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.
Acquity Group is a business process and technology consulting firm. We are and end to end provider of strategy, process and technology solutions. This deck highlights our key competencies around IT Strategy, IT Governance & IT Operations
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.
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
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
Risk is an unavoidable part of IT. And what you don't know, can hurt you. The question is, do you tackle risk head-on or leave it to chance?
Get a handle on risk management quickly using Info-Tech's methodology and reduce unfortunate IT surprises.
Our Advice
Critical Insight
1. IT risk is business risk.
Every IT risk has business implications. Create an IT risk management program that shares risk accountability with the business.
2. Risk is money.
It’s impossible to make intelligent decisions about risks without knowing what they’re worth.
3. You don’t know what you don’t know.
And what you don’t know can hurt you – so find out. To find hidden risks, you need a structured approach.
Impact and Result
Stop leaving IT risk to chance. Transform your ad hoc IT risk management processes into a formalized, ongoing program and increase risk management success by 53%.
Take a proactive stance against IT threats and vulnerabilities by identifying and assessing IT’s greatest risks before they happen.
Involve key stakeholders including the business senior management team to gain buy-in and to focus on IT risks that matter most to the organization.
Share accountability for IT risk with business stakeholders and have them weigh-in on prioritizing investments in risk response activities.
IT Architecture is failing the business by:
• Not delivering on business strategy and business objectives
• Not helping the business respond to external and internal pressures
• Not providing the consulting and advisory services to enable the business derive value from new technologies
• Not driving IT innovation
• Not making itself relevant or useful to the business
IT Architecture failing the IT organisation by:
• Not assisting with engagement with the business to architect solutions needed by the business
• Not working as an integrated function across all architectural areas
• Not defining IT architectures that enable a portfolio of solutions to be delivered and operated quickly
• Not innovating the IT portfolio and architecture to take advantage of and integrate new technologies
Individual architecture disciplines all too frequently operate as disintegrated and siloed functions.
The consequences are that:
• At least 40% of technology spending is diverted from IT
• Over 30% of CIOs routinely not consulted on IT solution acquisition and expenditure
IT architecture needs to:
• Enable the business respond to and realise changes in response to external and internal pressures
• Identify business opportunities in technology trends and occasions for changes and greater efficiencies
• IT Architecture needs to be able to contribute to the development of business strategy and to be trusted to be able to make a contribution
• Identify how the business can use technologies and how the business should be shaped to take advantage of technologies
• Provide advice on the potential of new technologies and how to react to technology changes
• Offer real business consulting and the addition of business value
Acquity Group is a business process and technology consulting firm. We are and end to end provider of strategy, process and technology solutions. This deck highlights our key competencies around IT Strategy, IT Governance & IT Operations
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.
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
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
Risk is an unavoidable part of IT. And what you don't know, can hurt you. The question is, do you tackle risk head-on or leave it to chance?
Get a handle on risk management quickly using Info-Tech's methodology and reduce unfortunate IT surprises.
Our Advice
Critical Insight
1. IT risk is business risk.
Every IT risk has business implications. Create an IT risk management program that shares risk accountability with the business.
2. Risk is money.
It’s impossible to make intelligent decisions about risks without knowing what they’re worth.
3. You don’t know what you don’t know.
And what you don’t know can hurt you – so find out. To find hidden risks, you need a structured approach.
Impact and Result
Stop leaving IT risk to chance. Transform your ad hoc IT risk management processes into a formalized, ongoing program and increase risk management success by 53%.
Take a proactive stance against IT threats and vulnerabilities by identifying and assessing IT’s greatest risks before they happen.
Involve key stakeholders including the business senior management team to gain buy-in and to focus on IT risks that matter most to the organization.
Share accountability for IT risk with business stakeholders and have them weigh-in on prioritizing investments in risk response activities.
IT Architecture is failing the business by:
• Not delivering on business strategy and business objectives
• Not helping the business respond to external and internal pressures
• Not providing the consulting and advisory services to enable the business derive value from new technologies
• Not driving IT innovation
• Not making itself relevant or useful to the business
IT Architecture failing the IT organisation by:
• Not assisting with engagement with the business to architect solutions needed by the business
• Not working as an integrated function across all architectural areas
• Not defining IT architectures that enable a portfolio of solutions to be delivered and operated quickly
• Not innovating the IT portfolio and architecture to take advantage of and integrate new technologies
Individual architecture disciplines all too frequently operate as disintegrated and siloed functions.
