Dale Bondanza has over 25 years of experience leading information systems and services organizations from development to executive leadership. He has expertise in strategic business partnerships, portfolio/project management, financial controls, vendor management, contract/legal guidance, and business process development. His experience spans industries like manufacturing, medical devices, pharmaceuticals, healthcare, insurance, and financials. Recently he held the role of Chief of Staff to the Global CIO where he oversaw strategic advisory, program management, vendor management, budgeting, and legal functions for a $100M annual budget. He is interested in virtual CIO roles providing strategic and tactical IT guidance to small and medium businesses.
This presentation describes how to be a proactive information security practitioner. Emphasis is on managing by measurement, and IT and Business Alignment.
TRU Snacks Webinar Series - How to Automate Finance Using Accounting RobotsCitrin Cooperman
TRU Snacks is now C-Suite Snacks! Sign up for our weekly C-Suite Snacks webinars here: https://www.citrincooperman.com/infocus/c-suite-snacks
Our C-Suite Snacks webinar series provides the middle market with brief, strategic, and tactical business improvement information for 30 minutes every week. Join Citrin Cooperman live every Thursday at noon for snack-sized insights for business executives.
In this session, Citrin Cooperman was joined by Plena Data to show you how your finance team can work smarter, not harder, with the help of accounting robots. Watch the replay to see the bots in action and learn a practical approach for integrating automation into your finance and accounting team.
The pathway to technical debt recovery for mid size Australian businessNoel Lynam
Calypsi specialises in the provision of back end technology to deliver on the customer promise. Technical Debt is in up to 90% of mid size Australian businesses, impacting on their capacity to innovate and transform. www.calypsi.com for more information email info@calypsi.com
This presentation describes how to be a proactive information security practitioner. Emphasis is on managing by measurement, and IT and Business Alignment.
TRU Snacks Webinar Series - How to Automate Finance Using Accounting RobotsCitrin Cooperman
TRU Snacks is now C-Suite Snacks! Sign up for our weekly C-Suite Snacks webinars here: https://www.citrincooperman.com/infocus/c-suite-snacks
Our C-Suite Snacks webinar series provides the middle market with brief, strategic, and tactical business improvement information for 30 minutes every week. Join Citrin Cooperman live every Thursday at noon for snack-sized insights for business executives.
In this session, Citrin Cooperman was joined by Plena Data to show you how your finance team can work smarter, not harder, with the help of accounting robots. Watch the replay to see the bots in action and learn a practical approach for integrating automation into your finance and accounting team.
The pathway to technical debt recovery for mid size Australian businessNoel Lynam
Calypsi specialises in the provision of back end technology to deliver on the customer promise. Technical Debt is in up to 90% of mid size Australian businesses, impacting on their capacity to innovate and transform. www.calypsi.com for more information email info@calypsi.com
Stewardship is extending to IT as Boards question the depth of their enterprise’s reliance on IT.
Some thoughts on how IT risk, control, audit and assurance is evolving toward the broader concept of IT governance.
Why IT governance should be on the Board of Directors’ agenda wherever IT is strategic to the business.
How it fits in the broader concepts of enterprise governance and how management and boards can address it.
Understanding IT Governance and Risk Managementjiricejka
Describes IT Governance Holistic Framework for establishing transparent relation between Business and IT environment.
Describes Governance services and Risk Management Methods
An Enterprise Resource Planning (ERP) system can help you extract value from your business. A successful system can provide insight for decision making, opportunities for efficiencies, assist with controlling processes, and provide business agility.
EDR Webinar
Presented by June Jewell, CPA, President AEC Business Solutions
November 18, 2015
Project Managers (PMs) are the key to a professional services firm’s success. Yet many firms promote technical people into roles they are not prepared or ready for. As a result, project profitability suffers and there is frustration at every level of the organization. By enabling project managers, through financial and systems training, automation, and accountability measures, the firm’s profit margins can increase substantially.
