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CIO OUTLOOK 2013 PDF Free Download

CIO OUTLOOK 2013 PDF free Download. Think more deeply and widely.

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CIOReview

44790, S Grimmer Blvd, # 202 Fremont,

CA - 94538

T: 510.936.8551

Price: US $50

illustrations without written permission from the publisher is prohibited.

The publisher assumes no responsibility for unsolicited manuscripts, photographs

or illustrations.Views and opinions expressed in this publication are not

necessarily those of the magazine and accordingly, no liability is assumed by the

publisher thereof.

Whilst every care is taken in the compilation of information contained herein, the

publisher cannot accept responsibility for errors or omissions, or for the use of

trademarks, copyrights, brand names, pictures or others identifying symbols

provided by participating companies and organizations. Every care is taken that

all information in this directory is accurate and up-to-date at the time of printing.

It provides readers with leadership-oriented, relevant and timely insight into the business

Technology is evolving – fast. Disruptive technologies like cloud, social, mobile and information are revolutionizing business.

Taking advantage of evolving technologies helps companies maintain a competitive advantage. If you are not watching these

developments, your business is missing out.

For that reason, it is imperative that companies focus not just on the changes happening today but also on emerging technological

trends that are shaping the future of organizations and industries. The more anticipatory a company can be with regard to

technology, the more creatively it can use that knowledge and planning to gain competitive advantage.

Faced with fundamental changes to the enterprise ecosystem, most successful CIOs and senior IT leaders are rethinking on

what IT means and how it can be applied to the needs and goals of the enterprise. CIO's have begun to leverage new technologies

and embrace the future by turning their attention to growth, cost reduction and competitive diﬀerentiation.

The potential of technology is expanding. CIOs are working with greater agility to discover new ways to advance the business. They

are always hunting for innovative solutions that address their pain points. Every other week, there will be some company launching

an enterprise solution. While there is no dearth of solutions in the market, keeping track of all the available solutions is a humungous

task and nearly impossible.

We spoke to some of the successful CIOs and other decision makers on buy-side of enterprise technology to share what they see as

a big challenge in technology to meet enterprise needs in 2013, what solutions they will look forward to and their expectations from

technology providers for the enterprise. This being a neutral platform, CIOs shared their true insights without any obligations to a

particular vendor. The roast of insights we present in this book will help CIOs and IT leaders across the board to learn a lot from their

peers in the industry.

We believe CIO Outlook will serve as a resource book for decision makers where they can refer to see how their contemporaries are

thinking about similar problems as theirs. It provides readers with leadership-oriented, relevant and timely insight into the business

challenges that are top-of-mind for forward-thinking IT executives. Since we present to you insights from CIOs from diﬀerent

industry verticals, we believe there is scope for cross-pollination of ideas.

Our Editorial team also evaluated over thousand solution providers and selected a handful of them to be proled in CIO Outlook

2013 so you can gain a comprehensive understanding of what technologies are available, which are right for you, and how they shape

up against the competition. The solution providers featured in CIO Outlook 2013 provide a look into how their products work in the

real world. We believe this information will help you, while you make your IT decisions.

We would love to hear your experiences of leveraging technology to steering your business. We would also look forward to provide

you with more information on enterprise IT that will help you embrace new concepts, pursue new strategies and acquire new

leadership skills.

Thank you,

HarviSachar

Editor-in-Chief, CIOReview

Write to us editor@cioreview.com

Embrace New Technologies,

Gain Competitive Advantage

UST Global

[Information Services]

Ron Utterbeck,

CIO - Corporate and Director

GE Corporate

Glassbeam, Inc.

[Government Administration]

Joseph Marcella, CIO

City of Las Vegas

AccelOps

Asigra

[Retail]

Debra Jensen, CIO

Charlotte Russe

AccuCode

[Financial Services]

Robert Lux, CIO

Freddie Mac

Adeptia

Microtech

[Medical Devices]

Michael Hedges, VP & CIO,

Medtronic

Afilias

[Automotive]

Tim McCabe, Delphi

Altoros Systems

Long View

[Electrical/Electronic Manufacturing]

TMike Endsley,CIO, Emerson Network Power

ApCera

[Mechanical or

Industrial Engineering]

Colin Boyd,CIO, Johnson Controls

AppEnsure

Xtera

Index

[Education]

Ari Lightman, Director CIO Institute,

Carnegie Mellon University

Backupify

[IT and Services]

Adriana Karaboutis,

VP & Global CIO, DELL

Bamboo Solutions

[Utilities]

Eloise N. Young

CIO & VP, Philadelphia Gas Works

Birlasoft

[Insurance]

Murshid Khan, CIO,

Stewart Information Services

CiRBA

[Government Administration]

Darren Ash, CIO/Deputy Executive Director for

Corporate Management

US Nuclear Regulatory Commission

Column Technologies

[Banking]

Jeff Johnson, CIO,

Baxter Credit Union

Thinksoft Global

[Hospital & Health Care]

Mike Patel, CIO & VP Business Services

San Jose Medical Group

Courion

[Luxury Goods and Jewellery]

Brian Shipman,CIO, Heritage Auctions

CSS Corp

[Hospital and Healthcare]

Linda Reed,VP & CIO,

Atlantic Health System

Cybage

34 53

18 26

[Retail]

Nick Spann, VP & CIO, WilcoHess

Datavail

[Education]

Erik Viens,

EVP of Technology & CIO,

Academy of Art University

Digite

[International Affairs]

Dorine Andrews, CIO, Peace Corps

Dyonyx

Infusion Software

[Construction]

Jay Wallis, CIO,

Empire Materials and Recycling

EarthLink

[Hospital & Health Care]

Jeffrey Cohen, CIO,

The MENTOR Network

EdgeWave

[Mining and Metals]

Nancy Wolk, CIO, Alcoa

BurnsideDigital

[Publishing]

Debra C. Robinson,

SVP & CTO, Hearst Magazine

EnterpriseDB

[Construction]

Greg Wilson, CIO, CentiMark Corporation

Entomo

INSZoom

[Retail]

Dave Finnegan, CIO,

Build a Bear Workshop

Epicor

[Government Administration]

Adel Ebeid, CIO, City of Philadelphia

eQ Technologic

[Consumer Electronics Holding Company]

Scott Strickland,

VP and CIO, D&M Holdings

Fidel Tech

[Consumer Goods]

Andrea Simone, SVP & CIO, NBTY

Fractal Analytics

[Health, Wellness and Fitness]

Jay Topper, CIO & CTO, Vitacost

Global IDS

KASEYA

[Hospital & Health Care]

Karthik Ganesh,

CIO, COO & EVP, QualCare

High Roads

[Government Administration]

Phil Bertolini, CIO & DCE, Oakland County

Infogroup

[Building Materials]

Ron Klyn, CIO,

Universal Forest Products

Inkiru

[Health, Wellness and Fitness]

Guy Thier, VP & CIO Bally Total Fitness

IntelliCorp

[Insurance]

Chayan Dasgupta, CIO,

Overland Solution Inc.

Intetics

ORSYP

50 58 78

[Hospital and Healthcare]

Terri Barber,

VP- Support Services, CIO

Southwest General Hospital

IP Services

[Biotechnology]

Dr. Scott D. Kahn, VP, Illumina

iRise

[Oil and Energy]

Matt Hall,CIO, ContourGlobal

Kenandy

[Transportation/Trucking/Railroad]

Emile Zafirov, CIO, Logistics Plus

Kony

[Insurance]

Ursuline Foley, CIO, XL Group

L & T Infotech

Ziften

[Defense & Space]

James Rinaldi, CIO, Jet Propulsion Laboratory

Linium

[Hospital and Healthcare]

Jim Hauenstein, CIO, Enloe Medical Center

LiveOps

[Supermarkets]

Kathy Persian, CIO, Supervalu

Market Live

[Hospital & Health Care]

Bill Spooner, SVP & CIO, Sharp Healthcare

Mersive

[Oil and Energy]

Mark Davison, VP & CIO, Delek US Holdings

Metalogix

Vidyo

[Consumer Goods]

Stuart Scott, CIO, Tempur-Pedic

MicroExcel

[Hospital & Health Care]

Karen Green, CIO, Brooks Rehabilitation

Norse Corp

[Retail]

Jean Luber, CIO & VP

Schwarz Supply Source

OpenStream

[Hospital & Health Care]

Jason Worley, CIO, First Choice ER

Orion, Inc.

[Education]

Paul Czarapata, VP,

Kentucky Community & Technical College System

P2 Security

Tiara Consulting

[Hospital & Health Care]

Frank Jackson, CIO & SVP

HealthMarkets

Paloras

[Education Management]

Kirby Glad, CIO, Certiport

Panaya, Inc.

[Construction]

Carol Copeland, Director of IT, Robins & Morton

Paymetric

[Food Production]

Gerrit Schutte, CIO, ConAgra Foods

Plex Systems

[Hospital & Health Care]

Marc Probst, VP & CIO,

Intermountain Healthcare

Realization

[Financial Services]

Christopher A. Graham, VP & CIO

Church Mutual Insurance Company

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RedSeal Networks

[Health and Health Care]

Jason Van Den Eeden, CIO, ATI Physical Therapy

Sapience

[Consumer Goods]

John C. Moon, VP & CIO,

Johnson Outdoors, Inc.

Senexx

[Government Administration]

Otto Doll, CIO, City of Minneapolis

SGI

[Education]

John L. Isenhour, Associate CIO & CTO,

Kennesaw State University

Shore Group

[Hospital and Healthcare]

Patrick Thompson, EVP & CIO, Amedisys

TechAhead

[Insurance]

Tony Hashem, CIO, Holmes Murphy

Troux

[Hospital & Health Care]

Rick Hopfer, CIO,

Molina Healthcare

Uniken

[Education]

Ronald G. Maillette

EVP, CIO, CSO,

Education Corporation of America

Versify Solutions, Inc.

[Airlines/Aviation]

Rocky Wiggins, CIO

Sun Country

Vormetric

[Hospital & Health Care]

Lynne. B Briggs, VP & CIO, BloodCenter of Wisconsin

Wolters Kluwer Health

[Education]

Praveen Panchal, VP & CIO,

City College of New York

Yubico

[Financial Services]

Greg Schwartz,CIO, USAA

Unitrends

[Hospital & Health Care]

Timothy Stettheimer,

Ascension Health

Allied Digital

[Government Administration]

Dan Ryan, CIO,

City of Battle Creek

Cloud Central

[Transportation/Trucking/Railroad]

Bruce Schinelli, VP & CIO,

TTX Company

Convergent.io

[Health and Healthcare]

Jesse J. Strittmater,VP & CIO

Life Fitness

Privia

[Beverages, Brewing]

Marina Bellini, Global VP-IBS,

Anheuser-Busch InBev NV

Shoutlet

[Health and Healthcare]

Theresa Meadows,

SVP, CIO

Cook Children's Healthcare Systems

TrustSphere

[Consumer Goods]

Grant Gunnigle, COO/CIO

Kids II

Zend

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the company’s client base, opting for a

limited number of clients from the biggest

names in their industries. He has

re-dened customer relationships with a

unique client intimacy model to ensure

that customers are delighted. “Our entire

organization,” he says, “is designed in a

customer-centric manner.”

The approach came from lessons learned

during the downturns of the late 90s and

the dotcom burst in the early 2000s. As

other service providers and e-commerce

companies failed, Sajan—a gifted

entrepreneur—made an agile shift and

quickly steered the company to focus on

the world’s largest companies. “We had the

ability to realize that our strategies were not

right. It was a tough situation but I turned it

to our advantage,” says Sajan.

But after achieving success in North

America and Western Europe, recessions

and economic downturns have created a

new business reality around the globe.

Sajan has had to stay agile, putting some

aggressive plans on hold while moving

forward in other areas. “I had to react to it

and redirect and reapply myself to build the

same performance in new centers like Latin

America,” he says.

Sajan attributes the company’s astounding

growth to his understanding that the

requirements of a global world are

diﬀerent. “I believe that entrepreneurs need

to have a global view and should focus on

business in all parts of the world.” But, he

cautions, “One model does not work for

every location. We must keep in mind that

while you think global you should act local.

You must adapt to the local environment,

in terms of business policy, team, and your

commercial structure to make your

business work.”

Another unconventional approach is

choosing smaller cities like Kochi and

Trivandrum in India, and now Leon in

Mexico for the company’s locations.

Already proven successful in India, these

cities oﬀer a good employee base, less

social displacement, and lower costs.

An entrepreneur who believes that success

comes to those with a “pioneering spirit,”

Sajan believes that “By doing things that

already have been done, entrepreneurs

shrink their chances to succeed

considerably.” But he knows that “An

entrepreneur must also draw a ne line

between playing a gamble and being safe.

Only a certain number of eﬀorts will be

successful, so you must possess the

capability to anticipate success and failure.”

In pursuing his dreams for UST Global, he

has drawn inspiration from some

extraordinary people who have joined his

cause. “You also receive the support of your

customers and political leaders, who

supported you because it is good for the

country. I met people with likeminded

spirits whose purpose in life was to bring

commercial success along with social

success,” explains Sajan, reecting the

passions of his mentor and the founder

Chairman of UST Global, G.A. Menon.

For a company with such values, taking

care of employees and clients is a

requirement. “I believe,” says Sajan,” that we

are extremely connected to the clients, not

only to client technology but also to their

welfare. We provide them with strategic

advice and develop a strong business

relationship with them. We also look for

opportunities for social responsibility for

not only our clients, but also our

employees. UST Global provides its

employees the opportunity to not just be

successful in the technology world but to

also become well rounded professionals.”

The company is also very active on the CSR

front and is always working towards giving

back to society.

SAJAN PILLAI

CEO, UST Global

Sajan Pillai heads the company's global

business operations. His responsibilities

include acquisitions, client development,

global operations, service delivery, and

leadership to UST Global’s growing force

of IT’s most talented professionals. Part

of the $4.5B Comcraft Group, UST Global

has state-of-the-art centers across the

globe. Known for establishing ongoing

client partnerships by extending itself

beyond the contract to put its customers

rst, UST Global® delivers market

dening solutions and end-to-end IT

services to Global 1000 companies. Here,

Mr. Pillai speaks about entrepreneurial

success in the IT industry.

The Road Not Taken

In his celebrated creation “The road not

taken” the famous poet Robert Frost writes:

“Two roads diverged in a wood, and I, I took

the one less traveled by, And that has made

all the diﬀerence.”

A strong believer in Frost’s suggested

philosophy, Sajan Pillai is breaking norms in

the business world. He has every reason to

stand by his convictions as UST Global

continues to grow at an admirable rate.

Explaining UST Global’s unique motto of

“fewer CLIENTS, more ATTENTION,” Sajan

rejects a standard that strives to increase

India | Europe | Philiphines | US | Latin America www.ust-global.com

CIO|12|Outlook 2 0 1 3

RON UTTERBECK

Corporate CIO

Attracting and retaining the

best talent is the difference between

success and failure.

INFORMATION SERVICES

In his role as Chief Information Officer

(CIO) – GE Corporate and AMSTC, Ron

Utterbeck is responsible for delivering

enterprise applications and services,

IT centers of excellence, driving IT

innovation for the company and

developing a world-class technology

center.

Utterbeck joined the Company in

1992, and has held a variety of

leadership roles, beginning with

global manufacturing production,

messaging and integration services at

GE Lighting. He served as an IT Leader

for three Americas-based businesses

in GE Plastics and was responsible for

driving process improvements across

GE Plastics’ global operations. In 2010,

he was appointed to his current role

of CIO – GE Corporate and AMSTC.

Challenges in technology to meet

enterprise needs in 2013 and

expectations.

In the dynamic global world that we live

and do business in, speed is a huge

differentiator for our customers. Speed

of analysis, speed of decision, speed of

solution, and speed to benefits are just

a few examples of how we set ourselves

apart from our competition. In IT, we

need to be able to grab onto

technological advancements and

trends like mobile, big data, and social

networks, quickly figure out how they

can bring real business value and then

quickly enable our businesses to exploit

the capabilities to make us faster.

Leveraging agile and non-blocking

methodologies, as well as focusing our

projects on getting to the benefits

faster vs. focusing on delivering an IT

solution that on day 1 meets 100% of

the criteria, is also key.

SAAS models allow us to bring

solutions faster to the business, but

they also bring challenges like security

and integration within the existing IT

eco-system.

The areas in business environment

where solutions do not yet exist or

not up to the mark, and which if

existed, would've made job easier.

Providing solutions would be so much

easier if people followed industry

standards. Take for example the HTML

standard. All browser manufactures pick

and choose what they implement and

when. Having an application that works

across all major browsers via one

standard code continues to be

challenging.

Technology Trends Impacting

Enterprise Business Environment

Big data, mobile, social networks in the

enterprise and gesture based computing

are just a few. Gesture based computing

has huge potential to bring computing

power to new audiences. With gestures

and pictures, one does not need to know

the language to be able to work within

an application. I believe this will continue

to transform and expand the workplace.

It also makes it easier to take a single IT

solution across the world.

My roles and responsibilities as a CIO

Today, more than ever, the CIO role

requires one to wear many hats and fly at

multiple attitudes many times at the

same time. CIOs need to understand

business strategy, detailed business

process as well as be a technically strong

across existing and emerging

technologies.

Lessons I learned as a CIO

that can help you

IT is a people game. You want the

smartest technical brains that have

experience with your business

processes. You want people who can

influence their IT and functional peers.

You want people who can lead complex

projects and drive significant change

throughout the business. Attracting

and retaining the best talent is the

difference between success and failure.

I spend a huge amount of my time

focusing on people.

In IT we like to have things be 100

percent. Instead we need to focus on

how to launch, tweak, and launch

again; this enables us to deliver

benefits to the business quicker.

CIO INSIGHTS

CIO|13|Outlook 2 0 1 3

GLASSBEAM, INC.

ABOUT GLASSBEAM

Glassbeam Inc. is a Big Data applications company specializing in

multi-structured machine data analytics for device manufacturers, software

vendors and their users. Glassbeam’s pre-packaged Big Data applications for

customer support, product development and sales leverage the company’s

breakthrough Semiotic Parsing Language (SPL) that can quickly extract

strategic intelligence from complex operational data contained in

multi-structured machine data.

SUMMARY

Glassbeam is a Big Data analytics company with solutions on the cloud for

analyzing semi-structured data such as machine logs. Glassbeam was founded

on the premise that machine logs contain critical high value business data,

that when mined, provides a competitive edge to the product owner and IT

users in data centers. Although, IT sys admins have been trying to parse logs

for the longest time using various tools for data

center needs, the companies that produce these products have been blind to

the actual usage of their systems once deployed at the customer sites.

Glassbeam addresses this market gap by analyzing machine data that

contains information on errors and warnings, product usage,

product configuration and feature usage. While traditional log

processing tools focus only on events and errors, Glassbeam’s machine

data analytics provides a comprehensive analytics on ALL data from all

log files. Hence the value is not just to end user IT departments but to

product companies and their business users as well.

INDUSTRY SOLUTIONS

Glassbeam provides solutions targeted at IT and Business. For businesses

in the Storage, Wireless, Networking and Medical Device industries,

Glassbeam offers predefined business dashboards on customer

intelligence and product performance tailored to that industry.

PRODUCTS

Glassbeam Search - A unified cloud based search

and log management solution for application and

device logs and unstructured data.

Glassbeam Standard Analytics - Predefined set

of business reports and visualization prebuilt for

application and device performance management,

customer intelligence and support & service

analytics.

Glassbeam Custom Analytics - Flexible set of

tools for ad-hoc questions and reporting on your

customer and product data from logs.

BUSINESS BENEFITS :

•Narrow down and troubleshoot issues in

minutes instead of days.

•Integrate all sources of data to explore and find

insights faster

•Collate all device and customer log data in one

place for compliance and audits

•See intuitive and flexible reports with clear

dashboards highlighting business metrics and

KPI’s

•Monetize your data by exposing analytics on

your products and services to your customers

•Delivery Model: SaaS

•Pricing: Contact us at sales@glassbeam.com

COMPANY WEBSITE: www.glassbeam.com

Twitter: @glassbeam

CIO|14|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

expectations.

Technology solutions are based on a

specific business needs. In the private

sector it’s buying things and selling things,

in Government it’s analogues to an

unrelated conglomerate, and in both it’s a

service orientation. Most technology

solutions have taken an enterprise

approach to infrastructure applications; ERP

if you will. Organizations who kept business

application software, ERP, and their

technology, stack reasonably current

during the downturn are now faced with

the next tier of product delivery. That next

“step forward” is going to be a challenge.

Communities looking for self serviceData

available for citizen/customer consumption

to build an APP or conduct a bit of analytics.

The challenge is understanding the needs,

adapting the technology, finding a way to

do it securely and putting the right

resources behind it to invent, perpetuate

and re-invent.

Solutions Wish list:

• Clear and simple direction (Strategy ?)

•A community/customer partnership

Social engagement

• 4 Generations of workforce understanding

each other’s contribution in the process as

well as management understanding the

morphed resource MIX

• Mobile workforce

• Self Service

• Focused funding

• Secure

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier.

Balancing the Drag of Legacy with the pull

of bleeding edge.

As I mentioned before local government

consists of many vertical disciplines

providing services we must support by

statute, being in the business that no

private company really can make a profit at.

It’s difficult to preserve those vertical

functions and leverage whatever you can in

horizontal technology. Really don’t need a

payroll application in each department

(that can be shared in an ERP), but we do

need to deliver distinct services in public

safety versus land development.

Now we need to find the commonality to

ensure that we can MEASURE what we do

and leverage the integration between

systems/departments/business

applications.

Enterprise systems to support an enterprise

approach to services are now maturing.

Would really like to ask our citizens for their

name and address once!

Technology Trends Impacting Enterprise

Business Environment

• BOYD

• Open Data

• Big Data and the BI Piece

• Our Mission is to find out what folks need,

once done- keep it running, then measure

it, so management can run the place.

My roles and responsibilities as a CIO

Use to be alignment with the business units

and needs

Today it’s being part of and integrated with

the process by being at the table with the

business leaders and community served.

Lessons I learned as a CIO that

can help you

It’s always People, Process and Needs; rarely

a technology issue.

Your option is always to Build, Buy, Rent or

Share to support the business direction

80-20. Don’t go after the last 20% with an

80% effort (do it/fix it/try it again or Ready

fire aim) The experimental agile method

Ain’t dead yet !

Next life I’m gonna drive a fork lift --- you get

evenings and weekends off ! Smile

JOSEPH MARCELLA

CIO / Director of Information Technologies

City of Las Vegas

Marcella has logged over forty years in Information Systems and more

than thirty in the management of business technologies. Marcella has

been credited in both the private and public sectors with numerous

“firsts”. Continuing this trend; the City of Las Vegas is one of a few

government entities to earn an Oracle showcase designation. Recently

he was honored as one of the Nation’s Top 25 CIOs - Doers; Dreamers

and Drivers, and received Nevada’s 2012 Top Tech Executive Award.

It’s always People,

Process and Needs;

rarely a technology issue

“”

CIO INSIGHTS GOVERNMENT ADMINISTRATION

As enterprises have deployed virtualization, adopted the cloud

and embraced BYOD in an effort to be more agile in their use of

IT resources, they have discovered that their traditional security,

performance and availability monitoring tools are not

adequately protecting their networks from threats, providing

real-time alerts for anomalous activity or meeting their

compliance and audit requirements. AccelOps SIEM,

performance and availability monitoring software is special

because it provides network and security administrators with a

“single pane of glass” view of the entire infrastructure – on-

premise, remote, cloud, physical and virtual.

Traditional tools are aligned with IT functions, such as servers,

storage, applications, network and security devices. They are not

integrated. Correlating data from multiple tools is a manual,

time-consuming process, and results in blind spots. This

piecemeal approach does not provide a unified view of the

entire infrastructure and applications that organizations require

to make rapid decisions for individual lines of business. AccelOps

is the first software application that provides a holistic view of

the entire infrastructure, and provides a framework that aligns

IT with the business services it supports.

The first thing that our customers love about our software is its

ability to automatically discover everything on their systems.

Within hours, they can see what’s going on across their

infrastructure. Packaged and customizable dashboards and

reports make viewing clear and complete. AccelOps provides full

contextual intelligence for events, such as user identity,

geographic location and device types. The AccelOps real-time

analytics engine delivers incident and event alerts and enables

corrective actions to avoid security breaches, interruptions or

service delays. Thanks to its self-learning capabilities and a

powerful rules engine, customers report that AccelOps takes the

drudgery out of many routine tasks and frees up security and IT

professionals to work on more valuable and strategic projects

rather than routine maintenance.

Recognizing that Managed Service Providers (MSPs) are

increasingly valuable in this new elastic era, AccelOps offers

support for multi-tenancy and business-level Service Level

Agreements. AccelOps allow MSPs to overcome common

adoption barriers by alleviating customers’ concerns about

security and visibility with rich customer-specific reporting. By

simplifying all aspects of IT monitoring for MSPs, AccelOps helps

reduce costs. We provide excellent support and make it easy for

MSPs to do business with us right down to fair licensing.

AccelOps’ scalability and unmatched performance capabilities

are especially popular with our MSP customers. Expanding

AccelOps is as simple as allocating additional virtual machines.

We are seeing our integrated approach pay off for AccelOps and

its customers, and accolades are coming from respected

industry analysts such as Gartner and Enterprise Management

Associates. We have a clear and compelling vision of how we will

add greater automation to the AccelOps platform in the years

ahead. We are committed to helping our customers become

even more efficient, eliminating tasks that can be automated

and providing the data and analysis to drive businesses forward.

Flint Brenton

President and CEO

AccelOps Integrated Security (SIEM),

Performance and Availability

Monitoring Software

CIO|15|Outlook 2 0 1 3

Website: www.accelops.com | Email: info@accelops.com | Phone: +1 408.490.0903

Challenges in technology to meet

enterprise needs in 2013 and

expectations.

Business Intelligence. We’re all collecting

/ accessing all kinds of information both

internally and externally to our company.

There is a wealth of information that if

used correctly could provide tremendous

insight to our customer’s wants and

needs and their shopping patterns and

habits. I look to 2013 to being a year

where we have an opportunity to get in

front of this and where can use the in-

sights to make better purchasing and

merchandising decisions. Cloud

technology is also something we’re trying

to understand where it may add value

and where it fits in our roadmap.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if

existed, would've made job easier.

We have critical systems that support

basic parts of our business that need new

and more flexible features and functions

to help us be faster and more relevant. Yet

it seems it always takes the next upgrade

or expensive enhancements to make

progress. This has been the same in our

field for years and there needs to be a

better way to make improvements to

large critical systems faster and more

economically.

Technology Trends Impacting

Enterprise Business Environment

Mobile and social. Mobility in our stores is

where in-store checkout is headed and

how to make it a great customer

experience while still handling the details

when selling clothes – detagging,

bagging, cash customers, and how to

leverage the customer’s personal mobile

interaction point. Social is moving so fast;

it’s about figuring out what your

customers are telling you with their

interactions – both with you and with

their friends. Our business partners are

conducting more business on the road

and need mobile access to core business

applications in a mobile format.

My roles and responsibilities as a CIO

The CIO position is like many other

Executive positions – we all have to adjust

to the business climate and current

conditions for the company you’re in. The

past two years have been about the basics

as we turned the company around.

Stabilizing the technology environment to

support current work and then getting

ready to support growth and new

company initiatives. As I always have in my

career – I have to stay focused on

providing value at the right cost, and now

we’re bringing in technologies to support

business growth to help us move forward.

The pace is faster but the basic job is the

same – you have to understand your

business and then make sure the

technology platform supports it and is

aligned with what’s next.

Lessons I learned as a CIO

that can help you

The most important things are being part

of the Executive team so that you

understand what your core business

drivers and initiatives are, and making sure

you have the right people in IT who

understand both technology and your

business. Everyone has to understand

why we’re here and what drives our

business, as well as their role in making it

happen. Third is staying on top of where

technology is going and leverage your

vendor relationships so you know when

something is relevant and can make a

difference to your business model.

DEBRA JENSEN

CIO

Charlotte Russe

Everyone has to understand why we’re

here and what drives our business, as well

as their role in making it happen.

Debra is the CIO for v Russe, a mall-based

specialty retailer of apparel and

accessories for women in their teens and

twenties with over 500 locations.

She is responsible for ensuring the

technology portfolio is able to meet the

current and future needs of a fast

paced retail environment. Specific areas

of technology focus include business

intelligence and analytics, merchandising

and store systems, ecommerce

technology and supply chain.

CIO|18|Outlook 2 0 1 3

CIO INSIGHTS RETAIL

CIO|19|Outlook 2 0 1 3

Product Offerings for Enterprise

AccuCode Objects (AO) is a set of solutions that includes all

the hardware, software, and services necessary to deliver a

scalable, repeatable solution for an entire problem set. These

products include:

• AO: LifeCycle - Comprehensive visibility, service and support

for all your devices.

• AO: Networks - Secure, reliable wireless network

infrastructure provided as-a-service.

• AO: Airwatch - Secure, cloud-based mobile device

management provided as-a-service.

• AO: LaunchPad - Integration, accessories, deployment,

management, service, and support for tablets in your business.

• AO: Apps - Android and iOS applications for the enterprise

Differentiating Factors

AccuCode has 18 years of growth and success in the mobile,

wireless and data collection sector. Our culture of

innovation has placed us at the convergence of mobile

computing, cloud computing, and the as-a-service delivery

model. Some of the largest retailers, airlines, and

manufacturing companies in the world rely on AccuCode for

strategic technology solutions.

Ways product add value to the customer environment

At AccuCode, we take responsibility for helping our customers

reach their objectives through the application of technology.

We give our customers the opportunity to gain accurate,

real-time visibility of their people, assets, and processes so that

they can drive opportunity and efficiency. We take pride in the

fact that our customers aren’t buying just a part number; they

are paying for a guaranteed outcome.

Our Clients

With an annual client base of over 400 businesses, AccuCode

has earned the trust of companies such as The Kroger Co., The

Sports Authority, Harris Teeter, Goodwill, The Sport Chalet,

Kahala Management, El Pollo Loco, Corporate Express, United

Airlines, American Airlines, British Airways, Air China, and

many more.

Key Person

Kevin Price, Founder and CEO

Kevin started AccuCode in 1995 out of the basement of his

home. Self-taught in AIDC industry technologies, Kevin’s

ability to absorb information, define, and apply solutions

makes him a true leader in this industry. His expertise and

ability to assemble a strong team of industry players has been

the foundation of AccuCode’s success.

Offices

AccuCode is headquartered in Centennial, CO. We have other

locations in Dallas, TX, Louisville, KY, and Charlotte, NC, as well

as customer installation support in North America, Europe,

Latin America and Asia Pacific.

Milestones

In 2002, AccuCode was awarded the #154 spot on the Inc. 500

list and since then, AccuCode has been a six-time Inc. 5000

winner and two-time Solution Provider 500 winner. AccuCode

was also included as one of the 2011 Colorado Companies to

Watch.

Road Map

AccuCode aims to be a facilitator of the mobile technology

revolution within the enterprise.

About Us

AccuCode’s solutions are focused on bringing mission-critical

data directly into the hands of those who need it; anywhere,

anytime. With over 18 years of experience, AccuCode specializes

in providing leading technology solutions for retail,

transportation, the supply chain, healthcare, and education. These

include barcode, RFID, mobile applications, retail commerce,

hardware procurement, hardware lifecycle management, point

of sale, and wireless networks. AccuCode is committed to

delivering assured outcomes by solving complex business

problems through reliable mobile technology solutions.

CIO|20|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

expectations.

Perhaps the biggest challenge we face is to

simultaneously meet the technology needs

that make Freddie Mac a competitive

company fulfilling a statutory mission to

support the U.S. mortgage market while

also working with our federal regulator to

implement technology solutions for the

entire mortgage finance industry.

Our key industry goals in 2013 include

standardizing mortgage data and aligning

common IT processes. Our chief goal at

Freddie Mac is to implement technology

platforms that will provide our customers

with a better experience and increased

certainty that we will accept the loans they

deliver to us.

My roles and responsibilities as a CIO

I spent my first year at Freddie Mac focused

more on enhancing IT – that is remediating

legacy applications, delivering business

projects, and enhancing IT's ability to plan,

deliver, and operate. In the past year I have

focused more on defining our business

technology strategy and recruiting top

talent.

Another critical role for me as the CIO is to

recruit top talent. A CIO is only as good as

his or her team, and I have been lucky to

recruit some great people to Freddie Mac.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier.

Like many financial services institutions,

we have a large, complex technology

environment that requires a lot of time to

maintain and sustain. At the same time,

we are looking to shift more of our IT

budget to investing in competitive

differentiators. To do this, we are looking

at ways to shift more of our commodity

offerings to variable cost services, where

we only pay for what we use. This will free

up IT budget dollars to fund

game-changing technology.

Technology Trends Impacting

Enterprise Business Environment

Perhaps the most exciting development

in this area has been a multi-year project

to standardize the mortgage industry’s

data formats and collection processes.

The more our industry standardizes data,

the more effective its database will

become. Another trend at Freddie Mac is

the consumerization of IT. When I arrived

here two years ago, we didn't allow

iPhones or iPads and had no wireless

capability.

As I said, at that time my goal was to make

it as easy to work at Freddie Mac’s offices

as it is to work from your local Starbucks.

We now support BYOD and have wireless

throughout the campus. We are now

researching for BYOC (Bring Your Own

Computer) possibility so that Freddie Mac

employees can use their own PC's for

work in a secure manner.

Lessons I learned as a CIO that can help

you

I came to Freddie Mac to use my experience

to improve the company. But, I have also

received as much as I have contributed. I

have benchmarked our IT capabilities

against best-in-class firms. In areas where

we need to improve, I have reached out to

those CIO's who have something to teach

us and they generously provided many

useful lessons which we are putting to good

use. My recommendation is to not be shy

about asking for help outside your

organization. It can accelerate your learning

and provide unique perspectives that you

can use to improve your organization.

Robert Lux is the Senior Vice President and Chief

Information Officer since October 2010. He is a member

of the company's management committee. Lux is

responsible for the company’s Information Technology

(IT) assets and services. Lux has over 30 years experience

in the IT industry and has over 10 years experience in the

mortgage industry. He is a current member of the MBA's

Residential Technology Steering Committee and earned

the MBA's Certified Mortgage Technologist (CMT)

designation.

ROBERT LUX

SVP and CIO

Freddie Mac Another

critical role for a

CIO is to recruit

top talent. A

CIO is only as

good as his or

her team.

’

CIO INSIGHTS FINANCIAL SERVICES

As the industry’s most innovative SOA cloud

and on-premise Business Process Integration

vendor, Adeptia is transforming the way

companies access, modify and deliver

business-critical information.

ADEPTIA VISION

Adeptia was founded in June 2000 with the

aim of taking Business Process Integration

beyond the Fortune 1000.

It’s goal: to enable organizations to increase

revenue and reduce cost by delivering

meaningful information to clients in a faster,

more flexible and less expensive way.

Adeptia is recognized for its innovative

process-based approach to integration and

application development, making data

“actionable” within the hands of Operations.

Adeptia makes this happen in part by

providing a single platform and dashboard

that manages all integration requirements

across the entire data, application, B2B and

process integration lifecycle.

Since 2000, Adeptia has emerged as the

price-performance value leader in the

growing integration market led by

visionaries, CEO Lou Ennuso, and President/

CTO Deepak Singh.

BUSINESS PROCESS INTEGRATION

The single Adeptia platform supports batch

and real-time data integration with

powerful transformation capability that

helps business process and enterprise

application integration with long-running

transactions involving human workflow.

UNIQUE, PRODUCT DIFFERENTIATORS

•Dynamic Workflows where one

automated process intelligently manages

multiple data formats, sources and triggers,

to automatically on-ramp new clients and

data.

• Configurable, Dynamic Web Forms that

allow business users to visually create user

interfaces for themselves and their clients to

interact with their automated processes,

presenting information and allowing for

data correction and approvals.

•Real-Time Record by Record Validation in

addition to batch processing, this validation

process allows customers to update all

business-critical systems in real-time. It’s an

easy and more cost-effective alternative to

creating data warehouses.

•A Central Repository Storing All

Business Logic that eliminates the need to

maintain multiple and duplicate code bases.

CUSTOMER AND PARTNER

SATISFACTION

According to Adeptia CEO and Co-Founder

Lou Ennuso, “Adeptia’s customers are smart

and innovative, with the courage to deliver

value to their customers as their first

priority. They echo an Adeptia core

value – that you can’t stop at what you are

good at. You have to know what your

customers want and give it to them, no

matter how difficult it is. Our customers are

highly motivated to stand out in the

marketplace and they depend on us to help

them build business integration solutions

faster, more flexibly and less expensively.

ISV and OEM partners depend on us to help

them create solutions and services for their

customers, thereby increasing their

revenues as well as customer satisfaction.”

Adeptia customers and partners are

challenged by custom-coded point-to-point

interfaces and multiple applications. They

must implement solutions quickly to solve

business problems that require the business

and IT teams to work collaboratively. In many

cases, they want to self-manage their own

solutions rather than leverage professional

services. Almost all Adeptia customers have

tried custom coding and are seeking

alternatives. Adeptia’s technology and

service offering is perfect for these types of

customers who face diverse integration

challenges and require a high level of agility

to keep pace with rapidly changing business

needs.

A VIBRANT AND GROWING COMPANY

Within the past three years, Adeptia

revenue grew 45% in 2010, 88% in 2011 and

75% in 2012 and added over 180

customers with a 97% annual renewal rate.

It also added twelve strategic partners

including resellers, systems integrators,

OEM partners and service partners in North

America and Europe, and the firm has plans

in place to expand to South America in

2013.

ABOUT THE CEO

Lou Ennuso is responsible for driving

the overall strategic development of

Adeptia and leads the firm’s business

development, sales, marketing and

fund raising activities.

Building upon a progressive career in

sales, sales management and business

development, Mr. Ennuso has achieved

a track record of continuous growth for

Fortune 500 and high-growth

businesses in Information Technology

and Telecommunications.

Prior to his role with Adeptia,

Mr. Ennuso worked for EDS

Corporation in the Information

Solutions business, where he led

multi-functional teams to develop

outsourcing opportunities for Fortune

1000 companies in the Chicago area

and produced sales engagements

worth over $300M. He also led a

startup, Long Distance Division, into a

billion-dollar company.

Earlier in his career, Ennuso held sales

positions of increasing responsibility at

companies including Oracle, Digital,

and Xerox.

COMPANY WEBSITE:

www.adeptia.com

ADEPTIA, INC.

CIO|21|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

expectations

I look forward to more use of mobility, more

cloud (both private and public), and the

utilization of ‘big data.’ In addition, we

need to be very aware of cyber security;

everything we build or buy must include a

security review/security element. I would

expect technology providers to offer not

only tools but also ideas and education on

how these tools will help drive something

within the business (change, growth,

productivity, etc.). I also expect them to

clearly articulate that buying (for example a

cloud solution), may just be the start; much

work may still be necessary to integrate into

existing legacy systems.

Technology Trends Impacting

Enterprise Business Environment

First, Mobility. This is very important and we

will in the future, adopt more mobile cloud

based applications. This includes personal

or private clouds where employees will be

able to do their jobs more effectively from

anywhere at any time. Second, Big Data and

Analytics. We have implemented HANA so

we can leverage and use very large sets of

data at great speed and use this for

predictive as well as actionable analytics.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier

Although we do well in many areas, one

that could always be improved is

actionable analytics. We need to use data as

a driver for growth and identifying new

business models. The days of the one data

warehouse are dead. The future is going to

be about tying together multiple sources of

data, both external and internal, to drive

some significant event. Second, cyber

security and privacy regulations are

becoming big issues. We can’t know future

events and their impact, so we need to

constantly assess developments in this area,

being careful not to minimize or

overstate the situation, in order to stay

ahead of these issues whenever possible.

My roles and responsibilities as a CIO

It is changing in the sense that we must

become much more relevant, proactive and

helpful, because with the availability of

cloud and mobility systems our businesses

feel they can do everything themselves. In

the past they had no choice but to seek out

IT for solutions.