The consequences are that:
• At least 40% of technology spending is diverted from IT
• Over 30% of CIOs routinely not consulted on IT solution acquisition and expenditure
IT architecture needs to:
• Enable the business respond to and realise changes in response to external and internal pressures
• Identify business opportunities in technology trends and occasions for changes and greater efficiencies
• IT Architecture needs to be able to contribute to the development of business strategy and to be trusted to be able to make a contribution
• Identify how the business can use technologies and how the business should be shaped to take advantage of technologies
• Provide advice on the potential of new technologies and how to react to technology changes
• Offer real business consulting and the addition of business value
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.
Read this Executive Brief to understand why your team should make the case to modernize your communications and collaboration infrastructure.
Understand why it's time to move forward with modernizing your communications infrastructure.
Discover the productivity and efficiency gains you can achieve.
Redefine how you think about communications.
Learn how to build a strategy that addresses both unified communications and collaboration.
Understand Info-Tech's methodology and approach to modernizing communications and collaboration infrastructure.
7 pointers to building a robust shared services business caseChazey Partners
While it’s tempting to rush into Shared Services as the brainchild of senior executives, a business case will protect you from inevitable changes at the top and at the same time provide a vehicle to achieve senior level buy-in. You really can’t afford to skip this stage.
ScottMadden recently partnered with APQC for a complimentary three-part webinar series focused on shared services.
This webinar session, presented by Brad DeMent and Jerred Crosby, partners at ScottMadden, addressed employee engagement, continuous improvement, new service offerings, and expanding the scope of operations.
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.
Reference models a case study for healthcareReal IRM
This presentation is focused on the Healthcare Reference Framework which The Norwegian Healthcare Authority is sponsoring. Sarina looks at the Healthcare vision and business motivation driving the development and adoption of industry reference models and includes the business case for increased South African participation.
Meet our speakers and download this presentation(and more) at http://www.realirm.com/about-us/speakers-forum
Defines maturity profiles across IT organizational capabilities to transform organization from cost-center to value-center.
Whether a program is designed to enable a transformational change or, ongoing continuous improvement changes CIP provides the structure to select and use those components of the IT-CMF framework that are most relevant to their program at any point in time. It points to information, tools and templates, education and assessments when they are most appropriate on the user’s CIP roadmap
The Digital Group’s Enterprise Transformation Consulting ServicesThe Digital Group
To modernize your IT portfolio, The Digital Group uses a proven IT transformation life cycle model to help you define, govern, execute, and sustain a tailored transformation road map.
Technology is a key enabler for achieving the synergies and savings associated with a shared services delivery model and are important tools for running an HR service center. This is the second session in an HR Shared Services learning series that ScottMadden presented in conjunction with SSON. In this session, we reviewed a range of HR technologies to consider as you plan your shared services operation. We discuss the key functions of different types of technologies, important requirements and tips for evaluating different solutions, and guidelines for estimating technology costs.
For more information, please visit www.scottmadden.com.
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.
Read this Executive Brief to understand why your team should make the case to modernize your communications and collaboration infrastructure.
Understand why it's time to move forward with modernizing your communications infrastructure.
Discover the productivity and efficiency gains you can achieve.
Redefine how you think about communications.
Learn how to build a strategy that addresses both unified communications and collaboration.
Understand Info-Tech's methodology and approach to modernizing communications and collaboration infrastructure.
7 pointers to building a robust shared services business caseChazey Partners
While it’s tempting to rush into Shared Services as the brainchild of senior executives, a business case will protect you from inevitable changes at the top and at the same time provide a vehicle to achieve senior level buy-in. You really can’t afford to skip this stage.
ScottMadden recently partnered with APQC for a complimentary three-part webinar series focused on shared services.
This webinar session, presented by Brad DeMent and Jerred Crosby, partners at ScottMadden, addressed employee engagement, continuous improvement, new service offerings, and expanding the scope of operations.
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.
Reference models a case study for healthcareReal IRM
This presentation is focused on the Healthcare Reference Framework which The Norwegian Healthcare Authority is sponsoring. Sarina looks at the Healthcare vision and business motivation driving the development and adoption of industry reference models and includes the business case for increased South African participation.
Meet our speakers and download this presentation(and more) at http://www.realirm.com/about-us/speakers-forum
Defines maturity profiles across IT organizational capabilities to transform organization from cost-center to value-center.