In this webinar, attendees will be able to:
-Evaluate the challenges that cause many Project Managers to struggle with project profitability
-Understand the reasons that projects go over budget
-Review the financial aspects of project management that Project Managers need to know to be successful
-Learn how technology can help Project Managers deliver more profitable projects
-Develop some best practices to help Project Managers succeed
Speaker
June R. Jewell, CPA, President AEC Business Solutions
Jewell, a thought leader and expert in AEC firm profitability, has more than 28 years of business management consulting experience, and unsurpassed knowledge of the AEC industry. In addition to this role, she is the original founder and current strategic advisor of Acuity Business Solutions, a Deltek Premier Partner and consulting firm that works with AEC firms to support business profitability through web-based enterprise management technology.
She is the Amazon best-selling author of the book “Find The Lost Dollars: 6 Steps to Increase Profits in Architecture, Engineering and Environmental Firms.” Jewell has built and run a successful consulting practice, and is a highly sought after speaker at industry events and conferences. Her past speaking engagements include AIA, ACEC, SMPS, Design and Construction Network (DCN), Society for Design Administration (SDA), Zweig Group (formerly ZweigWhite), PSMJ, ROG Growth and Ownership Conference, Project Management Institute (PMI), Deltek Insight and Business of Architecture (BOA).
A fragmented governance, risk, and compliance (GRC) landscape leaves organizations to sort through a multitude of visions. Blue Hill identifies basic defining characteristics of GRC and how the changing business environment is leading organizations to pay more attention.
Stewardship is extending to IT as Boards question the depth of their enterprise’s reliance on IT.
Some thoughts on how IT risk, control, audit and assurance is evolving toward the broader concept of IT governance.
Why IT governance should be on the Board of Directors’ agenda wherever IT is strategic to the business.
How it fits in the broader concepts of enterprise governance and how management and boards can address it.
Understanding IT Governance and Risk Managementjiricejka
Describes IT Governance Holistic Framework for establishing transparent relation between Business and IT environment.
Describes Governance services and Risk Management Methods
An Enterprise Resource Planning (ERP) system can help you extract value from your business. A successful system can provide insight for decision making, opportunities for efficiencies, assist with controlling processes, and provide business agility.
EDR Webinar
Presented by June Jewell, CPA, President AEC Business Solutions
November 18, 2015
Project Managers (PMs) are the key to a professional services firm’s success. Yet many firms promote technical people into roles they are not prepared or ready for. As a result, project profitability suffers and there is frustration at every level of the organization. By enabling project managers, through financial and systems training, automation, and accountability measures, the firm’s profit margins can increase substantially.
In this webinar, attendees will be able to:
-Evaluate the challenges that cause many Project Managers to struggle with project profitability
-Understand the reasons that projects go over budget
-Review the financial aspects of project management that Project Managers need to know to be successful
-Learn how technology can help Project Managers deliver more profitable projects
-Develop some best practices to help Project Managers succeed
Speaker
June R. Jewell, CPA, President AEC Business Solutions
Jewell, a thought leader and expert in AEC firm profitability, has more than 28 years of business management consulting experience, and unsurpassed knowledge of the AEC industry. In addition to this role, she is the original founder and current strategic advisor of Acuity Business Solutions, a Deltek Premier Partner and consulting firm that works with AEC firms to support business profitability through web-based enterprise management technology.
She is the Amazon best-selling author of the book “Find The Lost Dollars: 6 Steps to Increase Profits in Architecture, Engineering and Environmental Firms.” Jewell has built and run a successful consulting practice, and is a highly sought after speaker at industry events and conferences. Her past speaking engagements include AIA, ACEC, SMPS, Design and Construction Network (DCN), Society for Design Administration (SDA), Zweig Group (formerly ZweigWhite), PSMJ, ROG Growth and Ownership Conference, Project Management Institute (PMI), Deltek Insight and Business of Architecture (BOA).
A fragmented governance, risk, and compliance (GRC) landscape leaves organizations to sort through a multitude of visions. Blue Hill identifies basic defining characteristics of GRC and how the changing business environment is leading organizations to pay more attention.
Financial services firms struggle more than other industries to digitize their products and services, often failing to digitally transform themselves as quickly as other organizations. Facing new competition from more digitally savvy technology businesses, finserv firms are looking for new, better ways of doing digital transformation and addressing risks in their businesses.