Lessons learned as a CIO

The continuing lesson is that our role is rap-

idly evolving. IT is becoming more and

more of a broker of services versus

delivering a piece of hardware or software

and hence we need to be relevant and

proactive in this new role.

MICHAEL HEDGES

VP & CIO

Medtronic

Michael Hedges, Medtronic, Vice President and Chief Information Officer, was named a

2010 Top 10 CIO Breakaway Leader by the CIO Leadership Network for showning

outstanding ability to effectively adapt, innovate, and capitalize during challenging

economic times.

Before his appointment as Medtronic CIO, Mr. Hedges held positions as Medtronic’s

international information technology director and vice president of Enterprise

Applications.

Mr. Hedges joined Medtronic in 2000 after holding IT leadership positions at Prime

Computers, British Aerospace, Shell Oil, and Eastman Kodak and serving as a technical

communications specialist with the British Army.

Under Mr. Hedges’ IT leadership, Medtronic has received many industry awards

including InformationWeek 500, PilotHouse Best Overall IT Innovator, and

Computerworld Top 100 Best Places to Work in IT.

Medtronic, Inc., headquartered in Minneapolis, is the global leader in medical

technology – alleviating pain, restoring health, and extending life for millions of

people around the world.

Our role is rapidly evolving. IT is

becoming more and more of a

broker of services versus delivering

a piece of hardware or software

and hence we need to be relevant

and proactive in this new role.

”

CIO|24|Outlook 2 0 1 3

MEDICAL DEVICES

CIO INSIGHTS

About Us

Afilias is a global provider of Internet infrastructure services that

connect people to their data. Afilias’ technology supports a wide

range of applications such as Internet domain registry services and

Managed DNS. Afilias powers key pieces of the Internet's

infrastructure, including resolution of all .info, .org and .mobi

domains. It supports new standards such as IPv6, DNSSEC, and

Internationalized Domain Names.

Afilias supports an array of top-level domain (TLD) registry and

corporate DNS customers. Afilias’ systems are on the leading edge

of proven technologies, ensuring that our customers are ready for

innovations dictating the future of the Internet.

Products for the Enterprise

If your company is thinking of a New TLD, Afilias can help with

everything from the application to ongoing operations. Afilias

provides a complete and flexible registry solution, combining

Afilias’ industry experience with best-of-breed technology to

deliver a complete, integrated registry service. This includes

world-class data centers, as well as managed DNS services that

provide some of the fastest domain resolution of its scale in the

world.

Afilias provides a custom DNS solution that fits any company’s

needs with its FlexDNS Platform. With Afilias, you can manage DNS

your way via Web portal, AXFR (DNS zone transfer) or with an

advanced API.

Differentiating Factors

Complete and Flexible: Afilias’ registry services are customizable

and scalable. Afilias has a track record for developing and

implementing policies that serve many needs.

Fast, Reliable and Secure: Afilias’ DNS technology is among the

fastest working on the Internet today — resolving domain name

lookups worldwide within two minutes of registration.

Proven: Afilias is a pioneer in the development of next-generation

registry technology. It was the first to launch a “thick” generic TLD

registry based on the Extensible Provisioning Protocol (EPP).

Afilias' DNS network provides a diverse and secure platform to

ensure 100% up-time and reliability of all the domains it serves.

How our products add value to the customer environment

Whether a customer needs to connect to a domain name or the

DNS, Afilias' technology connects customers in a reliable, secure,

stable, and globally available manner.

Clientele

.ORG (gTLD): Afilias provides core back-office registry services for

.ORG under contract to the Public Interest Registry (PIR) and

successfully implemented the largest transition of an Internet

domain name registry in history when it completed the cutover of

registry services for the .ORG registry from VeriSign to its system, on

behalf of PIR, in January 2003.

ccTLDs: Afilias provides core back-office registry services for several

ccTLDs, including AG (Antigua and Barbuda), BZ (Belize), GI

(Gibraltar), IN (India), MN (Mongolia), SC (the Seychelles), and VC

(St. Vincent and the Grenadines).

Sponsored TLDs: Afilias provides core back-office registry

services for several sponsored TLDs including .aero, managed by

SITA SC for the aerospace industry; .mobi, managed by wholly

owned Afilias subsidiary dotMobi, for helping users locate content

that works on mobile phones; and .asia, managed by the DotAsia

Organisation for the Asia Pacific region.

DNS:The Internet Infrastructure Foundation (Sweden), Black Lotus

Communications

Offices

Afilias maintains international headquarters in Dublin, Ireland, sales

offices in London, England, sales & operational facilities in Toronto,

administrative offices in the U.S. near Philadelphia, PA, and

operational offices in New Delhi, India.

Ram oversees key strategic, management and technology choices for Afilias in support of

the company's various lines of business. Ram has led the strategic growth of the company

in registry services and security as well as new product sectors such as

Managed DNS and Internationalized Domain Names (IDNs).

Ram was previously named one of the Philadelphia Business Journal's 40 under 40 and is

a recipient of InfoWorld's CTO 25 Award.

RAM MOHAN

EVP & CTO

Afilias

CIO|25|Outlook 2 0 1 3

CIO|26|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

expectations

Using technology to improve our business

outcomes by getting the right information

to the right people at the right time is one

of the biggest challenges we see this year.

With our data in a constant state of flux,

rapidly filtering and capturing critical

nuggets for decision-makers, morphs into a

more complex challenge each year. Having

an analytics system that captures this data

from multiple sources and can turn it

around real time is a “must have” for Delphi.

Our top-of-the list item for 2013 is global

enterprise-wide collaboration that focuses

on marrying “enabling technologies”,

processes, social media and our people.

From technology providers, our list

includes understanding how we do

business -- how things are integrated

between products, services, and processes

(e.g., Dell, Cisco, Microsoft, SAP, etc.).

Technology providers, especially the

traditional hardware and software

companies that want to move into

service-based offerings, need to

understand what it takes to become a

successful service provider, delivering

industrial grade global-enabled solutions.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier

The things that keep me awake at night

include fortifying our enterprise

information security and cyber-security

against constantly evolving threats;

bringing information from everywhere into

a meaningful, real-time consistent view;

and leveraging our global footprint to

optimize supply chain and logistics.

Technology Trends Impacting Enterprise

Business Environment

The trends that will have the most

significant impact on our enterprise

business environment include business

collaboration, agile development, social

networking, and 3D printing. Additionally,

the Internet and the ability to collect, store

and analyze overwhelming volumes of data

to enable the enterprise to extract the best

insights and make the most agile decisions

will have significant positive impact.

My roles and responsibilities as a CIO

One of the more important changes to my

role as CIO was brought about by the

positioning of technology as a true business

enabler at the enterprise level. This has

broadened the CIO role and responsibilities

and provided opportunity to refocus on

strategic leadership, guidance, business

outcomes, enterprise change

management, and business acumen – both

within IT and across our enterprise.

Lessons learned as a CIO

I think one of the most important lessons I

would share is that you must understand

both the enterprise and business you are in.

And, you must know what matters most.

Additionally, you must understand and

more importantly, have a voice in the

enterprise strategy. The IT team needs to be

“fit for purpose” and deliver the requisite

services and capabilities that leadership will

see as valuable.

You must also have a high reliance on, and

a bias for, empirical data. This means basing

your decisions on information that is

demonstrable and measurable.

Finally, speed and agility matter. You can

start small to prove to yourself that the task

can be accomplished and accomplished

quickly. No one wants to wait six months or

longer to determine if an approach will be

successful. If you fail, go fast, relearn and

start again.

Tim is senior VP of Delphi and CIO. Tim has

been with the company since 2006, when

he joined Delphi Information Technology

as the Director of Strategy and Sourcing. In

this role, he led organization’s

restructuring activities as well as the

deployment of the global supplier

management organization. McCabe was

also responsible for the development and

execution of IT strategies, performance

management, and organizational change

management.

TIMOTHY C

Senior VP & CIO

Delphi

If you fail- go fast,

relearn and start

again.

CIO INSIGHTS AUTOMOTIVE

CIO|30|Outlook 2 0 1 3

Challenges in technology to meet enterprise needs in

2013 and expectations.

Consumers, including our own employees, can’t get their hands

on new technologies fast enough, and that trend is showing no

signs of slowing down. BYOD and mobility impact our workforce.

People want their information anywhere, at any time, and on any

device. This requires an additional layer of security; it’s no longer

just perimeter security, but also data and application security.

Mobile device management is becoming critical, and

infrastructure must be flexible and secure to support this

dynamic.

My roles and responsibilities as a CIO

As the CIO of a technology company that serves CIOs and

other IT leaders, I’ve had the chance to play a deepening role

in the business strategy, helping to develop the product

technology strategy that best addresses CIOs’ challenges. In

addition, I focus on making IT a weapon in the competitive

arsenal vs. a cost center.

Technology Trends Impacting Enterprise Business

Environment

Consumerization of IT – Consumerization is forcing IT

organizations to be more agile and faster than ever. Our

customers’ and employees’ expectations are driving the need

for rapid improvements in the user experience. Having a

reliable, flexible IT infrastructure is paramount to meeting

these needs, as is visibility – the ability to map a potential

change and all its impacts in real time.

Big Data Analytics - Most businesses want more data than ever

in order to be certain they are making the right decisions,

conversely most business executives are drowning in data. It’s

about relevant business data and getting into something that

is actionable. A comprehensive business intelligence system is

a way to solve this complex problem.

Lessons I learned as a CIO that can help you

1. Know how your organization makes money and plan your

initiatives accordingly. Set and focus; don’t get distracted.

2. Every major program must have the following to ensure

success and positively impact shareholder value:

• Committed sponsorship • Aligned management team

• Reliable funding • Dedicated resources

3. Do not separate IT and the business. I’ve found that some IT

employees like to distinguish between IT and business. Do not

allow that. You are all a part of the success of the enterprise. “Us

and them” language builds walls and holds everyone back. For

example, IT and Marketing have partnered to improve our

digital customer experience. We have jointly taken ownership

of this initiative.

4. Take calculated risks, learn from mistakes and quickly adjust.

The key to this is having a robust and mature program

governance methodology. Over that past few years, we have

introduced those concepts and as a result, we have a clearer

understanding of the business risks prior to implementation.

This governance process quickly identifies shortfalls and allows

for adjustments to the strategy.

5. Above all, make sure your organization and infrastructure are

fast, agile and flexible to keep up with dynamic business needs

and increased reliance on IT.

Michael Endsley is the Chief Information Officer at

Emerson Network Power, a business of Emerson and a

global leader in maximizing availability, capacity and

efficiency of critical infrastructure. In this role, he is

responsible for managing an efficient and innovative

global IT enterprise focused on delivering applications

and services for the company and its customers. He

brings two decades of IT experience working a variety

of leadership capacities in technology, operations and

application. Prior to Emerson, he spent more than 18

years in the automotive industry in various global IT

leadership positions.

MICHAEL ENDSLEY

CIO

Emerson Network Power

Know how your

organization makes

money and plan

your initiatives

accordingly. Set and

focus don’t get

distracted.

Take calculated risks,

learn from mistakes

and quickly adjust

‘

CIO INSIGHTS HOSPITAL & HEALTH CARE

CIO|31|Outlook 2 0 1 3

You’ve been working on scalable distributed systems for a

long time, both in traditional enterprises and at Google.

What do you see when looking at today’s enterprise IT

landscape, particularly with the move to the cloud?

TIBCO, Google, and VMware taught me to look at IT as a

complete system. In order to add value to the business, all parts

of the IT system must be in sync. The advent and adoption of

cloud and cloud services has accelerated how software is

written and deployed. It’s easier than ever to provision a cluster

of resources, store endless amounts of data, and write and

deploy applications and services. The available supply of

infrastructure is practically limitless.

However, it creates an imbalance with the rest of the IT system.

After all, the system consists of more than development and

deployment of new applications, services, and infrastructure.

Operations, compliance, risk, security, audits, and basic

governance are vital, but they simply can’t keep up with the

newfound development and deployment velocity. The bolt-ons

and minor iterations on existing technology in the market today

don’t fix the root causes of the imbalance. At best they provide

temporary relief.

When I look at today’s enterprise IT going to the cloud, I see

tremendous potential, but I also see low-level, hard-to-solve,

systemic problems.

Can you give us a real-world example?

Consider a financial services company looking to deploy a

mobile application that serves an urgent need for the sales

team. Inputs come from multiple systems, some new, some old.

Accessing and integrating the data alone isn’t an easy problem,

but on top of that, imagine a corporate policy that says all

services must:

a) pass a virus scan,

b) use a “blessed” runtime,

c) access only the resources it has been given permission to,

d) properly log certain types of events,

e) use a specific operating system configuration.

The list is much longer in the real world.

Matching business demands and internal compliance

requirements at velocity is a hard problem to solve. It’s not

limited to just the scenario I described, it is ubiquitous and is

largely unaddressed today. This is where Apcera will thrive.

About Apcera

Apcera is a venture-backed technology company based in San

Francisco. We have a highly talented and experienced team

uniquely qualified to deliver the next generation cloud

platform.

For more information, visit www.apcera.com.

An exclusive interview with

Derek Collison, CEO & Founder, Apcera

Derek is the founder and CEO of Apcera, a

San Francisco company delivering the next

generation cloud platform. An industry

veteran with over 20 years of enterprise

technology experience, Derek designed and

architected the industry's first Open

Platform-as-a-Service (Cloud Foundry) at

VMware. Previously he held executive

positions at Google and TIBCO.

“When I look at today’s enterprise IT going to the cloud, I see great

potential, but I also see low-level, hard-to-solve, systemic problems...

This is where Apcera will thrive.”

CIO|32|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

expectations

(a) There is no doubt that a digital war is

underway and enterprises are in the

crossfire. Right now the advantage is with

the attackers; the rank and file enterprises

do not have the financial ability to hire

sufficient resources to mount an adequate

defense. Improved technology is needed to

swing the balance of power back to the

defenders.

(b) We need improved middleware tools for

delivering the enterprise suite of

applications to various mobile platforms.

office functions still rely on ERP platforms

for their transactional processing, and

many functions such as Finance and HR

are consolidating into shared service

centers...which need ERP consolidation. So

global ERPs are not going away and they

will still need to be upgraded.

(d) The new generation of web based

businesses such as Amazon and e-bay are

running on web based applications that are

so intuitive to use that users do not require

any training. We need technologies to

rapidly improve the user interface of

existing "non web" enterprise applications

from "traditional suppliers" to drastically

reduce the user training.

(e) Big data. The volume of data owned by

enterprises continues to grow and

extracting information from this ever

increasing "data overload" situation is

becoming difficult. The real benefit only

occurs when you connect different "islands

of information" and detect patterns in this

correlated data.

Technology Trends Impacting Enterprise

Business Environment

I think there are the usual four suspects

ie., mobile, social, cloud, big data.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier

(a) Integrations. Enterprises run a multitude

of applications...which are interfaced to

each other. Any single business process will

require multiple IT applications in order to

function.

(b) Complexity. More users...more digital

user devices (PCs, laptops, tablets, smart

phones)...more legislation to comply

with...more applications...more hosting

options...so complexity increasing on all

sides.

ERP systems help the business map and

control their business processes...to be

consistent..and to "trigger exceptions" to

management for action. But there is no real

equivalent for the IT landscape. CMDBs are

part of the solution but they need to be

greatly developed to cover all the IT

processes. And ideally the tool could make

upgrading recommendations...and then

the next step would be for the tool to

schedule automated test scrips...and

actually initiate the upgrades...keeping the

entire IT landscape "synchronised".

My roles and responsibilities as a CIO

Markets in all industries seem to be more

and more uncertain...we live in uncertain

times that are increasingly difficult to

predict. The only constant is downward

pressure on IT budgets...regardless of

business performance. CIOs have to make

IT more "nimble"...more flexible...the CIO

has to replace much of the traditional fixed

cost structures with more "on demand"

cost structures that can rapidly scale in

either direction. As always...people are key.

10 really good IT people will achieve more

than 100 average IT people.

Lessons learned as a CIO

You have to execute the basics to maintain

credibility in order to have more

meaningful discussions with business

leadership. So you have to deliver reliable

email etc. Focus on building a mngt team

who can run the IT function without you.

Pick the key IT vendors that you want to

work with and focus your spend with this

select group. Dont be afraid to demand a

change in account manager if the ones you

have are not good enough.

Boyd joined Johnson Controls in 2008 as

vice president, Information Technology,

and CIO, responsible for leading the global

Information Technology organization.

Boyd has worked for Sony Ericsson, Sony

Europe, British Telecom, IBM and Logica.

He holds a Masters degree from London

University and Bachelors from the

University of Nottingham.

COLIN BOYD

CIO

Johnson Controls ”

Strive for

simplicity.

Kill

complexity.

RAILROAD TRANSPORTATION/

TRUCKING

CIO|33|Outlook 2 0 1 3

”

The APM business today is estimated at over $2B by The

Virtualization Practice. However, less than 5% of the business

critical applications are APM managed. Existing products from

legacy vendors; IBM, BMC, HP, CA, Quest, Compuware… are too

expensive to purchase, too complex to own and too difficult to

manage.

Even effective solutions from modern APM vendors like New Relic

and AppDynamics only target the limited number of applications

that are custom developed new programming languages.

AppEnsure is an Application Performance Management (APM) vendor, AppEnsure ensures application performance for:

• All Windows or Linux applications, irrespective of its source; custom developed or purchased

• All deployments; physical, virtual, private or public cloud

AppEnsure automatically identifies the applications, maps their topologies, monitors end-to-end response time and throughput across

the entire topology of the application and provides for automated root cause analysis when application service level degrades.

AppEnsure is offered as both on-premise SW, targeting large enterprises and SaaS, targeting modern cloud deployments. A specific

AppEnsure market focus is the virtualization of business critical applications on VMware (and other virtualization platforms). Almost no

VMware customers have an effective APM solution for the Virtual Operations team to effectively manage application service levels.

AppEnsure

Sri Chaganty CTO, has 25+ years of experience in networking

and application performance engineering. Sri founded

Holontech, a Load Balancing spinoff from NEC. Sri then started

and ran a successful consulting company for 15 years,

resolving apps performing issues. This is the core technology

of AppEnsure, 250 man years SW code & resolution expertise.

Colin Macnab CEO, has 25+ years of experience in

technology management and startups. Appensure is Colin’s

6th startup with 1 IPO; Atheros, and 2 acquisitions; TPACK, a

100G Optical Networking Company by AMCC in 2010 &

MorphICs, a 3G Basestation company acquired by Infineon in

2003.

AppEnsure delivers the critical requirements that Application

Owners & Operators are demanding:

Automatic Application Identification and Naming

• SaaS based Application ID database

Application Topology Discovery

• What are the components of each application?

• Where are they running?

• What is talking to what?

• What infrastructure are they mapped to?

End-to-end and Hop-by-hop

• Response Time

• Throughput

Automated Analytics & Resolution

• Cross-Correlation with infrastructure metrics

• Root Cause Analysis

• Deterministic delivery of problem resolution

There are dramatic changes in how enterprises develop, deploy

and run applications. Increasingly applications are being rapidly

built and modified through Agile Development techniques, then

deployed on scaled out environments distributed across

internal and external clouds.

These changes create key requirements, to be able to monitor

the response time and throughput of every application;

purchased or custom developed, no matter where it is deployed;

physical, virtual, private or public cloud. Clear remedies should

be delivered to operations staff to enable them to rapidly fix

problems to maintain SLAs.

The AppEnsure team was formed from a successful consulting

company of 15 years which developed code for all networking

functions from Layer2-7 & delivering resolution of distributed

performance issue across virtualized & hybrid cloud

environments. The AppEnsure product is the systematic

combination of 250 man years of code & expertise, in a scalable

SW package. The core engineering team has been working

together for an average of 8 years.

AppEnsure beta sampled customers in multiple market

segments from 4Q12, introducing first commercial product in

2Q13 with a dozen customers. The product, compared to

Extrahop, Boundary and BlueStripe, has delivered capabilities

they cannot provide and is selling well in the Banking,

Professional Services and Service Provider markets.

Headquarters

AppEnsure Inc.

4555 Great America Parkway 3rd Floor,

Santa Clara CA 95054

www.appensure.com

All Applications

All Locations

All the Time

Challenges in technology to meet

enterprise needs in 2013 and expectations.

I think the big hurdle isn’t necessarily

technology as it is perception, culture and

organizational behavior. Most enterprises

only use a fraction of the available technology

and not to its’ full extent. This is most likely due

to a combination of embedded processes,

improper technology roll out, and

inappropriate incentive systems that allow for

technology saturation. So, I would like to see

a re-thinking of how we introduce and gain

adoption of new technology as well as how

we motivate and incentivize employees

around technology adoption and innovation.

I think this will also permeate to technology

vendors and consequently the sales process.

We will see more solution oriented selling,

based on the needs and limitations of the

corporation and less product based selling.

The areas in business environment where

solutions do not yet exist or not up to the

mark, and which if existed, would've made

job easier.

Security and a comprehensive understanding

of privacy (employee and consumer) are not

adequately addressed. We have tremendous

technical capabilities within enterprises using

applications in the cloud, mobile resources,

social collaboration, etc. but not a holistic

understanding of it means to have and

maintain all this available data. With an

increased urge to drive innovation and share

knowledge, the business community needs to

understand all the different types of threats

that exist, put together policies that don’t

stifle innovation but secure the enterprise and

educate employees on appropriate data

stewardship.

Technology Trends Impacting Enterprise

Business Environment

One of the most profound trends is the

shortage of trained data analysts/BI to keep up

with the growing demands around “big” data.

To be competitive, companies need to think

about real time analysis to leverage

opportunities and justify decisions. In order

for this to occur, employees with different skill

sets need to be found. This involves a

combination of statistical analysis, predictive

modeling, simulation development, etc. There

are programs being developed such as our

BIDA program at the Heinz College at CMU but

one of the challenges will be to apply their

education into a specific industry – finance,

healthcare, entertainment, etc. I think we are

going to see programs develop to on-board

these types of folks into the company and

their representative industry.

My roles and responsibilities as a CIO

I have seen a renewed emphasis on the CIO

position as a provider of strategic competitive

differentiation and less as a simple support

group for the enterprise. Data is becoming

increasingly important for organizations in a

multitude of different capacities and the CIO’s

group is the one that usually charges with data

aggregation, maintenance, analysis and

development. If you define data as a common

vernacular between different groups’ i.e

marketing and customer service, the CIOs

group becomes the arbiter between the

needs of different groups (around data) and

the capabilities/limitations of the

organizations. In turn, they will also be

developing a strategy to get the necessary

capabilities to met the needs of different

departments.

Lessons I learnt as a CIO that can help you

Understand how communities of intent play a

role within your organizations. The next

generation of employees will increasingly look

to Do It Yourself (DIY) communities to solve

technology-based issues. This empowers

them and provides near real time resolution

as opposed to submitting trouble tickets and

waiting for technical help. This provides a

number of different benefits including:

freeing up the CIO ‘s organization to work on

more challenging support issues, developing

a repository of information that can be mined

for intelligence, understanding where

knowledge leaders/problem solvers exist

within the organization, providing cycles for

the CIO’s group

ARI LIGHTMAN

Director, CIO Institute

University

The next generation

of employees will

increasingly look to

Do It Yourself (DIY)

communities to solve

technology-based

issues.

Ari is the Director of the CIO

Institute (CIOI) at Carnegie

University. CIOI is an

executive education center

focused on providing needed

skills for the next generation of

IT manager. The center provides

an open enrollment executive

education to organizations

including: DHS, Pentagon, NIH,

Accenture, Oracle, and Cisco. Ari

is responsible for strategic

execution, operation and

growth of the center.

CIO|36|Outlook 2 0 1 3

EDUCATION

CIO INSIGHTS

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CIO|37|Outlook 2 0 1 3

CIO|38|Outlook 2 0 1 3

ADRIANA (ANDI) KARABOUTIS

VP and Global CIO

Dell

Challenges in technology to

meet enterprise needs in 2013 and expectations

One of the biggest challenges will be to keep up with the rapid

pace of consumerization and changing end-user expectations.

How can CIOs quickly adapt our existing legacy applications to a

user base that is expecting portability while maintaining the level

of security that corporate data needs. Dell is building out its

software portfolio to help its customers respond to this challenge,

delivering both end-user experience, as well as accessibility under

a secure platform, I am fortunate enough to have these solutions

at my fingertips.

The areas in business environment where solutions do not

yet exist or not up to the mark, and which if existed, would've

made job easier

Building on what I said earlier, many applications don’t always fit

the devices that workers want to use. Tablets and smartphones

present new form factors and interfaces that not every application

can support. How and where we work continues to evolve and we

need to enable employees and customers to take advantage of the

technology that is driving this change.

My team and I are dedicated towards finding new and innovative

ways to deliver technology to our business partners, not just

helping them to be more productive, but also to identify new

revenue generators through software or services

Technology trends impacting

enterprise business environment

Two of the big ones are convergence and data management.

Convergence is a huge trend for us. Dell has done a lot already in it’s

datacenters for ourselves and for our customers to minimize costs,

increase utilization, and reduce energy consumption, but there’s still

Adriana (Andi) Karaboutis was appointed as Vice President and

Global Chief Information Officer for Dell in November 2011. In this

role, she is responsible for managing an efficient and innovative

global IT enterprise focused on technology breakthroughs for the

company and its customers. Prior to her appointment in 2011, she

was Dell’s vice president of IT supporting the product groups,

manufacturing, procurement and supply chain operations. Previous to

Dell, Ms. Karaboutis spent over 20 years at Ford Motor Company and

General Motors in various global IT and business operations leadership

positions.

Work

and understand

your company’s goals,

objectives, financials,

capabilities and opportunities

as well as any P&L leader

does and create an agenda

that contributes to

these.

Lessons I learnedas a CIO that can help you

CIO’s need to stay current in the latest advances in

technology – this is the price of admission. Understanding

how to apply technology to innovate in order to add value to

the business’s bottom line differentiates a transformative CIO

from a traditional “run the business” CIO. My advice to my

peers is to work and understand your company’s goals,

objectives, financials, capabilities and opportunities as well as

any P&L leader does and create an agenda that contributes to

these. Driving efficiencies is standard fare…. Creating value

is success.

more we can do. We’re taking our experience to

continue to innovate in this area to find even more efficiency and

make it easier to design and deploy datacenters. By continuing to

push servers, networking and storage into more efficient converged

form factors, we’re enabling companies of all sizes to address their

needs when it comes to data management and the ever growing

need to find value and insights from our growing data stores.

My roles and responsibilities as a CIO

My role has become much more active in defining and

responding to the business architecture of the company. My

team does not just get involved in the “digitizing processes” or

developing systems from requirement documents; we work

much further upfront with the business on the transformation

of the company. Making sure IT has a great cross-functional

understanding of Dell’s business is critical for me and my

team and then we translate business needs into innovative

technology solutions. It’s great to be at a place like Dell that

understands the importance of IT to our business, and we try to

work with our customers in the same way.

IT SOLUTIONS & SERVICES

CIO INSIGHTS

CIO|39|Outlook 2 0 1 3

Chairman of the Board

Anders Johnsson

Headquarters

Reston, VA

International Office

Ho Chi Minh City, Vietnam

Ownership

Privately Held

Company Size

100-150 employees

Microsoft Partner

Application Development

Collaboration and Content

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1893 Metro Center Drive

Suite 105, Reston, VA 20190

T: 703.964.2002

T: 877.226.2662(US )

F: 703.481.6319

www.bamboosolutions.com

sales@bamboosolutions.com

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CIO|40|Outlook 2 0 1 3

Challenges in technology to meet enterprise needs in 2013

and expectations.

Cyber security is a huge challenge. Threats are increasing in both

frequency and sophistication. Every end point must be protected.

At the same time, we must strike an appropriate balance between

the security measures we put in place and productivity.

I am very excited about mobility. It enables collaboration in ways

that simply were not possible 10 years ago. I am looking forward to

leveraging this platform to take employee and consumer

engagement to new heights. One of the ways that can happen is

through the integration of transactional legacy systems with

social/mobile customer engagement systems.

The areas in business environment where solutions do not

yet exist or not up to the mark, and which if existed,

would've made job easier.

The rigors of IT staffing definitely keep me awake at night. PGW is

municipally owned and must compete with private companies for

talent. That means we have to fight hard to attract and retain

skilled people. While compensation is certainly a huge factor, there

are big cultural challenges as well. For example, techies expect

more flexible work conditions than a 175+ year old public utility is

poised to provide.

Technology Trends Impacting Enterprise Business

Environment

The move to smarter, more dynamic networks is very impactful.

The unending array of devices people expect to be able to use for

business purposes heightens the need to be able to seamlessly

and securely connect across platforms, networks and

technologies.

The Internet of Things (IoT) and machine to machine

communications in general are fascinating. Bi-directional smart

meters empower consumers and utilities. Data Center

Infrastructure Management (DCIM) solutions allow companies to

optimize the performance of IT assets. Smart lighting systems

detect natural sunlight levels and automatically dim or brighten

electric lights as required to reach the desired illumination level.

My roles and responsibilities as a CIO

Line of business executives can acquire technology solutions

without having to interact with corporate IT at all. As a result, I

spend a lot more time developing guidelines that address

questions like: when should we build in-house? What criteria

should we use to evaluate potential vendors? How can we tell

whether proposed vendor-managed technology-enabled services

make sense for our portfolio? I work with the business to ensure

that there are clearly defined business and technical

requirements; that proposed solutions get thoroughly tested

against those requirements and are delivered on time and within

budget.

Lessons I learned as a CIO that can help you

Have lots of integrity – be someone who people can trust. Find

new, fun ways to connect with other people, including employees

in your own organization. Play an active role in the recruitment

process; get out there and attend job fairs and external events. Get

actively involved in professional organizations – they are a rich

source of information. Reach out and build alliances with other IT

leaders. Be grateful for the opportunities you have been given and

give something back to the community. Respect the environment.

Learn about, respect and enjoy your company’s business. Stay

current.

Eloise has been the Chief Information Officer (CIO) of

the Philadelphia Gas Works since August 2007. She

brings more than 20 years of experience to the

position. As CIO, Young is responsible for delivering IT

capabilities to PGW’s 1,700 employees.

A native Philadelphian, she loves her city and enjoys

doing volunteer work for area community groups. In

2011 Young was recognized as an Employee Chair of

the Year with a Champions of Impact award by the

United Way of Southeastern Pennsylvania and named

one of the "Most Powerful and Influential Women in

Pennsylvania" by the National Diversity Council.

ELOISE YOUNG

CIO

Philadelphia Gas Works

Be grateful for

the opportunities

you have been

given and give

something back

to the

community.

’

ENERGY

CIO INSIGHTS

CIO|42|Outlook 2 0 1 3

Challenges in technology to meet enterprise needs in 2013 and

expectations.

Security and regulatory compliance will still be one of the high

priority item on the list. While companies have done a great job in

protecting their enterprise from unforeseen events, the emergence

of mobile computing will pose serious risks to the enterprise.

Cloud offering standardization: Vendors have their ways and tool to

support their Cloud environment. There needs to be some kind of

standard so that the corporations can have a better handle moving

between vendors when needed.

The areas in business environment where solutions do not yet

exist or not up to the mark, and which if existed, would've made

job easier.

Big data: Making use of the unstructured data will be a big deal. This

is the data that is being captured through various sources such as

Social media and search engines, etc. There will be lots of

opportunities for niche companies to help corporations leverage the

data for revenue generation and to stay ahead of competition

Better analytics tools: Lot of information and application but it is an

effort to get the results easier and faster.

Technology Trends Impacting Enterprise Business Environment

Big Data: Making use of unstructured data for competitive

advantages.

Desktop virtualization technology for mainstream use. This hasn’t

really taken off as a main stream technology or solution. Having a cost

effective, standard method of desktop virtualization will help be

efficient, cost effective, and centrally managed and secured.

My roles and responsibilities as a CIO

My role has expanded from head of technology to include global

Procurement and Strategic Sourcing, and Strategy and Deployment,

ePMO. CIO are in a much better position to move into the COO or

CEO role as they understand the business as well as systems to

support it. In order for CIO to move into the general management

role, they need to be very strategic as well as solidly operational

focused.

Lessons I learned as a CIO that can help you

CIO roles are no longer just the technologist to deploy technology

such as ERP system or similar products and services. It has

expanded far beyond just running a smooth tech organization and

successful project manager. It is a true business partnership role

where CIOs are helping company grow revenue by working closely

with your business partners, and bring great ideas to the table. Just

keeping the systems running optimally won’t help, CIOs move up

much farther.

MURSHID KHAN

CIO

Stewart Information Services

Murshid was named Stewart’s Chief Information Officer (CIO) in

April 2007. As an enterprise CIO, he has the overall

responsibility for Global Information Technology, Strategy &

PMO Office, and Procurement & Strategic Sourcing. Upon

arrival at Stewart, he defined a multifaceted approach to

transform Stewart’s IT, from a technology organization to

business enabler and partner. Prior to joining Stewart, Murshid

worked for The Walt Disney Co. as an IT executive. Prior to

Disney, he held several executive and management level

positions in the high-tech, manufacturing, and financial

services company.

In order for CIO to move into

the general management role,

they need to be very strategic

as well as solidly operational

focused.

INSURANCE

”

CIO|43|Outlook 2 0 1 3

ANDREW HILLIER

Co-Founder and CTO

CiRBA

Andrew leads product

strategy and defines the

technology roadmap for

CiRBA. He has more than 20

years of experience in the

creation and implementation

of mission-critical software for

the world's largest financial

institutions and utilities.

Prior to CiRBA, Andrew

pioneered a state-of-the-art

systems management solution

which was acquired by Sun

Microsystems. He also had led

the development of solutions

for financial institutions, as

well as in the fields of covert

military surveillance, advanced

traffic and train control, and

robotic inspection and repair of

nuclear reactors.

What do you think is CIOs’ biggest

challenge which you are trying to

address?

Inefficient utilization of assets is a big

culprit, and hence the focus on

virtualization and cloud computing. IT needs

to look beyond micro-managing

individual workloads and focus on the

overall supply and demand.

Can you briefly describe the vision of

CiRBA and the technology behind your

product and differentiating themes?

The foundation of CiRBA is its patented,

policy-driven analytics engine, which

powers our Control Console as well as our

Transformation Analytics. It combines the

most advanced workload analysis with

configuration requirements, operational

policies, and planned changes to accurately

model infrastructure requirements, resource

allocations and workload placements. The

quality of the answers we provide to our

customers, and the ability to drive

automation because of this accuracy, is what

differentiates us in the market.

Who are your customers?

Large organizations that operate

thousands or tens of thousands of VMs

usually benefit the most. Organizations with

a diverse set of applications and business

services also have a level of complexity,

which is a reason why we also work with

leading global SIs and technology

companies.

What is your customer value

proposition? (Demonstrate how your

product addresses an identified pain

point or new business opportunity for

your customers.)

CiRBA provides a dynamic view of the

current and future state of the data center,

allowing IT department to evaluate

multiple what-if scenarios and plan for

future events.

The CiRBA Control Console (shown in the

screen shot above) reveals whether or not

VMs, hosts or clusters have "Too Little

Infrastructure" (red band), "Too Much

Infrastructure" (yellow band) or are "Just

Right" (green band) Managers use CiRBA

towards a simple goal of moving all of the

entities into the green.

The result is precise control over risk and

efficiency, where organizations can expect to

save 40-70 percent on infrastructure costs.

Can you tell us why CiRBA’s offerings will

win over competing products?

CiRBA employs a proven methodology for

analyzing complex environments with

hundreds to thousands of servers and

mapping the best consolidation strategies

and targets. Reasons why CiRBA’s analytics

are beyond compare:

Scientific Approach: CiRBA provides an

accurate, analytics-driven mechanism to

align supply and demand and control

capacity.

Real Policies: Full policies that model all

technical, business and operational

aspects of an environment. This means that

the actions generated are safe, effective, and

able to be automated.

Density Optimization: Focuses on finding the

perfect balance of supply and demand. It

optimizes density and minimizes operational

risk.

Capacity Bookings: CiRBA’s bookings

management system acts like a hotel

reservations system, reserving capacity for

those who need it and providing

accurate forecasting for those who supply it.

Intelligent Automation: Allows organizations

to route recommendations to whatever

system makes sense, including automation

frameworks, ticketing systems or individuals.

DARREN ASH

CIO & Deputy Executive Director

for Corporate Management

U.S. Nuclear Regulatory

Commission (NRC)

Through my career,

I’ve come to believe that

you can never have

enough staff and leaders

with strong “soft” skills,

as opposed to the hard,

technical skills.

GOVERNMENTADMINISTRATION

Ash is the Deputy Executive Director

for Corporate Management in the

Executive Director's Office of NRC. He

also serves as the Agency’s Chief

Information Officer, Chief Freedom of

Information Act Officer, and Senior

Accountable Official for Open

Government. Prior to joining the NRC,

Ash worked as Department of

Transportation's (DOT) Associate Chief

Information Officer for IT Investment

Management. Ash began his

government career with the Internal

Revenue Service where he supported

the agency's modernization program.

In 1998, he joined the Department of

Treasury.

Challenges in technology to meet

enterprise needs in 2013 and

expectations.

The biggest challenge for enterprises

such as the NRC is improving our

support for a very mobile workforce.

This includes implementing solutions

that are mobile-friendly and cross

different platforms (e.g., iOS, Android,

Windows). Most importantly, the

solutions should enable our staff to

effectively and efficiently get the

information they need to do their job,

regardless of where they are. I’m

impressed by how we’ve started down

this path, and I expect that the solutions

available in 2013 and beyond will

continue to mature and improve.

The areas in business environment

where solutions do not yet exist or

not up to the mark, and which if

existed, would've made job easier.

NRC has a wealth of untapped inform

ation that, if uncovered with the right

automated capabilities, may provide

new, additional insights to better

support our mission of protecting

people and the environment. We are

now proving this out in a small,

controlled pilot. For example, this could

mean using automation to more

efficiently find new correlations and

insights within a large volume of

inspection reports. This doesn’t

necessarily keep me awake at night,

perhaps because of the confidence I

have in the staff who are involved in the

project.

Technology Trends Impacting

Enterprise Business Environment

Of the trends that I am seeing, one that

I believe will be significant is around the

information-centric and device

agnostic concepts. By this, I mean that

instead of designing solutions around a

particular platform or device, we should

architect with a goal of being able to

successfully deliver that information to

different platforms, knowing that

technology is evolving too quickly for

us to keep up. It makes sense to

architect solutions the right way the

first time in order to mitigate the high

costs of future modernizations.

My roles and responsibilities

as a CIO

I was brought into my position as CIO to

fix two big issues: a failing IT security

program; and, IT in general. Senior

leaders felt that the IT organization at

the time was very risk averse, services

were not meeting employee

expectations, and that some important

projects were struggling. We

successfully turned both issues around.

My role shifted to a focus on a broader,

mission perspective and the strategic

use of IT. The types of issues I am

focused on include introducing new

capabilities to support our mission and

staff, such as the use of tablet PCs, and

becoming more efficient in service

delivery.

Lessons I learned as a CIO

that can help you

Through my career, I’ve come to believe

that you can never have enough staff

and leaders with strong “soft” skills, as

opposed to the hard, technical skills.

These are ones who excel at active

listening, ask questions, and work

effectively with their peers in the IT

organization and their partners outside.

They embrace the ideas and ideals of an

open, collaborative work environment.

Related, and just as important, we

should expect our IT leaders and

managers to encourage (and listen to)

new ideas and be open to constructive

feedback.

CIO INSIGHTS

CIO|44|Outlook 2 0 1 3

ABOUT COLUMN TECHNOLOGIES

Column Technologies is a global, privately held software provider specializing

in business service and process management solutions for public and

commercial markets. Column is headquartered in the United States, with over

350 employees and global offices in Australia, Canada, India, Singapore, and

the United Kingdom.

SUMMARY

Drawing on our global organization and key business partners, Column

Technologies offers a wide range of services, products, and support dedicated

to improving performance, reducing operational costs, and providing

automation. Our solutions include business intelligence, business service

management, customer relationship management and case management.