Whether a program is designed to enable a transformational change or, ongoing continuous improvement changes CIP provides the structure to select and use those components of the IT-CMF framework that are most relevant to their program at any point in time. It points to information, tools and templates, education and assessments when they are most appropriate on the user’s CIP roadmap
The Digital Group’s Enterprise Transformation Consulting ServicesThe Digital Group
To modernize your IT portfolio, The Digital Group uses a proven IT transformation life cycle model to help you define, govern, execute, and sustain a tailored transformation road map.
Technology is a key enabler for achieving the synergies and savings associated with a shared services delivery model and are important tools for running an HR service center. This is the second session in an HR Shared Services learning series that ScottMadden presented in conjunction with SSON. In this session, we reviewed a range of HR technologies to consider as you plan your shared services operation. We discuss the key functions of different types of technologies, important requirements and tips for evaluating different solutions, and guidelines for estimating technology costs.
For more information, please visit www.scottmadden.com.
George C Larsen Resume IT Service Managementgclarsen0415
Award-winning Senior Technology Manager with extensive business experience in the implementation and operation of large-scale, complex enterprise solutions to deliver defined business outcomes including performance efficiency, control costs, and mitigate operational risk. Life cycle management expertise of ITSM-compliant solutions from ideation to user adoption. A successful leader with proven success in process improvement, automation, building, and managing highly skilled technical teams. Created efficiencies through the utilization of technologies, business acumen, and innovative solutions as well as influencing positive change across the enterprise.
System
Implementation: Highly skilled in all areas of strategic planning, process design, system development, release and performance testing, end-user training, and adoption. Proven ability to have a major impact on infrastructure stability, cost allocation and recovery, KPI, and metric reporting.
Leadership: Exceptional leadership abilities and the capacity to build, train, and mentor highly skilled technical service and operational teams. Strong communication and problem-solving skills with the ability to bridge technical and business audiences.
Operations
Management: Proven ability in managing the efforts and activities of people, capital, and infrastructure resources to drive a fact-based decision-making culture and infuse energy into a business through new process development and Lean operating techniques.
Specialties: ITIL standard Processes: Service Strategy, Service Design, Service Transition, Service Operation, Infrastructure Operations, Infrastructure Services, Process Management, Capacity Management, Operating Level Agreements & Service Level Agreements, Managed Service Delivery, Continuous Service Improvement.
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
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
When stars align: studies in data quality, knowledge graphs, and machine lear...
Dawn Costello Resume
1. Dawn M. Costello
Orlando, Florida 407.399.0030 dawn.costello@techadvisorysrvs.com
Innovative global IT executive with a proven track record of leveraging technology to enable
business growth and performance. Transforms organizations through Business IT alignment and
change management collaboration delivering complex programs while also focusing on day to
day operations and just in time delivery.
Contribute career success as a combined function of technical, business, and financial acumen
as well as great talent acquisition skills. Ability to recruit and retain high-performing IT business
professionals who take great pride in partnering and delivering sustainable solutions, while being
agile to continuously meet business needs.
Visionary leader and natural motivator, energetic and passionate, precise and practical,
recognized for integrity and tenacity, with record of sustained success in the areas of:
Business / IT Consulting & Trusted Advisor ♦ Business Relationship Management ♦
Strategic Planning / IT Business Strategy ♦ Acquisition Technology Integration ♦ Portfolio
Management & IT Governance ♦ IT Delivery ♦ Operations Excellence ♦ Financial
Management ♦ Business Continuity & Disaster Recovery ♦ Security and Compliance ♦
Vendor Partnership & Management ♦ Contract Negotiation & Management ♦ Talent
Acquisition & Management ♦ Emotional Intelligence and strong likeability factor
➢ Extensive experience in acquisition due diligence and system integration
➢ Implement, educate, and mature security and compliance best practices in support of data
and virus protection, data security, Payment Card Industry (PCI), Sarbanes Oxley (SOX) and
National Do Not Call (DNC) legislation
➢ Extensive experience in directing high-impact systems projects focusing on business and
technology objectives
➢ Aligns Business and IT Strategy by implementing an executive governance process and
Portfolio Program Management Office (PPMO) for IT Business projects
➢ Establish strategic partnerships with vendors, oversees contract negotiations and
management, outsourcing (on, near and offshore)
➢ Planned and moved three large data centers while minimizing business impact and
consolidated numerous distributed centers reducing cost and improved reliability, business
continuity and disaster recovery
➢ Developed and built an IT department from a small number of disparate technology skilled
staff
Professional Experience
Technology Advisory Services, Inc. Feb 2016 – Current
Owner & Consultant
I partner with Senior Level Executives in support of delivering business solutions through
technology enablement. My experience and years of successful Business IT alignment has
position me to offer my services and advise organizations on the right program and solutions for
their needs.
