Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
An accomplished senior leader with over 25 years’ in progressive leadership roles in Information Technology, the last 15 years have been in executive level positions (VP/SVP/CIO/Consultant). Experience ranges across industries with current in Hospitality.
Owner of Technology Advisory Services, Inc. which provides technology leadership and advisory services in support of delivering the right solutions at the right time using effective right-sized governance practices.
Specialties include Business IT alignment, Governances including Executive Council and Steering Committee, Project Portfolio Management, Change Management, Resource Management, Vendor Management, Financial Management, contracts and agreements, effective communication, leadership and leadership development and talent optimization.
Dawn’s Information Technology Management experience is strong and encompasses all IT domain areas. She views IT as an integrated business and all departments need to operate in unison in support of delivering continuous results. Security, compliance and data protection are always in the forefront, strong talent management is expected and continuous improvement is part of core operations with expected high customer satisfaction results.
Dawn is passionate about helping and guiding organizations to embrace change using innovative approaches that challenges and delivers business results. She is recognized as a steady, trusted leader and partner who fosters and builds deep connections among organizational stakeholders and teams at all levels.
Dawn continuous to challenge herself to become a better version of herself in everything she does and she is grateful for the opportunities she has been privileged to experience through great partnerships. She brings this approach and attitude to every client and delivers expected results and more. She may join a team as a leadership consultant but always leaves as a trusted partner and advocate.
More Information:
https://flevy.com/browse/flevypro/business-transformation-success-factors-5561
Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course.
Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data.
This presentation provides a detailed overview of the 5 Factors Critical for achieving the desired results from Business Transformation, based on empirical evidence. These 5 factors are:
1. Cost Management
2. Revenue Growth
3. Long-term Strategy and R&D Investment
4. New, External Leadership
5. Holistic Transformation Programs
Other topics discussed in the presentation include the rationale for Business Transformation, its effects, phases, and the trends that trigger Business Transformation.
The slide deck also includes some slide templates for you to use in your own business presentations.
Bridging Mission and Management: A Survey of Government Chief Operating OfficersBooz Allen Hamilton
What role do COOs play in agencies? What are their top priorities and challenges? What is the state of management in federal agencies? Those are the questions the Partnership for Public Service and Booz Allen Hamilton set out to understand in this inaugural report, “Bridging Mission and Management: A Survey of Government Chief Operating Officers.”
This report is intended to be the first in a series on the state of federal management from the perspective of those senior officials most accountable for results: the government’s chief operating officers and other equivalent top management officials. The goal of this series is to document the state of federal management from the perspectives of the leaders ultimately in charge—
the agency COOs.
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
An accomplished senior leader with over 25 years’ in progressive leadership roles in Information Technology, the last 15 years have been in executive level positions (VP/SVP/CIO/Consultant). Experience ranges across industries with current in Hospitality.
Owner of Technology Advisory Services, Inc. which provides technology leadership and advisory services in support of delivering the right solutions at the right time using effective right-sized governance practices.
Specialties include Business IT alignment, Governances including Executive Council and Steering Committee, Project Portfolio Management, Change Management, Resource Management, Vendor Management, Financial Management, contracts and agreements, effective communication, leadership and leadership development and talent optimization.
Dawn’s Information Technology Management experience is strong and encompasses all IT domain areas. She views IT as an integrated business and all departments need to operate in unison in support of delivering continuous results. Security, compliance and data protection are always in the forefront, strong talent management is expected and continuous improvement is part of core operations with expected high customer satisfaction results.
Dawn is passionate about helping and guiding organizations to embrace change using innovative approaches that challenges and delivers business results. She is recognized as a steady, trusted leader and partner who fosters and builds deep connections among organizational stakeholders and teams at all levels.
Dawn continuous to challenge herself to become a better version of herself in everything she does and she is grateful for the opportunities she has been privileged to experience through great partnerships. She brings this approach and attitude to every client and delivers expected results and more. She may join a team as a leadership consultant but always leaves as a trusted partner and advocate.
More Information:
https://flevy.com/browse/flevypro/business-transformation-success-factors-5561
Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course.
Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data.