COLUMN CASE MANAGEMENT

Column offers a workflow-driven, commercial-of-the-shelf (COTS) web-based

case management software solution that enables users to safely and securely

manage and share information, automate tasks and processes, and

collaborate across departments.

FEATURES/CAPABILITIES:

Column Case Management offers collaboration, content management,

workflow automation, role-based access, and integration to existing systems

and databases to increase case handling effectiveness. Features include a

simple to use interface, form and data administration, data visualization, and

reporting and analytics to improve case handling processes, reduce operational

costs, and increase visibility.

HOW YOU BENEFIT:

• Improved business process inefficiencies

• Reduced costs associated with operational

redundancies

• Increased visibility through business

intelligence

• Enhanced information sharing

• Ensured compliance and limited risk with

document management and audit features

• Improved information access with secure

search capabilities

• Increased efficiency with electronic forms and

customizable workflows

• Accessible up-to-the minute data with a

customizable reports console

Call +1.866.265.8665

Corporate Headquarters

1400 Opus Place, Suite 110

Downers Grove, IL 60515

COMPANY WEBSITE: www.columnit.com

Twitter: @columnIT

Facebook: facebook.com/columntechnologies

COLUMN CASE MANAGEMENT

CIO|45|Outlook 2 0 1 3

CIO|46|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

expectations

BCU is a member-owned financial

institution, so my answer is focused on the

consumer finance space. The pace of

technology change is largely driven by the

‘consumerization’ of IT, the economic

recovery, and increasing competitiveness

in financial services is putting tremendous

pressure on IT departments. The good

news is that small FI’s like ours can compete

on a level-paying field—namely the web

and mobile—against the biggest FIs who

have huge tech-budgets. The challenging

news is that consumers expect the same

tech from the small FI’s as from the biggest

FI’s. So, we need to integrate third parties

faster than ever. We need to provide cool

tech faster than ever, and we need to serve

our members better than ever.

The areas in business environment

where solutions do not exist or not up to

the mark, and which if existed, would've

made job easier.

The innovation and creativity in tech has

exploded, but we cannot have our

members launching out to a dozen

different places with different navigation,

different interface, and different data etc.

Consumers want an easy to consume

experience that differs by device, but too

often our vendors consider themselves the

center of the universe; when infact the

consumer is the center of the universe.

From an enterprise IT perspective we are

seeing a huge ramp-up in project requests.

CIO’s need to find a way to greatly improve

the outputs of their departments—we

need to work much smarter.

Technology Trends Impacting Enterprise

Business Environment.

BCU has made a strategic bet that moving

much of our technology infrastructure and

web/mobile banking platform to

Microsoft’s Cloud will enable the

organization to serve its members better,

improve speed-to-market, and re-focus IT

staff on improving products, services, and

aid in growth opportunities.

My roles and responsibilities as CIO.

A couple of thoughts as I look back over the

past five years. First, Financial Services was

at the center of the economic meltdown.

Second, in the financial services industry

technology is indispensible, so we are core

to the business. While the economy was in

meltdown innovation and consumer

adoption of mobile was sky-rocketing; the

challenge was to cut expenses deep while

investing in and improve the consumer

experience.

On this last point, in attract &retain talent; I

have a sour taste; on the macro-level CIO’s

have done a terrible job of making

technology an attractive career for young

people. We are so proud of our

outsourcing, offshoring, and cost-cutting.

Why would young people put tech on their

short-list of careers considering our

approach to people? Then we ask ourselves

why we can’t find good talent. Perhaps we

should take some advice from the CFO—

the accounting profession has a culture,

and method, and a plan to attract, retain,

and develop talent.

Lessons learned as a CIO.

First, like no other time in the past,

technology is an extension of self, so CIO’s

need to embrace that people takes it

personally. This leads to my second

thought—humility. We need to be open to

feedback and ideas from our staffs, from

our peers in the C-suite, directly from

consumers, from the front-line, from

anyplace the feedback originates.

Jeff Johnson, Senior Vice President & CIO, Baxter Credit

Union is responsible for technology strategy and

execution and has worked at BCU since 1997. Jeff is active

on numerous credit union industry committees and

advisory boards including Symitar Strategic Advisory

Board,PSCU Information Technology Advisory Group. He

also benefits by being active outside the CU industry

through the Technology Executive Network and CIO

Executive Council. Jeff received the 2012 Trailblazer & IT

Executive of the Year Award from the Credit Union Times.

JEFF JOHNSON

Senior VP & CIO

Credit Union

We need to be

open to feedback

and ideas from our

staffs, from our

peers in the C-suite,

directly from

consumers, from

the front-line, from

any place the

feedback

originates.

’

BANKING

CIO INSIGHTS

SERVICES OFFERED

•Functional Testing – System Integration, User Acceptance,

Compliance

• Non Functional Testing – Performance, Security

• Requirements Management – Requirements Documentation,

Analysis, Functional Help Desk

•Engagement Models – Projects, Testing Centers of Excellence,

Competency Center/Shared Service Centers, Enterprise wide

Testing Practice etc

• Test Automation – Thinksoft proprietary framework compatible

with various application technologies

•Diagnostic review and analysis of existing testing

process/methodology

DIFFERENTIATORS

• Thinksoft only does software testing, only for Banking, Financial

and Insurance organizations

• 25% of employees from banking, insurance, payments and

treasury operations

•Over 12 million person hour track record in financial software

testing in 23 countries, since 2000

• Have established 7 major competency center/shared service

centers for global financial organizations

•Innovations in financial software testing throughout SDLC

delivering more value

VALUE DRIVERS

• 100% functional coverage through requirements driven testing

• Review requirements to unearth baseline gaps

• Free up business users time spent for testing

• Comprehensive test strategies to prevent avoidable rework

• Deployment of methodologies, best practices, and tools

• Rigorous defect management

• Powerful metrics based reporting

• Creation of knowledge, test assets

•Productivity of global delivery model, test factories

• Calibrated approach to test automation for best business results

VALUE PROPOSITION

CLIENTELE

Thinksoft has serviced more than 140 banks, financial and

insurance organizations across US, UK, Europe, Asia, Middle East

and India.

COMPETITORS

• System Integrators offering testing services

• Companies that focus on testing as a service (across multiple

domain applications)

OFFICES

Thinksoft offices are located in financial capitals such as New York,

London, Singapore, and Dubai with delivery centers in India.

About Us

Thinksoft is a specialist in financial software testing and

business requirements assurance. For over a decade, it has

served clients in 23 countries amassing a 12 million person hour

track record in helping financial and insurance organizations

realize defect free, business ready systems. Listed on both NSE

and BSE (NSE-National Stock Exchange, BSE – Bombay Stock

Exchange), Thinksoft is ISO 9001:2008 and ISO 27001:2005

certified with its Chennai, India offshore center being PCI DSS

and BITS-AUP complaint.

More information can be found at www.thinksoftglobal.com.

VOICE OF CUSTOMER

“Just a quick note to express our thanks... given all the

problems we experienced with the release, and the small

testing window - for the support from the Thinksoft team...

really exceeded our expectations, and was key to ensuring

the successful completion of User Acceptance Testing.”

- Test Manager from a major financial institution

“Thank you for your teams’ work throughout the many months that it took

us to convert. You guys were always willing and able to accommodate our

schedule changes and all our needs. Thanks to your efforts there were

minimal data issues found during the conversion and for working many late

nights to attend meetings in the EST time zone.”

-Director (Implementation Services) from the largest processor of

merchant acquirers and bank credit cards

CONTACT: Vasant Narayan, Business Development – Americas, vasant.narayan@thinksoftglobal.com, 508-410-7422.

CIO|47|Outlook 2 0 1 3

CIO|48|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

expectations

Businesses are struggling on how to

access the massive amounts of data they

collect from multiple sources every day.

Worse, once they do access that data, they

are unsure of how to mine it for business

advantage. Business cycles are becoming

shorter, driving the need for faster and

more competitive decision making.

Another big challenge for us in 2013

includes building technology

infrastructure for Health Care Reform

initiatives such as Affordable Care Act

which requires millions of uninsured

people to buy their health insurance from

state owned or private health insurance

exchanges. We also need to get our

systems ready to participate in

Accountable Care programs which require

very sophisticated systems from claims

processing to population management.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier

Today’s Network needs to be smarter and

invisible – Today’s network connects

everything. There is a need for

improvements in network reliability and

resiliency, coupled with intelligent end to

end points that provide the foundation for

connecting smart applications, smart

devices and smarter people.

Security – No longer is strong security an

option, it is a requirement for all

organizations to protect their intellectual

and physical capital and customer

identities. Security breaches can occur on

fixed and mobile networks and its impact

on business will be huge.

Technology Trends Impacting

Enterprise Business Environment

Cloud Computing - In 2012, more

companies embraced cloud technology

and there’s no doubt that this trend will

continue in 2013. With the advancements

in the cloud technology – including

advanced privacy and security features,

legislation is being revised to ensure this

technology is included.

Analytics – As data storage continues to

grow and businesses recognize their

potential value, the demand for Big Data

Analytics increases. IT’s role is to enable

high-performance analytics capabilities at

low cost and with easy access.

Smart Mobility - Today’s swift to mobility

is similar to the changes Internet brought

in the 1990’s. Driven by innovation and

consumer adoption, mobile devices have

become an integral part of our personal

and professional lives.

My roles and responsibilities as a CIO

Looking back into the past couple of years,

it’s evident to see how my role as CIO has

changed. I am involved with innovation

and growth, business strategy and

process. I am delegating more IT

operations to trusted lieutenants while

initiating new products, services and tools

for competitive advantage. I am more

involved in organization and team

management; ensuring that my team

communicates effectively with IT

customers, creating quick wins for

business partners. Maintaining strong

relationship with executive colleagues is

also a must as a CIO.

Lessons I learned as a CIO that can help

you

1. Get everyone to talk to each other:

Collaborate beyond what is currently

imagined, using new channels and new

schedules with new tools. Use policy as

carrot, not stick. Communicate,

communicate and communicate some

more.

2. Simplify things: Be relentless in the

pursuit of easier ways to get work done.

3. Embrace the power of analytics:

Educate yourself, your team, and your

organization about the power of

analytics and data mining.

4. Maintain “end-to-end” view of

technology’s role to deliver business

value.

5. Think like an entrepreneur every day:

CIO needs to be visionary, creative,

passionate, energetic, confident,

self-motivated, risk taking and persistent.

MIKE PATEL

CIO & VP of Business Services

San Jose Medical Group

Mike, as CIO and VP of Business Services, is

responsible for IT strategy and execution

along with Business Services department

that oversee revenue cycle. He is an

executive committee member at BAYVP, a

community non-profit organization. Mike

served as a member of Fremont Unified

School District Site Council board from 2005

to 2009. Mike has more than 20 years of

healthcare information technology and

management experience.

A CIO needs to be

visionary, creative,

passionate, energetic,

confident, self-

motivated, risk taking

and persistent.

HOSPITAL & HEALTHCARE

”

CIO INSIGHTS

CIO|50|Outlook 2 0 1 3

Challenges in technology to

meet enterprise needs in 2013 and

expectations

Mobile Device Accessibility (MDA) over and

above talk of Mobile Device Management

(MDM) or Bring-Your-Own-Device (BYOD).

We need solutions that allow mobile

devices to access enterprise systems

securely while providing a full-functioning

and satisfactory user experience, including

the utilization of Legacy applications that

will never be rewritten specifically for

mobile.

My roles and responsibilities as a CIO

Fraud prevention. While many solutions

exist to provide point-by-point validation

(email address, telephone, address, identity,

IP address, credit rating, etc.), we need

better comprehensive solutions that

consider all points in the threat matrix while

also utilizing predictive analytics to suggest

threat levels.

What does my customer want? In our

particular business, where everything we

sell is unique and our customers include

buyers, sellers, dealers, and those just

interested in finding out what something is

worth – how do I make sure that each client

at every touch point has easy accessibility

to his/her needs without feeling lost in the

clutter of all the other needs we are trying

to meet. I want more and better tools to

determine quickly and accurately what the

customer wants so I can provide it in a

friction-free UX.

LUXURY GOODS AND JEWELLERY

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier

Social Media Search Optimization (SMSO)

is rising to compete with Search Engine

Optimization (SEO). Facebook, Pinterest,

and other social media sites that can map

the interest graph of its users will begin to

shift the power away from simple search

engine search. Businesses must optimize

both the quality and quantity of

consumable content as well as the

friction-free ability to share that content

in order to not just appear, but be,

valuable to the target market.

Ecosystem Development. The success of

Apple and Amazon is based heavily on

the ecosystems they have developed.

Users are tired of going to one website or

app for part of their needs and switching

to others to complete those needs.

Businesses must think about their clients’

needs holistically and provided

augmented information and functionality

in the form of an ecosystem. This

simultaneously meets users’ needs in a

single, satisfying UX while providing the

business with the revenue and customer

loyalty it needs to thrive and continue.

Technology Trends Impacting

Enterprise Business Environment

My role has shifted from achieving

business technology objectives to setting

business objectives in not only

technology, but in business

development, marketing, social media,

company culture, product management,

and accounting. My IT department is no

longer a service organization, but instead

serves as Lewis-and-Clark guides through

the frontier of disruptive technology and

all of its implications for the business as a

whole.

Lessons I learned as a CIO

that can help you

The people who work for you are the most

important part of your job. Hire them, know

them, equip them, encourage them, thank

them, reward them, take the blame for

them, and build a community that loves

being and achieving together.

Don’t silo yourself. Visit face-to-face and

voice-to-voice as much as possible with

team members and colleagues to

strengthen relationships and avoid the

natural enmities that can develop between

those who have to work together over

email and to-do-lists but rarely mingle.

Develop yourself. Know the technology

landscape all the way to the horizon and

help your team be the Lewis-and-Clark

guides for your business to be the

innovative leaders.

Develop yourself.

Know the technology

landscape all the way

to the horizon and

help your team be

the Lewis-and-Clark

guides for your

business to be the

innovative leaders.

Brian joined Heritage Auctions in 1999 as

Chief Internet Officer with the specific task

of helping Heritage transform its

prestigious physical auction business into

a thriving, on-line auction platform. Brian

developed strategies for digital marketing,

SEO, and online customer service. Brian’s

role has since expanded to Chief

Information Officer. Brian is an avid puzzle

solver, and once appeared on the

television show That’s Incredible in the 2nd

Annual Rubik’s Cube speed solving contest

where he placed fourth in the nation.

BRIAN SHIPMAN

CIO

Heritage Auctions

CIO INSIGHTS

LUXURY GOODS

AND JEWELLERY

CIO|51|Outlook 2 0 1 3

Trends and Challenges

The global CIOs are facing many challenges in the present

world. Disruptions force you to adapt and if you don’t, then you

run the risk of being left behind. When technology disruptions

take place, it impacts business a lot. For example: disruption in

mobile space (mobility); with smart

phones and tablets coming in

markets and wireless data

infrastructure becoming robust

there is a huge proliferation of

these devices. We have a need to

stay connected.

As more and more businesses are

becoming completely technology

dependent, CIOs are seeing

decision making and control

moving towards business unit

leaders. Traditional CIOs will be

responsible for organization’s IT

traffic, including Information

System. More business unit leaders

are taking decisions on what should

be the IT architecture that supports

their business goals. For instance, a

marketing organization decides

digital communications concept

and strategy for a company, while

in the past it was decided by the

CIO. Similarly HR leaders know what

outcome they want from an IT

system and therefore they have a

say as to what kind of investment

should go in IT.

Virtualization is another aspect.

Virtualization is an area where

disruption is taking place, driven by

both public cloud operators as well as the private cloud. Cloud

as an area is driving virtualization and helps stretching of IT

budgets to get the maximum out of it.

Analytics: It is Big Data everywhere. How do you analyze

information? The volumes of data organizations are handling

right now are more than 100 fold higher than what they used to

be a decade ago. The amount of data has gone up multifold.

Social media is another area driving a huge impact on

businesses. From customer opinion to business opportunity, it

spreads virally because of the impact social media has. At the

same time social media can be used effectively to build a brand

and to reach out to a larger audience.

Security paradigm

All these disruptions mentioned above are opening up newer

challenges. For example, with the proliferation of mobile

devices, most employees bring smart phones and tablets to

the office and connect on the wi-fi, so what happens to

organizational data security? Today

many companies have the policy of

BYOD (Bring Your Own D evice)

implemented. But with BYOD can one

optimize IT investments and also

make employees more productive?

With businesses moving to

increasingly mobile platforms, the

need for a comprehensive security

policy becomes paramount.

How CSS Corp is successful in

improving operational efficiency of

customers?

1. By mobile enabling business

applications, and enhancing employee

productivity.

2. Virtualization of Application and

Infrastructure Reducing CAPEX and

opening up areas to drive internal

efficiencies and process

enhancements.

Analytics: We have been able to

synchronise data from across millions

of technology support instances to be

able to create insights that allow our

customers calibrate their process and

systems and increase process

efficiencies.

CSS Corp has remained focused on

technology support and has been able to adapt to fast pace

changes in this field. It has aligned itself to disruptions that have

happened in the market place, which not many companies can

do.

“Our DNA is all about technology,”

said TG Ramesh.

This is very evident in case of CSS Corp as many believe in the

solutions they provide. A customer of CSS Corp was quoted

saying “To any organization considering the criteria of cost,

strict timetable and need for high quality resources, we would

unhesitatingly recommend CSS Corp as a vendor of first

choice.”

Our DNA is all about

technology

TIGER RAMESH

CEO

CSS Corp

Challenges in technology to meet enterprise needs in 2013

and expectations.

My largest concern and challenge is cross continuum

interoperability. While many EMR vendors were certified

interoperable for the purpose of meaningful use, I find that this is

not the case. Even with the use of HIE technology, it is extremely

difficult to work with some vendors. Additionally, EMR companies

are charging additional fees to both the connecting organization

as well as the ambulatory practice to set up "connectivity" and also

charge an ongoing support fee. My largest expectation for

technology providers is to step up and eliminate the care

fragmentation they cause to maintain revenues. If a technology

provider is certified as interoperable they should provide plug and

play functionality and not just to other modules in their family of

products, but across all healthcare applications.

Technology Trends Impacting Enterprise Business

Environment

Health information exchange is one technology we are working

with as part of our local health information organization. This

technology has the promise of care defragmentation, supporting

care coordination and the accountable care models that are

arising. The other promising technology is mobility. The promise

of patient activation is inherent in mobile healthcare by providing

consumers the information required and individual access to care

protocols, providers and coaches for consumers to actively

participate in their health.

My roles and responsibilities as a CIO

Over the last few years my role has changed from that of

technology installer to business enabler. Not that long ago the CIO

was in the trenches making sure point solutions were installed and

worked as well as possible. Today, CIO's are responsible, along with

other members of the leadership team, in planning and executing

business strategies. As strategies increasingly hinge on data, the

ability to understand data needs and ensure data delivery can

make or break organizational plans.

The areas in business environment where solutions do not yet

exist or not up to the mark, and which if existed, would've

made job easier.

As noted above, the lack of real cross vendor interoperability is a

true problem that fragments the care experience, the care

continuum and patient safety. One of the things that keeps me up

is the inadequacy of healthcare software quality. If you get it

installed initially, updates invariably break it. System performance

is at times an issue as is the usability of the user interface. All of

these items along with the inability to interoperate with other

"outside" systems drive our care providers towards work arounds

or inadequate utilization of the systems. All of these issues keep

our current technology systems from delivering on their promises

to make healthcare safer and more efficient.

Lessons I learned as a CIO that can help you

There have been so many lessons over the years, it is hard to

choose!

1. The easier it appears the harder it will be to get done.

2. Regardless of the completeness of an RFP or the subsequent

responses, something always slips through.

3. Organizational attitude and determination trump software

reputation and expense in getting the most out of technology.

Linda is Vice President, Behavioral and

Integrative Medicine and CIO of Atlantic Health

System. She is responsible for planning,

acquiring and implementing information

technology and telecommunications. She is a

long-standing member of the College of

Healthcare Information Management

Executives (CHIME). She is also a member of the

Strategic Advisory Council for McKesson

Corporation’s health information technology

division. She has served as an adjunct professor

in the MBA program at Widener University and

as a trustee for the Healthcare Employees

Federal Credit Union in Princeton, NJ

LINDA A. REED

VP- Behavioral and Integrative Medicine,

CIO, Atlantic Health System

As strategies

increasingly hinge

on data, the ability

to understand data

needs and ensure

data delivery can

make or break

organizational

plans!

’

CIO INSIGHTS

CIO|52|Outlook 2 0 1 3

HOSPITAL & HEALTHCARE

About Us

Cybage is a leading offshore software

services company offering solutions that

accelerate, simplify, and enrich business

processes to provide its clients an edge

over competition. Being a SEI CMMI Level

5 version 1.3 and ISO 27001 company.

Cybage has seven defined technology

focused CoEs - eCommerce, Enterprise

Mobility, Customer Relationship

Management, Business Intelligence,

Enterprise Content Management, Cloud

Computing and Supply Chain

Management. The unique model of

operational efficiency, ExcelShore®, helps

ensure Cybage de-risk the engagement

approach and provide the best value per

unit cost.

How does your product add value to

the customer environment?

Cybage Software is an offshore software

services company that offers solutions

that accelerate, simplify, and enrich

business processes to give its clients an

edge over competition. We do not have

any products of our own.

Our unique and innovative model of

operational excellence is the ExcelShore®

Model that constantly adds to the

incremental value that we deliver to our

clients. ExcelShore® helps improve the

efficiency at every level of project

execution; leading to Delivery excellence.

It enables the company to have 25% lower

prices than its competitors in the offshore

IT services space. It also puts Cybage’s core

of Operational Excellence at work in

executing software projects, thereby

enabling clients to realize their business

objectives from the outsourcing

relationship.

Product Offerings

Cybage is an offshore software services

company that offers the following flagship

services:

• Product Engineering Services

• Enterprise Business Solutions

• Value Added Services

What Next?

• Continue to grow, scale up and exceed

the existing 15 % CAGR.

• Building infrastructure, capabilities and

resources to fuel the 15 % CAGR growth

rate.

•Continue focus on building and

expanding our relationships with

existing customers.

• Establishing corporate presence in EMEA

and APAC region through our newly

established sales and relationship

management centers.

• Consolidate and nurture our presence in

the current Centers of Excellence (CoE’s)

at Cybage.

• Exploring and creating new CoE’s, to

complement Cybage’s core

competencies and strengths.

Revenue Model

Cybage’s focus on providing a strong

value proposition to our customer’s

attracts long-term relationships and gives

us a distinct edge over our offshore

competitors.

Clientele

Cybage serves over 170 clients located

globally. The clients are a part of our 5

business focus areas – Media and

Entertainment, Travel and Hospitality,

Retail and Distribution, Healthcare and Life

Sciences and Hi-Tech. Our key clients

include Google, Microsoft Corporation,

Symantec Corporation, and HSBC to name

a few.

Time and Material Model

This model offers clients the flexibility to

alter requirement specification, team size,

and timeline of projects based on

market trends and feedback.

Fixed Price Model

This model works well for projects where

requirement specifications are clearly

defined and frozen. This helps clients if

they have a fixed budget for development

and are sure about their requirements.

Founded: 1995

Head Quarters:

Cybage Towers, Survey No.

13A+1+2+3/1, Vadgaonsheri, Pune

INDIA:

Pune, Hyderabad, Gandhinagar

ABROAD:

USA, UK, Germany

Email:

Business: biz@cybage.com

General: info@cybage.com

Telephone: 91-20-66041700

Fax: 91-20-66041701

Website: www.cybage.com

Cybage

ARUN NATHANI

CEO and Managing Director

Arun fosters a vision to lead Cybage to a

global leadership position while having

steadfast trust in ‘organic growth’. Arun

has won several acclaimed awards

including ‘CEO of the Year’ award by

National award in IT Excellence; ‘CEO with

HR Orientation’ award. This proves Arun’s

thought leadership, which promotes

openness and connects in Cybage.

Challenges in technology to meet

enterprise needs in 2013 and

expectations

My first wish would be a full dispatching

system that is completely integrated with

my transportation systems and my fuel

payables system. There are some nice

software packages out there but nothing

that really covers everything we need it to

cover. Secondly, I wish I had QSR software

that I could run on all of our different

concepts POS systems. Unfortunately this

has been a challenge due to a list of issues.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier

I try not to let anything keep me up at night

but I have many things to dream about. PCI

security compliance is my main concern

overall, security threats are more and more

prevalent these days. It’s our job to ensure

we are protecting our customers’

information. You also deal with the reality

that more security you implement the more

challenging system access becomes. So

I dream about a solution that automates

user friendliness with heightened security

levels.

Technology Trends Impacting Enterprise

Business Environment

Mobile payment technologies are definitely

at the top of my list. Today the mobile

wallet is being pushed by Google, PayPal

and other organizations which are going to

be a major impact on how we do business.

This poses many challenges in our industry

with many different approaches to making

it happen. Another technology would be

RFD. Even though this technology isn’t new

by any means it’s showed up on the radar

and currently being rolled out by our

competitors and will eventually become a

demand for our Transportation fleet

customers. This technology will give the

customer the ability to cut down on theft of

fuel and monitor vehicle activity real-time

by just pulling up to the pump.

My roles and responsibilities as a CIO

Well I think change is the key word. My role

as CIO has changed tremendously due to all

of the above and the fast pace of

technology and the change that comes

along with it. These days I spend just as

much time developing a way to sell and

lead change. I have a very talented team

which pressures me to not only facilitate

resources and direction, but also to mold

consensus across the enterprise. In today’s

QSR industries, margins are tight with

competition moving into different markets

with new technology. This means change is

constant; I have to make decisions faster

and make sure the team remains agile.

Lessons learned as a CIO

This is a tough question because as a leader

I’m consistently learning new lessons every

day. My advice would be to continue to

learn from your peers, team and

competitors and stay open minded.

Become a successful change agent by

knowing the culture of your organization

and the groups within. With technology

changing at such a fast pace you have to sell

your vision and develop a consensus.

Promote to your team that failure is ok as

long as you fail fast; this keeps everyone

forward thinking and not afraid to step up

and try something new.

RETAIL

Nick Spann is Vice President of Information Systems and CIO for WilcoHess LLC, based

out of Winston Salem, NC. His responsibilities include all technology purchasing,

implementation, support, development, communications and information security

for corporate offices.

Nick is a member of NACS, National Association of Convenient Stores in which he

has been a speaker for technology educational tracks. In 2007 he was awarded the

Wilco Presidential Award for his Excellence and Dedication and in 2010 the

Information Systems Department was also awarded the Wilco Presidential Award

under his current leadership roles.

“Setting an example is

not the main means of

inuencing others; it is

the only means.”

Albert Einstein

Nick Spann

VP of Information Systems and CIO

WilcoHess

CIO INSIGHTS

CIO|54|Outlook 2 0 1 3

CIO|55|Outlook 2 0 1 3

About Us

Datavail Corporation is the largest

provider of remote database

administration (DBA) services in

North America specializing in:

•

Differentiating factors

Datavail is a growing company

solely focused on database services

with:

•

The Datavail advantage

At Datavail, you will find the

flexibility and personal focus of a

boutique database consultancy,

delivering the excellence and

professionalism you would expect

to see in the largest outsourcers in

the world with lower-cost, labor

arbitrage, more hours and no

compromises of quality or security.

While other database experts boast

only of technical expertise, it is our

mission to combine world-class

talent with a reliable ITIL process,

executive sponsorship, an effective

communication strategy and a set of

operating principles, delivering

consistent results lasting long after

the initial kickoff.

Building, Managing & Supporting

Databases & Enterprise Software.

It’s all we do.

Mark Perlstein

President & CEO

For more than two decades, Mark

has been a leader in the IT services

market and brings a wealth of

growth oriented and operating

experience in the services business

to Datavail. Mark is an active leader

in the IT community and is commit-

ted to excellence in service delivery

and customer satisfaction.

CLIENT COMMITMENT

‘‘Of course we have a contract with our customer. So would everybody else. I

am more concerned about the covenant wehave with our customer. We are

committed to our client – period.”

– Mark Perlstein, Datavail CEO

Client commitment is felt much more than it is written. It is not a cliché – it is

a culture. It is a combination of formal processes that ensure we deliver on

our tasks and commitments with continuous improvement. Our expertise,

cost- effectiveness and competency will win you. Our commitment will keep

you.

Headquarters: Broomfield, CO

Website: www. - .com

Industry: IT & Services

Type: Privately Held

Company Size: 250+ Employees

Founded: 2001

Operational database support

including 24x7 monitoring,

high-availability, disaster recovery,

patching, upgrades and more

Oracle, Oracle E-Business Suite,

Microsoft SQL Server and MySQL

Flexible onsite/offsite and

onshore/offshore service delivery

options

24x7 support

The breadth and depth of a large

outsourcer; the attention and

focus of a boutique firm

A flexible, global delivery model

that delivers the right resources

at the right cost at the right time

Significant investments in

enterprise process and tools

including ITIL and SSAE16

Significantly more value than

independent contractors and

pure staffing providers

Smaller, easier to work with and

more competitively priced than

the global outsourcers

Challenges in technology to meet enterprise needs in 2013

and expectations.

The most important challenge is to at all times have a full

understand of our students’ needs at all points in their lifecycle

with us, from prospective students to alumni. We want every

member of our team that is serving the student to benefit from

the knowledge that one of our other team members has so that

no opportunities are missed in terms of helping students

prepare for the workforce

Wish List for 2013:

Continued progress in integrating across legacy platforms and

reducing the technology barriers, effort and costs. Amazingly,

desktop procurement, deployment and support are time

draining activities that keep us away from students. And the

cost productivity for utility services (wireless, bandwidth and

storage) aren’t keeping track with increased demand from a

base of digital native creative. Since I am wishing, I would wish

for the technology providers and journalists to reach a greater

audience on how information & technology is changing

business practice.

Technology Trends Impacting Enterprise Business

Environment

Instrumentation and Personalization are two of those trends.

I know “Big Data” is buzzy, but to me the collection of data is

fundamentally principle to any attempt to infer fact by

processing big data. The chemical engineer in me loves the idea

that instruments are being deployed to measure anything (and

everything) anywhere, and that we can have access to process

and result metrics that have never been thinkable before. Very

rich! Personalization; adding the social information that the

culture has evolved is allowing huge impact on process

effectiveness and commercial success. Better yet, we all now

expect this level of service from vendors and reward it

consistently.

The areas in business environment where solutions do not

yet exist or not up to the mark, and which if existed,

would've made job easier.

Every technology leader is challenged by the burden of

support vs. the benefits of processes & functionality creating

new values. Investment is limited, so this boring old issue

remains. Protecting proprietary information has grown well

beyond trade secrets into student protection and privacy and

we must constantly be vigilant. It is a constant battle that

requires a serious investment , but that is a CIO’s reality.

My roles and responsibilities as a CIO

The operational excellence part of the CIO’s job has grown in

scale and scope because the technology has become more

mission critical; but I believe the strategic relevance of the role

has increased more so due to the changing competitive

environment. Tighter margins create more stress on limited

project budgets. Responding to the changing consumer nature

and expectations quickly changes the playing field. And

technology complexity and change management is also greater

than ever – and I believe today’s CIOs are more relevant to the

success of the enterprise than at any time before.

Lessons I learned as a CIO that can help you

Short and sweet- truly know the way your business creates

value. Not the way they currently make money, but how value

is created and sustained. If you’re not involved in the dialogue

about how the firm creates value and how information and

technology affects that, you will not consistently win. This isn’t

the “seat at the table” issue we all know of.

Erik is CIO and EVP of Technology for

Academy of Art University, the largest

Art & Design University in the country.

Prior to 2009, Erik was CIO for INVISTA

S.A.R.L. and led all IT activities in more

than 90 sites worldwide. Erik has spent

almost a third of his career living

outside the United States, including

Asia where he served for four years as

the Chief Information Officer , and

Business Consulting Services for

DuPont for the region.

ERIK VIENS

CIO and EVP of Technology

Academy of Art University

If you’re not involved in

the dialogue about

how the firm creates

value and how

information and

technology

affects that, you will

not consistently win!

’

CIO|56|Outlook 2 0 1 3

EDUCATION

CIO INSIGHTS

CIO|57|Outlook 2 0 1 3

A. V. SRIDHAR

Co-founder, President and CEO

A.V. Sridhar (AVS) is the Co-Founder,

President & CEO of Digite Inc based

out of Mountain View, California. Digite

Inc focuses on Lean Software

Application Life Cycle Management. It

has development centers in Mumbai

and Bangalore.

A.V. Sridhar was part of the early

founding team at Wipro where he

worked for 17 years between 1981 and

1997 in various capacities. Significant

among them being the CAD/ CAM

Division partnering SunMicrosytem.

AVS is currently Chairman of Advance

Health Care, a network of diagnostics

centers for Oncology, Neurology and

Cardiology based in 6 different cities in

India.

depending on their IT organization for

all of the technology systems and tools

they need in order to compete

effectively in a Global marketplace. CIOs

need to make sure that while keeping

security, business continuity and

regulatory requirements satisfied, they

support Business’ needs to stay ahead of

the competition with innovative use of

technology.

2. Collaboration- CIOs have long had

the challenge of being seen as heading

cost centers. IT is seen as a cost rather

than as an investment generating or

supporting function. IT and Business

need to collaborate continuously to

prioritize, define and deliver the most

important technology solutions that

Business needs.

Can you briefly describe the vision of

your organization behind your

product/solution and differentiating

themes?

Digité was started with the vision of

helping geographically distributed

teams collaborate effectively to

successfully deliver software projects.

We saw that the market was flooded

with complex, customers found them

expensive to buy in sufficient quantity

and difficult to use. Consequently, these

tools quickly became shelf ware and

software projects got delivered using

email and spreadsheets.

Your customers

Today, almost any organization will

benefit from our solutions. Whether it is

an IT organization of a regular business,

an IT Services/ Consulting organization

or an a software vendor, they can use

our Lean/ Agile ALM tools for

development, customization of any

in-house or 3rd party software. Almost

any organization will find our solutions

help their teams collaborate internally

as well as externally to innovate and

build/ deliver solutions that their

customers need now.

What is your customer value

proposition?

Digité provides a range of integrated,

lightweight, web-based Lean/ Agile

ALM tools that are competitively priced,

easy to implement, adopt and use.

Digité’s solutions are well integrated

with a wide range of other ALM/ PPM

tools, including those from Microsoft,

HP, CA, IBM and others. All of Digité

products are available in both SaaS and

On-Premise models.

Can you give 1-2 examples of how

your product/solution has benefited

your customers?

Each of our customer implementations

is an example of how customers have

benefited from our products. Here are

some

1.Infosys is our largest customer with

nearly a 100,000 users worldwide.

a. Almost all of Infosys business

(over $4b) is run on Digité.

b. Productivity of Project Managers

has gone up an average of 30-50%.

2.Magneti Marelli is a large automotive

customer.

a. About 2000 users use Digité.

b.Customer has been able to

effectively do cross-organization

collaborative development with their

customers and partners

Can you talk about the competitive

landscape and how your offering will

win over competing products/

services?

1. Digité competes with the large

companies such as IBM, HP and

Microsoft

2.Combines Process Governance, PPM

and SDLC management in a single

offering

3. Available in SaaS and On-Premise

4. Provides best value for money

As a CEO you would constantly

interact with several CIOs. What do

you think is their biggest challenge/

pain point which you are trying to

address?

1. Agility- More than ever, businesses are

Challenges in technology to meet enterprise needs in 2013 and

expectations

I inherited an array of aging technologies and platforms and we were

awash in paper driven administrative processes. The lack of electronic

document management combined with multiple fragmented and

incompatible data sources made information management a

challenge. However, the redevelopment of our enterprise platform

to more effectively manage information had to take a back seat to

our mission of critical systems and infrastructure. Today, we are

undertaking the redevelopment of our structured and unstructured

data through a two year platform modernization effort. The

challenge is that we are attempting to do this while we face federal

budget uncertainties and cutbacks.

The areas in business environment where solutions do not yet

exist or not up to the mark, and which if existed, would've

made job easier

Many of the Peace Corps posts volunteers to serve in locations that

have poor connectivity. A continuing challenge is providing the

bandwidth necessary for many of today’s web and cloud based

applications. These posts must have their own instances of

applications and databases that we must sync back to headquarters.

It’s an old fashion solution, but this is what we have to do.

Technology Trends Impacting Enterprise Business Environment

Mobile communications technology: As a global operation and a

federal agency requiring encrypted messaging we are continually

scanning the horizon for alternatives.

Data center operations and network automation: The more we are

able to automate manual maintenance and security functions, the

better.

My roles and responsibilities as CIO

One role is that of translator. I take complex technical concepts and

solutions and turn them into plain English with concrete benefits that

our business partners can understand, set funding priorities, and

manage expectations. My other role is to provide the overall

technology vision, a sense of urgency, and the freedom to innovate,

so we can work smarter, save the agency money, and support their

technology needs more effectively. I rely on the technical skills and

knowledge of my directors and managers to deliver solutions and

options that fit within that framework.

Lessons learned as a CIO

You can’t keep up with all the details, so you must learn to rely on

your technical experts for solutions

You must build very strong relationships with your business partners

and make them your decision partners, so that the right technology

comes to the business to move it forward.

You must build very strong

relationships with your business

partners and make them your

decision partners, so that the right

technology comes to the business

to move it forward. You can’t keep

up with all the details, so you must

learn to rely on your technical

experts for solutions

Dorine Andrews, Chief Information Officer for the Peace

Corps. In this role she is responsible for leading an 80

member team that provides global information

technology solutions for headquarters and regional

offices in the United States and in more than 70

countries worldwide. Prior to joining Peace Corps, Ms.

Andrews’ extensive career includes consulting and

teaching, as well as considerable research in the areas

of managing organization and technology change,

knowledge management, marketing and the internet

and online community development. She has

co-authored books on IT organization management

and business process re-engineering and published

many articles in these disciplines.

DORINE ANDREWS

CIO

Peace Corps

INTERNATIONAL AFFAIRS

CIO INSIGHTS

CIO|58|Outlook 2 0 1 3

CIO|59|Outlook 2 0 1 3

Ways products add value to the customer environment

Our services allow our clients to reduce their capital expenditures such as the cost of

new hardware, software licenses, energy, real estate and staffing in order to

maintain their IT department and move towards an operational model with fixed

monthly costs and scalability. Our clients see increased efficiency, flexibility while

freeing up resources to focus on their core competencies rather than worrying about

IT.

DIFFERENTIATING FACTORS

DYONYX is a fully US-Based, end to end IT consulting firm, with consultants

averaging over 15 years of experience.

Government Contracts Vehicles allow us to work with both commercial and federal

organizations:

• GSA, Navy Seaport-E, and DIR

Our help desk services provide an industry leading 80% first call resolution rate as

well as our networks being monitored by the best applications such as SolarWinds,

FogLight with hardware from HP, Cisco, and NetApp.

CLIENTELE

DYONYX has over 100 clients which include:

Commercial: El Paso Electric, PBS, British Airways, Crestwood Midstream Partners,

Scientific Drilling

Government: US Department of Defense, City of Houston, Veterans Affairs, Corpus

Christi Army Depot

COMPETITORS

Nationwide: IBM, Deloitte Consulting, Accenture, Booz & Company, Clarkston

Consulting

Local: Techcess, Ergos, AllCovered, NotOnSite, Citoc, Rackspace

About Us

DYONYX LP is a privately held information technology managed services and consulting firm dedicated to help clients across the nation

to improve their productivity and security and reduce their cost and risk through a proven set of methodologies, extensive experience,

deep skills and world class service at reasonable rates. DYONYX was founded in 1996 by experienced technology and business

professionals with the intention of taking their global company experience. Over the years the company has also received a steady

stream of national awards and recognition for quality solutions and continuous, profitable growth.