Hilton Grand Vacations Sept 2016 – Current
Consultant
Partnering with CIO and Executive team in support of Spin-off from Hilton Worldwide. Providing
leadership and direction in areas of IT Business Strategy alignment, Business Engagement,
Project Portfolio Management, Vendor Management, policies, agreements and contracts.
Although I am a consultant I have established trusting relationships with team members because
of my experience in leadership, technology and the Vacations Ownership Industry.
2. Page 2
Dawn M. Costello
CSI Enterprises, Inc. globalVCard – Bonita Springs, Florida Jan 2015 – Dec 2015
Chief Information Office - CIO
CSI provides innovative payment solutions focusing on total accounts payable with an emphasis
on virtual card payments. Solutions include direct integration via API with almost any ERP
system. Specialties also include corporate travel solutions with mobile accessibility.
Responsible for building an IT organization to support CSI’s rapidly growing business with a large
emphasize on security and compliance, business continuity and disaster recovery and speed to
market innovative solutions.
Quickly brought to market CSI’s first white labeled solution for banking partners. IT was an
integral part of delivering this innovative solution that has opened doors for new relationships and
a new business model. In addition to my CIO responsibility I step into the COO role bringing
previous enterprise experiences to this maturing organization.
Implemented a diverse portfolio of product offerings allowing for more flexible customizable
solutions while balancing the organizations revenue streams.
Strategically developed and implemented a staff augmentation model in support of portfolio
delivery, infrastructure and systems management. Including implementing a business continuity
and disaster recovery plan which included SaaS solutions and best in class services and tools.
Instituted a Project Portfolio Governance and Steering Committee, implemented a monthly
release schedule in support of consistency and predictability in software delivery.
Matured the business analyst, testing and quality management functions including business
education and contribution of business requirements and UAT.
DM&A – Diane Meiller and Associates – Management Consultants Oct – Dec 2015
Orlando, Florida
Consultant & Advisor
Wyndham Vacation Ownership – Division of Wyndham Worldwide
Orlando, Florida 2002 – 2014
Rewarding career encompassing a progression through positions of increasing responsibility and
complexity with rotations that provided significant experience in various areas that were integral
to corporate and personal success. Reported directly to the Chief Information Officer (CIO).
Senior Vice President, Enterprise Solutions Development, Delivery and Support
2005 - 2014
Responsible for providing leadership and support in all aspects of IT Business Strategy and
valuation, Portfolio Management, Business Solutions Delivery, Vendor Management, Security
and Compliance, and Process Excellence using Six Sigma quality management methods.
Accountable for planning and administering and annual IT capital budget of $35M and P&L of
$54M.
Key Accomplishments and Competencies:
• Appointed to assume responsibility for the technical leadership of a troubled multi-million
multi-year enterprise business transformation program – program is back on track
• Member of the Acquisition and Due Diligence Team, as well as the Integration team lead
spearheading the successful systems integration of acquisitions, large and small
• Led the technology team through creating, developing and implementing a large complex
award – winning business systems transformation program in support of a new business
model
3. Page 3
Dawn M. Costello
• Implementation of centralized shared services including infrastructure, network, telecom,
service desk, desk side support, security, data privacy and compliance
• Implemented “At Home Agent Program” increasing employee productivity, customer
satisfaction while reducing cost and organization footprint
• Consolidate five PeopleSoft instances and upgraded platforms reducing support and
operating cost and improving system stability
• Established a highly effective follow-the-sun delivery and off-shore development and support
model increasing responsiveness and productivity through vendor management and
managed services while reducing cost
• Created and implemented a Relationship Management Leadership Team and a Business
Requirements Management Team that focused on IT Business strategy and valuation,
governance, prioritization and project delivery
• Migrated system platforms to the Cloud
• Partnered with vendors and business leaders on new Business Intelligence strategy
• Recipient of numerous recognition awards, including leading technical teams in support of
achieving the “Innovation of the Year” Award (2012) and 2 ARDA Awards (2010 & 2012) for
the development of enterprise application systems. ARDA - American Resort Development
Association
• Served as Chair, co-chair and member of various groups – Innovation Council, IT Steering
Committee, IT Executive Project Governance Board, Application Rationalization Team,
Social Media and Mobility Council, and Process Excellence Leadership Team (PELT)
Vice President, Information Technology Support Services 2002 – 2005
Responsible for providing leadership and support in all aspects of infrastructure, networking,
telecom, security, technical and office services to over 130 locations and multiple data centers.