In this presentation, moderated by Ian Lowe, VP Marketing at Crownpeak, Eric Feige, Managing Director at VShift, shares real-world examples of how a practical, next-gen approach to digital transformation accelerates growth in financial services, while tackling risk head-on.
The presentation covered three important keys to mitigating risk :
• Updated governance models: Addressing who owns the client and who owns digital to accelerate progress
• Decoupled digital technology: Overcoming speed-to-market obstacles presented by monolithic software and IT approaches
• Culture change tactics: Changing behaviors throughout the organization
The rapid rate of technological change can be overwhelming. Everyone sometimes needs to have a virtual CIO on call.
A virtual CIO can help the CIO, IT director, or business owner evaluate new technology, translate between IT and the business units, motivate and mentor effectively, and keep the big picture in focus. This holistic approach helps to create value, integrate systems, save costs, lower risks, increase innovation and produce successful outcomes.
IT Consultation — Expert, unbiased advice on a breadth of operational and strategic areas. This is tailored to the organization’s need, size, culture, and cost preferences. It may consist of providing a second opinion; briefing on industry best practices (e.g., for disaster recovery); building a support infrastructure (e.g., for mobile device support); or doing the problem analysis, plan, cost justification and presentations to the Board, among other possibilities.
Cloud Readiness Audits — Assessment of existing systems architecture, recommendations on which operational, financial, and accounting processes that could be moved to the cloud, and how to do so.
Rescue Assessments — Highly focused, impartial review of breakdowns in systems, applications, infrastructure and more. No finger-pointing, just a solid plan to fix the problem and get you back on track.
Support for Relocations — Experienced and thorough guidance in planning and executing the relocation of servers, networking and other computing assets to ensure efficiency, safety and continuity of operations.
Mentoring — Skills assessment and development; executive coaching; linking business and technology objectives to team performance; and requirements definition for strategic staffing.
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.
The article is intended as a quick overview of what effective master data management means in today’s business context in terms of risks, challenges and opportunities for companies and decision makers. The article is structured in two main areas, which cover in turn the importance of an effective master data
management implementation and the methodology to get there.
Crafting Your Accounting Innovation StrategyAggregage
Tired of everyone telling you that you need to modernize your accounting operations, but not telling you how to actually do it? Attend this non-technical, but technology-focused session to actually work through creating an innovation strategy and developing a plan for modernizing the way you provide accounting services with the latest accounting technologies.
Learn to revamp your firm or finance department’s service offerings to reduce cost and reduce your staff’s workload, while allowing your staff to focus on more value-added areas like financial planning & analysis and decision support. While automation technologies come with some cost, they greatly reduce manual labor and risk of error when integrated well. By providing more holistic services to your “clients”, you can help them improve their overall performance and better position yourself to be a trusted advisor.
This session will empower you to:
• Understand how to select your accounting apps and develop your innovation strategy
• Develop your “intraprise architecture” and use it to visualize the changes to your firm’s or accounting department’s operations
• Obtain insight into the skills and knowledge you will need to build in your staff to maintain your team’s relevance and improve the services you provide
Information Rich, Knowledge Poor: Overcoming Insurers’ Data ConundrumDeloitte United States
The ability to effectively harvest and harness data across the enterprise is quickly emerging as a competitive differentiator in the financial services industry. In the insurance sector specifically, a number of pioneers are already making healthy strides toward mastering information management, but for most companies that have not yet fully invested in this transformation, growing market mania around "Big Data" and looming regulatory changes that demand increased data transparency continue to generate considerable anxiety.
While many insurers have already spent and continue to spend heavily on core-system and technology modernization, most still find their efforts have fallen short of expectations and needs when it comes to information management. If data is expected to be realized as a strategic asset, insurers can no longer continue to merely tweak existing systems and business models to clear this data management hurdle.
However, operationalizing information management enterprise-wide is neither an easy nor short-term exercise, as demonstrated by programs already under way at companies that have pioneered the effort. But for many, the potential benefits to be derived from successfully organizing, governing, consuming and analyzing available data assets — both internal and external — are likely well worth the investment.