Chuck Orrico

President and CEO

Chuck is responsible for the overall financial

and operational performance of the company,

strategic planning, risk management and

emerging markets. Chuck has more than 26

years of experience in helping clients develop

business solutions through strategic planning,

information management and technology

investment. Chuck's entrepreneurial spirit and

keen business acumen have helped DYONYX

maintain its focus on quality, which has

resulted in improved business operations for its

clients. Chuck received a bachelor's degree in

business administration in 1984 from the

University of St. Thomas in Houston, Texas.

VISION

Since our early days in 1996, DYONYX has been

the IT foundation for our clients. Whether it be

managing email servers, designing

companywide networks, or providing help

desk support for employees, our technical team

of network engineers, systems engineers, and

consultants have provided award winning

services and reasonable rates. Moving forward

as the industry shifts from corporate desktops

and laptops to personal mobile devices such as

smart phones and tablets, DYONYX strives to

continue being a leader in an ever evolving

business environment. With a growing

emphasis on cloud computing, web based

applications and cyber security with today’s IT

demands, DYONYX has invested heavily in

areas like infrastructure, training, and staff in

order to meet this demand and provide our

clients the reliable technology support they

need to give their businesses a competitive

advantage.

DYONYX LP

PRODUCT OFFERINGS

DYONYX provides services and solutions

that include:

• Server Hosting and Manager Services

• Infrastructure Design and Support

• Network Assessments and Re-Design

• Server Consolidation and Virtualization

• Cyber Security and Applications

Support

• Data Replication and Disaster Recovery

• Private Cloud Computing

• 24/7/365 Help Desk Support

MILESTONES

Reaching 165 employees

Reaching $30M in revenue

Expansion of corporate oﬃces

Receivied awards as below:

Fastest Growing: Deloitte, Inc. 5000,

Houston Business Journal

Best Places to Work: Houston Business

Journal, Houston Chronicle

Best Contractor: Federal Times

Corporate Headquarters

1235 North Loop West

Suite 1200

Houston

TX 77008

Bryan, Texas

110 North Main St.

Bryan

TX 77803

CIO|60|Outlook 2 0 1 3

ABOUT THE COMPANY

Infusionsoft provides an all-in-one sales and

marketing software for small businesses. Its

web-based system helps small businesses

automatically market to get more customers, grow

sales and save time. The privately held, six-time Inc.

500/5000 company is funded by Mohr Davidow

Ventures, Signal Peak Ventures, and Goldman Sachs.

For more information, visit www.infusionsoft.com.

How does your product add value to the customer

environment?

Helps small businesses automatically market to get

more customers, grow sales and save time.

CLIENTELE

13,300+ applications and 47,400+ users.

OFFICES

1260 S. Spectrum Blvd, Chandler, AZ 85286

Marc Chesley

Chief Technology Officer

With a blend of technical prociency and entrepreneurial re, Marc leads

Infusionsoft’s software engineering, cloud operations, information

systems and email deliverability teams in translating vision and design

into tangible products to help small businesses succeed. Prior to

Infusionsoft. Marc successfully founded, grew and sold a computer and

networking services company. He has also held executive positions for

WinForce Technologies and IT Partners. As an attorney, Marc focused on

venture capital nancing, mergers and acquisitions. Recently Marc led

the $54.4MM Series C funding transaction between Infusionsoft and

Goldman Sachs, and the acquisition of GroSocial.

A cloud computing and agile development leader, Marc is a certied

SCRUM master and SCRUM product owner. He often speaks at industry

events such as Greater Phoenix Economic Council’s Software Industry

Forum, the Arizona Technology Council’s Growing Technology in Arizona

Symposium, and the Phoenix Business Journal’s What Cloud Computing

Really Means event.

He holds a Juris Doctor, with honors from Brigham Young University and

a Bachelor of Arts in Philosophy, summa cum laude from Arizona State

University. SIM recently named Marc the Arizona CIO of The Year.

KEY EXECUTIVES

Marc Chesley, CTO

Challenges in technology to meet enterprise needs in 2013

and expectations.

Currently the biggest technological challenge is focused around

backup and disaster recovery. Data is growing faster than ever

due to digital photography. In this industry digital photos are

good as well as bad, allowing us to show customers the

problematic areas that need to be addressed. But this process

demands storage space. We are working with a couple of cloud

providers to get away from conventional backups. At some point

in time I would also love to see affordable de-dupe technology

that will work in the live environment.

The areas in business environment where solutions do not yet

exist or not up to the mark, and which if existed, would've

made job easier.

Connectivity is the only factor that keeps me up at night. With

seven offices across south and as work is being done almost

everywhere in the country this is our biggest pain point. An

overnight power outage, a cut cable somewhere or a major storm

like Sandy. As a roofing company we are the ones building.

Owners call when a storm hits. Being off line can cost big money

and can also cost the customers big loss and damaged assets.

Technology Trends Impacting Enterprise Business

Environment

One of the technology trends we see impacting us over the next

couple of years is moving a lot of our IT to the cloud, and with that,

enabling users to be able, if necessary, to work from anywhere. A

part of our DR strategy is not just to get online ASAP but to also

have users work from home or wherever, by thus providing

services to our customers.

My roles and responsibilities as a CIO

I have sort of created the role of CIO at this company. My

educational background is in accounting and finance but I saw

the need years ago to know how computers were impacting

accounting and business. I still manage a small and growing

business unit of our organization. I think a CIO who has no other

business experience other than IT is handicapped.

A CIO today must understand how the whole business works and

IT systems work. I am glad I spent time doing accounting and

working in IT. Sometimes as the only IT staff on hand, I am

fortunate to work for a company whose management

appreciates the importance of IT and encourages innovation.

Lessons I learned as a CIO that can help you

Don’t be afraid to get your hands dirty occasionally in IT. And

especially don’t be afraid of a project that just doesn’t work out.

No one bats a thousand, learn and move on.

JAY WALLIS

CIO

Empire Materials and Recycling

Jay joined Empire Roofing, Inc in 2001 as Accounting Manager and

network manager. In 2008 Jay took on the position of CIO to

manage the growing computer network and rapidly expanding

user base. Jay also manages two of the subsidiary operations spun

off from Roofing operations, Empire Disposal and Empire

Materials and Recycling. Prior to Empire, Jay spent over 20 years in

accounting at several manufacturing companies, both large and

small. In the mid 80’s Jay realized that accounting and computers

were going to be lifeblood of the modern company and so has

made learning the IT side of business a goal and passion.

Don’t be afraid to get your

hands dirty occasionally in

IT. And especially don’t be

afraid of a project that just

doesn’t work out. No one

bats a thousand, learn and

move on.

”

CIO|62|Outlook 2 0 1 3

CONSTRUCTION

CIO|63|Outlook 2 0 1 3

What Customers Are Saying

“GNC has lowered payment card processing fees, saves over $300,000 annually by

eliminating phone lines, and now supports critical retail applications with its EarthLink

Business MPLS network.” - GNC

“We’ve been an EarthLink customer for 15 years because no other vendor provides the

same combination of performance, security, reliability and service.” - J. Smith Lanier

“With EarthLink Cloud Hosting, we eliminate the need to add infrastructure or

engineering resources to scale our operations while reducing our annual costs by 16

percent.”- independenceIT

EarthLink’s IT Services Product Suite

With a comprehensive portfolio of IT and communication services that can be

rapidly scaled up or down, EarthLink can respond quickly to business changes while

also integrating service components seamlessly to meet customer requirements for

security, reliability, and performance. Our configurable, layered service model is

designed to support and manage the IT needs of small to large businesses.

Why EarthLink?

The path to developing a comprehensive IT strategy can be complex, especially for

companies with resource and expertise constraints. With our industry-leading IT

experts, infrastructure and services, EarthLink can help navigate the hype and

develop and execute a strategy that supports business goals.

EarthLink offers flexible services customized to business needs, a comprehensive

approach spanning IT, voice and data, and the convenience of a single provider. Our

security experts hold the globally recognized CISSP® and CISA® certifications,

demonstrating vast breadth of knowledge and experience in audit, control, and

security. EarthLink’s IT services are housed in fault tolerant, high reliability,

enterprise-class SSAE 16 data centers with 99.999% uptime and 24/7/365

monitoring to support security and customer compliance requirements.

EarthLink’s unique combination of integrated solutions and personalized service

helps improve productivity, manage change, minimize risk, and lower the total cost

of IT infrastructure ownership, data networks and voice communications.

About us

Founded in 1994, EarthLink, Inc. (NASDAQ: ELNK) is a leading,

award-winning IT services and communications provider to more

than 150,000 businesses and one million consumers nationwide.

EarthLink empowers customers with managed services including:

• Cloud hosting • Virtualization services

• Managed cloud hosting • Managed IT security

• Nationwide voice • Nationwide data and MPLS

• Managed support services

Recent achievements include the #1 ranking on the prestigious

MSPmentor501 Global Edition identifying the world’s top 501

managed service providers (MSPs); a 2012 and 2011 TMC Cloud

Computing Excellence Award and a 2012 and 2011 Internet

Telephony Product of the Year award for EarthLink Complete™

Hosted Voice.

Rolla P. Huff

President and CEO

Rolla P. Huff is EarthLink’s Chairman, Chief

Executive Officer and President and is

leading the company’s transformation into a

top IT services provider, guiding it through a

series of key acquisitions of fiber network

assets, SMB customers and IT services

capabilities. Huff is also responsible for

ensuring that EarthLink is profitable, and

under his guidance has increased its financial

strength, generating significant unlevered free

cash flow with one of the lowest debt

structures in the industry. With annual

revenues of $1.35 billion and $204.5 million in

cash and marketable securities on the

balance sheet (as of 12/31/12), EarthLink’s

financial stability sets it apart in the

marketplace and is a key, strategic advantage

for customers.

Visit earthlinkbusiness.com or call 1-855-294-6205 to

learn more.

IT Services • Data and Internet • Voice Services • Cloud

Services • Taking care of business.

EarthLink

Challenges in technology to meet enterprise needs in

2013 and expectations.

There are 3 significant challenges. First, bring the promises of Big

Data to the masses. Everyone is talking about Big Data, but the

typical successful examples are dot-coms and huge enterprises.

There are thousands of $100M-$1B companies that could

benefit from this capability, but the analytical skillset not to

mention system costs are too challenging to overcome. Second,

right-size ERP systems to the value they bring. Let’s face it, they

are necessary, but their value relative to their cost to implement

and operate isn’t there. Lastly, determine a way to make

infrastructure management as agile as software development

can be. Our profession has done some great things to accelerate

value of business applications only to be slowed down by

infrastructure challenges. The cloud solves this, but not

everything can be in the cloud.

The areas in business environment where solutions do not

yet exist or not up to the mark, and which if existed,

would've made job easier.

1. Network simplification. It’s too complicated and our ability

to leverage what is possible is limited by that complexity. With

greater bandwidth needs, solutions just don’t exist to easily

address short of “bigger pipes.”

2. IT Management solutions. Everyone talks ITIL, but highly

usable systems with transparent views to the business just

aren’t there.

My roles and responsibilities as a CIO

My role has not changed as much as the perception of my role.

I’ve been fortunate to be in situations in which the CIO is

considered a partner at the executive table reporting to the

CEO. While intellectually my peers understand the CIO is more

than “the tech guy”, it takes time for their hearts to understand

what that means. Over the time they begin to appreciate that

technology by itself won’t bring value, so my role must be to

bridge the technology capability with the business need and

suggest business changes that bring value to the enterprise

and would benefit from technology.

Technology Trends Impacting Enterprise Business

Environment

Mobile – and particularly BYOD Mobile – is on the top of the

list. We happen to have a highly distributed workforce so mo-

bile technologies are the only way we can provide systems.

The challenge is how to leverage that mobile ecosystem most

cost effectively and in a compliant manner.

Lessons I learned as a CIO that can help you

I would share 3 lessons. First, be patient. Technology doesn’t

add value by itself – it takes people to implement significant

process changes that are enabled by technology. This change,

however, takes time. The slow pace of change is human nature

that is exacerbated by the topic being one that many don’t fully

understand. Second, lead through collaboration. We are all

trained to reinforce that the business sets the priorities. And

while that is true, the ramification of those priorities and the

solutions to deliver those priorities are IT’s responsibility to

understand and communicate. So, we have to lead a bit;

however, we must lead in a way that doesn’t close off discussion

and collaboration. Third, know the money. The strategy will only

take you so far. You also have to understand the economics of IT

and how those economics translate to the business.

HOSPITAL &

HEALTH CARE

Jeffrey is currently the CIO at The MENTOR Network, a

$1B leader in Human Services. In coordination with

business leadership he is responsible for the strategic

direction, implementation, and management of the

organization’s business systems and IT infrastructure.

Prior to Mentor, Jeffrey was the Vice President of

nformation Technology for Magellan Biosciences, a

private equity backed medical device company

specializing in diagnostic equipment. For almost three

years he oversaw the strategic transformation of

Magellan’s worldwide IT and communications systems

to leverage cost while refocusing IT in support of the

company’s growth objectives.

JEFFREY COHEN

CIO

The MENTOR Network

We must lead in

a way that

doesn’t

close off

discussion and

collaboration

’

HOSPITAL & HEALTH CARE

CIO INSIGHTS

CIO|64|Outlook 2 0 1 3

CIO|65|Outlook 2 0 1 3

“Empower Social Media In Your Company Today!”

What are the challenges that CIOs must face in 2013 when it comes to

allowing social media in the workplace?

Access to social media in business can make for more connected and

productive employees, which ultimately fuels business growth. But CIOs must

also be aware of potential risks that it brings, such as lost productivity, brand

and reputation damage, legal issues and regulatory noncompliance. However,

it must be understood that blocking social media isn’t the answer as it can put

your company at a disadvantage to competitors that have embraced social

media to drive growth.

Social media delivers massive benefits from the perspective of marketing

and sales within an organization, but what dangers are lurking if not

properly managed?

The first is the legal and regulatory risk should an employee share confidential

corporate or client data. FINRA and HIPPA have delivered fines in the six figures

as reaction to sensitive information being leaked. The second risk is brand

image. A disgruntled employee, or one with a poor sense of humor, can easily

publish something reckless under the company’s name which can spread like

wildfire. A third risk is lost productivity from employees using social media for

personal use rather than fully utilizing for work items.

How can CIOs embrace the power of social media and mitigate the risks?

There are two steps required for CIOs to safely embrace social media – proper

policies and proper technology to monitor and manage these policies.

Organizations must craft social media policies with clear rules for what an

employee is allowed to post about their company and customers. The next step

is utilization of technology to manage these new policies. EdgeWave has

invested to create EdgeWave Social, a solution that effectively monitors and

controls employee use of social media. EdgeWave Social works on top of any

company’s current data security technology, enabling CIOs to easily manage

social media policy, filter threats, and secure proprietary information while at the

same time enabling full and transparent use of social media to utilize all of its

communications and collaboration benefits.

Company Profile

EdgeWave is the leader in next generation Internet gateway security, with its integrated social media, web and email cloud-based and

hybrid security solutions. With over one billion users of social media, enterprises look to EdgeWave’s mobile capable security gateway

cloud solutions for the productive and safe use of social media, as well as web and email security. For more than 15 years, EdgeWave

has developed cutting-edge, award-winning technology that enables enterprises to rapidly and confidently embrace the internet

connected world.

Phone: 1-800-782-3762

Email: sales@edgewave.com

Website: www.edgewave.com

Dave Maquera

CEO and President

Dave Maquera has over 25 years of executive

leadership experience, previously serving as

Chief Strategy Officer and Senior Vice President

of Clearwire Corporation, CIO and Vice

President of Strategic Development at Cricket

Communications/ Leap Wireless, a co-founder

of Backwire, Inc. and a Consultant with

McKinsey & Company, Inc. He served 10 years

in the United States Navy, where he was a Chief

Operations Officer and a combat aviator. Mr.

Maquera graduated with a B.A. from University

of Pennsylvania and holds an M.B.A. from

Harvard University.

EdgeWave

Challenges in technology to meet

enterprise needs in 2013 and expectations

We would like to continue to leverage the

benefits that cloud services offer such as

variable costs, agility and evergreen solutions.

However, we need cloud solutions that can

meet the needs of large corporations in the

areas of data integration, security and

regulatory requirements such as data privacy

and export control. We have found many

cloud providers weak in these areas. We look

forward to more enterprise-ready cloud

services that will deliver these and similar

requirements beyond the basic functionality

of the software.

The areas in business environment where

solutions do not exist or not up to the mark,

and which if existed; would've made job

easier

As mobile devices of all types become more

embedded in peoples’ work and personal

lives. The security solutions for mobile devices

need to be more robust in terms of providing

flexibility and convenience for the users while

protecting corporate data; especially in a

bring-your-own-device scenario. Possible

solutions to this may be containerization,

mobile device virtualization or something else

entirely, but affordable and effective solutions

in this space would be welcomed.

Technology Trends Impacting Enterprise

Business Environment

Two trends of interest are the maturation of

new mobile technologies; tablets in particular,

and business intelligence tools to enable the

timely and effective application of data to

business processes and decisions. In a large

company like Alcoa, with significant

manufacturing operations, mobile devices

enable many new opportunities for the direct

use of information technology where it had

previously been physically impossible or

prohibitively expensive to reach with standard

computing equipment. This coupled with

advances in business intelligence and

analytics help us to support our businesses in

making more informed decisions directly at

the site of the work.

My roles and responsibilities as a CIO

Information technology drives the business.

Essentially, a CIO is also a business strategist.

Working more closely with our business

leaders and having alignment on priorities is

how IT brings value to the organization. IT

should be there at the birth of an idea and

bring technology-enabled business models

and solutions to the table. For example, we

closely collaborated with our business leaders

and executive management during the

development and deployment of our current

5-year IT strategy. This approach ensured

support for broad deployment across the

businesses, and established the strategy as

fundamental to all decisions relating to IT

investment.

Lessons learned as a CIO

Engagement and communication are the keys

to running a successful IT organization. I have

focused on continual communication as the

goals of our strategy to all stakeholders, and

even more importantly the role of each

person in the organization in achieving those

goals. You “win with people,” but only if they

understand what it is they are working toward,

and feel engaged and empowered enough to

take the steps to get there.

NANCY S. WOLK

CIO

Alcoa - Global Business

Services, Pittsburgh, Pa

Engagement and communication are the keys to

running a successful IT organization

Nancy was appointed Alcoa’s CIO

in December 2011. In this role, she

oversees global IT policy, strategy

and execution and heads the CIO

Lead Team. Since joining Alcoa in

1990, Nancy has held roles of

increasing importance in the IT

organization. In addition, Nancy is

driving the $100 million global

upgrade of the Oracle business

systems Alcoa uses, and is the

company’s executive liaison to

Oracle Corporation. Throughout

her career, she’s served as a

mentor to up-and-coming IT

leaders. An active member of the

Alcoa Women’s Network (AWN),

Nancy served as the co-chair of the

global AWN board from 2008 to

2010.

MINING & METALS

CIO INSIGHTS

CIO|66|Outlook 2 0 1 3

CIO|67|Outlook 2 0 1 3

THE BD ADVANTAGE

Our Adaptive Agile Development process allows us to focus on Business Process

Objectives to deliver target applications in a timely manner. BD applications for the

Enterprise can be deployed, managed and monitored with ease. They can be delivered

to any form factor mobile device.

At Burnside Digital we help you Discover your true goals; Develop around your team

requirements and processes while incorporating the best Agile practices; Deploy to

the cloud in a secure, managed environment.

But the real advantage of Burnside Digital is that the company has also been an

innovator in mobile and cloud applications having incubated companies such as

diverse as RightScale and Breaking Muscle.

OUR PRODUCTS

• Cloud Platform Management;

• Application Monitoring and Analytics;

• Cross-device Mobile Consulting and Development;

• UX/UI training and development;

• Agile Project Management;

• Open Source DevOps Consultancy and Delivery;

CLIENTELE

Intel, Cisco, Amazon, Scripps Networks, Vodafone, Google, Oracle and hundreds

more.

OFFICES

Los Angeles, Portland, Singapore.

DIFFERENTIATING FACTORS

Proven capabilities on 100s of applications

developed for cloud based, mobile

environments.

User centric design methodologies that

deliver mobile application results.

Platform Management in public, private and

hybrid cloud environments that integrate

monitoring, analytics and support for mobile

device universe

Type: Private

Founded: 1991

Company Size: 11-50 employees

Industry:

Information Technology & Services

Website: www.burnsidedigital.com

Burnside Digital

ABOUT US

Innovation drives Burnside Digital to build

software that is pervasive and persistent in

today’s mobile universe. By focusing on what

really matters, the company has successfully

managed to work with its clients to help

them realize their visions, and their business

goals. We like to say, We build software that

makes the world a better place to live, work

and play.

Key Person

Omid Rahmat

President

With over 25 years of experience in delivering technology

solutions across a range of industries, Omid Rahmat has a

proven track record in understanding how technology needs

to enable business success. As President of Burnside Digital,

Omid manages a team of experience Agile Development

professionals with a broad range of experiences in

architecting, building and delivering applications that

succeed in a mobile universe.

Challenges in technology to meet

enterprise needs in 2013 and

expectations

As more and more companies adopt

private and public cloud computing we

are finding that there is a shortage of

skilled people ready to take on new

responsibilities. Our solution is

continuous new technology training and

development for senior staff and then to

push the new technology through the

rest of the organization.

Wish List For 2013

The ability to turn and learn on a dime is

important and so it requires our providers

to move quickly, grow with us and

provide value added services and open

solutions and platforms that meet our

business needs.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier

Consumers are now accessing content in

many places. No longer are the desktop

and laptop king when it comes to content

consumption. We have had to rapidly

adapt to smaller screen sizes and multiple

operating systems. We recently adopted

responsive design, which provides an

optimal viewing experience - easy reading

and navigation with a minimum of resizing,

panning, and scrolling - across a wide range

of devices.

We have also started taking a closer look at

the structure of our content and are

working to create open APIs so that both

internal and external developers can access

our depth and breadth of content and

work to create new products. Hearst hosted

its first hackathon where programmers

from around the world converged to create

some innovative projects around fashion

using various APIs.

Our competitive set is evolving – in

addition to other national or world level

publishers who are all looking for more

effective ways to develop and maintain a

direct relationship with their customers.

We also have to stay ahead of consumer

preferences regarding how they spend

their time, in particular with new

technologies. We have to be ready for the

challenges of cutting through the

multimedia overload with communication

products that are relevant, informative and

entertaining.

Technology Trends Impacting Enterprise

Business Environment

The move to public and private clouds is so

important in our industry. It is allowing us

to eliminate hardware and data centers and

move away from investing in expensive

capital equipment. This shared model is

allowing us to operate more affordably and

efficiently and also spin up or spin down

resources as needed.

My roles and responsibilities as a CIO

What I find fascinating is that while

understanding and being versed on

technology is important, what matters

more is my ability to align people, process

and finance back to the overall corporate

strategy and objectives.

Lessons learned as a CIO

• Have strong alignment with your

business and understanding of the

overall corporate strategy.

• Having a strong understanding of the

organizational culture and people that

you are working with, along with their

priorities.

• Build the best plan and commit, but

don’t be afraid to implement new ideas

and innovate quickly. Also understand

when to jump ship when things are not

working is a critical key to success.

Debra C. Robinson is senior Vice President, Chief

Technology Officer for Hearst Magazines. Robinson

is responsible for leading and coordinating IT

initiatives and operations across all Hearst

Magazines business units.

Prior to being appointed CTO, Robinson was Vice

President, technology and production, digital

media for Hearst Magazines. She was also interim

chief information officer of CDS Global. She also

held executive positions at CVS Pharmacy, CMP

Media, Delaware North Companies and Aramark.

Mason now powers the Web infrastructure for a

wide variety of sites, including Amazon.com,

Salon.com, Ducatiworld.com, IEEE.Germany,

National Basketball Players Association and

Stamp.com.

DEBRA C. ROBINSON

Senior VP & CTO,

Hearst Magazines

”

Build the best plan and

commit, but don’t be

afraid to implement new

ideas and innovate quickly.

Also understand when to

jump ship when things are

not working is a critical key

to success

PUBLISHING

CIO INSIGHTS

CIO|68|Outlook 2 0 1 3

CIO|69|Outlook 2 0 1 3

Mainstream Enterprise

Adoption of Open Source

Databases

A conversation with

Ed Boyajian, CEO, EnterpriseDB

Are enterprises embracing open

source database software today?

Absolutely. In 2012 we counted 32 of the

Fortune 500 as customers and 47 of the

Global 1000. That includes some of the

biggest IT users in the world. IT operations

at the Federal Aviation Administration, the

U.S State Department, Fujitsu, Sony-

Ericsson and Sony Online Entertainment

are all using Postgres or Postgres Plus from

EnterpriseDB. Other companies like

VMware, Microsoft, Apple and Facebook

are using PostgreSQL. We believe we are at

the beginning of a tipping point.

Companies are finding that for a fraction

of the cost of traditional databases,

PostgreSQL can deliver the sophisticated

features and capabilities they require.

PostgreSQL has had decades of hardening

and development by a talented and

committed community of developers as

well as a fast-growing, supportive

ecosystem of database specialists.

What are my options for an open source

database?

The two most widely used open source

relational databases are PostgreSQL and

MySQL.

PostgreSQL (or Postgres), was developed

from the very same technical white paper

that launched Oracle and as such is

designed specifically for use in

enterprise-class applications. From its

inception in the 1980s, PostgreSQL has

remained an independent open source

community with an extraordinarily

talented developer community that has

guided the database through many

important release cycles. EnterpriseDB

sponsors some of the most prolific and

influential contributors to PostgreSQL, to

ensure that PostgreSQL continues to meet

enterprise customer needs. It’s an exciting

cycle of transformation that continues to

move faster and faster.

The other popular option has been MySQL

which was first released in the mid 90s and

took hold quickly as a lightweight,

easy-to-use backend for many web sites.

With Oracle now owning MySQL via its

acquisition in ’08 of Sun, we see users

moving away from MySQL/Oracle for two

big reasons: 1) Price and, 2) Limited

continued feature and community

development.

What happens after Postgres databases

are deployed?

Regardless of whether an organization is

deploying applications based on

community PostgreSQL or Postgres Plus,

EnterpriseDB provides a portfolio of

solutions that ensure success. We have

made the long-term commitment to

meeting the demands of the enterprise

with Postgres-specialized products,

support, and services. More than 2,000

organizations around the world turn to

EnterpriseDB for Postgres-related products

and services.

Does Postgres have enterprise-class

features and tools?

Yes, Postgres has features that meet the

highest requirements of enterprise use.

Features like streaming replication,

cascading replication and point-in-time

recovery, optimization for reduced power

consumption, scalability for enterprise

class hardware.

Additionally, EnterpriseDB has integrated

many other enterprise features and

performance improvements that enhance

even further the TCO benefits of the

database: parallel loading, index advisor,

query hints and Oracle compatibility.

Further, EnterpriseDB has built Postgres

Enterprise Manager, a powerful

management console that gives database

administrators the kind of visibility and

flexibility they need to manage large,

complex deployments, whether for the

PostgreSQL community version or the

enhanced Postgres Plus product.

How difficult is it to migrate to a new

database?

EnterpriseDB has developed a proven

Oracle compatibility solution that enables

our customers to run many Oracle

applications using Postgres Plus. Postgres

Plus natively supports many of Oracle’s

system interfaces, facilitating migrations

with minimal cost, risk and disruption.

EnterpriseDB also has developed a

comprehensive migration program that

begins with an Oracle migration

assessment and provides support and

assistance with the process all the way

through to deployment.

How do customers contact

EnterpriseDB?

Customers can check our web site at

www.enterprisedb.com for a wide array of

information on our products and services,

call us at 1-781-357-3390, or e-mail to

sales-us@enterprisedb.com with questions

or comments.

ED BOYAJIAN

CEO, EnterpriseDB

Challenges in technology to meet en-

terprise needs in 2013 and expectations

I am not certain 2013 will be vastly

different than 2012. The main challenge in

technology that CIOs face today is

strategic, not technical. Innovation in the

marketplace is occurring at a rapid pace,

and staying abreast of the changes, work-

ing within your organization to evaluate

and prioritize opportunities, then

determining the best approach - out-

source vs. build/buy - is very time con-

suming. Outsourcing isn't a panacea when

the solution is a core process that requires

extensive integration and impacts many

people.

The areas in business environment

where solutions do not exist yet or is

not up to the mark, and which if existed,

would've made job easier

The primary issue today is process and

system integration. Integrating systems,

regardless of the method, has had a

tremendous positive impact on

productivity and cost reduction. However,

it also means that when a link in the chain

breaks, most or all of the chain stops. We

pour dollars and hours into proactive

measures to prevent it, but there are so

many lines of code throughout the stack,

things occasionally break. The greater the

level of integration, the greater the impact

of downtime.

Technology Trends Impacting Enter-

prise Business Environment

Our business is very decentralized - lots of

branch offices - so a great candidate

for virtual desktop infrastructure, but the

technology still has ways to go to

seamlessly replace desktops today. I am

really not interested for replacing old and

known issues with new and unknown

issues that consume about the same

resources. Still, we are watching it closing

and excited by its potential benefit.

My roles and responsibilities as a CIO

On a positive note, we continue to be

involved in a deeper and more meaningful

way into every part of the organization to

participate in key business decisions.

However, the demand for services and

support has outpaced the growth in the

budget, so not every project, even every

worthwhile project, gets completed in the

desired time frame. My experience is that

when IT doesn't have a solution, the

business unit forges its own path.

Lessons I learnt as a CIO that can help

you

First, be ethical and treat your team and

co-workers with dignity and respect.

Second, build relationships - they can be

purely professional, but you need insights

and assistance to be successful, and that

requires relationships. Third, focus on the

business. It may sound cliche, but it often

gets missed. Be focused on helping the

sales or marketing function, rather than

pushing CRM. Solutions looking for a

problem, don't add value. Last one, have

fun and enjoy the ride.

GREG WILSON

CIO

CentiMark Corporation

As the SVP and CIO at Centimark, Greg is responsible for strategic

direction and oversight of technology including ERP, custom application

development, business intelligence reporting, and infrastructure. He has been a

part of the company for the past 21 years and carries with him a vast experience

in this field.

Build relationships-

they can be purely

professional, but

you need insights

and assistance to

be successful, and

that requires

relationships!

CONSTRUCTION

CIO INSIGHTS

CIO|70|Outlook 2 0 1 3

CIO|71|Outlook 2 0 1 3

The Entomo SmartHub®, is a mission-critical

Channel Control and Revenue Management

Solution (cCRM) for companies that sell

through various distribution channels. It

provides decision makers with key business

intelligence to manage revenues and sales

operations. It is typically deployed by

companies who need to replace ad-hoc

databases and spreadsheets with a robust,

automated, auditable system that enables

next generation revenue management and

sales analysis.

HEADQUARTERS

3633 136th Place SE, Suite 300

Bellevue, WA 98006

United States

WEBSITE

www.entomo.com

(425) 372-0544

INDUSTRY

Information Technology and Services

FOUNDED

1999

CxOs Choose Entomo cCRM to Boost Bottom Line

Background - The globalization of marketing and sales has demanded that

companies utilize channel partners to extract the best market share and service

possible. Channel partners could come in the form of distributors, VARs and

retailers. It is common practice to incentivize these channels with nancial and

customer oriented programs to increase sales. The programs are known by diﬀerent

names: Rebates, Special Pricing Authorizations, Ship & Debit, Price Protection, Coop

and MDF, and many more. These incentives are popular because they are eﬀective in

increasing revenues. However, there is a downside. When a company has more than

a few channel partners, they run the risk of leaking revenues due to improper

management and monitoring of these incentive programs. In some cases

companies can lose 5% - 10% of channel revenues and be unaware of it.

The Situation - Multi-channel organizations also have multi-market channel

incentive programs. While this increases sales, it is also one of the most complex and

costly endeavors that a company can initiate. Revenue leakage through inaccurate

raw data, overpayment of channel incentives, unqualied returns, timed promotion

errors and out of stock issues, among others, can rapidly decrease prots. These losses

are often not recognized due to lack of data integrity and data analysis.

Typical issues with channel incentive management are policies, processes and

systems that become fragmented, inconsistent, and highly manual.

An example of detrimental revenue leakage is below. The table illustrates a typical

revenue leakage scenario and the cumulative eﬀect of leakage on the top line for a

company with sales of $1billion.

The Solution - Entomo’s integrated SaaS solution collects, cleanses and enriches

partner reported POS data, reconciles channel inventory, and validates incentive

claims. Manual and error-prone activities are automated leading to quicker

period-end incentive reconciliation, timely prevention of abuse and recapture of

leaked revenues.

Through these feature rich modules, companies can simplify and standardize their

processes world-wide, and consolidate systems supporting the management of sales

incentives to:

•Increase the internal eﬃciency of managing incentive expenditure over the entire

investment lifecycle, reducing cost, cycle time, and error.

•Ensure regulatory compliance (SOX, SEC, etc.) by reducing the potential for

program manipulation and errors

•Increase ease-of-doing business and customer satisfaction by simplifying the claims

process, paying partners faster, and reducing the claim disputes

•Improve corporate visibility across the entire incentive program lifecycle to

enable better decision making

Entomo, Inc.

”

“

Summary- Active and automated management of incentive programs is required to eliminate revenue leakage and maximize prots. Entomo is

the leader in fully integrated “out of the box” Channel Control and Revenue Management Solutions (cCRM). Decision-makers at global market

leaders like Agilent Technologies, Dolby Laboratories, Kingston Technology, Targus International, TriQuint Semiconductor, and Zebra

Technologies have chosen Entomo as their solution to boost channel performance. Please contact us if you would like to learn how we might be

able to help you as well.

CIO|72|Outlook 2 0 1 3

UMESH VAIDYAMATH

Founder and C.E.O

Umesh Vaidyamath founded INSZoom in

1999. As CEO of INSZoom, Vaidyamath has

managed the company's dramatic growth

from a software start-up to the premier

immigration case management software

vendor and the largest independent

software company in the immigration

software industry, with a team of 160+

employees worldwide. Vaidyamath turned

INSZoom into a profitable and financially

sound company in less than three years.

Vaidyamath is an established thought leader

on the intersection of immigration and

technology, and regularly contributes to

newspapers and magazines worldwide.

Years: 1999-till present

BRIEF ABOUT THE COMPANY:

INSZoom is the world's largest immigration software company, with solutions for immigration lawyers, corporations, universities,

healthcare organizations and non-profit groups. We provide a comprehensive platform that allow clients to share and process valuable

information online, process immigration applications quickly and stay compliant while doing so.

Our innovative product line is specifically designed for the immigration industry. We've been at the cutting edge of immigration

technology since 1999 and have provided our solutions to all types of users – from Fortune 500 corporations, major universities and

healthcare organizations to immigration practices of all sizes in the U.S., U.K., Canada and Australia. We pride ourselves on exemplary

customer service and a representative from INSZoom is always available to help our clients with any issues.

INSZoom.com

1. Immigration Case Management Software – Available in two versions for law

firms and enterprise organizations:

Law Firms Edition: INSZoom's Law Firms Edition delivers intuitive solutions that are

customizable to immigration law firms of all sizes – solo practitioners, small and

medium sized firms, and large practices. We deliver practical solutions to manage

the entire immigration process comprehensively, efficiently and competitively,

leading to a more effective and productive work environment.

Enterprise Edition: INSZoom's Enterprise Edition delivers solutions beyond the

standard features of a case management system. Our workflow automation tools,

stakeholder engagement modules, forms for over 90 countries, and advanced

compliance modules, coupled with HRMS integrations, provide complete

relationship architecture integrated with full case management functionality.

Organizations and their employees receive the benefit of information that is

on-demand and immediately available.

2. I-9/E-Verify Compliance Software – Available in two editions for law firms

and enterprise organizations:

I-9Zoom automates the entire employment eligibility verification process, making

process management comprehensive, robust, faster and easier. The feature-rich

I-9/E-Verify compliance software manages every aspect of employment eligibility

verification. With its intuitively designed features, I-9Zoom ensures accuracy and

reliability in every step of the employment eligibility verification process.

I-9Zoom is built as an off-the-shelf solution that can easily be customized to meet

the needs of any organization. It automates the entire employment eligibility

verification process, making process management comprehensive, robust, faster

and easier.

3.NetZoom: Digital Marketing Solutions for Immigration Law Firms

INSZoom’s in-house marketing specialists, highly skilled in web design and

development, are experts in creating and managing up-to-date digital marketing

solutions for immigration law firms that function as portals of information and

exceptional marketing tools. NetZoom services include template-based and

custom designed websites, content management systems, search engine

optimization, content marketing services, e-newsletters, integration with case

management and billing solutions, and more.

CI O|73|O u t l o o k 2 0 1 3

DIFFERENTIATING FACTORS:

• Robust and user-friendly software

•The established innovative leader in the immigration

technology field

•Forms and other solutions updated within 48 hours of

governmental changes

• 24/7/365 customer service

• Exceptional data security; ISO 27001 and ISO 9001 certification

How does your product add value to the customer

environment?

Since its inception, INSZoom has focused on creating and

managing technology innovations that help immigration

professionals manage the process of immigration case

management and compliance, domestically and worldwide.

INSZoom’s products improve prodictivity, increase profitability

and enhance effectiveness throughout the immigration case

management process, from case inception to compliance and

beyond.

CLIENTELE:

INSZoom’s immigration technology solutions are used by

organizations and law firms worldwide.

Select clients include:

• Fortune 500 corporations

• Major and leading immigration law practices

• Mid-sized, small and solo law firms

• Universities, schools and non-profit organizations

• Healthcare organizations

INVESTORS:

INSZoom is a self-funded and profitable company with no

outside investment.

COMPETITORS:

Bluedot (bluedot.com) and Tracker Corp (trackercorp.com)

ABOUT COMPANY:

INSZoom is the world's largest immigration software company,

with solutions for immigration lawyers, corporations, universities,

healthcare organizations and non-profit groups. We provide a

comprehensive platform that allow clients to share and process

valuable information online, process immigration applications

quickly and stay compliant while doing so.

WHAT NEXT?

From its inception, INSZoom has focused on delivering

technology solutions that help immigration professionals work

more efficiently. Recently the company introduced mobile-based

technology so that immigration professionals can access and

manage cases from smartphones and tablets at any location. This

is an example of how the company responds to new needs in the

industry through the introduction of technology enhancements

to its offerings. The company uses a continuous feedback model

with its clients to ensure that it remains at the cutting edge of

client needs and workflow patterns and will continue to play a

leading role as the innovator in the immigration technology

vertical.

REVENUE MODEL:

INSZoom utilizes a SAAS based, recurring subscription revenue

model.

TIME LINE:

1999: Company was established

2000: Launched Web based case management system

2000: Multiple portals for access to various stakeholders

2003: Launched prospective module

2004: Credit card processing facilty was introduced

2005: Introduced HRMS integration

2006: Integration with FedEx

WEBSITE: www.inszoom.com

OFFICES:

1. North America

(Headquarters)

INSZoom.com Inc.

6111 Bollinger Canyon Road, Suite 555

San Ramon,

California 94583

2. Asia

(Technology and Development Center)

INSZoom Technology & Services (India)

Pvt. Ltd.

Brigade Tech Park, No.134/1,

Block-B, 8th Floor,Whitefield Main Road,

Bangalore - 560 066, INDIA

3. Europe

INSZoom.com, Inc.

Devlin House

36 Saint George St.,Mayfair

London W1S 2FW

United Kingdom

CONTACT INFORMATION: Email: Sales@INSZoom.com • Telephone: 1-925-244-0600 • Fax: 1-925-244-1012

RETAIL

Challenges in technology to meet enterprise needs in 2013

and expectations

Our digitally connected guests are redefining how they interact

with brands. This can be a big challenge for retailers who are

burdened with inflexible systems and infrastructure that are not

easily adjusted to the changing environment. The need for

scalable and flexible systems will continue to grow throughout

2013.

If I had one wish, I would ask for enterprise level systems that could

be implemented in a much more rapid and reliable way. We talk a

lot as an industry about leveraging cloud, but many solutions are

just not there yet. I would love for solution providers to leverage

the cloud model more in the future.