Directed company-wide standardization of hardware and software, stabilized mainframe and
client-server environments and implemented change control and management policies in support
of annual audits and compliance. Implemented client and server virtual machines – over 800
servers and 8,000 client systems virtualized.
Spherion Corporation – Fort Lauderdale, Florida 1996 – 2002
Career with this multi-billion dollar staffing, recruitment, outsourcing, and technology service
company including two promotions within six years to increasingly responsible positions.
Director, Technology Support Services 1999 – 2002
Managed department operations and the activities of 130+ technology support and services
professionals nationally with an annual budget of over $20M. Implemented company-wide
standardization of hardware and software, providing technical and application support, and
overseeing corporate and field implementation services. Accountable for technology provisioning
and procurement, security administration, infrastructure and design services, engineering of new
technologies and building a strong leadership team. Reported directly to the Chief Information
Officer (CIO).
• Managed systems integration following the acquisition of a company that was larger
than Spherion without experiencing major business disruptions while significantly
reducing IT staff.
• Established a total cost of ownership (TCO) and highly reliable, scalable, and cost-
effective distributed client-server environment comprised of over 1,000 servers and
10,000 client systems
• Implemented policies and procedures, tools and technologies that helped to reduce Help
Desk turnover from 85% to 10% in 15 months while decreasing abandonment rates from
17% to 3%
• Initiated a software distribution and inventory management model that significantly
reduced and simplified implementation efforts to the distributed workforce.
4. Page 4
Dawn M. Costello
Senior Manager, Strategic Enterprise Systems and Technology Strategy 1997 – 1999
Managed a multi-faceted department that focused on business IT strategy, customer and
technology services.
• Managed the “Year 200” project globally, delivering under budget with better than
expected results
• Substantially improved the Help Desk quality of service by implementing changes in
staff, tools, processes, training, documentation and hours of operation
• Successful integration and standards of corporate tools and services globally following
the acquisition of various companies. Created and led the technical strategy initiative
that enhanced interaction between the Corporate IT department and business units.
Succeeded in leveraging technology, resources and vendors to reduce costs while
improving service delivery
Manager, End User Services 1996 – 1997
Managed a department of 12 technology professionals in support of delivering quality solutions
and services. Developed a five year strategic total cost of ownership (TCO) plan for the client-
server environment, including direct purchasing and procurement, implantation, support, and
asset recovery. Created a second level support group for all standards and proprietary
applications and implemented a replacement Help Desk tracking and problem resolution tool.
W. R. Grace & Company – Boca Raton, Florida 1993 – 1996
Multi-billion-dollar global specialty Chemicals and Materials Company
Manager, Technical Training, Development and Documentation
Employed as an Office Systems Consultant, promoted to management in 1995. Responsible for
vendor relationships, training and documentation. Implemented an Executive technical training
program for top-level management. Personal instructor for C-Level and staff.
Prior employment included eight years of hands-on experience in IT positions. Details available
upon request.
5. Page 5
Dawn M. Costello
Education & Professional Development
Martin County High School – Stuart, Florida
Barry University - Miami Shores, Florida
Bachelor of Science Degree – Computer Science & Minor in Business
Graduated Magna Cum Laude. Dean’s list.
• Member of numerous Professional Organizations
o Gartner, CIO Magazine, CIO Forum, Martha Heller Report, IIBA Central Florida
• Volunteer – Young Women in Leadership
• Personal Branding Leadership 2013
• Executive Coaching for Stronger Leadership 2012
• CIO Magazine Leadership Program 2012
• Wharton School of Business Global Leadership Program
2010
• Various Wyndham Leadership Programs
o Internal Mentoring Program – Both mentor and mentee 2010
o Leading your Organization 2009
• Financial Management & Investment Strategies 2007
• Project Management and Lean Six Sigma 2006
• Concours Group – IT to Business Leadership Program – Babson School of Bus 2005
• Numerous seminars, conferences and webcasts in career development, leadership,
management, emerging technologies and other related topics
• Certified Health and Wellness Coach focusing on life style changes including nutrition,
fitness and habit change