This presentation provides a detailed overview of the 5 Factors Critical for achieving the desired results from Business Transformation, based on empirical evidence. These 5 factors are:
1. Cost Management
2. Revenue Growth
3. Long-term Strategy and R&D Investment
4. New, External Leadership
5. Holistic Transformation Programs
Other topics discussed in the presentation include the rationale for Business Transformation, its effects, phases, and the trends that trigger Business Transformation.
The slide deck also includes some slide templates for you to use in your own business presentations.
Bridging Mission and Management: A Survey of Government Chief Operating OfficersBooz Allen Hamilton
What role do COOs play in agencies? What are their top priorities and challenges? What is the state of management in federal agencies? Those are the questions the Partnership for Public Service and Booz Allen Hamilton set out to understand in this inaugural report, “Bridging Mission and Management: A Survey of Government Chief Operating Officers.”
This report is intended to be the first in a series on the state of federal management from the perspective of those senior officials most accountable for results: the government’s chief operating officers and other equivalent top management officials. The goal of this series is to document the state of federal management from the perspectives of the leaders ultimately in charge—
the agency COOs.
Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
Dear Hiring Manager,
Summary
I have experience in building successful capital equipment corporations including being an entrepreneur of my own. My expertise includes product development, manufacturing standardization Logistics, customer service and management I have held the positions of Director of Operations, VP of Operations and Chief Operations Officer, Marketing and President and CEO. My responsibilities have included engineering, manufacturing, GMP/ISO, Quality Control, HR and Customer Service worldwide with profit and loss responsibilities.
I have a proven track record providing consistent results in high-pressure environments. I believe my greatest contribution has been in the mentoring, developing and education of quality individuals. My goal is to create an environment where individuals can grow to their greatest potential. It is my belief the primary responsibility of a manager is to the customer and employees. The results of this practice generates excellent relationships with investors, partners.
CAREER EXPERIENCE
• Startup and turnaround companies
• Capital expenditure
• Sales
• Marketing
• International distribution and service
• Customer service
• Manufacturing
• Logistics
• CRM
• ISO, FDA and PMA
• Countries I have done business with:
Canada, England, Europe, Philippines, Japan, Vietnam, Russia, India, China, Mexico, Santo Domingo, Corsica, Norway and Turkey.
PRODUCT EXPERIENCE AND KNOWLEDGE
• Medical imaging
• Imaging equipment
• Imaging centers
• Digital X-ray equipment
• Service of MRI, CT, Ultrasound, Digital X-Ray and C-Arm (digital)
• Service and repair of refurbished and new medical equipment
• Biomedical equipment
• Medical device industry
• Medical diagnostic
• Medical equipment distribution
• Channel marketing distribution and OEM
Sincerely,
Mark Falkowski
Info-Tech is the most innovative firm in the industry, and we pride ourselves on delivering better research than anyone.
Become a member and unlock a range of data-driven tools and resources to drive systematic IT improvement.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Corporate Real Estate Impact on Enterprise SuccessRegus
This research explores the relationship between the perceived maturity and capability of Corporate Real Estate (CRE) practices and the economic performance of business enterprises. It focuses on Fortune 500-sized organisations.
http://www.regus.com/?utm_campaign=slideshare
Use this CV template to create beautiful PowerPoint CVs for personal use or to introduce your company's team members. This template is provided for free by the Power-user add-in, a productivity tool for PowerPoint and Excel.
Aligning Business and Technology for Competitive AdvantageDijitle
Until quite recently, I.T. has functioned primarily as a technology implementer for the business. it has focused on providing a robust infrastructure, along with the implementation and integration of package software to automate the main business processes. But now we have entered the age of digital business, where many businesses exist solely because of technologies – in many cases technology is now driving the business rather than being subservient to it.
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Presenting the best-of-the-best Connors Group talent - some of the most skilled, accomplished, and recommended Information Technology candidates making a splash across the Retail industry. Have a hiring need? Someone specific catch your eye? Want to learn more? Email gina@theconnorsgroup.com.
Stanford-SDG Webinar Six critical principles of strategic portfolio managementSmartOrg
Stanford center for professional development and Strategic Decisions Group (SDG) presented this webinar on the six principles of strategic portfolio management. The webinar was led by David Matheson of SmartOrg was a part of the Stanford strategic decision & risk management certificate program.
The three basic dimensions of great portfolio results - How, what and who?
How do you choose your projects, especially when you have too many projects but not enough resources? How do you choose between two good projects? Which approaches produces the best results in your portfolio management?