The areas in business environment where solutions do not yet

exist or not up to the mark, and which if existed, would've

made job easier

The explosion of digital tech includes mobile and social media is a

great new story for CIOs. Guest focused technology is now more

important than ever and will continue to grow. However, the tools

to measure and integrate new guest touch points and the

explosion of data they create is a challenge for each of us as CIOs.

Technology Trends Impacting Enterprise Business

Environment

In Q4 2012 Build-A-Bear Workshop launched the very first Store of

the future concept. These in store interactive experiences include

Microsoft Surface (Pixel Sense) tables and Samsung interactive

screens and tablets. Each piece of interactive technology works in

concert to provide an integrated magical experience for our guests.

In the six stores we have converted to this newly imagined design

have produced an average 30 percent improvement in sales. We

will continue to see a convergence between digital and brick and

mortar spaces that will be focused on delivering an experience for

customers.

Mobile will continue to transform how customers interact with

brands. “Pre” shopping, checking on deals, using passbook,

gaming, payment systems, and using mobile during the shopping

experience will all shape the way we deliver our products and

experiences.

My roles and responsibilities as a CIO

Today’s CIO is a blend of Marketing, Operations and Technology.

They merge business savvy, tech and the ability to partner with

other executives to deliver strong results. The best example of

partnership is our newly imagined store. While all of our chiefs are

involved in making this new store a success, the CIO is the

executive sponsor and leading the company for the next

generation of experience at the store.

Lessons learned as a CIO

We learned that when it comes to truly innovating, it can be a

challenge to clearly communicate the possibilities. The key is to

help the organization envision how technology can transform the

business. Our technology team found that we could help our

organization visualize new innovations by creating prototypes of

each experience. We would not talk in terms of technology, but in

terms of Guest Experience. We would literally walk through the

experience from the guests’ perspective. We then would rapidly

change that prototype based on what we learned from putting it

in front of our teams and guests. We eliminated wireframes, long

scope documents, and detailed specs and replaced them all with

a rapid prototyping process. It created break through business

results in a fraction of the cost and time.

CIO|74|Outlook 2 0 1 3

CIO INSIGHTS

CIO|75|Outlook 2 0 1 3

ABOUT US

Epicor Software Corporation is a global

leader delivering inspired business software

solutions to the manufacturing,

distribution, retail and services industries.

With more than 40 years of experience,

Epicor provides end-to-end solutions

coupled with the technology expertise to

increase operational efficiency and drive

competitive advantage.

Describe some of the products for the

enterprise

Leveraging an innovative approach to

architecture, mobility, embedded analytics

and built-in business process management,

Epicor gives businesses unprecedented

flexibility in its solution offerings—

on-premise, as a managed service, or in the

cloud. Epicor provides enterprise resource

planning (ERP), retail management

software, supply chain management (SCM),

and human capital management (HCM)

solutions enabling companies to drive

increased efficiency and improve

profitability.

DIFFERENTIATING FACTORS

Epicor provides convergence of multiple

ERP products together to create a

comprehensive, 100% SOA-based solution

that enables customers to tailor

applications at a business level, increases

agility through ease of customization and

provides seamless integration to other

applications.

How does your product add value to the

customer environment

Benefits to Epicor customers include:

reduced cash cycle, lowered on-hand

inventory, increased fulfillment accuracy,

increased throughput, faster problem

resolution, improved customer satisfaction,

increased profitability and lower total cost

of ownership.

CLIENTELE

More than 20,000 customers in more than

150 countries rely on Epicor to help them

meet business challenges today, and

empower them for even greater success

tomorrow.

COMPETITORS

Oracle, SAP, and Microsoft Dynamics

OFFICES

The Company’s headquarters are located in

Dublin, California, with offices and affiliates

worldwide. For more information, visit

www.epicor.com.

KEY EXECUTIVES

Pervez Qureshi brings more than 20 years

of management experience in Silicon

Valley's hi-tech industry to his role as

president and chief executive officer of

Epicor Software Corporation. From 2006

until 2011, Qureshi served as CEO and

president of Activant Solutions Inc. Qureshi

served as Activant’s chief operating officer

and executive vice president since 2004.

Prior to joining Activant, Qureshi was

president and founder of a management

consulting company. Qureshi has an MBA

from the Darden Graduate School of

Business at the University of Virginia and a

bachelor of science in electrical

engineering from the University of Lowell in

Massachusetts.

Major Milestones for the company since

founding

In May 2011, Epicor was purchased by Apax

Partners and subsequently merged with

Activant Solutions, Inc. The merger created

one of the largest global providers of

enterprise applications focused on the

manufacturing, distribution, retail and

services sectors.

First unveiled in October 2008, the

next-generation Epicor ERP is an adaptable

and collaborative business architecture that

satisfies the needs of any enterprise

regardless of country, industry or access

device. The solution’s end-to-end features

provide a dynamic user experience and

real-time, in-context business insight. The

visionary Epicor ERP suite provides new

avenues of opportunity for customers to

successfully grow their businesses in the

face of an increasingly linked and volatile

global business climate.

Epicor acquired Solarsoft Business Systems

in October 2012, extending its position as a

leading provider of complete end-to-end

enterprise business solutions.

EPICOR BUSINESS SOLUTIONS

Epicor designs and implements innovative

business software solutions, and inspires

customers to consider their business from a

fresh perspective. With unprecedented

choice and flexibility, Epicor delivers

on-premise, as a managed service, or in the

cloud solution offerings. By delivering a

complete range of business software

solutions along with a single point of

accountability, our customers can achieve

operational excellence and sustained

market leadership.

SERVICES

With innovative solutions available for

specific service and hospitality industries—

including hotels and casinos, senior living,

financial services, professional services,

noon-profits, government, and

education—Epicor has engineered the

foundation to inspire profitability and drive

compliance within service organizations.

With bid management, project accounting,

engagement delivery, resource

management, and time and expense,

Epicor offers a complete view of project and

resource utilization, and the tools to

streamline all aspects of a service enterprise.

Epicor provides a complete software

solution for connecting people, processes,

and applications for an agile business.

Epicor Software Corporation 4120 Dublin Boulevard, Dublin, CA 94568 | Toll Free: +1.800.999.1809 | Direct: +1.925.361.9900

ADEL EBEID

CIO

City of Philadelphia

Those who figure out

how to buy services as

opposed to owning

hardware and software

will find the time and

internal resources to

become “Innovative.”

GOVERNMENTADMINISTRATION

Adel is the Chief Information and

Technology Officer for the State of

New Jersey since March 2006. In his

capacity as the CIO and CTO for the

State of New Jersey, Adel was

responsible for the State's entire

technology portfolio which included

infrastructure services, application

development and maintenance,

enterprise architecture and solutions,

e-Government services as well as

Geographic Information Systems. Adel

is currently one of four Executive

Directors on the board of the National

Association of State Chief Information

Officers (NASCIO). He was the Chief of

Operations and Technology for the

Motor Vehicle Commission where he

was responsible for technology

modernization efforts and the

statewide digital driver license

program from 2002 to 2006.

Challenges in technology to meet

enterprise needs in 2013 and

expectations.

Introducing mobility into our existing

infrastructure in a structure fashion so

we can, long term, manage the diverse

pool of city-owned and personal

devices in a sustainable fashion

• Striking the right balance between

affordability and sustainability

especially as government continues to

exert fiscal control and cross-cutting

measures

• Coaching the IT and business

organizations to become more

agile/smart in how we approach legacy

modernization (they’re business

projects first, IT projects second)

• Using capital funds to support

consumption-based economics offered

by leveraging the cloud

The areas in business environment

where solutions do not yet exist or

not up to the mark, and which if

existed, would've made job easier.

• I’m always concerned about security.

While we have a great team in place and

have improved our security posture

significantly, we have to resist the

temptation of falling into complacency

because we spent a significant amount

of dollars deploying security solutions.

In 2013, we plan to focus internally on

user education and raising awareness

which is the weakest link in any good

security strategy.

• Social networking and its place inside

the enterprise – The line between

professional and personal tools is

blurring and with the use of social

media, the distinction between staff’s

public and private persona is

diminishing. The great challenge for the

CIO is to transition from a posture of

access prevention to a focus on

improving organizational hygiene and

appropriate use.

Technology Trends Impacting

Enterprise Business Environment

• We plan to pursue several

opportunities in the next 1 to 2 years to

mine structured and unstructured data.

We’ll be on the lookout for how the big

data platform space matures and what

products are likely to float to the top.

• Visualization tools to help users and

the general public visualize and

consume large and complex data

My roles and responsibilities

as a CIO

• As the City’s Chief Innovation Officer,

my primary focus is on innovation not

just in the IT space but business process

redesign, improving government

service delivery, and advancing civic

innovation and community

engagement. Regardless of what the “I”

in CIO stands for, tomorrow’s CIO has to

be more strategic about what gets

added to his/her portfolio. 2013 will be

a defining moment for CIOs across the

country. Those who figure out how to

buy services as opposed to owning

hardware and software will find the time

and internal resources to become

“Innovative.” Those who continue to

place their worth on how much

hardware and software they can pack in

their data center will become

“Irrelevant.”

Lessons I learned as a CIO

that can help you

• Always focus on building relationships,

it will endure any difficult decision or

circumstance at hand

• Focus on building organizations as

opposed to individuals

• What you tolerate will become your

standard; so know when to tolerate and

when to shake things up

• Don’t take anything personally

CIO INSIGHTS

CIO|76|Outlook 2 0 1 3

CIO|78|Outlook 2 0 1 3

Challenges in technology to meet enterprise needs in 2013 and expectations

Our biggest challenge is transforming the business while we run the business. We have

two transformational programs running in 2013 but our service level for customers in

those regions and others can’t be impacted while we execute these critical initiatives.

My wish list for 2013 includes:

a) Vendors who can truly partner with us. This means they function as part of the team,

and are focused on delivering what our business partners need.

b) Stability from my existing install base. Not only have we experienced a significant

natural disaster each year like Japan earthquake in 2011, Hurricane Sandy in 2012, that

impacted operations, but we have experienced non-disaster related outages from our

Tier 1 partners.

c) The maturation of the social media space. As enterprise technologies here evolve

there will be some clear winners and losers, with actual business cases and results

associated with each.

The areas in business environment where solutions do not yet exist or not up to

the mark, and which if existed, would've made job easier Traditional software

vendors like Microsoft, Oracle, and SAP do not have cloud solutions that are as robust

as newer software vendors. In many cases the traditional vendors have compensated

for this by purchasing smaller cloud based software companies but haven’t done a

good job integrating them yet. I’d like to see our traditional vendors either develop a

truly best in class cloud solution or integrate the new-co’s solutions more quickly. A

solution offering voice, video, IM, remote access, and remote collaboration that are

cloud based would be great!

Technology Trends Impacting Enterprise Business Environment

Developing and delivering an enterprise social media platform is currently top of mind.

A platform that works for Marketing to listen and engage their consumer on all web and

traditional channels, for Sales to generate and track leads from multiple channels and

close business, and for internal knowledge workers to post and collaborate is

something I’ve been closely following.

My roles and responsibilities as a CIO My original role has evolved from delivering

technology needs as defined by the business to collaborate with the business to

introduce technology to meet needs they can’t articulate. The original CIO role of

delivery specialist and cost manager is now expected – differentiation requires

understanding the business needs without being told and communicating the “art of

the possible” to them. In addition, I’ve found my team is one of the few truly global

functions in the organization and this allows us to drive business collaboration across

regions where it may not naturally occur.

Lessons learned as a CIO

In Japan they have a term “genchi genbutsu” which means “go look, go see.” As part of

the concept of kaizen continuous improvement, it refers to the concept of going to the

factory floor and seeing the problem for youself. CIO’s need to be visible and engage

with their businesses, they should “go look, go see” when there is an issue and talk to

the business owners directly. I also encourage my fellow CIOs, especially those with

global roles to over-communicate. Too often I see other CIO’s fall into the buzzword

bayou or geek speak ghetto…our presentations should focus on the business issues

and be easily understood.

SCOTT STRICKLAND

Global CIO

D&M Holdings

Scott Strickland, CIO, D&M Holdings, has 20

years of information systems and is

responsible for all Information Services at this

dynamic company. He and his team have

transitioned to a cloud infrastructure,

implemented a common website platform

across 72 countries, established consistent

financial reporting, and transitioned to a

global supply chain planning solution.

Too often I see other

CIO’s fall into the

buzzword bayou or

geek speak

ghetto…our

presentations should

focus on the business

issues and be easily

understood!

CONSUMER ELECTRONICS

CIO INSIGHTS

Challenges in technology to meet

enterprise needs in 2013 and expectations.

Today’s enterprises need technology to

become a revenue generator, in addition to

the more traditional role focused on driving

efficiency and cost savings. From a technology

partner standpoint, I believe enterprises are

looking for 2 main themes:

1. Deliver superior user/customer experience

wherever, whenever: this requires ultimate

integration between today’s fragmented

technology platforms and extension of

enterprise and customer-facing solutions to

mobile and social platforms.

2. Enable real-time decision-making via

relevant, analytics-driven insights: this

involves all the old and new technology

platforms, from BI to big data, but it’s not

just a technology issue: a major success

driver here is the ability to embed the

insights into the enterprise decision-

making process in a timely manner.

The areas in business environment where

solutions do not yet exist or not up to the

mark, and which if existed, would've made

job easier.

There are two tactical pain points that I’m

experiencing that I think have a broad

application. We are currently running a

portfolio of programs aiming at replacing our

old legacy platforms with modern solutions in

some of the core enterprise processes, like

ERP. In this context, I feel that technology

companies could help enterprises to

accelerate implementations and reduce costs

in a couple of ways:

1. Tighter built-in integration: every

implementation requires multiple modules,

often from the same provider, but too often

a lot of effort is spent to re-build integration

between modules that must have been built

for other customers in previous projects.

2. Prescriptive implementation project

approaches and templates: in the same

spirit, technology vendors could provide

specific guidance and project accelerators

as part of their products, so enterprises can

choose an accelerated implementation path,

with lower flexibility, but also lower cost and

time to market.

Technology Trends Impacting Enterprise

Business Environment

As I mentioned earlier, we are paying specific

attention at the confluence of mobile and

social and how we can leverage them both

internally for our enterprise as well as

externally with our customers. In addition to

that, we intend to gain significant value by

improving our decision-making processes

with timely and relevant analytics-driven

insights, so we follow with high interest the

evolutions in analytics and big data.

My roles and responsibilities as a CIO

As technology becomes more pervasive and

more accessible, with lower barriers to entry,

many roles in the organization are able to

engage in technology decisions and at the

same time, CIOs are becoming more savvy

business leaders and they are more able to

engage in business decisions. At NBTY, the CIO

office leads also the corporate business

process improvement program. This allows

every project to be run as a good blend of

process improvement and technology

implementation, and we always include the

business process change management as part

of our scope.

Lessons I learned as a CIO that can help you

As I entered this job tasked to drive a

significant IT-driven transformation, the

biggest challenges I faced were (1) to fight the

urge to do too much and instead prioritize the

opportunities, in order to drive the biggest

value to the company and (2) to pace the

amount change with the organization

capability building. Three suggestions I would

offer to a new CIO are:

1. Invest time early on to learn the business

and build relationships across the board

2. Invest in your people’s professional

development

3. Invest in yourself and focus on your

personal wellness

ANDREA SIMONE

CIO

NBTY

Invest time early

on to learn the

business and

build

relationships

across the board

Andrea Simone joined NBTY as

Chief Information Officer in

2011. In this role, he is

responsible for creating a

worldwide, world-class IT

architecture that provides a

competitive advantage in

NBTY’s continuous drive for

profitable growth. His favorite

NBTY supplements include the

MET-Rx 180 program, Pure

Protein bars and shakes and

Fish Oil.

CONSUMER GOODS

CIO INSIGHTS

CIO|80|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

expectations

My wish list for 2013 is long. Ecommerce

engines always have my eye and a

simplified and scalable architecture tops

the wish list.

I look for three key attributes from

vendors, suppliers and partners of

solutions : Meaningful integration into our

culture-perhaps even enhancing and

expanding it. Providers are an extension

of who we are. Empathy around the

problems we face is second.

And finally, realistic and honest proposals

for solutions to those problems,

specifically: Precise expertise within their

core competencies, rapid comprehensive

implementation documentation, at a fair

price.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier

We all live and work in a hard-goods world

even amongst the digital explosion that

continues. People still need “things”. It is

inescapable. I am disappointed at the lack

of true innovation around the

management of these goods. Today, it

feels so piecemeal. I believe, and maybe

this is due to my own naiveté, the

technology, and the external expertise of

the providers to deliver “blow you away

technology” across the entire entailer life

cycle, lags behind many other disciplines.

From international expansion, through

digital experiences and ultimately the

superior ordering & delivery of goods, I

have a complete lack of complacency

which may be typical of the trade, but it

does make for short nights!

Technology Trends Impacting

Enterprise Business Environment

First, mobile is real and here to stay. If you

aren’t in mobile—you’re already late to

the party. On one hand mobile strategy

needs to follow Company strategy. On the

other-hand there is an R&D component

that leads the way. Customers, at least

ours, are increasingly using phones and

tablets to conduct business—from

general commerce through application

services.

A second major trend is digital services.

We consider this uniquely strategic in that

it serves three matters: 1) It benefits the

customer, 2) The amount of data-mining

to capture voice of the customer analysis,

3) Its less expensive.

In this manner we can now consider all

engagement good engagement because

it provides us with more customer

information than ever before.

My roles and responsibilities as a CIO

Today, CIO’s need to fully grasp company

and customer needs and lead the

prioritization all efforts under the umbrella

of the Company strategy. Expectations in

some cases are to drive the business. Help

define the strategy not just serve it.

Secondly, even the foundational constant

of a CIO has transformed. But with an

increasingly fragmented marketplace,

shareholder transparency, customer

demands and the continual glutton of

information, becoming both precise and

accurate in a meaningful way has taken on

new meaning.

A CIO who can truly win in the data

distribution space (information that

changes behavior the right way) could

alone spell the difference between the

success and failure of a company.

Lessons learned as a CIO

Lesson one: If you aren’t innovating and

changing quickly, you will fade.

Lesson two: Get to know your Company,

your market and your customers

intimately.

Lesson three: The devil is in the details. I

don’t think I have changed much from an

approach standpoint over the years

getting into detail when necessary, but

my appreciation for those details has

increased.

HEALTH, WELLNESS AND FITNESS

Jay is CTO & CIO at Vitacost. He joined

the company in August 2012. He serves

as transformational CIO and Customer

Experience executive with broad global

influence and management experience

in manufacturing, publishing,

pre-media, eCommerce, entertainment

technology, retail software & services,

and high-tech focused companies. Prior

to Vitacost, Jay also served as the CIO at

Rosetta Stone from March 2007 to

January 2010.

JAY TOPPER

CTO & CIO

Vitacost

A CIO who can truly win in the data distribution

could alone spell the difference between the success

and failure of a company.

CIO INSIGHTS

CIO|82|Outlook 2 0 1 3

CIO|83|Outlook 2 0 1 3

ARKA MUKHERJEE

Founder and CEO

Arka Mukherjee is the founder and CEO of Global IDs Inc. He

is a well-known expert in Global Data Management, with

extensive experience in creating new technologies to assist

businesses in the U.S. and around the world.

Arka founded Global IDs (GIDs) in 2001. Since that time, and under his leadership, the

company has developed Master Data Management and Data Governance products and

solutions for a myriad of Fortune 2000 companies across multiple vertical industries. Arka

was the lead architect in developing GIDs semantic solutions to help companies save

time and money, while also oﬀering better data traceability to help customers reduce risk.

About Us

Global IDs, based in Princeton, NJ, provides software for Enterprise

Information Management (EIM). Over the last 10 years, Global IDs

has provided Data Management Software products to the world’s

largest companies. Our core product, the Global IDs Master Data

Governance Suite, addresses the core functional areas for

managing enterprise information portfolios. Our software has been

used in multiple industries including Financial Services, Healthcare,

Pharmaceuticals, Telecom and Retail and leading analyst

organizations including Gartner, Forrester and Bloor have

recognized our unique capabilities.

Products for the enterprise

Global Ids (GIDZ) oﬀers software product suites that support

multiple aspects of Enterprise Information Management.

Enterprise Metadata Management Suite

GIDZ makes it easy for large organizations to “reverse-engineer”

their information assets and store metadata in a centralized

repository.

Semantic Data Proling and Mapping Suite

GIDZ automates more than 80 % of the source data analysis tasks

using data proling algorithms. The mapping components

produce “canonical maps” showing the distribution of business

critical data across the enterprise data landscape.

Master Data Governance Suite

GIDZ software can systematically audit core master data using a

database of data quality rules. Reports are distributed via data

governance portals to business data stewards.

Master Data Integration Suite

GIDZ software provides companies with the ability to integrate

their master data assets in a largely automated manner. It enables

organizations to auto-generate semantic data maps for all

business-critical data objects and integrate data in using

machine-executable workows. The net result is a comprehensive,

integrated view of the enterprise data, that supports the analytical

needs of the organization.

LEI Integration Suite

The Global ID’s (GIDZ) LEI Integration Suite provides the nancial

world with a highly automated solution in LEI integration. GIDZ LEI

Integration software creates integrated master data for legal

entities.

Dierentiating Factors

•Our product allows organizations to shift from human-centric

data management to machine-centric data management. Our

approach allows a community of software agents to collaborate

and solve data integration problems independently, using a

scalable, distributed-computing architecture. By doing so, we

dramatically reduce the cost of EIM, while enabling integration

at a much larger scale.

•GIDZ software, recognizes the semantic content of data, and

separates signal from noise. By “understanding” the meaning of

the data elements found in enterprise databases, the software

creates “machine-readable” semantic objects which can be

utilized by other software to support integration.

How does your products add value to the customer

environment?

•Automated - Reduces the manual eﬀort required to create a

governance solution

•Easy to Implement - Production-ready solutions that can be

implemented in weeks

•Scalable - Solutions for small projects as well as enterprise/global

projects

•Business Value Focus - Solutions are created for business data

owners and data stewards

Oces

Global IDs Inc.

184 Nassau Street,

Princeton,

NJ 08542, USA

Our oﬀshore oﬃce is located in Kolkata, India.

Global IDs, Inc.

CIO|84|Outlook 2 0 1 3

CIO|85|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

your expectations

The biggest technology challenge right

now is demand management. While this

may not appear to be a technology

centric challenge, the ability for

technology to keep up with the demands

of a fast-changing industry landscape is

taking on life of its own. The health plan

sector is transforming at a very aggressive

pace to finally embrace a direct-to

consumer model with health insurance

exchanges. The lack of clarity in terms of

interoperability, poor health information

exchange (HIE) adoption and non

standard off-the-shelf EMR products are

further complicating the ability to

seamlessly delivery on the demand and

associated expectations. To answer your

question, the micro level challenges at the

enterprise level are being directly driven

by the industry demands at the macro

level.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier

Over the course of 2011 & 2012 QualCare

moved very aggressively down the path of

shrinking & optimizing our infrastructure

footprint while also factoring in scalability.

We have also very aggressively virtualized

over 70% of our infrastructure and

migrated to a private HP-based cloud

solution. The very high level of strategic

dependence on our private cloud &

associated SAN solution makes this my

biggest pain-point.

Technology Trends Impacting

Enterprise Business Environment

While I call out the fault tolerance of a

private cloud solution as the thing that

keeps me up at night, on the flip side I

believe this is the biggest technology

trend in the health plan sector.

Virtualization is on the strategic plan of

virtually every mature health plan. Moving

to a private cloud offers a level of

information security that is critical to

managing a customer’s healthcare data.

Most importantly it offers a level of rapid

scalability that is critical in today’s

healthcare marketplace.

My roles and responsibilities as a CIO

The CIO as a technology leader is not a

viable role anymore. I’m both the CIO &

COO for my organization and this has

allowed me to very effectively drive an

enterprise-wide transformation of our

service model. It has allowed the

organization to very aggressively

streamline the operations, reduce

operating costs dramatically enhance the

customer experience and make our

service model a critical differentiator in the

marketplace. It is increasingly becoming

more critical for CIOs to be able to

understand the nuances of the operation

to ensure the right technology solutions

are being deployed. With the growing

importance of IT as a top line contributor

and not just a cost center, CIOs also need

to be key strategists within their

organization. They are uniquely positioned

to be able to connect the dots between

the business strategy & associated

technology solutions.

Lessons learned as a CIO

The most successful CIOs will be those that

wear multiple hats including strategist,

operator and technologist…with a very

sound understanding of the financial

implications of technology, both from the

top as well as bottom lines.

HOSPITAL & HEALTH CARE

Karthik is EVP and Chief Operating Officer at QualCare, Inc.

with responsibility for all aspects of strategy, IT and

operations. He also serves as the Chief Information and

Strategy Officer for QualCare Alliance Networks, Inc., which is

the parent organization of QualCare, Inc. Karthik has deep

strategy, technology & operations expertise via broad

leadership positions at Fortune 100 Health Plan & Pharmacy

Benefit Management (PBM) organizations. Prior to joining

QualCare, he had separate stints as the Head of Business

Technology at Aetna and Director of Client Services at Express

Scripts.

KARTHIK GANESH

EVP, CIO & COO

QualCare

“The most successful CIOs will be those

that wear multiple hats including

strategist, operator and

technolgist…with a very sound

understanding of the financial

implications of technology

CIO INSIGHTS

CIO|86|Outlook 2 0 1 3

CIO|87|Outlook 2 0 1 3

What do you think is the biggest challenge facing

enterprises in 2013?

One of the biggest challenges in 2013 is for organizations to

keep pace with today’s ever-changing regulatory environment.

Whether you’re an employer, provider, or a health care payer

your data is your biggest asset. If you can’t automate the

gathering, normalization, and management of this

critical information for easy accessibility your bottom line will

suffer.

Can you give an example?

Starting in 2014, there will be 22 million newly insured

Americans as a result of health care reform directives. Employers,

providers and health care payers must have the necessary

technology in place to better manage the influx of health plan

information that will result from this massive transformation.

Organizations saw how much time, effort and dollars were put

in just increating ACA’s Summary of Benefits & Coverage (SBC)

materials to assure government compliance. They’ve discovered

how complex it can be to access, let alone manage, the data that

is required for SBCs.

What areas of business are lacking adequate solutions?

That’s a great question. I’d like to focus on one particular area

that’s close to my heart and that’s health care. Health Care

Reform has created new complexities specifically for health care

payers who have been charged with communicating new

regulations in an easy-to-understand language to their

customers. The challenge is that typical payer technologies have

not been built to accommodate the plan management

requirements needed to easily deliver these critical compliance

documents. These documents were created for plan participants

to easily understand plan offerings and quickly compare to say,

a private exchange option. With rising health care costs and

increasing regulatory enforcement, it’s more important than

ever for companies to ensure that employees are well educated

in their healthcare options.

Lessons I learned as a CEO that can help you.

When it comes to creating a successful organization, there is

nothing more important than the talent you surround yourself

with. Attracting, retaining and nurturing your employees is the

most valuable thing a CEO can do. When you can build your

organization with people that are as passionate about the

business as you are, then you can achieve dramatic results that

will stand the test of time.

MICHAEL BYERS

CEO and President

Mike is CEO and President of HighRoads. He is the visionary force

behind the strategic direction of HighRoads, the industry leader

in health care compliance and benefits management. While at

HighRoads he has led the transformation of the Company

from a software company to a technology-enabled services

organization.

Challenges in technology to meet enterprise needs in 2013 &

expectations.

The biggest challenge we will have in 2013 is creating a balance between the

uses of mobile business applications and managing security. As CIOs, we

could tighten our security down so much that we will struggle to deliver

innovative applications that help us deliver services. In doing so, we would

frustrate our business users to a point where IT could be perceived as

blocking value to the organization. As a CIO I am looking forward to the

providers delivering sound device management solutions that will allow

innovative solutions to end users.

The areas in business environment where solutions do not exist or not

up to the mark, and which if existed, would've made job easier.

Lately, many providers have been touting their cloud solutions for anything

that impacts our organization. When you look back, there are not many

solutions that you expect. Some providers want to improve their products

while they engage an end user. They also have licensing models that do not

promote sharing technology services. If the innovation cycle and the licens-

ing models are a bit behind, then we need to work together to get it done.

Therefore, a CIO must keep everything in perspective.

Technology Trends Impacting Enterprise Business Environment.

There are two trends that will have significant impact on our organization.

First is mobility. Mobility impacts every business unit of county government.

In that we have hundreds of employees delivering services across our 910

square miles of geography. We have food inspectors, law enforcement

officials, public health nurses serving over 1.2 million residents. They must

have mobile applications that get their jobs done in an effective manner.

The second trend is BYOD. Allowing almost 4,000 employees to bring their

own devices to work poses significant issues. We have to balance security

issues with the benefits of not having to provide corporate devices. Bringing

personal devices to work will increase productivity and lower capital costs in

the future.

My roles and responsibilities as a CIO.

My role as a CIO has changed over the years. In the beginning of my tenure,

technology was not as intertwined with the business as it is today. My

technology career began as the Director of Information Technology and

moved up to a CIO to position IT decisions at the highest level of decision

making. Our County Executive, L. Brooks Patterson, wanted to ensure that

all decisions included necessary technology components. In recent years my

role made me enhance skills that will enable us to better serve the citizens.

Lessons learned as a CIO that can help you.

The lesson over my 12 years at the helm of Oakland County IT is that it is not

technology but the people that drive change. I have found that working with

people that we serve, creates value for the organization and also the most

difficult hurdles to jump. County government is a very large service entity

that employs large numbers of employees to serve constituents. As CIO you

have to work with people and provide solutions to their problems.

Technology does the most and people make it work.

Phil Bertolini was appointed as Deputy County

Executive/CIO for Oakland County in January 2005.

He is a vocal advocate for cloud and enterprise

solutions in government, cross-boundary resource

sharing, and inter-jurisdictional cooperation.

Phil has overseen the development of unique

government technology programs, such as the G2G

Cloud Solutions Initiative. He has also promoted his

philosophy of “Build it once, pay for it once, and

everybody benefits” to many government agencies,

including those within the U.S., Australia and Dubai.

Phil was recognized by the President Obama White

House as a Champion of Change for 2012.

As a CIO you have to

master the art of

working with people

and provide solutions

to their problems.

PHIL BERTOLINI

CIO& Deputy County Executive

Oakland County

CIO INSIGHTS

CIO|88|Outlook 2 0 1 3

CIO|89|Outlook 2 0 1 3

About Infogroup

Infogroup’s 1,900 employees enable clients – from local

businesses to the Fortune 100 – to increase sales and

customer loyalty by leveraging our proprietary Data Axle™ of

contextually relevant real-time information on more than 235

million individuals and 24 million businesses to deliver the

complete spectrum of value added data and innovative

targeted marketing solutions.

Our Business Units consist of Data Licensing, Infogroup

Targeting Solutions, Yesmail Interactive and Small and Medium

Business.

For more information visit www.infogroup.com

Offices

We are a privately held company with locations throughout

North America, the United Kingdom, India, Singapore and

Australia.

The Infogroup Advantage

Our clients benefit from our high value real-time data,

innovative technology and insights in order to drive their top

line revenue.

• We power and verify the world’s top Search Engines

• We work with 85 of Fortune 100 companies

• We compile B2B & B2C data.

• We leverage proprietary platforms and open-source scalable

technology to manage over 25 billion records in support of

thousands of marketing campaigns.

Key Solution Highlights

InfoUSA delivers a full range of affordable sales and marketing

solutions, ranging from targeted marketing lists, direct

marketing solutions and ongoing sales leads to help

businesses acquire, manage and retain customers.

Data AxleTM is our real-time content platform that connects

businesses to contextually relevant information to optimize

customer interaction and drive revenue.

Marketzone Gold, Platinum and Black are customer

engagement platforms that provide industry leading

campaign management software such as web-based and

integrated marketing tools, multichannel marketing solutions

and enterprise marketing management.

Yesmail Market Intelligencetool tracks, collects and analyzes

campaign data from 7 digital channels and provides insights

into competitors' campaign performance, channel strategy,

and target audiences from a single easy-to-use interface.

Purandar Das

Chief Technology Officer, Enterprise Solutions

Infogroup

Purandar Das serves as the Chief Technical Officer for Enterprise

Solutions at Infogroup. He is responsible for the development and

implementation of Infogroup’s marketing technology, solution

innovation strategy and its roadmap for technology architecture.

In this capacity he collaborates with Infogroup’s product teams

to design and develop technologies that enhance the company’s

high-value data and data as a service offerings.

Mr. Das brings with him a deep expertise in crafting innovative

technology solutions aligned with the business goals of

enterprise level clients. He has extensive experience creating

solutions for Big Data— making them actionable in

multichannel marketing environments. He brings this talent to

Infogroup, driving the innovative technological development and

infrastructure of the company.

Infogroup

Advice on Big Data

As Big Data takes on a more prominent role in marketing

strategies, CTO’s must partner with their CMO’s to ensure, that

they identify and select vendors that understand their specific

technologies and can create relevant solutions. These solutions

must be supportive of the CMO's goals and not be technology

barriers. The optimal strategy today will leverage the strengths

of open-source technologies providing flexible and scalable

models that can provide access to data across a wide range of

sources and scale.

“

”

Challenges in technology to meet enterprise needs in 2013 &

expectations.

Consumerization of IT, growth in data consumption and storage are driving

IT costs up. In our business, it’s critical to invest in IT in ways that drive costs

out of the business. Solutions from providers that allow us to manage the

growth and cost creep but not restrict the growth of consumerization of IT are

top on our list. We are also focused on cloud based solutions that allow us to

drive down TCO but at the same time allow us to provide access to our

applications from many devices and locations throughout the world.

The areas in business environment where solutions do not yet exist or

not up to the mark, and which if existed, would've made job easier.

Implementing a cloud based architecture to deliver applications is critical to

driving down costs, improving service and increasing reliability. However,

cloud based architectures are not without their problems. The largest issue is

really delivering consistent, smooth application performance to all of our

locations. Many technologies exist today to help us with this mission. But

none seem to do it perfectly all the time. We make gains each year on this

problem, but look forward to more advances from our technology partners

in the areas of delivering 3D modeling capabilities, video and rich UI’s across

the network.

Technology Trends Impacting Enterprise Business Environment

E-commerce is another trend that will have an impact on our business.

Overtime we see as much as 20-30 percent of our sales volume moving

through the E-commerce business channel. We look forward to partnering

with our business segment leaders to exploit this sales channel to the fullest

to drive top line growth and to reduce operating costs.

My roles and responsibilities as a CIO

Without question the largest change a lot of CIO’s have seen is the shift in

focus from innovator to cost-cutter. With a shrinking economy, we see more

pressure on margins and an increasing challenge just to maintain market

share. In some respects the economic environment we have been operating

in has created a chance for us to look more internally at the way we provide

services. Our focus has shifted from deploying the newest technologies to a

heavy emphasis on standardization and adoption of cloud technologies to

eliminate costs, speed up service delivery and most importantly to increase

our agility.

Lessons learned as a CIO that can help you

It isn’t enough just to ‘keep the lights on’ these days. Even if you are

providing state of the industry technology solutions with outstanding up-

time….that’s the price of admission and its simply not enough in this

economic environment. You must engage business leaders appropriately in

technology decisions which ultimately aren’t so much about technology as

they are about changing the business in fundamental ways. If you are going

to maximize the value of IT, Leadership must be involved to drive user

adoption and to facilitate the type change that is needed to ‘move the

needle’ on business performance. Failure to do this can result in fancy new

toys that are simply used the old way which in turn only drives up costs while

never living up to their ROI promises.

Ron was appointed as CIO of Universal Forest Prod-

ucts in 1997. In this role he is responsible for manag-

ing the global IT function. Prior to joining UFP, Ron

worked in hi-tech silicon valley businesses focused

on CAD/CAM and laser technologies. Ron has worked

in IT at various levels for the last 34 years. He has a BA

in Accounting and an MBA in Operations Manage-

ment.

You must engage

business leaders

appropriately in

technology decisions

which ultimately aren’t

so much about technology

as they are about changing

the business in

fundamental ways

RON KLYN

CIO& Deputy County Executive

Universal Forest Products

CIO INSIGHTS

CIO|90|Outlook 2 0 1 3

Challenges in technology to

meet enterprise needs in 2013 and

expectations.

In 2013, I wish to replace all the PCs in the

Bally Health Clubs with iPads and increase

productivity and flexibility. Come on

Microsoft, Office on the iPad! The solutions

I’m really looking circle around enhanced

customer experience. We

created a number of iPad apps for

employees in order to facilitate a

transformative cultural shift from

stationary, desk based non-personalized

customer service to fluid, interactive and

relationship oriented service. The

challenges surrounding wifi, mobile

devices, security and PCI adherence were

more difficult then I would have hoped

given the current state of mobility. I’m

hoping for a big leap in support for mobile

transactions and tools to expedite user

experience development on mobile

devices.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier.

There are two areas where I would like to

see improvement in 2013. First is

integration of cloud solutions as many

mid-size cloud application providers in my

environment are still using csv file uploads

with human intervention as the main

integration vehicle. I thought those days

were behind us long ago.

Technology Trends Impacting

Enterprise Business Environment

The consumption and dissemination of

big data, and the cross section of mobile,

social, and in club (store) experience.

My roles and responsibilities as a CIO

My role has expanded horizontally over

the past couple of years. I’ve been

fortunate enough to be included in

business strategy and tactical

development across the enterprise, and

I’ve had great relationships with the senior

executives in my organization. CIOs have

an enterprise perspective due to the

prevalent use of technology in every

aspect of an organization. We have a

combination of business, leadership, and

innovation skills augmented with a deep

understanding of technology not typically

found in our peers. The vision and

comprehension of mobility, social, and big

data and how those technologies impact

an organization provide a strong

foundation for partaking in business

strategy development. The role of the CIO

has changed from a technology service

provider to valued and trusted business

strategist who can adapt quickly to rapidly

changing business environments. I love

my job.

Lessons I learned

as a CIO that can help you

I’ve conducted 360 anonymous reviews

and included a number of people from

within the IT organization so that I can get

feedback on how I’m doing as a leader and

how they believe the enterprise views .

The feedback was valuable and it

allowed me to see the world through my

team’s eyes. Sometimes, at least in my

case, you can get wrapped up in the daily

activities and honestly believe you are

communicating your vision and plans

throughout your team, but the

message gets lost. Remember your team,

encourage them to grow and innovate,

teach them to be business oriented,

integrate them into the rest of the

organization, and then let them loose. The

IT team felt like part of the company, felt

appreciated, and responded with great

innovations. Gaining feedback and

IT-business integration would be my

advice to fellow CIOs.

INFORMATION TECHNOLOGY & SERVICES

Guy is SVP and CIO at Bally Total Fitness and serves as a senior executive. He is an effective

team oriented communicator, thus helps in strong partnerships throughout the organi-

zation. Guy is a result oriented and highly motivated leader who balances vision, strategy

and execution to deliver results. In addition, he is responsible for driving enterprise-wide

business initiatives via technology innovation – including revenue growth, business

process improvements, and leveraging information for decision making.

The role of the CIO has changed from a

technology service provider to valued and

trusted business strategist who can adapt

quickly to rapidly changing business

environments.

GUY THIER

SVP and CIO

Bally Total Fitness

CIO INSIGHTS

CIO|92|Outlook 2 0 1 3

CIO|93|Year Book 2 0 1 2

ABOUT US

IntelliCorp provides application lifecycle

management, business process management and

data management software, transforming the way in

which organizations manage and maintain SAP®

applications. The company's unique suite of tools

support change and growth within all SAP®

environments, adapting legacy applications into

modern, agile systems capable of responding quickly

to business requirements. IntelliCorp's solutions

enable organizations to implement a continuous

delivery approach and operational monitoring of

data to improve overall system stability, security and

control. Adopting this DevOps approach to lifecycle

management helps organizations looking to

implement innovative solutions such as SAP® HANA

and Cloud-based technology.

SPECIALITIES

SAP®, Application Lifecycle Management, Impact

Analysis, Business Process Management, Data

Management.