Still, to achieve holistic data fluency, optimize data exploitation and realize a positive ROI, insurers will need to dismantle numerous roadblocks embedded in their current infrastructure, hardware and software, corporate culture, and business models.
Information rich, knowledge poor explores challenges and potential solutions to mastering information management and realizing data as a strategic asset.
The four horsemen of IT project doom -- kappelmanLeon Kappelman
Based on a in-depth study, this short paper explains how to spot and what to do about the early warning signs of IT project failure and the four horseman of IT project doom. IT project failure is not a technology problem, it's a management problem rooted in people and process weaknesses. Anyone with eyes can see these early warning signs.
Join us as we discuss the various tangents of data and the change management process that will help you make better risk-based business decisions to save time and money for your organization.
2. Executive Summary
Highly motivated senior leader with 25+ years of experience leading Information Systems and Services
organizations with increasing levels of responsibility from development through executive leadership.
Responsible for virtually all aspects of Information Services including Program Management, Vendor
Management, Budget Management, Legal oversight, and Strategic Advisory of organizations ranging from
Fortune 12 to Fortune 1000 corporations.
Extensive background in portfolio/program/project management, process (re)engineering, application
development, staff development, and department management. Proven track record building new
revenue streams, team building, cost controls, contract negotiation, outsourcing, and HR coordination.
CORE QUALIFICATIONS
Strategic Business Partnerships Portfolio / Project Management Financial Controllership
Vendor Management Office Contract / Legal Guidance Motivational / Team Building
Business Process Development Entrepreneurial Attitude / Spirit Compliance / Security
VERTICAL EXPERTISE
Manufacturing Medical Device Financials
Pharmaceuticals Healthcare Insurance
3. vCIO – “Virtual” CIO
Position Low Rev High Rev Ideal Rev
vCIO 1M 250M All
• “The typical SWFL small to medium size company can’t afford a $240,000/year CIO such as me but
they can afford a $24,000/year vCIO.” This gets them 2 days/month of a 25 year IT veteran to help
independently align their business strategy to a technical strategy and the tactical implementation
thereof. In this effort I tell them up front, “I’m an independent, technology agnostic 3rd party. I’m
NOT the hands on guy. I partner with other SW FL technical companies to help implement the
solutions you need to grow your business.” I am a process first (not technology for technology’s
sake) person
• Business Strategy begets Technical Strategy begets Tactical Implementation
• Typical IT Spend – 3%; KTLO / Cap Invest – 80/20 or 20/80
• Dale’s IT Specialty – PM(O), BPM, $ Accountability, VMO, DMS, Management Consulting
• Industry Specialty – Healthcare, Manufacturing, Finance/Insurance
• Technical Focus Areas – Business Process, Data (sensitivity, security, PCI, HIPPA, PHI, SOX, PI, B/U,
DR), Hardware (PC, Server, Virtualization, Telecom), Help Desk, SAM, Networking/Connectivity,
Vendor Management, Reporting, Cloud, Compliance
• Partners: Infrastructure, Web Dev., App Dev., Cloud, Telecom, Data Center
4. Most Recent Full Time / Corporate Role
(CIO, COO, COS to CxO)
As the Chief of Staff to the Global CIO and #2 person my immediate
responsibilities included:
◦ Strategic advisory and tactical implementation of policies within Global Information
Services (GIS)
◦ Global Program Management Office – including methodology development and
program execution for an average of 12 major programs / year including global ERP
(SAP) rollouts and significant operational projects/efforts
◦ Vendor Management Office overseeing 100+ vendors and ~300 contractors both
onsite and offsite including associated negotiations and procurement
◦ Controller for annual GIS budget $100MM (15% average increase per year)
◦ Legal Advisor on all documentation including: NDAs, MSAs, SOWs, and COs
◦ Management of all full time and contract resources both direct and matrixed to
accomplish the above. Position Low Rev High Rev Ideal Rev
CIO 50M 1B 500M
COO 25M 250M 100M
CoS to CxO 250M 2B 1B