In this webinar, David Matheson provides key insights and discusses the six critical principles of strategic portfolio management.
Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
Dear Hiring Manager,
Summary
I have experience in building successful capital equipment corporations including being an entrepreneur of my own. My expertise includes product development, manufacturing standardization Logistics, customer service and management I have held the positions of Director of Operations, VP of Operations and Chief Operations Officer, Marketing and President and CEO. My responsibilities have included engineering, manufacturing, GMP/ISO, Quality Control, HR and Customer Service worldwide with profit and loss responsibilities.
I have a proven track record providing consistent results in high-pressure environments. I believe my greatest contribution has been in the mentoring, developing and education of quality individuals. My goal is to create an environment where individuals can grow to their greatest potential. It is my belief the primary responsibility of a manager is to the customer and employees. The results of this practice generates excellent relationships with investors, partners.
CAREER EXPERIENCE
• Startup and turnaround companies
• Capital expenditure
• Sales
• Marketing
• International distribution and service
• Customer service
• Manufacturing
• Logistics
• CRM
• ISO, FDA and PMA
• Countries I have done business with:
Canada, England, Europe, Philippines, Japan, Vietnam, Russia, India, China, Mexico, Santo Domingo, Corsica, Norway and Turkey.
PRODUCT EXPERIENCE AND KNOWLEDGE
• Medical imaging
• Imaging equipment
• Imaging centers
• Digital X-ray equipment
• Service of MRI, CT, Ultrasound, Digital X-Ray and C-Arm (digital)
• Service and repair of refurbished and new medical equipment
• Biomedical equipment
• Medical device industry
• Medical diagnostic
• Medical equipment distribution
• Channel marketing distribution and OEM
Sincerely,
Mark Falkowski
Info-Tech is the most innovative firm in the industry, and we pride ourselves on delivering better research than anyone.
Become a member and unlock a range of data-driven tools and resources to drive systematic IT improvement.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Corporate Real Estate Impact on Enterprise SuccessRegus
This research explores the relationship between the perceived maturity and capability of Corporate Real Estate (CRE) practices and the economic performance of business enterprises. It focuses on Fortune 500-sized organisations.
http://www.regus.com/?utm_campaign=slideshare
Use this CV template to create beautiful PowerPoint CVs for personal use or to introduce your company's team members. This template is provided for free by the Power-user add-in, a productivity tool for PowerPoint and Excel.
Aligning Business and Technology for Competitive AdvantageDijitle
Until quite recently, I.T. has functioned primarily as a technology implementer for the business. it has focused on providing a robust infrastructure, along with the implementation and integration of package software to automate the main business processes. But now we have entered the age of digital business, where many businesses exist solely because of technologies – in many cases technology is now driving the business rather than being subservient to it.
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Presenting the best-of-the-best Connors Group talent - some of the most skilled, accomplished, and recommended Information Technology candidates making a splash across the Retail industry. Have a hiring need? Someone specific catch your eye? Want to learn more? Email gina@theconnorsgroup.com.
Stanford-SDG Webinar Six critical principles of strategic portfolio managementSmartOrg
Stanford center for professional development and Strategic Decisions Group (SDG) presented this webinar on the six principles of strategic portfolio management. The webinar was led by David Matheson of SmartOrg was a part of the Stanford strategic decision & risk management certificate program.
The three basic dimensions of great portfolio results - How, what and who?
How do you choose your projects, especially when you have too many projects but not enough resources? How do you choose between two good projects? Which approaches produces the best results in your portfolio management?
In this webinar, David Matheson provides key insights and discusses the six critical principles of strategic portfolio management.
According to the 2011 BDO Biotech Briefing,
which examined the most recent 10-K SEC
filings of the publicly traded companies listed
on the NASDA Q Biotechnology Index (NBI),
R&D spending at U.S. biotech firms dropped
7 percent in 2010, marking the second
consecutive year biotechs have cut R&D costs.
London2012: Learnings on How Australians Consumed The GamesSteve Weaver
Australia’s Nine Entertainment Co’s Olympic Research Program tracked Olympic Games consumption, specifically the mobile second screen experience. The study took advantage of Australia’s high penetration of tablets and smart phones and surveying was done off the back of CMV-Nielsen’s behaviourally rich single-source product. This paper will highlight 8 key learning’s covering solus-screen and concurrent-screen consumption by day and device, and how the uses of smart phones for second screen tv content differ to that of tablets and laptops.