PRODUCT OFFERINGS

From audit to upgrade, IntelliCorp's flagship

product, LiveCompare, provides support for the

whole SAP® lifecycle, reducing testing effort, risk and

improving quality when implementing change to

the SAP® environment.

IntelliCorp's Business Process Management tool,

LiveModel, provides a powerful and flexible

environment for designing, evaluating and

optimizing the business processes that drive a

business.

For Enterprise Data Management, LiveInterface

offers a high-performance data processing engine

to support integrations with legacy applications and

selective data copying to maximize quality

efforts, training and on-going development and

support activities.

IntelliCorp

DIFFERENTIATING FACTORS

• Software-based offering. No additional services or consulting required.

• One tool to support the entire SAP® lifecycle.

• Easy to do business with flexible pricing and licensing options.

CUSTOMER VALUE

IntelliCorp has a global customer presence, including more than 35% of the

Fortune 500 companies that run SAP®, which include The Coca-Cola Company and

The Kellogg Company.

KEY PERSON

Jerry Klajbor

CEO

As CEO, Jerry Klajbor drives IntelliCorp's strategic vision to ensure that it satisfies our

customers' dynamic business needs in identifying areas of optimization within

their enterprise application investments. Mr. Klajbor is also responsible for

IntelliCorp's overall financial and administrative operations, as well as collaboration

with executive staff on setting the strategic goals for the company. In addition,

Mr. Klajbor leads the company's day-to-day business operations.

JERRY’s INSIGHTS

• What do you think are the biggest challenges for CIOs right now?

CIOs are caught between the rock (the CEO wanting ever faster-to-market) and

the hard place (the CFO wanting ever cheaper-to-market). CIOs recognize that

doing things the same way and hoping for a better result just doesn’t work.

With less money available to invest in innovations, CIOs must reduce the cost

of supporting existing business infrastructure. To solve these challenges, CIOs

need to leverage smart software. Using smart software to simplify the

implementation of change means the CEO is happy: their changes to support

a new business initiative are available sooner, and the CFO is happy: it costs less

to implement.

• Briefly describe the vision of IntelliCorp

Our vision is very simple: to build smart software to support SAP® ALM; to treat

customers as an extension of ourselves by providing the very best after-sales

customer care, and to be the company that we’d want to do business with.

We’ve combined our 30 year heritage with in-depth SAP expertise to assemble

a suite of products that support the entire SAP lifecycle from the 1s and 0s of

the SAP implementation DNA out to the data and up to the business processes.

• How do you differentiate yourself in the market place?

Customers get results from the moment they switch on our software, which means

there are no hidden implementation costs. We find this approach to be very

refreshing and quite different to other SAP® ALM solutions.

Headquarters: Santa Clara, CA, USA

Website: www.intellicorp.com

Industry: Information Technology

Company Size: 11-50 employees

Founded: 1984

CIO|94|Outlook 2 0 1 3

Challenges in technology to

meet enterprise needs in 2013 and

expectations.

Keeping the data and assets secure has

already become very challenging, because

of the influx of portable devices such as

tablets and smartphones and the

widespread use of social networking sites. I

believe this trend will continue during 2013

and beyond. Though we are a mid-sized

company, we started to pay special

attention to security last year. We updated

our security policies and procedures and

created basic security training for all of our

employees and independent contractors

who work with us. I believe all companies,

including the small ones should create

concise and easily implementable security

policies and procedures in order to protect

their enterprise.

My roles and responsibilities as a CIO

I believe the prevailing market conditions

brought the IT focus back to where it should

be - building applications and system that

will make the jobs of other departments

little easier and make the business more

efficient. Also, gone are the days when you

could go back and ask for more money for

a project. An old favorite, governance is also

back. We spent a lot of time last year for

improving our governance process,

resulting in on-schedule and under budget

projects.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier.

The main thing that keeps me awake at

night is our ability to continue business in

case of a disaster scenario. Though large

enterprises may have a lot of funds and

resources to maintain multiple data

centers and redundant infrastructure,

small to mid-size companies such as ours

may not always have enough resources to

be completely prepared for a disaster

scenario.

One way to mitigate the risks may be what

we are trying to do - moving some

applications to the cloud. For example, we

already moved to Microsoft Office 365 for

Email and SharePoint. We are also trying to

find a cost effective Disaster recovery

solution based on a Hybrid approach. In

addition to maintaining our Data

center, we are planning to find a cloud

based secondary Disaster Recovery (DR) site

that would allow us to continue our

business even if a natural disaster like super

storm Sandy makes our primary data

center nonfunctional.

Technology Trends Impacting

Enterprise Business Environment

For the last few years, I have been

following a few trends such as Software

as Service on the Cloud, Enterprise

Security, Agile Development and Apps on

smartphones or tablets. All of these

trends except probably the Apps on

smart devices are important for our

organization. We are trying to move some

services to the cloud and tightening

security. We also adopted Agile

Development practices in order to

deliver products quickly and to control

the cost and schedule.

Lessons I learned as a CIO that can help

you

1. IT is NOT about technology, it’s about how

technology can make the life of other

employees better and make the business

more efficient.

2. Talk to the CEO or CFO in their language,

don’t assume they understand IT acronyms.

3. When you submit a proposal (such as the

need for upgrading the infrastructure or

updating a system) identify and express

business benefits, instead of IT needs.

4. Build partnerships with other department

heads by showing respect, by

understanding their business and pain

points, and by being honest.

5. Show confidence and don’t bother other

department heads with every small IT

issues. They just have to rely on IT and are

not interested in every little problem IT has.

6. And finally, have hope - no disaster

scenario is permanent.

INSURANCE

CD (Chayan Dasgupta) has over twenty years of technical

leadership experience in all areas of Information

Technology (IT) including Application Development,

Project Management, IT Governance, Infrastructure, and

Customer Relationship Management. CD held IT

leadership positions in multiple industries including

Insurance, Government, and Healthcare.

CD has multiple interests and hobbies outside work. He

serves on the board of multiple non-profit organizations.

He is an award winning photographer and wrote a

column in Kansas City Star, the local newspaper for a year.

CHAYAN (CD) DASGUPTA

Vice President, CIO

Overland Solutions

Talk to the CEO

or CFO

in their

language,

don’t assume

they

understand

IT acronyms

’

CIO INSIGHTS

CIO|95|Outlook 2 0 1 3

BORIS KONTSEVOI

President & CEO

Intetics

Mr. Boris is the Founder and

President of Intetics. Under his

leadership a group of software

engineers developed into a truly

global sourcing company with

multiple professional certifications and

industry awards, including Top 100

Outsourcing and Top 100 Global

Services. For the impressive growth

Intetics had demonstrated over the

years, Boris received an

Entrepreneurial Excellence Award from

The Business Ledger in 2009. Boris has

over 20 years of managing experience

and about 40 scientific publications.

Boris also serves on IAOP’s Eastern

European Advisory Board and, over the

last 10 years, as a Distinguished Judge

of WebAward Competition conducted

by Web Marketing Association.

Biggest Challenge for CIO’s

The challenge of most CIOs these days is

to deliver quality, innovative work within

their budgets. They are facing constant

budget cuts and adjustments, while also

constantly having to do more with their

IT sectors. It is no longer enough to just

keep up with the latest technology; CIOs

have to ensure that they are providing

their companies with cutting edge

applications and latest software systems

otherwise their companies will be left

behind in the dust. We have talented

people who develop the sorts of

systems for advancement that CIOs are

looking for without burning through

their budget. So, Intetics can address

two main pain points of today’s CIOs:

talent availability at affordable cost.

Who Are Your Customers?

We target small to mid-size companies

who need to build or improve their IT or

engineering departments. IT & software

have become very important for so

many businesses that we are now doing

projects in almost every industry. Within

these companies it’s usually the C-level

executives who will make the call to

outsource some of their projects. The

exact person varies because it could be

the CIO or CEO, but it could also be the

Project Manager.

What is your Customer Value

Proposition?

Based on our proprietary model of

Remote In-Sourcing, Intetics builds IT

teams and software development and

engineering organizations for other

companies. The teams behave as a direct

and an integral extension of the client’s

in-house staff. Such teams will complete

technology advancement projects such

as application development, systems

integration or new R&D projects, and will

do so with a higher level of expertise

and cost-efficiency than most outsourc-

ing vendors.

How your Products/Solutions has

Benefited Your Customers?

Our main service is quite simple: we will

not take people away from our client’s

team. The main benefit of having such a

dedicated team is that they can actually

deliver a higher quality product in a

shorter amount of time and our clients

can always rely on having the people

they need.

Vision of Intetics behind Their

Products and Themes

Intetics aims at providing the best

possible software development teams

to our clients. We build remote IT units

but we also customize the partnership

based on what the client wants. If they

need just one project done that’s fine,

we can do that. But if they are looking for

a long-term partner and want the

security of working with people who

know their projects, know their

company culture, and know their goals -

we can do that as well. That is why

Remote In-Sourcing was invented in the

first place.

How is your Competitive Landscape?

In our model, resources completely

belong to the client and behave just like

their employees in every way, while

Intetics takes on the headaches and

downside risks. Because of this

approach, clients can leverage the

power of high quality and low cost with-

out the usual risks and problems.

Remote In-Sourcing is a unique offering,

distinguished from a variety of similar

sourcing models existing today.

There are some vendors who will offer a

similar service, but very few go as far as

to guarantee that the right people with

the right skills will never be taken from

their project and begin work for another

client instead. Intetics really goes that

extra mile to ensure the perfect engi-

neer match and team dedication.

Infrastructure Performance & Capacity Management

With the emergence of mainframes, the need to manage infrastructure

performance was identified - servers were expensive and leveraging the assets

was a key mission of the operations manager. When mainframes moved to

UNIX in subsequent years, performance tracking became essential. SLAs

became intrinsically linked to the quality of operations management. As a

result, operations managers have had to step back and take a harsh look on

their infrastructure assets, and thus optimize the contribution of information

systems to the business. They went from trouble shooting to problem

anticipation with the guidance of monitoring tools.

Sysload aims to ensure users benefit from access to responsive and reliable IT

services as well as avoiding situations in which unnecessary investments are

made in technologies that do not meet the real needs of the business. This

leading infrastructure performance and capacity management solution

provides real-time monitoring and analysis, at high frequency, of key IT

metrics in your physical and virtual systems. This deep visibility enables you to

optimize the capacity utilization of your servers, to reclaim under-utilized assets,

to quickly isolate and resolve performance issues, and ultimately deliver the

best ROI from your existing IT infrastructure investment.

About Us

ORSYP is an IT Operation Management specialist, delivering software solutions,

expertise and service activities in workload automation & monitoring, and

infrastructure performance & capacity management. With ORSYP, business

critical applications and IT processes are expedited, total cost of ownership is

reduced, service delivery assured and risk mitigated. Headquartered in Boston,

Hong Kong, and Paris, ORSYP has been chosen by over 1600 customers as their

trusted partner for software, consulting and education since 1986.

ORSYP’s commitment to IT Operations goes beyond software and services, to

driving an eco-system dedicated to sharing best practice and innovative

insights into IT Operations Management that its customers and other

community members can leverage.

Website: www.orsyp.com

North America Headquarters:

300 TradeCenter 128, Suite 5690

Woburn, MA 01801, USA

Tel: +1.781.569.5730

Fax: +1.781.569.5799

Industry:

Information Technology

Software and Services

Company Size: 250-300 employees

Founded: 1986

As Chief Delivery Officer, Jean-Michel Breul’s mission

is to spread the values of ORSYP Products,

accelerating understanding, usage and adoption of

ORSYP Technologies across customers and

geographies. He was previously CTO for ORSYP

during which time he managed the Software

Engineering and Customer Service groups,

overseeing product evolutions and WW technical

support. Jean-Michel Breul has more than 15 years

of experience in supporting global sales, in

delivering large IT projects, in complex IT

environments.

JEAN-MICHEL BREUL

Chief Delivery Officer

CIO|96|Outlook 2 0 1 3

CIO|97|Outlook 2 0 1 3

A scalable, advanced IT intelligence

solution - from the most detailed server

load metrics provided with five seconds

granularity, to high-level dashboards

Sysload helps infrastructure leaders

ascertain that they can deliver the service

required from the infrastructure while

reducing the cost of operations

For the business, Sysload nurtures strategic

choices, by enabling effective infrastructure

capacity management. Sysload generates

high-level dashboards that provide reports

on the health of the infrastructure.

Resources displayed are directly associated

to corrective measures, allowing IT

managers to present a clear view of the

strengths and weaknesses of the

infrastructure. Predictive models allow

advance infrastructure planning, and

provide a step-by-step approach when

engaging in consolidation or virtualization

initiative. Usage is easily measured, by

individual, by department, real-time or

historically.

At the operations level, Sysload reports on

infrastructure performance - detecting

saturation levels, the causes, and correlates

information stemming from various layers

of the infrastructure. Metrics empower IT

managers to predict activity and their

consequences on the infrastructure

capacity. As a result, hundreds of man

hours typically needed to search the source

of system malfunctions are saved. Sysload

notifies system administrators of abnormal

user experiences thus solving potential

issues before they arise, or are reported by

the users.In whole, Sysload facilitates fact

based and intelligent communications

between all levels of staff within the

organization.

Workload Automation & Monitoring

Workload Automation & Monitoring The

future of IT is highly automated service

fulfillment and adaptation. ORSYP’s

Workload Automation tools—Dollar

Universe and UniJob— enable enterprises

to manage and monitor critical back-office

IT application processing integral to

business operations. Dollar Universe’s

unique peer-to-peer architecture delivers a

high performance, easy-to-use solution to

enterprise job scheduling, while UniJob will

manage and control any batch task on any

server in the enterprise, without you

having to invest in new skills or new

hardware. Bundled together you have the

most comprehensive workload automation

solution on the market today.

ORSYP’s automation solution includes the

functions of time-based job scheduling,

dynamic event-driven automation, crontab

and winat auto discovery and import,

enterprise batch synchronization, file

transfer, ERP job management, web

services, full command language,

communication encryption, workload

balancing, resource availability

optimization, production monitoring,

reporting, forecasting, execution trends,

and execution summary. It covers your

technical and business applications

whether they are considered mission

critical or not, running in physical, virtual or

cloud environments.

• Cost effective achievement of SLA’s

requirements

• Ensures riskless, faultless, end-to-end

information management

• Enables full control over IT operations

• Scalability, from mass IT task transfer to

cross platform, cross application job

scheduling

• OPEX Cost savings: headcount can be

assigned to more value added tasks

• Less cost of down time as automation

leads to error free processes

• Seamless IT operations however complex

is the environment or the

interdependency of tasks

• Facilitates legal and auditing compliance

Adoption of new technology or an ERP,

Mainframe modernization, IT maturity,

consolidation and competitive

replacement are all key reasons to invest

in Workload Automation. With more than

70% of all IT rocesses running in batch,

ORSYP provides the vital glue across all

applications and platforms that ensure

your business processes are delivered on

time and in line with critical business

needs.

Major milestones for the company since

founding

1986: ORSYP founded

1994: Dollar Universe launched offering

new distributed architecture for enterprise

job scheduling

1998: First international office opened in

Boston, USA

2008: IT audit compliance enabled with

release of UniJob for management of

crontab jobs

2008: Asia Pacific regional headquarters

opened in Hong Kong

2009: Acquisition of performance

management vendor Sysload

2010: ORSYP Labs established

2011: Dollar Universe V6 integration with

Sysload signals dawn of the dynamic data

center

2012: Acquisition of network optimization

vendor Streamcore

TERRI RINI BARBER

CIO & VP of Support Services

Southwest General Hospital

Terri Rini Barber has been the Vice

President of Support Services and Chief

Information Officer for Southwest

General Hospital since 2008. Prior to

that, she was the Regional Director of

Information Technology Operations for

the eastern Cleveland Clinic community

hospitals and held various management

positions at both Hillcrest and Huron

hospitals.

Terri was an Adjunct Professor at

Baldwin Wallace College from

2004-2009, and currently teaches at

Ursuline College. She is a member of the

IT Advisory Committee at Cuyahoga

Community College and was on the

board of Northern Ohio Health

Information and Management Systems

Society, where she served as president

in 2008-2009.

Ms. Barber received a Bachelor’s degree

in Education from Bowling Green State

University, and a Master’s degree from

Cleveland State University. She holds

professional certifications as a Project

Management Professional (PMP), and

has a Certified Professional in Health

Information and Management Systems

(CPHIMS).

HOSPITAL & HEALTH CARE

Challenges in technology to meet

enterprise needs in 2013 &

expectations.

Interoperability between various

healthcare IT vendors is a big challenge. It

is better now than ever as health IT

vendors are required to have their systems

certified to meet some basic

interoperability standards. But the

technology still has a long way to go in

order to allow providers to efficiently

exchange patient information. True

interoperability would give healthcare

providers like doctors, hospitals, nursing

homes and pharmacies, the ability to

securely share important health

information quickly and eliminate the cost

of duplicate testing.

The areas in a business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier.

I am concerned about the volume and

frequency of regulatory requirements. The

requirements are complex and require IT

intervention. The software vendors

developing solutions to facilitate

compliance are in the same boat. So

instead of spending time, money, and

human resources on technology that will

enhance patient safety or make my

medical staff more efficient, I have to react

to all of the regulatory requirements in

order to meet governmental deadlines.

Technology Trends Impacting

Enterprise Business Environment

Patient Portal technology- Portals have

become very sophisticated and will not

only allow patients to access their medical

records and take a more active role in their

health care, but will help hospitals with

marketing, bill payment, appointment

scheduling, and patient education.

With the advent of electronic medical

records, another trend is the use of mobile

devices to remotely access patient

information, order tests, and securely

communicate with their patients. The

challenge for healthcare CIO’s is to offer

these solutions, but to also ensure that the

patient information is secure.

My roles and responsibilities as a CIO

Over the past few years, my organization’s

thirst for technology has increased. I now

spend a significant amount of time with

other executives prioritizing IT projects.

There are multiple factors to consider as

healthcare organizations have a finite

amount of money to spend on new

technology and a specific number of IT

resources available to implement and

support new systems. Return on

investment, regulatory requirements,

patient safety benefits are all key

considerations.

Also, in the past few years I have taken on

executive oversight over other non-IT

areas, as organizations attempt to control

labor costs and get the most out of their

leaders by increasing their span of control.

Lessons learned as a CIO

that can help you

Actively participating in my organization’s

strategic planning efforts has helped me

better align new technology and

information systems with organizational

goals. Seize the opportunity to participate.

As technology changes so quickly, and

implementation of new systems increase, I

have found that it helps to take a step back

and evaluate your IT organizational

structure every few years. Don’t hesitate to

shake things up from time to time. An IT

management model that was put into

place 3 years ago may not support optimal

operational efficiencies today.

As technology changes

quickly, take a step back

and evaluate

your IT organizational

structure every few years.

CIO|98|Outlook 2 0 1 3

CIO INSIGHTS

COMPANY OVERVIEW

IP Services helps clients take TotalControl™ of their IT

systems, while also reducing their IT costs by 20%. Because of

our proven operational controls (Change Detection, Change

Management, Release Management, etc.), we can proactively

manage our clients’ critical systems and applications in any

datacenter and are also experts at helping them address their

compliance and audit requirements (HIPAA, PCI, SOX, etc.).

We can do this because we helped ITPI (IT Process Institute,

www.ITPI.org) research hundreds of companies to identify the

processes proven to improve IT systems availability. Using this

research, ITPI published Visible Ops in 2004 and it includes the

common traits of how top performers manage their IT

organizations to improve availability, stability and uptime.

Visible Ops has become the de facto standard on how

organizations optimally manage their business critical IT

systems.

Most of our clients are governed by compliance, yet all their

needs are unique and also demand high systems availability.

However, their internal resources or current service providers

couldn’t provide that level of reliability. IP Services delivers high

availability services by customizing our boutique offerings for

each of our clients. Using our proven methodologies and

frameworks we can deliver high availability for critical systems

and applications - even custom or vertical market applications

and can do this in the client’s datacenter and third party

datacenters, as well as our own datacenter.

The benefits of our operational controls include reduced OPEX,

reduced risk and increased service levels, as well as

allowing clients’ IT Teams to focus on more important

strategic initiatives instead of time consuming systems

monitoring and management tasks that add little business

value.

CEO OVERVIEW

Scott Alldridge

CEO

IP Services

Scott Alldridge has more than 25 years’ experience in

Information Technology and provides IP Services with the

strategic leadership needed to strengthen its regional and

national presence.

IP Services offers world class management of business

support services including revenue generating eBusiness

infrastructure and IT assets. We implement stable operational

processes that control your critical assets to maximize

availability, satisfy compliance and reduce cost.

Scott is also a founding member and President of the IT Process

Institute which is an organization that provides IT Standards

Research, Prescriptive Guidance and Benchmarking. He is

certified on the ITIL (IT Infrastructure Library) processes and

standards.

Scott lead his team to create TotalControl™, IP Services’

quality control system, which allows us to manage clients’

critical systems and applications in any data center. This two

minute video will introduce you to it:

http://ipservices.com/movie.html

CIO|99|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

expectations

Some of the biggest challenges facing our

organization involves the ability to

*securely* access corporate information

anytime, anywhere, and in the manner

desired. This has encouraged us to adopt a

mobile platform and to fully embrace BYOD

as long as a set of security policies can be

enforced on the device. Backing the

client-side needs is an investment in our

back office capabilities; mostly focused on

improving business processes but also on

the enterprise systems that implement

these processes. Increasingly we are

looking to acquire enterprise capabilities as

services rather than as software that we

implement on-premise.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier

Information security is an ongoing

challenge, especially as one seeks to

empower professionals with the ability to

control their own environments while

ensuring that attacks can be blunted or at

least detected and quarantined.

A second pain point consists of technology

that is well worn albeit the cause of

countless hours of lost productivity. Like

many companies we rely on cross-site

teams to accomplish tasks and these teams

rely on conferencing to meet on a regular

basis. Despite investments in training and

in surveying all possible vendors, it is

surprising how much time is lost at the

beginning of meetings due to technical

difficulties!

Technology Trends Impacting Enterprise

Business Environment

One of the largest technological trends has

been the move towards Cloud

infrastructure and the ability to procure

services that move up the value chain.

Increasingly one is able to purchase whole

Business Functions as a Service rather than

buying the constituent pieces and

shouldering the integration costs and

complexities. This trend towards higher

level IT capabilities as a Service will continue

or accelerate in the years ahead.

A future trend that will have enormous

impact on how we run our business and

how we define our business is Big Data.

While not as well developed as Cloud, Big

Data holds promise to create value through

analysis of aggregated information on a

grand scale.

My roles and responsibilities as a CIO

My role as CIO involves a balancing

between supporting the business and

participating in the business. My

experiences in supporting the business are

similar to most CIOs that comment on the

need to deeply partner; to develop your or-

ganization’s people and capabilities to

support deep collaboration, and to stay

abreast of where technological advance can

reduce cost or improve the enterprise user’s

experience. Looking ahead my role as CIO

will be to help participate in the business by

extending our product offerings into

informational offerings and a more

thoroughly integrated user experience.

Lessons learned as a CIO

Organizations are only as good as their

people – invest in your professionals and

inspire them to share the mantra. With this

investment in people, also invest in the tools

that they use to be successful and the

processes that allow them to scale their

impact across an organization. Don’t forget

the little things that compromise

productivity as they become a headwind

that eats away at all of the strong advances

that one might make.

SCOTT KAHN

CIO

VP of Illumina

Scott joined Illumina in April 2005 and is the VP and CIO. Scott has over

a decade of experience in computational chemistry and has guided

commercial development of some of the world's most widely used

simulation products. His record includes involvement in the

development of analysis tools for medicinal chemistry and the creation

of commercial modeling packages. Scott received a Ph.D. in theoretical

organic chemistry from the University of California. He is a former

assistant professor of chemistry at the University of Illinois.

Organizations are only as

good as their people –

invest in your

professionals and inspire

them to share the

mantra.

“

”

BIOTECHNOLOGY

CIO INSIGHTS

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CIO INSIGHTS

CIO|102|Outlook 2 0 1 3

MATT HALL

CIO

ContourGlobal

Hall is the Chief Information Officer at

ContourGlobal, a global electric power

generation development and operations

company located in 14 countries, most

emerging or frontier markets. In his role,

Hall oversees worldwide IT operations

and brings two decades of global IT

experience, predominantly in the

Finance industry. Hall has served in IT

management roles in Australia, London

and New York at the Australian Stock

Exchange, Citigroup and Barclays. He is

now bringing his experience of secure

high availability systems and infrastructure

to the energy industry.

Challenges in technology to meet

enterprise needs in 2013 and

expectations

Our greatest challenge is global

collaboration while maintaining security.

ContourGlobal is a rapid user of the

Cloud and our business spans

geographies which often challenge the

realms of connectivity. For example we

have power generating facilities in three

countries in sub-Saharan Africa and wind

farms in two extremely remote regions

in Peru and Brazil. And to keep pace with

user expectations, our delivery model

must accommodate agility and security.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier

Two key drivers to my sleepless nights;

the basics and IT as a business partner.

The basics can seem like they have a tick

in the box, but without regular and

measured attention, the most basic of

service can rapidly decline. As a business

partner, our seat at the table must be

warranted, and not just with high quality

service, but with innovation which

positively impacts the revenue generating

streams. KYC is the key.

Technology Trends Impacting

Enterprise Business Environment

Data, it’s all about data. Manipulation,

presentation, mobility, security and

interpretation; applying reactive and

proactive solutions to suit our

multi-faceted business. My other focus is

on centralized remote management

power plants are an interesting business

and one in which mainstream IT has

been overlooked. As we move to more

renewable resources for power

generation, we are also looking to high

speed connectivity via centralized

remote solutions to enhance the ROI on

renewables.

My roles and responsibilities as a CIO

My role has become more of a strategic

business partner rather than one of

architecture and infrastructure; no

longer in the dark room or the

basement, IT is now on the frontend and

influencing key business decisions.

Creating a culture of transparency to

allow the business to see tangible results

of their investment in technology – see,

touch and feel the benefits. We are now

true cross-functional partners, going

beyond traditional IT and providing

value in many forms such as project

management, process design and

implementation policies.

Lessons learned as a CIO

KYC and keep ahead of the pace. IT is a

broad subject and with the

advancement of information

distribution, your business is most likely

obtaining updates on new trends and

revenue drivers, before you have time to

blink. Pulled in all directions is part of the

job, ensuring your strategy stays on

course to achieve the business

objectives is the real definition of success

in this business.

Ensuring your strategy stays on

course to achieve the business

objectives is the real definition

of success in this business.

OIL AND ENERGY

CIO|103|Outlook 2 0 1 3

Specialties

Kenandy Social ERP is integrated with Salesforce, and includes inventory

management, engineering, purchasing, production and requirements planning,

order entry, financial reporting, GL, AP, AR, employee expense reporting, and

indirect procurement.

Product Offerings

Kenandy Social ERP is enterprise management built for the cloud. It’s fast, easy,

social, mobile, and global. You get the core capabilities you need to manage your

manufacturing operations, global supply chain, and distribution channels –

completely integrated order management, manufacturing management,

financials, purchasing and indirect procurement, all on the cloud.

Differentiating Factors

You get the benefits of a complete cloud-based ERP system without the wait,

complexity, and excessive cost of an on-premise system. Kenandy brings decades

of domain experience to the cloud. Built natively on the Salesforce Platform,

Kenandy Social ERP is fully integrated with Salesforce to streamline your

opportunity-to-cash process. Kenandy Social ERP is:

• Fast to implement – Get up and running quickly

• Easy to use –Increase your ROI with quick user adoption and easy maintenance

• Flexible – Easily customize and scale to meet your business demands

• Agile – Quickly adapt to new business processes

• Easy to integrate – Rapidly integrate with other applications through standard

APIs

The Cloud Advantage – Social ERP

Social ERP means collaboration the way it was meant to be – clear visibility both

upstream and downstream. Shared access to the right information for the right

people all the time to:

• Drive revenue and sales through tight communication with your key business

partners

• Improve customer satisfaction by sharing real-time information with your

supply chain

• Use Salesforce Chatter to follow key business processes between sales,

purchasing and suppliers

• Gain a single source of truth and 360 degree view between suppliers,

company and customers

About Us

Kenandy delivers all of your back-office processes on the cloud with Kenandy™ Social ERP. Companies that bring products to market can

now leverage the collaboration, agility, and visibility the cloud offers. It’s time to rethink ERP!

Headquarters

2055 Woodside Road Ste. 110

Redwood City, CA 94061

1-855-536-2639

Website: www.kenandy.com

Industry: Information Technology

Type: Private company

Company Size: 11-50 employees

Founded: 2011

Sandra Kurtzig

Chairman and CEO, Kenandy

Sandra Kurtzig founded Kenandy in 2010 with

a vision to transform ERP. During her 20 years

as founder, chairman, and CEO of the ASK

Group, Kurtzig grew the company into one of

the 10 largest global software companies.

After the ASK Group, Kurtzig was the

managing partner of SLK Investment Partners,

a private equity investment partnership.

Kenandy

EMILE ZAFIROV

CIO

Logistics Plus

Emile Zafirov joined Logistics Plus as

the Chief Information Officer in June

2010. In this role, he is responsible for

all aspects of IT service delivery and

technology solutions at a dynamic

global logistics company with 25

International offices in 18 countries

and 12 offices stateside. Prior to his

appointment at Logistics Plus, he

directed Information Technology at

McManis & Monsalve Associates where

he was responsible for developing an

IT service portfolio to complement the

company’s management consulting

service offering, managed risk and

compliance and designed systems and

solutions for projects with the

Department of State, NIH and Census.

He also managed all business and

technology aspects of McManis’ web

and application development

subsidiary, Newline Creations.

Challenges in technology to meet

enterprise needs in 2013 and

expectations

Ability to integrate systems in a timely

fashion, both internally and externally,

and visibility are some of the biggest

challenges we are dealing with. Many

companies don’t have the luxury to work

in one system – whether because they

chose the ‘best of breed’ approach or for

legacy reasons, or both. In addition,

customers and vendors have their

multiple systems, and logistics service

providers need to exchange information

with a myriad of systems, in as close to

real time as possible. Transparency goes

hand in hand with integration. Providing

end to end visibility over the customer’s

supply chain with short times for

integration at a reasonable price will be

the one to conquer in 2013.

The areas in business environment

where solutions do not exist yet

Big Data is upon us and many will say

that it’s not the lack of data but lack of

the right data that is a problem. I see a

shortage of big data “masters” – not the

analysts that pull KPI’s out of textbooks,

but the ones that find creative ways to

formulate the questions that need

answered by data. And the ones that

work with the IT teams to help develop

systems with analytics in their core and

DNA.

Technology trends impacting

enterprise business environment

The evolvement of the BYOD (Bring Your

Own Device) trend and the inevitable

BYOA (Bring Your Own Application) will

continue to change the way enterprise

IT works. People work on their own

preferred devices, using their own set of

applications and cloud services. They are

finding their own ways to be most

productive and IT needs to encourage

that, to stop being the keepers of the old

order. Our IT team is working to allow

more flexibility while maintaining

security and regulation compliance.

My roles and responsibilities as a CIO

Business demands more service

provider attitude from their IT these

days. Working for a company that

provides services itself and customer

satisfaction is paramount, this trend is

even more pronounced. The business

sees IT as a box full of switches that just

need flipped: this can be frustrating, but

it can also be a great motivator.

The role of IT and my role as CIO in

particular has become one with a lot

larger footprint. It is not a partner to the

business but expected to innovate at

every stage of the process – from sales

and relationship management through

the last bit of service delivery.

Lessons learned as a CIO

Many of my peers come from technical

background and as their role evolves,

they struggle to let go some of their

professional depth and see their

hands-on skills accumulate some dust.

Accept that you will be a mile wide and

an inch deep.

Also accept that you will have to make

decisions based on limited information

and some will be wrong. We often know

that the information we are working off

is insufficient, and if we had just two

more hours to research further, the

decision will be a lot better. Sometimes

we don’t have those two hours.

Accept that you will have to make

decisions based on limited

information and some will be

wrong.

TRANSPORTATION / TRUCKING / RAILROAD

CIO|104|Outlook 2 0 1 3

CIO INSIGHTS

About Kony Solutions:

Kony is the industry’s leading mobile and

multichannel application platform

provider. Kony develops a suite of

customizable pre-built apps, the

KonyOne™ Platform and a

comprehensive mobile application

management solution, which give

companies the confidence and control to

quickly build apps once and deploy them

everywhere -- across all mobile devices

and operating systems.

Kony empowers businesses to deliver

mobile apps that improve customer

satisfaction, drive brand loyalty, support

employee productivity and enable better

business processes. In return, mobile

users are empowered by having

immediate access to information,

wherever they are, on any device. This

“always-on,” multi-channel expectation

puts a lot of pressure on CIOs whose

organizations must deliver that

information.

Whether your users are employees or

consumers, chances are they have

several devices including desktops,

laptops, smartphones and tablets. They

expect their apps to work on any device,

instantly, with a consistent user

experience. This expectation is driving

the need for multi-channel application

development strategies that allow IT to

build the same app for any device using

a single code base.

Multi-Channel is Not an Option, It's a

Critical Reality

When serving the app-hungry,

always-connected population, CIOs must

consider a multi-channel approach or

face the prospect of falling behind the

competition. As user expectations grow,

organizations need ways to simplify and

streamline app design, development and

deployment. Hand coding apps for

multiple devices is no longer an option.

It’s too expensive, slow and complex to

manage.

The KonyOne™ Platform leverages loose

coupling as part of a Services Oriented

Architecture (SOA) to build feature-rich,

multi-channel apps that run across

virtually any device in native, hybrid and

web-based deployment modes. IT

organizations can provide device

optimized experiences to every channel

with the click of a button and the

KonyOne™ Platform does the rest.

Unleashing the Power of Mobile

Kony provides the development,

deployment and management tools to

unleash the promise of mobility. With

deployments in over 38 countries

supporting 10,000 different devices and

8 operating systems, Kony helps our

customers reach everyone, everywhere,

at any time.

In 2012 Kony was named a “Visionary” in

the Gartner Magic Quadrant for Mobile

Application Development Platforms

(MADP) report.

“When serving the app-hungry,

always-connected population, CIOs must

consider a multi-channel approach or face the

prospect of falling behind the competition...”

Raj Koneru is an experienced entrepreneur with a track record of success, and a deep

understanding of the challenges and opportunities that confront CIOs in today’s

rapidly evolving IT landscape.

Since founding Kony in 2007, Raj has spearheaded the development and continued

innovation of the KonyOne™ Platform, which allows enterprises to develop mobile

applications quickly from a single code base, and deliver them to virtually any

mobile device with a single click. Kony has seen rapid revenue growth and generated

significant market traction-- today Kony counts more than 200 Fortune 500

companies among its customers, and has more than 1,100 employees. More than 1

Billion user sessions run annually on the KonyOne™ Platform. Kony has also built a

thriving network of partners including leading organizations like Accenture,

Capgemini, UST Global, and Wipro, to help build and deploy its solutions.

Raj Koneru

Chief Executive Officer

CIO|105|Outlook 2 0 1 3

CIO|106|Outlook 2 0 1 3

Challenges in technology to meet enterprise needs in 2013 and expectations

Data, Data, Data. It’s growing exponentially every day. The challenge is to capture it,

manage it and analyze it to allow for better decision-making throughout the company.

It would be a lot more beneficial if some of the data management tools were marketed

and integrated as a total solution for the business. Reporting is another major need.

The areas in business environment where solutions do not yet exist or not up to

the mark, and which if existed, would've made job easier

For insurers, technology offers major strategic competitive advantages – streamlined

processes to boost internal efficiency, better data to make better underwriting

decisions, more efficient claims handling and real-time data-sharing to improve the

customer experience. Many companies have been slow to adopt new technologies.

We have grown via M&As and tried to push forward – in challenging insurance market

conditions -- operating on multiple legacy systems. Transformational initiatives that

depend on major process reengineering require major investments, a big step, but

we’ve started to make them. We completed a multi-year program to build one global

claims management system and separately a single global Reinsurance platform.

Keeping such programs focused on delivery, schedule and budget is a challenge that

many can lose sleep over. Having some successes certainly paves the way for other

opportunities which we are now pursuing such as Financial Transformation, and

Management Information, all big challenges, but very important and will be worth it

in the long run.

Technology trends impacting enterprise business environment

Our success rests on the underwriting decisions that we make. How we improve our

decisions is through more information and better analysis. Therefore, data governance,

integrated reporting, modeling tools and visual analytics – collecting and leveraging the

right data, good quality data, standardizing it for usage and sharing the results – is

going to help guide our decision-making going forward. We see a greater

dependency on modeling tools, data governance type tools, integrated reporting and

visual analytics as key enablers to help drive better results going forward.

My roles and responsibilities as a CIO

CIOs used to provide the IT services that businesses needed to operate. We were more

of a backroom function. Now, we’re more like business advisors, not mere

order-takers or technology fulfillment departments. Our business partners recognize

more and more, that pretty much everything that they do relies on technology in some

way or other and as a result they are now more likely to invite IT as a trusted partner

early on in the process and not as an afterthought. Our business recognizes that the

right use of technology can be a very competitive advantage.

Lessons learned as a CIO

What’s challenging and rewarding about our roles? Stay on top of technological

advances -- being experts in our own field while also learning about the business that

we serve. For me, that means understanding how we underwrite risks, report financials

and service insurance claims. The more we understand what our business partners are

trying to accomplish, the more likely we are to advise them wisely of the technology

options available to help them to advance and grow their business. “Adding business

value” is an important aspect of our IT culture, mantra and goals.

URSULINE FOLEY

Sr VP & CIO

XL Group

Foley is responsible for all information

systems strategy, support and operations for

the XL Corporate functions. She has

participated in various reinsurance industry

technology and e-commerce initiatives for

many years including co-chair of the

reinsurance task group (TG 7) of Disa, ACORD

Standards Committee and RAA I.T.

Committee. She currently serves on the U.S.

ACORD Advisory Board.

The more we

understand what our

business partners are

trying to accomplish, the

more likely we are to

advise them wisely of the

technology

options available

FINANCIAL SERVICES

CIO INSIGHTS

CIO|107|Outlook 2 0 1 3

Challenges faced

CIOs today are faced with the challenges of

leveraging cloud, mobility, social media

and big data. They also have to battle

technology/infrastructure obsolescence

and shrinking IT budgets. While addressing

these pain areas, one needs smart insight

into the clients’ business for providing

appropriate technology solutions.

In such a dynamic environment,

businesses are focusing on entering new

markets, attracting newer demographics,

creating products and services around

individual consumer needs and innovating

newer ways to attract and engage with

consumers. L&T Infotech has a

point-of-view around how disruptive

technologies are going to change

businesses in fundamental ways and is

partnering with the Global 2000 to

successfully navigate this change.

Differentiating factors

L&T Infotech takes a long view of its

investment in key constituencies that

include clients, employees and

share-holders. Our entire focus is in driving

long-term value. This ethic has brought the

organization to the $1bn mark in revenues

(counting for the three clusters through

which L&T serves its Information

Technology and Engineering Services

markets). With an early lead in bringing

practical benefits from disruptive

technologies we now look forward to

delivering a highly differentiated

value-set to our clients.

We firmly believe that going forward, more

important than size is going to be an

organization’s preparedness and ability to

drive transformation. We are one such

company.

Service offers

We serve key sectors such as Financial

Services, Insurance, Media &

Entertainment, Hi-Tech & Consumer

Electronics, Industrial Machinery, Auto &

Aerospace and Energy & Utilities. Our

clients are leaders in each of these sectors

and have elected to partner with L&T

Infotech over the long term.

Our geographic footprint includes the U.S,

Canada, Europe and emerging markets of

South Africa, Australia and India. L&T

Infotech serves its client-base with core

services (ERP, ADM, Infrastructure and

Testing), non-linear and product based

offerings, and high-end consulting and

transformational services (Analytics,

Mobility, Social Media).

