3. Executive Summary
• Cloud computing is a general term for anything that involves delivering hosted services over the Internet. These services are
broadly divided into three categories: Infrastructure-as-a-Service (IaaS), Platform-as-a-Service (PaaS) and Software-as-a-Service
(SaaS). The name cloud was inspired by the symbol that's often used to represent the Internet in flowcharts and diagrams.
• Cloud computing promises several attractive benefits for businesses and end users. Four of the main benefits of cloud
computing include: Remote Accessibility, Self Service Provisioning, Elasticity and Pay per Use.
• Cloud computing shifts many technology costs from capital expenditure to operating expenditure.
• Cloud computing is one of the 10 strategic technology trends for 2015, according to analysis from the Gartner Group. Gartner
defines a strategic technology trend as one “with the potential for significant impact on the organisation in the next three
years.”
• Dell’s 2014 Global Technology Adoption Index survey showed that 67% of mid-sized organizations globally (those with 100–
4,999 employees) are currently using cloud. The adoption rate is larger among large businesses with the small the medium size
market closing the gap.
• Multiple studies indicate that companies are shifting technology workload to the cloud in significant numbers and report that
cloud-based services reduce IT service costs by 30-50%. The “traditional IT” delivery model is in decline.
“You can outsource the work, but not the accountability”
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4. Considerations
• Business Plan – What is the present business model and where does the business plan to be in the next 3-5 years? Cloud
computing lends itself to business cycles allowing companies to quickly expand during growth and manage operating costs via a
variable pricing structure during contraction. A technology plan and roadmap that is aligned with the business is required.
• Financial Treatment – The company may have a preference between capital expenditure (In-house IT) and operating
expenditure (Cloud). This decision should also include a conversation of leasing In-house IT equipment versus purchasing.
• Total Cost of Ownership (TCO) – A detailed 5-year TCO analysis of one-time and recurring expense (to include an In-house tech
refresh cycle) should be conducted between Cloud Computing and In-house IT. The review should include but not be limited to
redundancy, risk controls, production/test environments, hardware, software licenses, maintenance agreements , WAN/LAN,
technology staff and facilities.
• Risks and Controls – Cyber security, litigation and regulation has placed an additional operating burden on companies in order
to avoid reputation and financial risk. The rise in data breach events is likely to continue. Proper due diligence of a Cloud
Computing vendor should be performed and an annual review of the vendor’s SSAE-16 Type II Audit should be conducted. An
In-house IT operation should have similar controls (with associated costs) in place as would be required of a vendor.
• Customer Experience – Studies have shown that Cloud Computing vendors have less system downtime on average as
compared to In-house IT. In addition, vendors offer 24x7 support. These are contractual service levels that should have the
appropriate penalty language and should be considered in the Total Cost of Ownership analysis.
• Employee Experience – Consideration should be given to the business model, the employee role, applications and access to
large amounts of data. A cloud offering will offer advantages in terms of remote access and provisioning. Regardless of Cloud
Computing or In-house IT the company should pursue server and desktop virtualization.
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5. Technology Management Best Practices
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Profitability
•Multi-Year Strategic Technology Plan and Roadmap
•Technology Investment Governance Program
•Scalable Solutions With Variable Cost Structures
•Ranking Against Peer Group Metrics
Risks/Controls
•Best-in-Class Information Security Program
•Risk Management Framework
•Business Resiliency Program
•Adherence to SSAE-16 Type II Audit Controls
Customer Experience (internal and external)
•Architecture and Technology Stack That is Robust, Scalable and Nimble
•Methodologies/Tools to Reduce Defects and Increase Speed to Market
•Metrics-Base Production Support Model
•Enterprise Change Management Program
Employee Experience
•Performance Management With SMART Goals
•Talent Management and Training to Develop High Potential Performers
•Demand Management to Promote Work/Life Balance
•Technology Solutions That Improve Daily Work Life of Staff
All four areas must be considered in developing a sound strategic
technology plan and driving tactical delivery
6. John Scattergood
Chief Information Officer | Financial Services
Execution driven strategic thinker and thought leader with twenty-five years of experience focused on the intersection of technology and
financial services. Demonstrated experience in the delivery of multi-year technology strategies that support dynamic companies.
Background as a financial services technology professional provides a unique perspectives on industry challenges and trends
Equally adept at technology vision, strategy, delivery and support of enterprise-wide technology. Combine technology knowledge and
business acumen to support strong company revenue growth. Promote best practices to enhance profitability, risk management,
customer interaction and employee experience.
Broad career experience in investment bank, private equity, and de novo operations. Executive roles have produce a unique combination
of Information Technology, Human Resources, Global Strategic Sourcing and Corporate Services. An industry reputation for business
alignment, transformation, enterprise-wide technology and organizational development.
Built or renovated six mortgage technology platforms and organizations with internal rates of return greater than 40%. Directed the
acquisition and technology integration of three mortgage companies. Technology best practices focus on profitability, risks and controls,
customer experience and employee experience.
Track record in assisting companies on implementing multi-year strategic technology plans with measurable results;
• Support company growth, increasing revenue and decreasing costs.