Global, business-focused, strategic Senior Executive. Leads complex business transformations, and drives performance improvements with world-class solution delivery. Skilled in anticipating shifting business needs and proactively adapting IT direction that creates new opportunities and drives business results. Adept at building and leading large teams through complex, enterprise-wide change.
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
1. Mark W. Bennett
8307 42nd Avenue, Kenosha, WI 53142 § mark@msbx.net § 262.359.1612
Linkedin.com/in/markwbennett § Twitter.com/newfrontiercio
THE NEW FRONTIER COO/CIO: LEADING GLOBAL COMPANIES INTO A BOLD FUTURE
Inspire organizations towards daring vision that drives groundbreaking innovation and competitive advantage
Lead large-scale change initiatives that create organizational alignment and strong performance improvements
Attract, retain, and motivate high-performing, international technology teams to achieve the “impossible”
Transform organizational culture and mindset to exploit global capabilities and growth opportunities
High-caliber technology executive offering 20+ years of results building and managing world-class technology
operations, teams, and solutions in multiple industries. Leverage broad experience in many facets of IT (software,
infrastructure, operations) to imagine new possibilities, rapidly diagnose root-cause problems, and innovate fresh
solutions to diverse challenges. Consistently improve cost savings, operating efficiencies, and revenue growth.
Visionary, trailblazing leader known for calm confidence, tenacity, diplomacy, curiosity, and decisiveness. Expert in
building engaged, loyal teams capable of delivering faster, with more innovation, and greater benefit to business
and customers. Unrivaled ability to evangelize a compelling vision, chart new paths, and transform diverse
stakeholders into invested partners. Invite tough challenges and excel in dynamic, high-stakes environments.
Areas of Expertise:
- Global Technology Vision & Strategy Planning
- Budgeting, P&L Control & Resource Management
- Global Sourcing Strategies & Offshore Development
- Large-Scale Program & Project Management
- Turnaround Management & Change Leadership
- Global Technology Operations Management
- Organizational Development & Leadership
- Software Development Lifecycle (SDLC)
- Contract Negotiations & Vendor Management
- Captive Center Build-Out & Management
Career Highlights
BLUSTOR PMC, INC § Chicago, Illinois 2015-present
(A leading technology start-up manufacturing advance multi-factor biometric authentication solutions; secure
personal data storage; and related cyber security firmware/software designed to prevent identity fraud and digital
data theft.)
CHIEF OPERATING OFFICER (2015-PRESENT): Chief Operations Officer and head of product development for BluStor
PMC, Inc., a leading technology start-up developing advanced cybersecurity hardware, firmware, and software
solutions for the mobile world. Lead the company’s effort to reengineer their key product after a key
microprocessor vendor failed to meet delivery and quality expectations, successfully delivering a completely new
design in less than 90 days. Responsible for all aspects of manufacturing, firmware, and software development as
well overseeing the company’s overall operations. Key participant and stakeholder in multiple seed and series A
funding efforts.
CME TECHNOLOGY & SUPPORT SERVICES § Belfast, Northern Ireland / London, UK / Singapore 2012-2015
(Wholly owned subsidiary of CME Group; software development and infrastructure support services for European
and Asian electronic trading and clearing operations.)
MANAGING DIRECTOR & GENERAL MANAGER (2014-2015): Executive leader with management authority for CME
Group’s European and Asian global technology strategy, service delivery, software development, infrastructure, IT
operations, and sourcing strategy across 3 offices worldwide. Managed $18 million annual budget and 180+ staff in
the UK and Asia (including 7-member senior management team). Directed development of internal front-end
electronic trading systems, mobile applications, corporate websites, and front-end clearing systems.
Evangelized and
positioned captive
center as centerpiece
of CME Group’s
aggressive cost
reduction and service
improvement strategy.
§ Championed buy-in for global capabilities with senior management and other key
business leaders to support key corporate initiatives to lower costs while increasing
delivery capacity. Equipped middle-management advocates in the U.S. to help
overcome internal resistance to globalizing trend.
§ Saved more than $20 million per year by accelerating growth of captive center from
130 to more than 180 staff, eliminating costly consultant positions, and transitioning
open headcount to Belfast from Chicago and New York offices.