Value proposition for customers

Our commitment to our customers is

based on 4 pillars: domain knowledge,

technological expertise, innovation and

commitment to our clients’ success.

The challenges of economic volatility,

changing demographics, emerging

technologies and consumer focus apply

differently to every industry. People who

understand the workings of the industry

and have seen the industry transition over

the years are best placed to understand

the impact of these challenges. This is

where our ‘domain experts’ come in and

conceptualize innovative solutions to

tackle the challenges. We at L&T Infotech

are continuously committed to our clients’

success and use our resources to achieve

it.

An example of how service offering has

benefited customers

L&T Infotech’s Scale Efficiencies Model

Implementation helped a UK-based global

investment bank save $25 Mn in the first

year and $100 Mn over 5 years as a part of

the bank’s post-acquisition integration

strategy for portfolio rationalization.

Competitive landscape and how to

overcome the competition

The IT landscape is undergoing significant

changes. Technologies such as Big Data,

Cloud, Mobility and Social Media are

already disrupting conventional business

models. L&T Infotech has invested in

understanding and interpreting the future,

and has crafted a set of attractive services

mix based on such understanding. We

believe that the Global 2000 will find such

services both valuable and distinctive.

Our parent, L&T, has achieved scale and

expertise in multiple businesses. In serving

our clients, we have successfully leveraged

L&T’s rich domain knowledge and

business insights. Our clients have found

our business and domain led approach to

be both beneficial and distinctive.

INFORMATION TECHNOLOGY &

SERVICES

Mr. Avinash Lele is the Global Head for

Corporate Strategy & Marketing, L&T

Infotech, a wholly owned subsidiary of

Larsen & Toubro (L&T). Based out of

India, L&T is a US $ 13.5 billion entity, and

a leader in Engineering, Construction,

and Financial Services. As the Leader of

the company's strategic and marketing

initiatives, Mr. Lele’s charter is to drive

strategic initiatives within the

organization, and pursue measures that

strengthen and differentiate the L&T

Infotech brand. Mr. Lele answers

wide-ranging questions related to the

information technology industry.

AVINASH LELE

Global Head - Corporate Strategy

and Marketing, L&T Infotech

visibility and control of the applications,

processes, and resource utilization of the

client itself. We are the only vendor to

take action on the problems we

highlight. Our people-centric visibility

and management capabilities now make

the enterprise client an essential, strong

link in the management chain which

boosts computing performance,

enhances security, and optimizes IT

assets in Windows, cloud, and mobile

devices.

Service offerings

The product is designed for any

enterprise IT organization that is looking

for a powerful way to manage the

security, performance and optimization

of their IT assets in Windows, cloud, and

mobile. Our customers are in a wide

range of industries including media,

energy, retail, consumer goods, and the

public sector.

Value proposition for customers

Clients choose Ziften because they

lacked effective tools to intelligently

manage enterprise clients despite their

enormous costs to support IT assets in

Windows, cloud, and mobile devices.

They have tools in place to manage the

server and network infrastructure but are

essentially “flying blind” relative to what

is happening on their people’s devices.

Ziften reduces overall IT costs, increases

end-user satisfaction and productivity,

enhances security, and optimizes the end

user’s device.

Examples of how service offering has

benefited customers

• One of the outputs of our Business

Intelligence and Analytics engine is an

Intelligent System Analysis. We had a

customer that was routinely updating

their end-user systems every four years.

Our analysis showed them how to

replace only the systems that really

needed to be replaced, update others to

extend their usefulness, and defer on

others that were operating well. Overall,

the customer saved $3 million on their

corporate-wide planned system refresh.

• We recently conducted a security audi

for a customer that had deployed one of

the major security vendor's suite of

products.

Our analytics uncovered three

problems.

1) Although Malware detection was

installed, we detected several systems

where Malware had gotten through the

cracks.

2) We also found that, although both the

customer's systems management system

and their security vendor's systems

thought Anti-Virus was operative on

every system, we found dozens where

the AV application was not running.

3) Our heuristics uncovered and

remediated some processes that were

suspicious and created an opening that

could have been exploited if not

removed. I can confidently say that every

customer that has deployed our solution

has uncovered legitimate threats that

would never have been detected without

us.

Competitive landscape and how to

overcome it

We are pioneering Enterprise Client

Management and therefore rarely see

direct competition. The closest category

to us is End-User Experience Monitoring,

which offers visibility into the

performance of enterprise clients.

However, those products do not provide

customers with corrective actions to

repair problems. Ziften is a disruptive

technology in that we give customers

tools to fix the problems we uncover, plus

we deliver the same capabilities in the

security arena as well. We are more of an

extension than a competitor to other

platforms in the eco-system that includes

Help Desk, Systems Management, Asset

Management, Service Management, and

Security.

CHARLES LEAVER

CEO

Ziften Technologies

Charles is the CEO at Ziften Technologies and

formerly served as Chairman of the Board.

He has 30 years of experience as an

entrepreneur, senior executive and advisor in

the high-tech, mobile and media industries.

Charles’ tech career started in 1982.

INFORMATION TECHNOLOGY &

SERVICES

Challenges faced

In my discussions with CIOs, I have recently

seen that the emergence of Bring Your Own

Device (BYOD) in the enterprise is causing

many challenges. CIOs are losing sleep

because of major questions surrounding

manageability and security of these devices.

Security especially has become a huge issue

as these devices open up an access point of

vulnerability inside the locked network.

Differentiating factors

At Ziften our strategy is to manage the

performance and security of enterprise

clients. We do this by addressing the

traditionally weakest link in the chain of client

management. We provide unprecedented

CIO|108|Outlook 2 0 1 3

JAMES RINALDI

CIO of NASA's

Jet Propulsion Laboratory

I am excited about where

IT is today and feel it is

going to be even better

tomorrow. If I'm right,

then IT organizations will

need to embrace it.

DEFENSE & SPACE

James has direct management

responsibility over JPL’s Institutional

Computing and Information Services

Office. Jim has more than 25 years of

experience with information systems.

Jim has a bachelor of arts in computer

science from the University of North

Florida in Jacksonville. He has

successfully completed executive and

leadership development programs at

the University of Maryland in College

Park. Jim is an award recipient of the

Federal 100 – the top executives from

government, industry and academia,

who had the greatest impact on the

information systems community.

Challenges in technology to meet

enterprise needs in 2013 and

expectations

1. One of the big challenges is

integrating consumer intended services

into the enterprise, for example, iTunes.

Another one is Amazon cloud services.

It is difficult to use these type of services

into the enterprise for chargeback and

allocations etc.

2. Developing applications for mobility

across multiple platforms. This includes

training developers for new languages

and techniques.

3. Taking advantage of big data tools,

capabilities and training. This has great

potential.

4. Cybersecurity advances while threats

increase. Especially advanced persistent

and more sophisticated threats.

My wish list would include solutions for

those challenges and better awareness

by suppliers of how to work in the

enterprise.

The areas in business environment

where solutions do not yet exist or

not up to the mark, and which if

existed, would've made job easier

Finding information in the enterprise is

a complex problem since repositories

are now more available than ever. A

more complete search capability is

needed. The current solutions while

improving still don't get us there.

A pragmatic problem is getting iPhones

working with Microsoft Exchange

calendaring. New releases are not

always kept in sync for these products.

The customer is often caught in the

middle. If Apple and Microsoft could

work closer on this, I feel it could be

solved.

As mentioned before, cyber security is

something where the threats change

constantly and there are a myriad of tools

that need to be acquired and

integrated. Training staff and end users is

key but always a challenge.

Technology Trends Impacting

Enterprise Business Environment

I feel the big data trend is real and offers

fantastic opportunities for us. It is a

natural fit for JPL since we process and

analyze so much data. We are excited

about the possibilities.

While we have implemented cloud

solutions at JPL, the trend I'm looking at

is how to use this to consolidate data

centers and reduce physical space.

One other trend (we call it so) is how IT

impacts human behavior and vice a

versa. Innovation across the enterprise

comes from anywhere and IT is involved

in everything. Therefore, we in IT need

to make sure we understand that and

look for solutions.

My roles and responsibilities as a CIO

It is now very clear that IT is involved in

everything and the role of the CIO is

more of an enabler, change agent and

collaborator than before. IT

organizations are becoming more

consultative to the business and

working closer than ever to solve

problems.

Lessons learned as a CIO

I really feel IT is so important to

organizations that it is necessary for IT

people to engage more with what the

user experiences vs. what they think

they want. The days of getting

requirements and then building

(or buying) a solution has passed for the

most part. The word enterprise

sometimes implies one size fits all. In

this day of having "apps" at your

fingertips, it seems old ways of

monolithic and large systems are over.

I am excited about where IT is today and

feel it is going to be even better

tomorrow. If I'm right, then IT

organizations will need to embrace it.

CIO INSIGHTS

CIO|110|Outlook 2 0 1 3

CIO|111|Outlook 2 0 1 3

KEY EXECUTIVES

Joe Burke

CEO

As Linium’s CEO/Managing Partner since its

creation in 2000, Burke’s primary focus is on

organizational management and growth,

guiding the executive management team

and senior leadership in sales, operations

and finance as well as establishing and

developing complimentary lines of business

within the information technology

consulting industry.

Dave Howard

CTO

Howard, CTO/Managing Linium Partner,

brings with him a combination of technical

expertise and hands on start-up experience,

including founding Integrated Technology

Partners, which merged with TechSearch, to

form Linium in 2000 - combining the best in

IT services and staffing. He has over 20 years

of experience growing businesses with

innovative communications.

Founded: 2012

Offices: Albany, NY/ New York,

NY/Connecticut

Clientele: Fortune 500-1000 companies,

Public Sector, focusing on Education

Competitors:

Large, diversified organizations

Software Vendors

Medium-sized management consultancies

and boutique firms

Website: www.linium.com

DIFFERENTIATING FACTORS:

Linium aligns businesses’ IT initiatives

with their business objectives through

enterprise performance, IT performance,

emerging technologies including

education services and commercial

software product implementation.

• Named one of the Fastest Growing

Companies by INC 500 | 5000

•Over a Decade of Award Winning

Service

•Elite Technology Partnerships (HP,

Oracle, ServiceNow and many others)

•1000+ Client Engagements Nationwide

and Worldwide

• Impressive Portfolio (Commercial and

Public Sector Clients)

• Proven Strategy and Unified Delivery

Methodology

Ways products/services add value to

the customer environment:

Linium’s mature resources average 12

years experience, with deep knowledge

in providing assessment, redesign,

implementation, transition training, and

recruitment and flexible staffing solutions

and services.

SERVICE OFFERINGS:

Linium’s expertise empowers a unique

and comprehensive view into client

problems to provide innovative

solutions and services that transform

their business:

• IT Strategy Consulting

• Enterprise Performance Advisory

• Business and Process Analytics

• Operational Assessment

• ROI Analysis

• Product Upgrades/Migrations

• Quality Assurance

• Certification-based Educational Services

ROAD MAP:

Year of Achievements : Performance

•Inc. 500/5000 Fastest Growing

Companies

• Double Digit-Growth of Personnel

• 30 pct year over year growth

• Footprint Expansion of Business Across

in 28 States Across the Nation and Into

Canada

• Footprint Expansion of Consultants in

27 States Across the Nation and Into

Canada

• More than 1000+ Successful Customer

Engagements

•Establishment of a New York City

Headquarters

•A Customer Recommendation Rating

of 90 pct

•Launch of the Linium Delivery

Methodology – Ensures organizational

readiness for engagements that

encompass people, process and

technology.

REVENUE MODEL:

Linium will offer one of these pricing

options based on the solution and/or

services provided to the client:

Time and Materials

Fixed Fee

Milestone / Deliverable

TIME LINE:

Expansion of Services

• Management Consulting focused on

Enterprise Performance Management

and IT Optimization

•Business Services Managed Service

Provider (MSP)

• Industry focused solutions

Expanded Staffing, Recruitment and

Workforce Solutions

• Expansion of New Partnerships with

Leading Vendors (Tableau, Servicenow,

Blazent)

About Company:

Linium is a leading consulting firm that helps businesses innovate and thrive in the

marketplace by overcoming key financial, operational and IT challenges. While we

serve a wide range of industries with distinction, we have special expertise in the

financial, healthcare, energy and defense sectors. Linium specializes in improving

enterprise performance in a way that supports our clients’ business strategy and

minimizes costs and risk.

CONTACT: Amanda Dagg

Email: amanda.dagg@linium.com | Phone: 518)689-3148 | Fax: 518-689-3105

Challenges in technology to meet enterprise needs in 2013

and expectations.

When technology is introduced to the general public and when

clinicians want to use it in a Healthcare setting, the challenge is

that it is not designed to work in that environment

because of the lack of security

that is not built within the

devices.

The State and Federal

regulations around security

and the encryption of data that

are requiring Healthcare

Organization to comply with

and yet we are still working

with the technology hardware

and software vendor to design

better products that address

security and encryption.

Expectations for 2013:

1) I would expect a true

collaboration between

Healthcare hardware/software

vendors and end users of their

technology products.

2) I see more vendors’ in 2013

employing clinicians to help

develop their technology.

My roles and responsibilities

as a CIO

I always considered myself as a

visionary until the day

Meaningful Use Stage 1 was

introduced and then I really

understood what it takes to be

a true visionary. The reason I

say is, to be successful today

CIO’s cannot continue to do

business as usual. Changing

the paradigm, Enloe’s Advance

Clinical Group resides in

Nursing Administration and

not in Information Services.

They take control of their

advance clinical application

and are totally responsible for

the success or failure of them.

What we have found is that the

advance clinical applications

that we implement are readily accepted by their users because it

is designed, implemented and supported by the Advance

Clinical Group.

The areas in business environment where solutions do not yet

exist or not up to the mark, and which if existed, would've

made job easier.

Healthcare, as the advancement in technology becomes

available within the enterprise, cool functions and features are

introduced to the care provider,

will the technology have security

and work on the network? In

addition will the latest

technology comply with HIPPA

and PHI standards?

Technology Trends Impacting

Enterprise Business

Environment

A device that is not too small and

not too large and a case that goes

with it, that a healthcare provider

can carry as they do rounds on

their patients.

Smart Neuro Database’s in

healthcare that continue to learn as

the patient demographics,

treatments and results are entered

into knowledge based systems like

pneumonia, for clinicians use in

treating patients with pneumonia.

Lessons I learned as a CIO that

can help you

I have learned over the 30+ years as

a CIO that our world is all about

change and that means that the

CIO need to have a mind-set that

he/she is a change agent and as a

change agent they need to be

open minded to suggestions and

must be able to think outside the

box to deliver change. The CIO

must be able to sell his or her vision

but that vision must align with the

organization’s vision, the state and

federal vision that are being placed

upon us through Meaningful Use.

The CIO is a facilitator of change

and they need to sell that change

through-out the organization and

outside organizations such as

Health Information Exchange (HIE).

The CIO needs to be seen as a Leader within the organization and

build a strong partnership with his or her customers at all levels of

the organization.

The CIO must be able to sell his

or her vision but that vision must

align with the organization’s

vision, the state and federal

vision that is being placed upon

us through Meaningful Use.

Jim being CIO is responsible for Information Service

consisting of 46 FTE’s including telecommunications. He

has led the implementation of VMware Server and

Desktop Virtualization including badge reader

authentication and Single Sign-on for the clinicians to

access their patients in Meditech, ChartMaxx and PACS.

Jim has over 30+ years of experience in the health care

segment.

JIM HAUENSTEIN

CIO

Enloe Medical Center

HEALTH CARE

CIO INSIGHTS

CIO|112|Outlook 2 0 1 3

About LiveOps

LiveOps is the global leader in cloud contact center and customer service solutions. More than 300 companies around the world trust

LiveOps’ technology to enable effective multichannel, social and mobile interactions with their customers. The award-winning

LiveOps® Platform™ has processed more than 1 Billion minutes of customer interactions and powered operations for the largest

US-based cloud contact center of over 20,000 home-based, independent agents.

Key Player:

Marty Beard

President and CEO

Marty is responsible for all strategic and

operational aspects of the company. Under

his leadership LiveOps is capitalizing on

the cloud, social and mobile revolutions to

transform customer service interactions.

Headquarters

555 Twin Dolphin Drive, Suite 400

Redwood City, CA 94065 USA

Website

www.liveops.com

Industry

Cloud Contact Center

Company Size

100-500 employees

The Sun Always Shines in the LiveOps Cloud

What happens when you bring your contact center to the cloud with LiveOps? You

own less, but command more. You stop buying software and maintaining equipment

and start tapping the power of a true cloud contact center platform. Voice, email,

chat, SMS, Facebook and Twitter -- we support them all along with an integrated

customer interaction database. You can also easily integrate with third-party

telephony infrastructure and leading CRM platforms. Only LiveOps lets your

business rapidly deploy an always-on, highly secure, true multi-tenant and instantly

scalable contact center solution using a pay-as-you-go model. Our easy-to-use

interface means no more requests to IT. You can easily add agents, customize

reports and design IVRs. Even the updates happen automatically and with no

downtime.

Transform Your Customer Service with LiveOps

LiveOps gives you cloud flexibility, intelligent multichannel routing, real-time

reporting and interaction recording across every channel – voice, email, web chat,

social (including Twitter and Facebook) and SMS – along with a customer interac-

tion database that gives you a 360-degree view of the customer front and center. All

delivered to the highest cloud security standards. And all integrated in the same

easy-to-use multichannel agent desktop through a comprehensive suite of LiveOps

Applications™.

The Breakthrough Integrated Agent Desktop for Multichannel

Customer Service

LiveOps Engage™ will transform your agent experience and give you a simple way

to add multichannel and social capabilities to your cloud contact center. Your

contact center agents gain the ability to respond to customers in any channel of

their choice - or pivot seamlessly from one to another as needed to improve the

customer experience. Whether it’s a phone call, email, chat session, SMS,

Facebook post or Tweet, the message and phone panels in LiveOps Engage are

integrated within a single window, making it easy-to-use and faster to respond

without having to switch applications.

CIO|113|Outlook 2 0 1 3

Challenges in technology to meet enterprise needs in 2013 and expectations.

The challenges for technology include driving business value at a lower cost and

capturing innovation that creates business value. All of the interesting trends in

technology (Big Data, cloud computing, mobility) are just that until they are turned

into business-differentiating capabilities. This is always the challenge for IT.

As far as solutions from technology providers, there is a growing back-lash against the

expensive handcuffs of large solution providers. The solutions are technologically

heavy, inflexible, expensive to purchase and implement, and carry an extraordinary

maintenance tail that does not always pay for itself. Providers need to look at ways to

drive the value that some of these solutions can provide in a more nimble,

cost- effective, and customer-friendly way. The start-ups clearly get that, and are

pricing themselves that way – if the larger providers don’t figure this out, they will soon

find themselves irrelevant.

The areas in business environment where solutions do not yet exist or not up to

the mark, and which if existed, would've made job easier.

The two things that tend to keep technology professionals awake at night are stability

and security. Keeping systems up and available is the bread-and-butter of what we do,

and keeping the enterprise safe and secure is the price of entry. Any solutions that help

achieve those key areas will always be in demand.

Technology Trends Impacting Enterprise Business Environment

Generally, for retailers, Big Data and mobility are key areas to be addressed. Retailers

all have a myriad of data, and the ones that will win will be the ones that can figure out

what to do with it to differentiate their business models. Mobility is becoming more and

more relevant every day, and we are on the edge of a generation that integrates

mobile into their everyday lives coming of “spending” age – retailers need to

understand how to address that.

My roles and responsibilities as a CIO

As a fairly new CIO, I haven’t yet experienced significant change during my tenure.

However, what I have observed is the following:

1. CIO’s are not Chief Technologists only – they need to be multi-dimensional and

business-relevant. They are business people first, IT professionals second. A clear

understanding of business strategy and how technology addresses it, is key. Also, they

must possess strong leadership skills as well, and develop the right talent for the

future. Deep financial acumen is becoming more important as well, both for

investment returns and P&L management.

Lessons I learned as a CIO that

can help you

Lessons learned:

1. Be a business person, not just an IT specialist.

2. Recognize and incent talent development.

3. Create a culture of efficiency – always be thinking of how to do more with less.

4. Don’t follow every fad, but address what’s relevant for your business – many times the

fads are just the old stuff reconstituted with a fancy name and a bigger pricetag.

5. Don’t fall into the “transformation” trap – calling it “transformation” makes key change

a one-time event, not an continuous, ongoing improvement culture.

6. Take the time with the team, and be open – don’t avoid the tough conversations

because you don’t have all the answers. Tell them that.

KATHY PERSIAN

Sr VP & CIO

Supervalu

Kathy has previously been the GVP of

Corporate Planning and Analysis, and held

GVP roles in IT including overseeing Retail and

Merchandising applications. She is with

Supervalu for 3 years now. Previously she held

positions like SVP International Business

Process, Best Buy; also held VP roles in IT for

Merchandising and Supply Chain systems.

She also held the position at Accenture for 15

years –as a Partner in the Retail Practice.

CIO’s are not Chief

Technologists only,

they need to be multi

dimensional and

business-relevant.

They are now business

people first, IT

professionals second

SUPERMARKETS

CIO INSIGHTS

CIO|114|Outlook 2 0 1 3

Challenges in technology to

meet enterprise needs in 2013 and

expectations.

Recent years have been of

great awakening in my industry,

healthcare. We have an incredible

agenda that includes amazing

opportunities to leverage the many

innovative technologies coming to

market while also achieving regulatory

challenges including earning incentive

payments under the 2009 HITECH act

and the transition to the advanced

ICD-10 coding structure required for

billing beginning in October 2014.

My roles and responsibilities as a CIO

As we progress, I am less and less a

technical leader and more part of the

business. I communicate the

perspectives of my technical team in

terms of their impact on the business

and ensure that technical goals

support the business direction.

The areas in business environment

where solutions do not yet exist or

not up to the mark, and which if

existed, would've made job easier.

The electronic health record is

intended to move the patient’s record

of care online and improve quality and

access to care. While the current

software supports the basic needs,

another generation of development

will be important to ensure usability of

the software by our caregivers.

Technology Trends Impacting

Enterprise Business Environment

We are only beginning to witness the

consumerization of healthcare, as

patients are both encouraged and

insisting to be more engaged in their

healthcare decisions. While this seems

obvious as compared to the customer

partnership common to other

industries, physicians and other

healthcare providers are struggling to

learn how they can interact most fully

with the patient with whose care they

have been charged.

Lessons I learnt

as a CIO that can help you

While we CIOs identify many

opportunities to do good work for our

organizations, those most likely to be

pursued are positioned by business

leadership. Whether it is my idea or

theirs, I like to have a business leader

out in front.

HOSPITAL & HEALTH CARE

BILL SPOONER

CIO

Sharp HealthCare

impact on the business and

ensure that technical goals

support the business direction

I communicate the perspectives of my

technical team in terms of their

Spooner has been CIO for more than 15 of his

30 years at Sharp HealthCare. He has led an

aggressive IT effort that placed Sharp on the

Hospitals and Health Networks 100 Most Wired

list for 12 of its 14 years. IT was cited for its

contributions to Sharp’s 2007 Malcolm Baldrige

National Quality Award. Sharp was an early

leader in electronic health records and has

received several awards for its consumer web

site. In 2010 Sharp launched its mySharp portal

to more closely engage its patients in their care,

followed by the mobile mySharp in 2012.

Recipient of the 2009 John E. Gall Jr CIO of the

Year award, Spooner is a member of the

Healthcare Information Systems Executive

Association (HISEA), the Healthcare Information

and Management Systems Society (HIMSS) and

a Fellow in the College of Healthcare

Information Management Executives (CHIME)

which he served as Chair in 2006. He recently

joined the Boards of the National eHealth

Collaborative (NeHC), San Diego Regional HIE

and Digital Pathology Association. Spooner

serves on the Healthcare IT News Editorial

Board, the California Hospital Association

Health Informatics and Technology Committee

and a number of industry advisory councils. In

2011 he was named by Information Week as

one of the 25 leaders driving the healthcare IT

revolution.

”

CIO INSIGHTS

CIO|116|Outlook 2 0 1 3

Media Sharing and Display Management Software

Solution Transforms Displays of the World

Solstice, the newest market-changing software from Mersive,

fundamentally transforms how displays fit into the IT

infrastructure. Solstice creates your Pixel Landscape® by

enabling multiple users to connect simultaneously to a shared

display using a range of devices and applications running over

an existing WiFi or Ethernet network.

There are a number of ways co-workers can share content and

collaborate on projects when they are working in different

locations, but it’s not as simple when they are actually all

sitting in the same room. There might be a large TV or a video

projector and a number of mobile devices present, yet people

are still unable to connect these devices and share content

effectively on the screen in the room.

Solstice software solves mobile device connectivity issues in

meetings where visual data is critical to decision making,

planning and problem solving, and at the same time brings to

market technology that transforms how displays fit into the IT

infrastructure.

Solstice replaces the need for expensive and cumbersome

video input hardware previously required to align pixels to

allow for simultaneous screen sharing from different devices.

Solstice makes it easy to access displays by allowing anyone in

the room to connect, share and control the screen at the same

time using an existing WiFi or Ethernet network.

Solstice is an intelligent software solution that can leverage the

world’s displays to create a truly shared infrastructure that

changes the way we work, play and communicate with one

another.

For more information on Solstice and a free trial visit

www.mersive.com/solstice

Key features include:

• Easy discovery of any Solstice-Enabled display

•Simultaneous display access for multiple users

•Connect laptops and mobile devices via existing WiFi or

Ethernet networks

•Share only a single window, multiple windows or full screen

•Control the layout and movement of posts on the shared

display

•Changes made to content visible on screen in real-time

•Simple user interface to manage the Pixel Landscape®

Challenges in technology to

meet enterprise needs in 2013 and

expectations.

The biggest challenge facing technology in

2013 is its adaptability by business mem-

bers. Not necessarily with new technology

but with technology that currently exists.

Resistance to change is still very high in var-

ious business units and IT will have to con-

tinue being the change agent, driving

process discipline and continuous im-

provement. Secondly, simplified integra-

tion to enterprise software solutions is

necessary. No particular solution seems to

serve the needs of the end to end process

and makes it difficult to achieve some form

of “best of breed” design. Last on my wish

list is electronic wallet. Customers want it

and retailers want to utilize it, but the in-

dustry is slow to respond.

My roles and responsibilities as a CIO

partner; integrating activities with the di-

rect needs of the business. That trend has

not changed. In fact it has amplified to the

point that the CIO must become the “agent

of change” and “business process cham-

pion”. Technology advances over the past

several years, that have drastically im-

proved the collection and management of

data, are driving the need for innovation

and availability of this information for deci-

sion making.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier.

Social Media Search Optimization (SMSO)

is rising to compete with Search Engine

Optimization (SEO). Facebook, Pinterest,

and other social media sites that can map

the interest graph of its users will begin to

shift the power away from simple search

engine search. Businesses must optimize

both the quality and quantity of

consumable content as well as the

friction-free ability to share that content

OIL & ENERGY

in order to not just appear, but be,

valuable to the target market.

Ecosystem Development. I have always

dreamed of a solution that acts as a “Black

Box Broker” handling any interface of any

solution. Every solution implementation

requires integrations which are the

number one cause of failure of a project if

they are not accounted for properly. The

second thing that keeps me up at night is

the inability to manage desktop

configurations while giving users

exceptional flexibility. We need

technology that moves away from the PC

as the basic platform to a new solution that

offers similar features andcharacteristics.

Technology Trends Impacting

Enterprise Business Environment

One trend is the use of mobile

technology by our customers. More and

more of them want access to information

on demand. This especially impacts our

retail business as we strive to provide more

personalized services. The need for

electronic payments is huge as people

want to get away from carrying so many

forms of credit. The other trend is the use of

big data. Data sets are getting larger, more

data is readily available, and more people

want access to it. This will continue to drive

new storage, analysis, and reporting

solutions.

Lessons I learned as a CIO

that can help you

The most unique lesson I learned and

which has stayed through the test of time

is that there are three main aspects of the

job that must be fulfilled in order for the CIO

and his/her respective organization to be

successful. The first is that the IT

organization needs to understand

intimately the business and the respective

needs. The only way to do this is to be that

trusted business partner that the

organization can rely on. Secondly, most of

what IT does is repeatable and redundant.

It is extremely important for the IT group to

be focused to prevent a waste in time,

money, and effort. Thirdly, the CIO of the

organization must build a compelling

reason for the IT organization to want to be

a part of the larger organization and

commit to being a part of something

special. If the CIO is successful, the results

are an IT organization that consistently

delivers results, is customer focused, and is

proactive in delivering results that delight

employees, customers, and shareholders.

We need

technology that

moves away from

the PC as the basic

platform to a new

solution that offers

similar features

and characteristics

MARK DAVISON

VP, CIO

Delek US Holdings

CIO|118|Outlook 2 0 1 3

CIO INSIGHTS

SOLUTION OVERVIEW

Vidyo develops and delivers video conferencing solutions to

improve the way people communicate and collaborate in all

walks of life. We bring natural, high-quality video

communication to smartphones, tablets, laptops, desktops,

appliance-based room systems and immersive telepresence

solutions.

We’re delivering practical and engaging solutions to health

care providers, educational institutions, government agencies,

financial and professional services firms and technology

companies in every corner of the world.

THE VIDYO DIFFERENCE

Vidyo provides the first and only software platform for

high-quality video conferencing on everyday devices and IP

networks, with massive scalability at just 10% of the cost of

alternatives. This is made possible by Vidyo’s patented

Adaptive Video LayeringTM architecture, a technology

breakthrough at the forefront of industry standards for video

communication.

CUSTOMERS

Every day millions of people connect and collaborate using

some of the world’s most popular devices, powered by Vidyo.

More than 2,000 companies in healthcare, manufacturing,

education, commerce and professional services use Vidyo

products to improve interactions and workflow. We are proud

to serve customers like Google, Mozilla, Gap, Nintendo, Kaiser

Permanente and Arizona State University.

GLOBAL PRESENCE

Vidyo has 13 offices globally and is headquartered in New Jersey.

New Jersey (Corporate Headquarters)

433 Hackensack Ave

Hackensack, NJ 07601 USA

KEY LEADERSHIP

Ofer Shapiro

President, CEO, Board member and co-founder

David Kaminsky

Chief Financial Officer

Rob Hughes

SVP, Worldwide Sales and Support

Ashish Gupta

Chief Marketing Officer and SVP, Corporate Development

COMPANY OVERVIEW

HD Video Conferencing Without Boundaries

Internet pervasiveness, the rise of mobile technologies and the drive for better collaboration have created a perfect storm for

video conferencing. Vidyo is at the helm, providing seamless multi-party connections, “bring your own device” convenience, and

a telepresence-quality experience for everyone.

We unlock the power of video conferencing to flow naturally through today’s borderless organizations. Now everyone can enjoy

a telepresence-quality experience whether they’re connecting from a smartphone at a New York airport, a desktop in London or

a telepresence room in Singapore. There’s no need for expensive hardware and proprietary networks anymore, because Vidyo

delivers HD quality video conferencing over everyday IP networks using off-the-shelf equipment.

www.vidyo.com| vidyoinfo@vidyo.com| +1-866-99-VIDYO

CIO|120|Outlook 2 0 1 3

CIO|121|Outlook 2 0 1 3

Challenges in technology to meet enterprise needs in 2013 and

expectations.

In a word…”Apps”. With the rapid growth of apps for smartphones and tablets

along with the push for BYOD, end users have a high expectation on the

enterprise IT organization to deliver always accessible, automated

authentication, personalized and simple to use system delivered through mo-

bile applications. Securely delivering on that expectation requires IT to

rethink and retool. We need solutions from all our technology providers to

facilitate this transformation.

The areas in business environment where solutions do not exist or not up

to the mark, and which if existed, would've made job easier.

I sleep on a Tempur-Pedic mattress so I sleep very well! In a mid-size business

we are balancing a mix of in-house and hosted SaaS solutions. Hosted

solutions are excellent ways to deliver best-of-breed solutions that do not

make business sense to manage in-house. But this creates the challenge of

delivering an integrated workflow and data set to the end users.

Technology Trends Impacting Enterprise Business Environment.

Mobility, BYOD and Cloud. Consistent with my prior answers, these three

trends are escalating user expectations and making IT’s drive to deliver to

those expectations very difficult. In the world of IT, new exciting and

challenging are ever present and why I love the profession that I have chosen.

My roles and responsibilities as a CIO.

Tempur-Pedic is going through a systematic upgradation and global

transformation of our information technology. To help make that global

transformation successful, my role has expanded to include business process

and master data management. I have a team of dedicated business process

owners that work with our business around the world to design and

implement global, regional and local business processes. In partnership with

senior executives, I sponsor several master data management forums where

standards are set for Financials, People, Products, Vendors and Customers.

Lessons I learned as a CIO that can help you

There has been enough books written on this topic to fill a library. So

coming up with something truly unique is difficult. In my experience some

keys to success for a CIO are (1) measuring the success of your organization on

business results, not indirect or internal metrics; (2) create a strong relationship

with the business at all levels as an equal partner, not as just a support

function; and (3) lead through empowerment and coaching of your people.

Scott leads Tempur-Pedic, the IT organization, globally.

He served as Chief Operating Officer of Taylor, Bean &

Whitaker Mortgage Corporation (TBW) since

November 2007. He served as Chief Information Officer

of Microsoft Corp., until November 2007 and served as

its Corporate Vice President. He served as Chief

Information Officer for multiple GE divisions at General

Electric Co. (GE). He held IT management positions in

Sales, Distribution, Marketing, Product Management,

Customer Service and Engineering in GE Appliances.

He has been a Member of CIO Advisory Board at

Virima Technologies, Inc. since September 2010. He

holds Bachelor's and Master's degrees in Engineering,

Mathematics and Computer Science from the

University of Louisville, as well as an M.B.A from

Vanderbilt University.

STUART SCOTT

CIO

Tempur-Pedic

“

”

Create a strong relationship with

the business at all levels as an

equal partner, not as just a

support function.

CIO|122|Outlook 2 0 1 3

CONSUMER GOODS

CIO INSIGHTS

The Ernst & Young

Nominee, Nirmal Mehta,

President of Microexcel

throws light on the

crisis the IT Service

Industry is facing

currently. Though the

unemployment index is

soaring up, the gap is

widening. Therefore;

Microexcel states that the

distance will soon vanish,

because the company

believes in bridging the

gap. The company enjoys a

competitive advantage

over the others in the

market. According to

Nirmal, the IT service

industry is highly

competitive, and to

distinguish between

Microexcel from other

competition; one has to

ensure reinvention,

constantly recreate and

above all, move out of

comfort zones and he

believes that his

enthusiasm and evange-

lization helps drive this

constant change. He

believes in being a

step-ahead to compete

with tomorrow.

An optimist by nature who

stresses on ethics and

duties. Though the market

growth was stagnant for a

short duration, the good

times were not far away.

Now, he stands tall as he

has surpassed all the dark

times his company faced.

He says that the dark lining

in an initial phase of a

company is a sign of

prosperity for the employ-

ees in the organization.

These are some of the

following things that he

says about his company

and the environment

present there.

1.Type of Business and Current Activity :

Microexcel Inc, established in the year 2001 is a global leader in

providing innovative and comprehensive software solutions and

services. Committed to delivering innovation, Microexcel collaborates

with its clients, transforming them into high-performers. With deep

industry and business process expertise, global resources and a proven

track record, Microexcel can intersect the right people, skills, and

technologies to help clients realize aspirations. Microexcel’s highly

qualified recruitment staff locates, screens, and mobilizes cost-friendly

talent suitable to your needs and budget. Our services are available

wherever and whenever you need them. Microexcel is not just an IT

consulting company; it is your trusted, reliable and experienced tech-

nology partner. AT MICROEXCEL, WE EXCEL AT EVERY LEVEL.

To give equal opportunities to the employer and his subordinates, both

Nirmal and Paul came up with a company, where the employees could

enjoy the maximum benefits. However what they did differently which

helped Microexcel, to establish a foothold in the then extremely

challenging IT services market.

2. Innovative Approaches and Future Plans :

According to them, the decision to bring on new staff in IT is exhaustive

and a time-consuming process; most companies even after hiring, often

wonder if they have found the right person. According to them,

“Companies needed a resource for getting their projects in place on

time and within budget”, and to create those resources, they have

assembled a pool of talented engineers – creating a veritable

Bangalore-on-the-Hudson. They believe that a key competitive differ-

entiator is promising and over delivering.

3. Company Initiative/Culture

In the private sector; both Nirmal Mehta and Paul Simon are known for

their reliability, trustworthiness, and commitment to their families and

employees alike. Microexcel has corporate social responsibility policy

to help recruit volunteers and sponsor community work. Nirmal

himself has co-chaired the New Jersey State Policemen’s Benevolent

Association Survivor & Welfare fund Inc (NJSPBA) for past many years.

He strongly cares about the future of the country especially that of

young children in the country. The recent financial crisis severely

impacted the school and education sector.

Nirmal and Paul have created a culture where employees are

encouraged to improve and enhance their job and personal well being

through development programs. They understand and recognize

employee’s needs.

MICROEXCEL

Key Persons

Nirmal Mehta

President

Paul Simon

CEO

CIO

|123|

Outlook 2 0 1 3

About Us

Microexcel Inc started in 2001, today has turned into a truly Global IT Management Consulting Firm,due to the tireless eﬀorts of

Nirmal Mehta (President) and Paul Simon (CEO). They both took small steps in the beginning, starting with a local oﬃce in

Secaucus, NJ adding one after the other reliable and best in breed technical personnel who were ready raise the bar by their sheer

talent and dedication. It was after they were convinced that they had a dependable and scalable team, that they decided to

venture into setting up Centers of Excellence and took a Solution Based Approach to all their Clients. They spun oﬀ individual

Entities (5 in total) lead by Technology leaders and created a niche for themselves in the areas of SAP, Microsoft, Quality Assurance,

Enterprise Mobility and Right shoring Model. Clients started to recognize, Microexcel as the Parent Company and rolled out the

red carpet to each value added Solution it provided. After COE model, came the time to make the company into a truly global

organization which is when Paul Simon stepped out from his comfortable home in Chicago sacricing invaluable family time, in

search for global locations which enable its clients to achieve cost eﬀective project plans, faster go to market strategy, global foot

print,24X7 support, and a dependable right shore team. Its 12 years since then, Microexcel truly owes it success to the leadership

of Nirmal and Paul and to a worldclass team hungry to deliver and deserving of all credits

Some of the top clients:

CF Industries, Tronox Inc, Haworth Inc and many more

KAREN GREEN

CIO

Brooks Rehabilitation

We are looking at how

we can give the clinicians

more self-service analytic

tools for them to “slice

and dice” their data

without having to come

to I.T. for every report or

dashboard they need.

Karen is the Chief Information Officer

at Brooks Rehabilitation. Karen started

as a system analyst in banking and

moved into healthcare, where she has

worked for over 23 years designing

and implementing IT solutions and

process improvements for a variety of

care settings and service areas. At

Brooks, she leads the Technology

Services Group in planning and

aligning IT enabled business initiatives

and Healthcare analytics with the

strategic goals of the organization.

Challenges in technology to meet

enterprise needs in 2013 and

expectations.

My organization is in the business of

healthcare, and we have been

challenged with leveraging technology

more to improve the quality of care,

sharing information to improve service

delivery while protecting patient

privacy. Vendors have been buying up

great technology companies to add

them to their offerings, but they haven’t

done a great job of integrating them

into their products. I would recommend

that they develop more strategic

partnerships with solution providers

instead of buying up a good

technology solution, carving out only

the piece they want.

The areas in business environment

where solutions do not yet exist or

not up to the mark, and which if

existed, would've made job easier.

While privacy and security of data have

been entrenched into technical

safeguards for a while, we have not

eliminated the potential for breaches and

risk areas that exist outside of IT

infrastructure. Healthcare is experiencing

large fines for lack of policy, but it is the

lack of awareness enforcement and

practice of that policy that will

ultimately drive how high the fine is.

