformation and growth of Intel’s portfolio of products and services
* How IT’s partnerships with businesses within Intel help shape the products and solutions Intel brings to the market
* The Intel IT Annual Performance Report
* Implementing predictive analytics, machine learning, and artificial intelligence to drive efficiency, effectiveness, and value
* Paula’s career path and the diverse roles that she has held
Paula Tolliver is Corporate Vice President and Chief Information Officer of Intel Corporation, a $59 billion technology company. Since joining Intel in 2016, Paula has accelerated the company’s vision of making things that are smart, connected, and work best with Intel technology.
Prior to joining Intel, Paula held a diverse set of roles at Dow Chemical. During her 20 year tenure with the company, her positions included Global Vice President of Purchasing, Corporate Vice President of Business Services, and Chief Information Officer.
Paula holds a bachelor’s degree in business information systems and computer science from Ohio University. She has completed the Babson College Executive Education Program.
Among other topics, Neal discusses the following issues with Metis Strategy:
* Neal’s transformation of the Express Script’s IT department
* Technology driven health care
* Express Script’s apprenticeship to hire program
* The steps Neal takes to prepare for new roles
* The value Neal has derived from his Ph.D. in Computer Science
* Fostering personal growth while adding value at a new position: change scale, function, or domain
* Eye on the trends: high utility wearables
Neal Sample is Senior Vice President and Chief Information Officer of Express Scripts, a $100 billion pharmacy benefit management company. Since joining the organization in early 2016, Neal has focused on innovative solutions, process improvements, and increasing productivity.
Prior to joining Express Scripts, Neal held several executive level positions with American Express’s Enterprise Growth unit including President, CIO, and Chief Marketing Technologist. Neal has also held technology leadership roles at eBay and Yahoo.
Neal earned a B.A. and M.S. in Computer Science from the University of Wyoming. He also holds an M.S. and Ph.D. in Computer Science from Stanford University.
Among other topics, Yoshua discusses the following issues with Metis Strategy:
* Supervised verses unsupervised deep learning
* The heart of deep learning: disentangled representations
* The genesis and mission of Element AI
* Exploratory AI research verses applied AI research
* The development of the Montreal Institute of Learning Algorithms (MILA)
* The significance Yoshua places on supportive and collaborative cultures
* The evolution of AI in Montreal
* Yoshua’s concerns bout lethal autonomous weapons (LAWs)
Yoshua Bengio, a pioneer of deep learning, is a Full Professor of the Department of Computer Science and Operations Research at the University of Montreal. Yoshua is also the Director of the Montreal Institute for Learning Algorithms (MILA) and a Senior Fellow of the Canadian Institute for Advanced Research (CIFAR), where he co-directs its program on deep learning.
Yoshua serves as an adviser to a number of enterprises and is a co-founder of Element AI, a startup that helps organizations embrace AI.
Yoshua is a co-author of the book “Deep Learning” and more than 300 other publications. He currently serves as action editor for the Journal of Machine Learning Research, as an associate editor for the Neural Computation journal, and as an editor for the journal Foundations and Trends in Machine Learning.
Yoshua earned a bachelor’s degree in engineering, a master’s degree in Computer Science, and a Ph.D. in Computer Science, all from McGill University.
Among other topics, Andrew discusses the following issues with Metis Strategy:
* The genesis of Carnegie Mellon University’s School of Computer Science
* The history of artificial intelligence
* Aspects of human intelligence that have been automated to date
* The impact of automation on jobs
* Automated personal assistants as the predictor for the future eminent AI company
* CMU’s strategies for retaining faculty talent
* The two distinct safety concerns of AI
* The supportive relationship between Pittsburgh’s government, universities, and tech and manufacturing companies
Andrew W. Moore has served as the Dean of Carnegie Mellon University’s School of Computer Science since 2014. He was a professor of computer science and robotics at CMU before taking a leave of absence, in 2006, to become founding director of Google’s Pittsburgh engineering office.
Andrew received an undergraduate degree in Mathematics and Computer Science and a PhD in Computer Science from Cambridge University.
Andrew is a fellow of the American Association for Artificial Intelligence.
Among other topics, Greg discusses the following issues with Metis Strategy:
* The role of technology in Fifth Third’s business-to-business (B2B) and business-to-customer (B2C) relationships
* Fifth Third’s multi-pronged technology division
* Firth Third’s three-phrased strategy for developing and delivering new technologies
* Why CIOs need to know each business within the enterprise
* Greg’s career path from CIO to CEO
Greg is the President and Chief Executive Officer of Fifth Third Bank, a diversified financial services company with $142 billion in assets.
Greg joined Fifth Third in 2003 as Executive Vice President and Chief Information Officer. By 2006 he was offered the Chief Operating Officer role, and became President in 2012. Greg has served as President and CEO since 2015.
Prior to joining Fifth Third, Greg was the CIO of Emerson Electric, and held several information technology and leadership positions at General Electric.
Greg earned a bachelor’s degree in computer science from the University of Dayton and a master’s degree in business administration from Central Michigan University.
Greg is a member of Fifth Third Bank’s Board of Directors and of the Financial Services Roundtable Advisory Board, the leading advocacy organization for America’s financial services industry.
Among other topics, Bill discusses the following issues with Metis Strategy:
* Bill’s 13-year career path at Cerner
* The critical skills needed for IT leaders
* How previously being a part of a revenue-enhancing division of Cerner shaped how Bill runs IT
* Bill’s purview as CIO: security, data centers, corporate IT, infrastructure, IT finance and governance
* Advice for scaling quickly: robust processes, internal relationships, and external relationships
* Eye on the trends: public cloud, partnering analytics with artificial intelligence, gamification
Bill Graff is the Chief Information Officer of Cerner, a $4.8 billion health care information technology solutions company. He has global responsibility for the organization’s physical and logical security programs and corporate IT. Bill’s team also supports remote hosting and cloud datacenter operations in seven countries.
Bill joined Cerner in 2005 as a senior manager of Infrastructure Operations. Before becoming CIO in 2016, Bill held a variety of executive positions within the enterprise. Prior to joining Cerner, Bill spent 17 years in various IT roles spanning retail, nuclear, and fossil power generation industries.
Bill has been recognized by Computerworld as a Premier 100 IT Leader. He serves on the board of advisors for Hewlett Packard Enterprises and Intel Corporation.
Bill graduated from Kansas State University with a Bachelor of Science in Agriculture & Economics.