§ Executed follow-the-sun global infrastructure support model in collaboration with
U.S. offices that resulted in optimum customer service and satisfaction.
Positioned CME Group § Supported launch of new European Exchange; negotiated with key stakeholders to
2. Mark W. Bennett § Page 2 of 3
to exploit new business
opportunities in the
EMEA region.
reprioritize projects and reallocate resources to new international initiatives.
§ Delivered competitive advantage in rapidly growing European market, enabling
delivery of more than 30 major software releases in 2014 (a 42% increase over 2013).
Architected vision and
launched grassroots
“talent strategy”
initiative to rapidly
expand international
technology workforce.
§ Fueled hiring of 52 additional, top-tier staff in less than 6 months. Grew employee
candidate referrals from 12% to 23% of all hires, saving $60k in recruiting fees.
§ Expanded recruiting capacity by more than 300% (screening and review of 400+
potential candidates per month) by negotiating priority consideration for CME
Group’s staffing needs among key recruiting agencies.
§ Launched expanded brand awareness campaign that enabled CME Group to
attract and hire top talent for more than 50% of open technology positions.
EXECUTIVE DIRECTOR & GENERAL MANAGER (2012-2014): Planned, built, and led high-performance, international
technology captive center ultimately comprising 3 locations across Europe and Asia, 20+ functional areas, and
more than a dozen skillsets. Managed 6 direct reports and 130 indirect-reporting staff. Oversaw local HR, marketing,
and accounting functions for this separate business entity. Cultivated local business relationships including senior
government officials and industry peers to further CME Group’s business agenda. Concurrently directed software
development for front-end electronic trading systems, mobile applications, and corporate websites.
Trailblazer for
development of first
offshore captive center
to position technology
organization to better
support international
business growth and
customer demands.
§ Led due diligence team to select location (Belfast), coordinated planning and build-
out of Belfast office as country head, and developed 3-year staffing plan.
§ Orchestrated migration of 12+ software development and infrastructure functions to
captive center with zero disruption to business operations throughout transition.
§ Negotiated with local government to secure ~$3.8 million in employment incentives.
§ Saved $6.7 million annually and boosted productivity more than 35% by leading
replacement of 72 U.S.-based consultants with full-time employees in Belfast.
§ Grew center from 2 to 100+ trained and productive staff in first 12 months. Captured
~$2.5 million in staffing costs in the first year and $10+ million in the second year.
§ Received high accolades from business sponsors and highest customer satisfaction
survey results in the company for 2 years (average Net Promoter Score of 9).
Engineered and
launched broad, best-
practice operational
excellence program.
§ Focused organization on reducing defects, improving operational support,
addressing root-cause issues, and raising awareness of business sponsors.
§ Slashed number of significant production incidences by 80% and emergency
changes by more than 50% each month.
Developed formal
training program that
dramatically improved
staff engagement,
retention rates, and
performance.
§ Halved ramp-up time for new staff in Belfast (from 6 months to 3) and provided
objective metrics to evaluate new hires during 90-day probation period.
§ Achieved staff turnover rate of less than 4% (against local average of ~8%) and 83%
employee engagement (13% higher than company average).
§ Program was adopted by corporate professional development team and
incorporated into company-wide on-boarding program for new hires.
Executed rapid
takeover of newly
acquired critical trade
confirmation system.
§ Accelerated insourcing of system support 12 months ahead of schedule by building
internal support team in Belfast to take ownership from third-party vendor.
§ Restored declining product quality while eliminating $1.5 million in annual support
and consulting fees.
CME GROUP § Chicago, Illinois 2001-2012
(World’s leading derivatives marketplace, handling ~3 billion contracts worth $1 quadrillion annually.)
EXECUTIVE DIRECTOR, SOFTWARE ENGINEERING (2008-2012): Provided executive leadership of CME Group’s front-
end software development department. Held scope of authority that included 18+ customer-facing applications,
front-end trading systems, employee intranet, mobile applications, and corporate website. Managed 5 direct and
32 indirect reports spanning diverse IT functions. Led restructure and turnaround of several underperforming teams.
Piloted transformation
of development
philosophy from rigid
process to Agile
§ Exercised tremendous diplomacy and change leadership to transform the IT
organization’s structure and culture amid widespread resistance.