• Deliver leading edge sustainable solutions to solve business challenges
• Develop technology organizations with the culture, skills and tools for effective tactical delivery
• Address legal and regulatory concerns to avoid litigation, penalties and sanctions
• Adhere to the highest level of ethics required of a financial services executive
A graduate of University of Minnesota with a Bachelor of Arts degree in Economics. He presently resides in Dallas, Texas with his wife
Kimberley and has two sons Blake and Nick.
Execution driven strategic thinker and thought leader with twenty-five years of experience focused on the intersection of technology and
financial services. Demonstrated experience in the delivery of multi-year technology strategies that support dynamic companies.
Background as a financial services technology professional provides a unique perspectives on industry challenges and trends
Equally adept at technology vision, strategy, delivery and support of enterprise-wide technology. Combine technology knowledge and
business acumen to support strong company revenue growth. Promote best practices to enhance profitability, risk management,
customer interaction and employee experience.
Broad career experience in investment bank, private equity, and de novo operations. Executive roles have produce a unique combination
of Information Technology, Human Resources, Global Strategic Sourcing and Corporate Services. An industry reputation for business
alignment, transformation, enterprise-wide technology and organizational development.
Built or renovated six mortgage technology platforms and organizations with internal rates of return greater than 40%. Directed the
acquisition and technology integration of three mortgage companies. Technology best practices focus on profitability, risks and controls,
customer experience and employee experience.
Track record in assisting companies on implementing multi-year strategic technology plans with measurable results;
• Support company growth, increasing revenue and decreasing costs.
• Deliver leading edge sustainable solutions to solve business challenges
• Develop technology organizations with the culture, skills and tools for effective tactical delivery
• Address legal and regulatory concerns to avoid litigation, penalties and sanctions
• Adhere to the highest level of ethics required of a financial services executive
A graduate of University of Minnesota with a Bachelor of Arts degree in Economics. He presently resides in Dallas, Texas with his wife
Kimberley and has two sons Blake and Nick.
6
7. John Scattergood
Chief Information Officer | Financial Services
Execution driven strategic thinker and thought leader with twenty-five years of experience focused on the intersection of technology and
financial services. Demonstrated experience in the delivery of multi-year technology strategies that support dynamic companies.
Background as a financial services technology professional provides a unique perspectives on industry challenges and trends
Equally adept at technology vision, strategy, delivery and support of enterprise-wide technology. Combine technology knowledge and
business acumen to support strong company revenue growth. Promote best practices to enhance profitability, risk management,
customer interaction and employee experience.
Broad career experience in investment bank, private equity, and de novo operations. Executive roles have produce a unique combination
of Information Technology, Human Resources, Global Strategic Sourcing and Corporate Services. An industry reputation for business
alignment, transformation, enterprise-wide technology and organizational development.
Built or renovated six mortgage technology platforms and organizations with internal rates of return greater than 40%. Directed the
acquisition and technology integration of three mortgage companies. Technology best practices focus on profitability, risks and controls,
customer experience and employee experience.
Track record in assisting companies on implementing multi-year strategic technology plans with measurable results;
• Support company growth, increasing revenue and decreasing costs.
• Deliver leading edge sustainable solutions to solve business challenges
• Develop technology organizations with the culture, skills and tools for effective tactical delivery
• Address legal and regulatory concerns to avoid litigation, penalties and sanctions
• Adhere to the highest level of ethics required of a financial services executive
A graduate of University of Minnesota with a Bachelor of Arts degree in Economics. He presently resides in Dallas, Texas with his wife
Kimberley and has two sons Blake and Nick.
Execution driven strategic thinker and thought leader with twenty-five years of experience focused on the intersection of technology and
financial services. Demonstrated experience in the delivery of multi-year technology strategies that support dynamic companies.
Background as a financial services technology professional provides a unique perspectives on industry challenges and trends
Equally adept at technology vision, strategy, delivery and support of enterprise-wide technology. Combine technology knowledge and
business acumen to support strong company revenue growth. Promote best practices to enhance profitability, risk management,
customer interaction and employee experience.
Broad career experience in investment bank, private equity, and de novo operations. Executive roles have produce a unique combination
of Information Technology, Human Resources, Global Strategic Sourcing and Corporate Services. An industry reputation for business
alignment, transformation, enterprise-wide technology and organizational development.
Built or renovated six mortgage technology platforms and organizations with internal rates of return greater than 40%. Directed the
acquisition and technology integration of three mortgage companies. Technology best practices focus on profitability, risks and controls,
customer experience and employee experience.
Track record in assisting companies on implementing multi-year strategic technology plans with measurable results;
• Support company growth, increasing revenue and decreasing costs.
• Deliver leading edge sustainable solutions to solve business challenges
• Develop technology organizations with the culture, skills and tools for effective tactical delivery
• Address legal and regulatory concerns to avoid litigation, penalties and sanctions
• Adhere to the highest level of ethics required of a financial services executive
A graduate of University of Minnesota with a Bachelor of Arts degree in Economics. He presently resides in Dallas, Texas with his wife
Kimberley and has two sons Blake and Nick.
6