§ Restructured multiple departments to integrate previously siloed functions into single
unified, cross-functional team with shared accountability for driving business value.
§ Transformed relationships with business sponsors and boosted customer satisfaction
3. Mark W. Bennett § Page 3 of 3
software development
philosophy.
with IT department from 3.8 to 4.5 (on 5.0 scale) based on annual internal survey.
§ Resulted in nimble organization able to respond rapidly to new market opportunities.
Challenged with rapid
turnaround of poorly
performing
department.
§ Transformed delivery quality/timeliness, dramatically boosted team morale, and
restored customer confidence within 3 months.
§ Delivered 2 critical releases for core systems within 90-day period.
§ Stabilized existing production environments and reduced escalated issues by 60+%.
Proposed and led CME
Group’s first offshore
software development
program.
§ Built team in India and Argentina to meet staffing deficit in front-end development
department, growing program from 9 full-time consultants to 270+ in 3 years.
§ Saved $2 million annually in reduced consulting fees, increased team capacity, and
cut software defect rate by average of 30% across all teams.
Vanguard for several
industry-first technology
initiatives.
§ Launched new innovation program that spurred pioneering technology solutions
including: 1) Hadoop big data solution that captured ~$1.5 million from new line of
revenue, and 2) mobile application downloaded by 60k+ customers in 3 months.
§ Sourced new vendor for multimillion-dollar, cloud-based hosting solution that
achieved 99.99% uptime, 300% improvement in website performance for high-traffic
site, and $1.5 million cost savings over 3-year contract period.
§ Championed launch of innovative electronic options trading platform that fueled
growth in electronic options from 5% to more than 20% of total options volume and
annual revenue from electronic options from $2 million to $12+ million in 2 years.
Additional Career Success:
§ Associate Director, Program Management (2001-2008): Led corporate IT division’s governance, reporting, and
financial control processes including annual budgeting, forecasting, project portfolio, and SOX compliance
controls for internally developed software (SOP98-1). Supervised 5-member, cross-functional technology team.
§ Kenosha Information Technology, Kenosha, WI § Owner/Founder (2001-2008): Founded technology startup
that developed and delivered groundbreaking anti-spam and commercial email solutions for customers
worldwide. Grew company from startup to loyal customer base of 3,000+ users.
§ Sapient Corporation, Chicago, IL § Project Manager (2000-2001): Managed planning, scheduling, scope, and
customer expectations for e-commerce project portfolio that generated more than $18 million in revenue.
§ SAIC, Newport News, VA & Honolulu, HI § Director of Technology, Atlantic Program Division and System
Administrator, Pacific Command US Air Force (1998-2000): Spearheaded launch of industry-first technology
innovations that resulted in major competitive advantages. Led training of 300+ staff within 30 days to support
rapid deployment of major software upgrade to key military intelligence system across Pacific Rim.
§ United States Air Force, Multiple Locations Globally § Enlisted & Non-Commissioned Officer (1986-1996)
Education & Additional Qualifications
Advanced Electronics & Computer Systems Engineering: UNITED STATES AIR FORCE
Computer Science Coursework: HONOLULU COMMUNITY COLLEGE / UNITED STATES AIR FORCE
Project Management Professional (expired): PROJECT MANAGEMENT INSTITUTE
Other Qualifications:
- Industry thought leader interviewed and quoted in Computerworld, Projects@Work, Ulster Business, Belfast
Telegraph, and Business First and SyncNI magazine; blog author and technology authority in social media
- Accomplished industry speaker on a various technology best practices in such venues as Belfast TechExplorer,
Artemis User’s Association, Versata User’s Association, Project World, IQPC IT Governance Summit, IT Financial
Management Week, and IT Financial and Asset Management
- Award winner including Top 50 Business Professionals in Northern Ireland (2013) and Best IT Project Portfolio
Management Structure/IPQC (2005)
- Conference attendee with Mobile World Conference, IT Financial Management Week, and Gartner
- Board Leadership: President, Board of Directors, Artemis Users Association, Chicago, IL (2009-2011); and
Technology Advisor, Board of Directors, Stick & Rudder Flying Club, Waukegan, IL (2001-2004)
- Personal: Licensed Private Pilot and Certified PADI Open Water Scuba Instructor