The healthcare user still thinks in terms

of the traditional desktop as their access

to information, and they are not even

asking if their applications work on the

mobile device they want to use. When

they start asking for mobile

applications that can meet their needs,

then we can discuss what device makes

sense to deliver those applications.

Technology Trends Impacting

Enterprise Business Environment

We have grown in the number of

applications and technologies we

deploy both cloud based and internally

developed and hosted. The demand for

performance, quality, and cost

reductions using analytics and

dashboards has exploded, and it is

getting tough to keep up with it. We are

looking at how we can give the clinicians

more self-service analytics tools for them

to “slice and dice” their data without

having to come to I.T. for every report or

dashboard they need.

My roles and responsibilities as a CIO

I have recently described my role as CIO,

an "integrator", with an increased need to

bring together systems, data, and

processes across distinct business lines

that have a shared goal of providing

services as a "single system of care" to

our patients. I have to constantly be

aware of what these business lines are

doing, where they are growing, and what

technology service will be needed to

support them, not just this week , but

over the next few years. We have

established governance for our initiatives

through a divisional Project Advisory

Council that really scrutinizes the

business value before we move forward.

Lessons I learned as a CIO

that can help you

CIOs are in a great position to make a

difference and “change the world” for

their organizations. We have to build

awareness and ownership with

technology enabled initiatives and get

the business units involved in the

decision making. You have to build up

trust equity with them and help them

understand that even if IT is ready to

move ahead, they may not be.

Sometimes technology isn’t the right

solution, and you have to point that out.

The CIO can get people to think

differently, as well as help them define

the business value in a way they haven’t

thought of before. Helping the business

discover and describe what they truly

need can empower them to change the

world as they know it, with or without

technology.

CIO|124|Outlook 2 0 1 3

CIO INSIGHTS HOSPITAL & HEALTHCARE

CIO|125|Outlook 2 0 1 3

About Us

Norse is a leading innovator of IT security

and fraud prevention solutions - and the

only provider of live, actionable, cyber

threat intelligence. Our patent-pending

IPViking technology continuously monitors

the Internet for hacker activity and high risk

network traffic. Using proprietary big data

analytics of the internet's high-risk traffic,

IPViking enables companies to prevent

financial fraud, enhance network security

and protect against security breaches.

From enterprises to developers, NorseCorp

enables live, proactive, security and

anti-fraud solutions for websites,

applications, eCommerce systems, and

network devices.

KEY PERSONS

Sam Glines

Co-Founder and CEO

With CTO Tommy Stiansen, Sam

co-founded Norse with the mission of

transforming and disrupting the

traditionally reactive IT security industry.

Since its founding in 2010, Sam has

managed corporate strategy, operations,

and multi-million dollar investment

financings while leading the company

through the development and launch of

its flagship IPViking live cyber intelligence

service and the nGate secure payment

processing gateway.

Tommy Stiansen

Co-Founder and CTO

Tommy is also the architect and inventor of

IPViking, the company's patent pending

technology and cloud security service. Born

and raised in Norway, Tommy began his IT

career working for Scandinavian Airlines

Systems as a technical team leader,

responsible for air traffic operational

challenges throughout the multinational

airline. He is a recognized expert and

thought leader in Internet protocols and

their security.

PRODUCT OFFERINGS FOR ENTERPRISE

IPViking is a patent-pending SaaS delivered

service that provides enterprises with live

cyber threat intelligence, drastically

reducing eCommerce fraud and increasing

business security.

IPVizor is a revolutionary new cloud

security service that uses live cyber threat

intelligence to monitor and detect

malicious and high risk traffic originating

from your company's network, providing

continuous monitoring and automated

mitigation options for advanced malware,

zero hour exploits, and APTs.

nGate by Norse is the most robust payment

gateway on the market, combining a

proven technology architecture, industry

leading features, unmatched transaction

type support, and unparalleled fraud

protection at the payment gateway level,

keeping high-risk transactions from ever

being processed.

WAYS PRODUCT ADD VALUE TO THE

CUSTOMER ENVIRONMENT

Norse solves companies' toughest fraud

and security challenges:

Security:

• Network Perimeter Security

• Web Security

• Automated Breach Detection and Threat

Mitigation

Fraud Prevention:

• eCommerce and Payments

• Account Takeover

• Account Origination

• Bank fraud

DIFFERENTIATING FACTORS

Live Threat Data

What is live? NorseCorp’s ability to track and

analyze live Web traffic, means that the

latest attack vectors are made known to

businesses within seconds of them

appearing and delivered via its API in

milliseconds. This provides the first truly

effective protection from zero-day threats

and APTs.

Flexible Integration and Deployment

Options

By complementing, not replacing, existing

security tools with our live threat

intelligence, Norse is able to increase the

efficacy of existing security tools and

empower security practitioners to be more

proactive in their security efforts and see

greater ROI on their overall security stack of

solutions.

Truly Global Threat Coverage

Norse collects and analyzes live Web traffic

and security threats on a global scale. Its

network is built on the backbone of the

Internet, utilizing millions of physical and

virtual threat collection sensors and

honeypots.

Effective from day one

Because its threat intelligence is based on

live data and delivered as a service,

IPViking is effective from day 1. It requires

no training, learning, or establishing of

statistical baselines for anomaly detection.

CLIENTELE

Norse has over 1000 customers using its

payments, advanced anti-fraud, and

security solutions.

TIME LINE

April 2010: Norse Corporation was

founded by Tommy Stiansen and Sam

Glines

April 2011: Norse launches nGate - secure

payment gateway incorporating IPViking

technology

December 2011: Global eTelecom, 2nd

largest ACH processor integrates IPViking

for use by its 55,000 merchants

September 2012: Norse completes

second major round of financing $3.5MN

October 2012: Norse opens Atlanta office

Nov 2012: IPViking service is launched as

a stand-alone service

January 2013: Norse opens Silicon Valley

headquarters

February 2013: Norse launches IPVenger

for WordPress - Cloud Security for the Web

OFFICES:

St Louis

101 South Hanley Road, Suite 1300,

St. Louis, MO 63105 Phone: 314.480.6450

Silicon Valley

1825 South Grant Street,Suite 400,

San Mateo, CA 94402 Phone: 650.513.2881

Atlanta

1800 Parkway Place, Suite 915

Marietta GA, 30067 Phone: 678.752.4870

www.norse-corp.com

Challenges in technology to meet enterprise needs in 2013 & expectations.

I believe the big challenge in technology has a lot less to do with technology but

rather with company’s resident technology functions focusing on business

processes and embracing velocity and speed to market as a constant. Since change

is a constant, the ability to deliver projects in shorter timeframes with solutions

that are “just good enough” is a mindset and methodological challenge.

In terms of technology providers for the enterprise, it would be great if some of

the large ERP providers could adapt to the marketplace and determine how to

make their monolithic solutions more palatable to a business in terms of delivery,

integration and risk management. The ability for ERP vendors to willingly help and

have “skin” in the game for Proof of Concepts, sandbox development environments

and clearer paths defined for upgrades are necessary to their survival. If they don’t

adapt, the existing incumbents in the market place will lose position to newer

entrants.

The areas in business environment where solutions do not yet exist or not up

to the mark, and which if existed, would've made job easier.

Risk management in terms of embracing consumer focused technology in the

workplace. There is no doubt that there is a coolness factor with tablets and smart

phones. The coolness factor needs to be balanced with operational safety.

Another item of concern is viruses and having a workforce that is at least aware of

security awareness. Implementing appropriate anti-virus software on your PCs

and servers is not enough. Phishing attacks are more sophisticated and evolving

and your workforce needs to have some degree of awareness of the potential

damage they may inflict on corporate resources.

Technology Trends Impacting Enterprise Business Environment

A significant technology trend that is here to stay is the delivery of both customer

facing applications and business applications to mobile devices. Smart phones

and tablets are changing the face of content and business data delivery to business

users. Learning how to leverage the world of applications available for business

delivery securely is both a challenge and a huge opportunity. The evolution of

business applications is not an “if” but a when. This is very similar to the paradigm

shift we have seen over the years from mainframes to PCs.

My roles and responsibilities as a CIO

Not surprisingly, you need to know quite a bit more about a number of topics

ranging from security, risk management, regulatory compliance, contract

negotiation, governance, change management, WAN architecture, infrastructure

and virtualization as well as understanding your core business and capabilities.

The CIO role is expected to be both a long term visionary and a practiced delivery

agent who can deliver solutions which enable and transform the business.

Lessons I learned as a CIO that can help you

Being a CIO in an organization is very much like being a coach for a sports team.

You need to be aware of your relationships with your business partners as well as

the organization. In addition, you need to be aware of the specific skills of your

team and where the growth opportunities are for your team. Although technical

skills are desired in a CIO, emotional intelligence, in being able to work with a team

and obtain the best performance is a highly desirable skill.

JEAN A. LUBER

CIO & VP

Schwarz Supply Source

Being a CIO in an

organization is very

much like being a

coach for a sports

team.

Jean is CIO and VP at Schwarz Supply

Source. She has over 25 years of information

systems and technology experience with a

track record of creatively solving business

problems, over half of which has been in

industry technology executive leadership

positions. Jean has teamed with business

leadership to align technology and business

strategy; led technology startups and

turnarounds and leveraged strong project

management skills to produce value and

bottom line results.

CIO|126|Outlook 2 0 1 3

RETAIL

CIO INSIGHTS

CIO|127|Outlook 2 0 1 3

Openstream

ABOUT US

Pioneer in context-aware, secure mobile

platform and solutions with focus on

User-Experience (UX) through multimodal

interfaces.

PRODUCTS FOR THE ENTERPRISE

Openstream leads the pack of mobile

application development platforms, in

providing context-aware features for

enterprises and authors of mobile

applications through its W3C Open

standards based Cue-me™ Mobile

Development platform and was selected as

a Cool Vendor in Context-aware computing

by Gartner in 2011.

DIFFERENTIATING FACTORS

Best user-experience through adaptive,

secure, manageable, multimodal container

based platform for mobile application

development across all popular mobile

devices in the market.

OPENSTREAM PRODUCTS AND

SOLUTIONS

SMP-SmartBroker — A solution for

brokerage houses that offers the customers

the accurate information that they need

and provides them with the ability to take

control of their portfolio even while they are

on the move.

Pharma — Enables Field Reps to review

and interact with their schedule, client data,

and information as well as transactional

details via mobile devices. Field Rep

productivity is enhanced with the ability to

update opportunities, review account

information, real time monitoring of the

progress of new competitive drugs through

the clinical trials and approvals process.

SMP-SmartMail— SmartMail provides

intelligent mobile access to email, contacts

directory, alerts and calendar. Interaction

with SmartMail is multi-modal, providing

hassle free access to the user.

D-CMS- Digital Content Monetization

Server — By the induction of D-CMS,

content-service-providers can simplify the

introduction and modification of content,

applications and services to newer

target-platforms; attract new customers

with personalized, tailored offerings;

Increase competitive advantage with rapid

access to new content and applications

using open interfaces.

SMP SmartCare — The application caters

to the diverse and demanding needs of all

the constituent parties including physicians,

caregivers, patients, hospitals, and

pharmacies among others.

How does your product add value to the

customer environment

Enabling pervasive access to actionable

intelligence across all enterprise

applications, providing the greatest

flexibility and convenience to the

users-on-the-move.

CLIENTELE

Fortune 100 companies, ranging from

largest banks and brokerage houses,

pharmaceuticals, retail-store-organizations,

Wireless Carriers, Energy & Utilties, Media &

Entertainment companies and Healthcare

providers, such as Bank of NewYork Mellon,

Verizon Wireless and many more.

COMPETITORS

While there are several “mobile platform”

vendors that can be considered

competition, Openstream is the first and

only vendor offering context-aware, secure

multimodal container based platform

provider for enterprise mobility solutions

development.

Major Milestones for the Company since

Founding

Launching the first context-aware

multimodal mobile container in 2008,

Co-authoring the W3C standard on

Multimodal Interaction and co-founding

the W3C HTML5 + Speech group,

Openstream was recognized by Gartner as

Cool-Vendor for Context-aware Computing

Vendor.

ROAD MAP

With focus on providing the best

user-experience, we are launching

ground-breaking next generation mobile

technology solutions to address everyday

needs to mobile users including

multi-device interaction through

personalized virtual assistant technologies.

KEY EXECUTIVES

Founded by Raj Tumuluri, an industry

pioneer in context-aware, multimodal

technology, with management team drawn

from Nortel, Infosys, IBM, Intel, HP, Alcatel

and Verizon and leading Wallstreet firms,

the work environment at Openstream

drives the spirit of innovation.

PARTNERSHIPS

Today, the company has strategic

partnerships with IBM, Cognizant, Omnesys,

Customer XPs mVikarsha and key

partnerships with various device

manufacturers and carriers around the

world.

OFFICES

Headquarters: Somerset, New Jersey, U.S.

Development & Support Center:

Bengaluru, India

WEBSITE: www.openstream.com

Challenges in technology to meet enterprise

needs in 2013 and expectations.

Falling storage costs, and an ever-increasing

appetite by users for nearly unlimited storage

and access to their files anywhere at any time

from any device, have created a challenge for

IT departments. It also nurtured the

widespread use of devices such as the iPhone,

iPad, Androids in the BYOD environment. IT is

expected to support them all, as well as make

enterprise data and services available on these

devices. Adding to it, the (nearly) free

cloud-based storage of sites like the Dropbox

puts pressure on the IT department to match

their services with them; otherwise users will

just work around IT systems. My wish-list for

2013 would include an enterprise-level

Dropbox-like functionality, whereby users can

still maintain their data in the “normal”

enterprise location, and on the back-end, an

enterprise Dropbox-like server app could be

configured on a per-user basis to sync with the

cloud.

The areas in business environment where

solutions do not yet exist or not up to the

mark, and which if existed, would've made

job easier.

Services like Dropbox have really changed the

game by offering seamless and effective

solutions, that has put many IT departments

back on their heels, and dramatically dates

previous solutions like built-in “my documents”

synchronization and VPN’s for many needs.

What keeps me up at night is what happens if

or when one of these cloud-based services has

a security breach, an unscheduled or

prolonged service outage, user error, or data

loss? Users will come begging their IT

department to help, but depending on the

infrastructure, user data being synchronized

with the cloud-based sync tool may not be

visible to the enterprise data backup solution,

so recovery may be impossible.

Technology Trends Impacting Enterprise

Business Environment

Over 20+ years in the industry, I have seen the

centralization, de-centralization of data and

processing cycle many times. Mini/mainframes

in the 80’s, client-server in the 90’s, web

technology in the 2000’s and so on. Over the

past several years, we’ve seen a hybrid of this

model, most recently with cloud-based data

solutions such as Dropbox and iCloud.

Historically, enterprises have been the owners

of their own data. I believe enterprises are

asking themselves if there is a new sheriff in

town, and if they will not only have ownership

of user-created data, or may not even have

visibility or access to it, for example, from a

backup perspective.

My roles and responsibilities as a CIO

Recently, my role has evolved from strategic

planner and decision-maker to predicting what

will be the next moves in the BYOD consumer

device/app which might expect support. The

pace of innovation in the consumer device

market, and its impact at the enterprise, has

been surprising, and I believe it’s here to stay.

So enterprises need to figure out how to adapt.

Lessons learned as a CIO

I like to think we run a pretty unique IT-shop.

Our IT-to-staff ratios are very low for a company

of our size, and I put in place and reinforce a

“users are your customer” approach to IT. We

like to provide a near-utility level of service to

our users, assuring their data and systems are

in place when they need them. In most of the

previous IT groups I have led or been a part of,

there was almost “gestapo”-like mentality in the

IT group; bordering on control-freak, huge egos

like, “nothing happens in the enterprise

without our say”. I was fortunate to join First

Choice ER literally at the very beginning, and

build a lean and efficient team, that has a

genuine customer-service attitude towards the

users. Having been in both environments, I

would say driving an organization towards the

“customer service” end of the spectrum is a

win-win, the users and fellow executive

management appreciate it, it creates efficiency,

and avoids the common perception of the IT

department as the gatekeeper to everything.

Jason Worley has over 20 years

of experience in building and

leading Information Technology

teams. Having worked in several

high-growth companies under

various sectors including

healthcare, telecommunicaions/

security, and financial

clearinghouse, he understands

the challenges in successfully

growing a company and

balancing technology needs,

spend, innovation and

scalability. Jason’s education

includes an undergraduate

degree in Management Science

and Computer Systems from

Oklahoma State University and

MBA from the University of

Oklahoma. He has earned

numerous industry certifications

over his career.

JASON WORLEY

CIO

First Choice ER

Driving an organization

towards the “customer

service” is a win-win as

the users and fellow

executive management

appreciate it

“

”

HOSPITAL &

HEALTH CARE

CIO|128|Outlook 2 0 1 3

HOSPITAL & HEALTH CARE

CIO INSIGHTS

About Company

Orion Systems Integrators, Inc. is an award-winning New Jersey

based Information Technology software and solutions provider

with a global footprint and close to 900 technology professionals.

For two decades Orion has built a reputation based on focus,

dedication and on-time delivery and has developed,

implemented, deployed and managed IT services and solutions

for leading financial, telecom, pharmaceutical and government

enterprises throughout the world. Orion has earned their

reputation by listening to clients and helping them articulate and

map out solutions that are creative, user-centric, scalable, and

that leverage best-in-breed technology platforms to achieve

desired results. Orion’s associates are highly skilled, forward

thinking strategists who possess a razor sharp understanding of

business objectives. Leveraging and combining this knowledge

with “best in class” technical capabilities allows Orion to provide

cost-effective solutions that lead to positive return on

investment. Orion is recognized as a Microsoft Gold Competency

Partner, a Windows Azure Circle Partner and ranks #21 as one of

the Fastest Growing Private Companies in New Jersey.

As a company, Orion focuses on creating and providing a

professional package that helps their associates learn new

technologies and new subject matter; train and develop a

multi-dimensional personality, rewards them for any exceptional

activity that they perform and make them feel important to the

company. The idea is to create a work environment that is

transparent, friendly and highly stimulating for each individual

to build his or her career and capitalize on his or her strengths.

This does not come through money – it comes through making

them believe in themselves and in the company.

Orion’s growth strategy includes capitalizing on the general

demand for IT Services by ensuring their associates are trained

in emerging technologies. In conjunction to strict adherence to

training policies, Orion’s plans include expansion to other parts of

the world with a strong focus on Latin America and Africa.

Additionally, Orion is looking ahead and diversifying for the “IT

solution needs of tomorrow”, which includes building smarter

tools and products utilizing technologies such as mobility and

cloud integration. Orion is implementing plans and responding

to market changes by becoming more creative with their

business and engagement model offerings.

KEY PERSON

Sunil Mehta is the founder, President and CEO

of Orion. Since its inception as a one man

operation in 1993, Sunil has grown Orion to a

world-wide organization spanning three

continents. Sunil has more than 25 years of

experience in creating and executing visions,

goals and strategies. Under his leadership and

direction, Orion has experienced substantial

year over year growth. As a highly regarded

entrepreneur and IT executive, he leverages a

deep understanding of industry verticals and

technologies that facilitate the implementation

of their business functions. He possesses a keen

sense of understanding customer visions and

providing the right business solution that

meets their expectations. He has extensive

experience in designing engagement models

and solutions for global application

outsourcing and deployment. Sunil earned a

Baccalaureate in Technology in Electrical

Engineering from the Indian Institute of

Technology (IIT) in Mumbai, India, and his

Masters in Electrical and Computer

engineering from The University of Florida,

Gainesville, US.

CIO|129|Outlook 2 0 1 3

PAUL CZARAPATA

Vice President & CIO

Kentucky Community & Technical

College System(KCTCS)

Don’t get me wrong, at the end of the day you need your

technology skills, but you need to have business acumen to

really show your value to the organization.

EDUCATION

Paul is the Vice President/CIO for

Kentucky Community & Technical

College System (KCTCS) comprised of

16 colleges and 75 locations across

the Commonwealth of Kentucky. Paul

came to KCTCS in 1999 after working

for PeopleSoft, Fermi National

Accelerator Laboratory (Fermilab),

and three small software consulting

firms. Paul is blessed to have a

talented group of people with great

ideas and the intestinal fortitude to

see them through.

Challenges in technology to meet

enterprise needs in 2013 and

expectations.

We have begun to tackle the mobile

apps for our students by partnering

with a third party, but this will be an

iterative process as we gradually add

more and more features and

functionalities.

Predictive analytics will be a bigger

challenge for us, we certainly have the

data, but we need the technology and

predictive modeling built to get us

there. I do not have the depth of staff to

pull that off so I will be looking to

partner my way there, at least in the

beginning. The real trick will be to

throw fabric across all of these disparate

sources so we can get one view of

KCTCS. Some compelling higher

education focused start-ups are

beginning to offer these types of

solutions in the cloud, and I am

cautiously optimistic they may be a fit

sooner rather than later.

The areas in business environment

where solutions do not yet exist or

not up to the mark, and which if

existed, would've made job easier.

We are really struggling finding the right

resources through our traditional HR

channels and unfortunately we do not

have a recruiting function internally.

Using full rate consultants to augment

staff can serve as a Band Aid but is not

sustainable over an extended period of

time. We’re plugging our open positions

slowly but surely, but it is getting

extremely difficult to find good technical

talent in our market.

My roles and responsibilities as a CIO

Even though I worked for 4 years here as

CTO, I am still a relatively new CIO here at

KCTCS. I am fortunate to have a

forward-thinking boss, who values

technology and understands the

strategic impact it can have. I talk to many

CIO’s and quite a few of them simply

need to brush up on their marketing

skills to promote themselves. Specifically

what they are accomplishing, how

decisions are being made to fund and

implement technology (governance),

and why IT is important to the

organization.

Technology Trends Impacting

Enterprise Business Environment

This goes back to my point on analytics

and that is how we start leveraging Big

Data concepts and tie together our

disparate systems across the enterprise

to make decisions with the best data

available. We need to purge off inactive

data, sew together these disparate

systems, and figure out a way to get rich

information quickly to the right people in

order to make decisions. I think the

biggest hurdle I see is getting the talent

in place to pull this off, so I’m looking for

good partners to kick-start us.

Lessons I learned as a CIO

that can help you

I think the best lesson I was ever taught

was from the first CIO I worked for out

of school. His advice was to make sure

that I did more listening than talking

when first meeting with external

departments and to know the business

inside out. Empathy and understanding

go a long way when trying to find

technology based solutions. Don’t get

me wrong, at the end of the day you

need your technology skills, but you

need to have business acumen to really

show your value to the organization.

EDUCATION

CIO INSIGHTS

CIO|130|Outlook 2 0 1 3

Differentiating Factors

R-Key provides a unique platform that combines strong

authentication with cloud convenience and more integration

points than any other product in the market.

• Infrastructure – R-Key offers an infrastructure that includes

cloud-based services, private servers, Extranet/VPN capability,

and seamless scalability all in one.

• Security - R-Key’s comprehensive security includes customizable

password strength, strong authentication, and two - factor

authentication.

• Integration – R-Key integrates with SaaS, RADIUS, LDAP, and We

Services.

• Cost Savings – R-Key offers low monthly fees, and eliminates

hardware and software maintenance while providing superio

infrastructure, security, and integration.

R-Key Adds Value to the customer environment

R-Key’s strong authentication solution integrates across an

infrastructure, both on and off premise. It is designed to support

end-to-end customization, from the user experience to the

security strength. With its cloud interface, R-Key exists as an

Internet or extranet-accessible service available 24x7 throughout

the United States with support for international phones coming

soon. Designed as a high-performance secure service, R-KEY

requires no maintenance and automatically adjusts to maintain

high performance as needed, in real time. It is hosted in a highly

scalable cloud computing platform with high availability and

dependability. The data centers have received the highest level

of security clearance and audit approval including SAS70 Type II

audits, SOC 1 reports, SSAE 16 and the ISAE 3402 professional

standards, ISO 27001 certification, and more. Each R-Key

customer's service runs on exclusively-dedicated virtual servers

for security segregation. All data and customizations are

encrypted and secured, providing 99.999999999% durability and

99.99% availability on each server.

The Company

P2 Security specializes in designing, developing, and innovating internet security products including the maXecurity web access

management suite of appliances and the R-Key strong authentication cloud service. The products incorporate the latest in

network-wide security, have scalable architectures, and come with winning customer support to deliver security solutions that are cost

effective, secure, and highly integratable. For more information regarding the R-Key product, please call 1-888-877-7272

or email sales@r-key.com.

R-Key Description

R-Key is a low-cost alternative to strong authentication.

It provides users with random, one-time passwords, which

can optimally be integrated with static passwords for

two-factor authentication, without the overhead and

expense of hard tokens, servers, and software maintenance.

• Tokenless Strong Authentication- Single-use PINs are sent to

a user's cell phone via SMS and compatibility is universal

regardless of phone platform.

• Cloud Security for Cloud Services - R-Key integrates

seamlessly with most SaaS offerings and can protect VPNs,

firewalls, Unix servers, and other devices as well.

•Security Without Maintenance - R-Key eliminates the need

to operate and maintain software systems. It is hosted with

several layers of redundancy across the world's largest and

most secure data centers, offering scalability and security

that can be customized to meet any business need.

Competitors

R-Key’s main competitors are RSA SecurID, Secure

Computing SafeWord, SecureAuth, and PhoneFactor.

Offices

The Corporate Headquarters are located in New York, NY.

Website: www.r-key.com

CIO|131|Outlook 2 0 1 3

ABOUT US

A global IT service/solution provider focused mainly in Business Intelligence (Data Integration, Data Warehousing, BI Reporting and

Analytics), CRM, ERP and web technologies. Building on 500 plus years of combined experience, we add real value to organizations

through our domain expertise, best in class service plus solutions with proven success. Our pioneering spirit, tenacity for results and

worldwide resources enable us to deliver quality product/service faster, superior at a lower cost. Tiara has expanded its business

reach across five countries in three continents namely USA, UK, UAE (Dubai), Singapore and India.

SERVICE/ PRODUCT OFFERINGS:

Tiara’s strength lies in executing turnkey projects leading to best

in class finish in the following areas:

BI: Tiara Integration Product Suite (TIPS), Pervasive Data

Integrator, Dell Boomi, Informatica, CastIron, DataStage, SSIS, BIRT,

BO, COGNOS, Qlikview

CRM: Salesforce, Oracle CRM On Demand, Oracle RightNow CX,

NetSuite, MS Dynamics CRM, Hubspot, GoldMine

ERP: SAP R/3, SAP B1, Oracle EBS, MS Dynamics GP/

Navision/AX, NetSuite ERP, PeopleSoft, JDE, CostPoint, SalesPad for

MS Dynamics GP

Web: Java/J2EE, .NET, PHP, Flex, Force.com, SuiteCloud,

Office365, MS SharePoint, MS Project Server

Founder & CEO Venkatesh Babu has more than 20 years of

Global IT Industry and Outsourcing experience shaping

strategies for clients across various sectors including but not

restricted to Energy, Insurance, Technology and Services.

Experienced in working with SMB to Fortune clients, Mr. Babu

champions the idea of establishing long term business

relationships by correctly understanding customer needs and

delivering cost effective solutions.

Mr. Babu is passionate about transforming the way businesses

connect to customers, and it is with this passion he founded

Tiara Consulting in 2006 with a vision to provide “Cost effective

IT services/solutions for SMB’s”. “The foundation of this

company is built upon both customer satisfaction and loyalty”

he quotes. Under his leadership Tiara has been recognized

among the top 100 IT companies by SiliconIndia.

HEADQUARTERS: 6111 Bollinger Canyon Rd., Ste.575,

San Ramon CA 94583, USA.

WEBSITE: www.tiaraconsulting.com

INDUSTRY: Information Technology and Services

FOUNDED: 2006

CONTACT:

Email : contactus@tiaraconsulting.com

Call Us : +1 (925) 973-0867

Industry

Banking/Finance

Education

Energy

Healthcare

Mfg. / CPG

Pharma/Life Sci.

Retail

Telecom

Services/Tech.

Others

Service Areas

Asset & Wealth Mgmt., Cards and

Payments, Financial Rptg / Analytics

Business data Transformation Online/

Campus Course Mgmt

Advance Analytics / Modeling, Business

Process Mgmt., Environment Liability Mgmt.

EMR, Hospital Mgmt. System, HIPAA, HL7

Health Standards

e-Commerce Portal, Trade Promotion Mgmt.,

Supply Chain Mgmt. (SCM)

Customer Portal, Inventory Management

Marketing Management

Advanced Analytics, Customer Experience,

Multi-channel Marketing

Customer Experience Order and Service

Mgmt., Usage Monitoring & Dunning

HR Process/Incentive Mgmt., Product

Development, Project and Portfolio Mgmt.

Application Packaging, Assessment/

Feasibility study, Technology Optimization,

Virtualization and Cloud

OUR DOMAIN EXPERTIZE:

CIO|132|Outlook 2 0 1 3

CIO|133|Outlook 2 0 1 3

Having successfully executed over 150 Integration projects using

various leading Integration tools like Pervasive, Dell Boomi, Cast

Iron, DataStage, and Informatica, Tiara has the expertise and

hands-on experience to develop an Integration tool that out

performs the leading products in the market. Tiara Integration

Product Suite (TIPS), Tiara’s proprietary integration tool, helps

businesses accomplish all their integration needs such as data

integration, data migration, data warehousing, at an unbeatable

cost.

PRODUCT OFFERINGS

While implementing standalone applications may be the "quick"

solution to an immediate business problem, maintaining the

resulting redundant and inconsistent databases and applications

is a huge cost to organizations. TIPS is a cost effective on-premise

integration product/solution that can be easily implemented to

meet the dynamic business needs of organizations.

TIPS enables organizations to seamlessly integrate data between

various enterprise applications thereby enabling organizations

with single version of true data, a fewer interfaces and the

ability to provide more timely data. Using TIPS one can integrate

data to/from Flat files, Databases, On-premise enterprise

applications (SAP R/3, Oracle EBS, MS Dynamics GP / AX) and

On-demand / Cloud / SaaS applications (Salesforce, Oracle

CRMOD, Oracle RightNow, Hubsoft). It also supports standard

technologies such as FTP, SFTP, FTPS, SMTP, HTTP, SOAP, REST.

What clients have to say about TIPS

“Tiara did a detailed feasibility study to determine our process

gaps, recommended solutions for implementing Trade Promo-

tion Management system and built the Integration with our ERP.

Most of our processes are automated,virtualizing some of our

technology assets has not only produced huge savings but also

increased reliability of services”, says Francisco Elguera, IT Direc-

tor, F. Gavina & Sons, Manufacturer of Gavina Coffee, Vernon, CA.

“We switched to TIPS after having spent a lot of money and time

with a leading product in the Industry that did not work well for

us. We were able to see a very quick ROI after using TIPS”, says

Blake Summers, Director – IT, KLIM Technical Riding Gear, ID, USA.

“HubSoft is a SAAS application for order and inventory manage-

ment, meaning every implementation is an integration to an ERP.

Tiara’s TIPS simplifies our implementations, and importantly pro-

vides features to manage the integration going forward. We have

used TIPS on several MS Dynamics integrations and see it is

much easier for our customers to manage in their day-to-day op-

erations. We have also seen that it is easier to implement and

cost effective to change than any of the other tools we have

used”, says Lee Decker, CEO HubSoft, Los Angeles, California.

For sales and support, contact gettips@tiaraconsulting.com

or +1 (925) 267 TIPS

PRODUCT SHOWCASE

The Key Differentiators:

• Robust Technical Architecture

• Integration without having to write code

• Fastest way to connect to various end points

• Rapid Deployment

• Lower cost

• 24/7 Support

Pricing Model

• Pay-as-you-go / Annual Subscription

• Perpetual License with AMC

• Pay-per-project (for Data Migration only)

Challenges in technology to meet

enterprise needs in 2013 and

expectations.

Our company competes in the healthcare

industry and the industry is going through

the largest change in its history. The new

healthcare law has a large ripple effect on

all of the companies in the industry and it

will be fascinating to see how the market

shifts. The subsequent shifts in our business

will put pressure on our IT capability,

infrastructure and other technology

vendors. The solutions that we continue to

focus on include mobile, point-of-sale

technologies, and cloud advancements.

Speed and agility are paramount.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier.

The healthcare industry foundation is

changing rapidly. The requirement to

innovate and increase speed-to-market for

solutions for the business is demanding but

the security, privacy and compliance

technologies are not changing at the

same speed. This is the same issue with

consumerism but in healthcare it is

imperative. The second issue is about data.

The winners in the new healthcare

environment will have a high competency

in turning raw data into actionable insights.

They will have people, processes and

analytic technologies tied to operational

processes.

Technology Trends Impacting Enterprise

Business Environment

We continue to monitor consumerism of IT

especially on how it might affect the

buying behaviors of customers of

healthcare in the Post-reform world. We are

continually looking for efficiencies to fund

investments so the evolution of cloud

technology in areas of telephony, data and

security are important.

My roles and responsibilities as a CIO

The role has changed to much more

business-focused and strategic. Technology

is central to strategic discussions so three

changes have occurred

• The CIO needs to master the intricacies of

the business. It is not good enough to only

understand the goals and objectives of the

business but now I must understand how

the business runs.

•The role of CIO has evolved to more

translation of strategy into business

architecture and technology implications.

•As CIO, we need to continue drive

efficiencies that fund IT investments. I can

no longer expect the business to

completely fund investments without my

contribution and efforts. I am of the

mindset that I need to generate cost sav

ings to fund IT investments that will in turn

increase top line revenue.

Lessons I learned as a CIO that

can help you

• As CIO, developing influence within your

company is critical. The currency of

influence is competency. Don’t forget

the little things. I learned that the basic

deliverables of the CIO are just as critical to

developing influence within the business

as the strategic things. While working on

the big strategic initiatives, continue to de

velop influence by meeting the small daily

service levels, deliver on weekly milestones

and deliver on all promises, even little ones.

• I believe it is critical that CIO’s approach the

job with humility. The IT environment has

become so complicated so the CIO

requires other points of view. It is

important to understand that we don’t

have all of the answers. It is important to

be confident and directive but don’t

confuse this withhumility.

•Work to inspire your team through

inspired standards and work ethic.

Establish high standards.

FRANK JACKSON

SVP of Health Operations & Technology/ CIO

HealthMarkets

Prior to joining HealthMarkets as Senior Vice President and Chief

Information Officer, Jackson served as CIO of Private Healthcare Systems,

a leading national health care and cost management firm. He served as

VP and CTO of Blue Cross Blue Shield of North Carolina, and served as VP

of Technology and Data Center Operations. He earned his MBA from the

University of Missouri, St. Louis and holds a B.S. in Computer Science

and Accounting from the University of Evansville in Evansville, Indiana.

The CIO needs to master

the intricacies of the

business.

“”

INSURANCE

CIO INSIGHTS

CIO|134|Outlook 2 0 1 3

Paloras

About Us

When a firm earns 85 percent of its revenue

from its existing customers and referrals,

this indicates the firm is serving its clients

very well. That’s Paloras, a business

consulting and technology Services and

Product Company. Paloras Corporation

established in 2011, by E&Y, Oracle and

Adobe veterans to focus on the high tech

and industrial manufacturing segments

providing Consulting Services and develops

products in PLM, Supply Chain and

Customer Experience areas. Paloras is an

Oracle Gold Partner, dedicated to delivering

innovative and leading-edge solutions

based on Oracle Applications. We have 3

business units spanning Consulting,

Managed Services and Product

Development focused on driving value to

our customers.

Ways Product add value to the customer

environment

• Helps clients transform Business Processes

in Product Life Cycle Management (PLM),

Supply Chain and Customer Experience/CRM.

We take total responsibility so our clients

have a solid Partner in their success.

• Our customers see faster and increased

value on their investments as we use our

Business Accelerators to reduce

implementation timelines.

• Our Clients benefit from our product such

as Paloras Connect (our integration

Product) and solutions in Complex Selling

and Backlog Management.

Implementation Services

High Tech industry is one of the fastest and

ever changing segments. Innovation,

market share, and global growth are the

norm in the High Tech segment.

Accelerating the cycle time to introduce

new products and services, and

operationalizing them for long term scale

and growth will drive the revenue and

margin.

• Paloras implementation services focuses

on driving the Agility in the processes and

systems so our clients can enable new

business models quickly.

• Drive success for the clients by actively

collaborating to provide end to end

services from Business solution

architecture, change management, process

modeling, Configuration, Implementations,

Extensions, and Managed services.

Managed Services

Paloras founders bring to the company

from their experiences of managing over

$250M on demand/managed services

operation experiences. Their experiences

include creating and delivering managed

services, both on-premise and off-premise

services, around Oracle and managing SaaS

platforms.

Product Offering

Accelerating innovation requires a

streamlined approach to integrate Product

Life Cycle management with the Supply

Chain Management. Paloras has built a

Paloras Connect to do just that! The

product enables and integrates the two

processes for critical information.

What Next?

We are investing into starting a fourth

business unit. More on that next time! In the

meantime, if you want to be part of a

high-caliber team, send us a note.

Differentiating Factors

• Bring the know-how, excellence, and

thought leadership from multiple

implementations

• Drive success for the clients by actively

collaborating to provide end to end

services.

• Our product, Paloras Connect, helps

reduce the cost of business process and IT

integration of PLM and Supply Chain

systems and drives the business agility

• Our Experience is a difference: Our leaders

in the company have been senior

executives in Big 4 or High Tech

companies.

Revenue Model

Project based service fees, Annuity fee

through managed services, and licensed

revenue through products

Clientele

Fortune 100 companies and upcoming

stars in the High Tech and Industrial

Manufacturing segments.

Competitors:

Big and Medium size System Integrators on

services and product vendors in the

Integration space.

Ramki Pitchuiyer

Founder/CEO

Ramki is a strategic and decisive leader,

with proven track record of building and

leading consulting and managed services

organizations. He is a High Tech veteran

with more than 20 years of experience in

providing consulting services and

bringing innovative solutions to market.

Karpagam Narayanan

Founder/COO

Karpagam founded Paloras in 2011 when

she recognized the need for

having a services company to take

ownership to deliver very highly

specialized projects. She is driving the

rapid growth of Paloras by creating a

culture of innovation in reusable assets

and products.

Office:

228 Hamilton Avenue, Palo Alto, CA 94301

Website: www.paloras.com

Founded: 2011

Contact Information: Michelle Carter

Email: michellec@paloras.com

Telephone: (650)206-8317

Investors: Self Funded

CIO|135|Outlook 2 0 1 3

KIRBY GLAD

CIO, Certiport

Every technology issue

accompanies an

emotional issue, and

you have to solve

them both.

Challenges in technology to meet enterprise needs

in 2013 and expectations.

The biggest issues are economic, not technical. Though the

overall economy continues to languish – bringing lower

company profits, the demand for qualified technologists

continues to climb, bringing higher labor costs. Our

department is caught in the squeeze, being asked to do more

with less.

The areas in business

environment where solutions do not yet exist or not up to

the mark, and which if existed, would've made job easier.

User tools for creating ad-hoc reports that are both flexible and

simple. I’m not sure if this is possible, which is what makes it an

interesting area for innovation.

My roles & responsibilities as a CIO

You have to be proactive in driving productivity improvements

throughout the organization, not just in the technology

department.

Technology Trends Impacting

Enterprise Business Environment

The “cloud” emperor has no clothes. CEO’s continue to believe

“the cloud” is the panacea that will finally allow them to be free

of technologists. CIO’s are finding the cloud more expensive,

still requires customization, and that browser based interfaces

make 2nd rate data entry and processing tools.

Lessons I learned as a CIO that can help you

Every technology issue accompanies an emotional issue, and

you have to solve them both.

Kirby is CIO at Certiport. He has 26 years of experience in

technology both in software development and

infrastructure, including 18 years in managing

development, QA support, infrastructure and technical

marketing/sales. Adding to it, Kirby has 14 years of

experience as a CIO. Prior to joining Certiport, he served

as CIO and VP of Technology at OneGreatFamilycom, CIO

at Western Wats and Signature Wealth.

EDUCATION MANAGEMENT

CIO|136|Outlook 2 0 1 3

CIO INSIGHTS EDUCATION MANAGEMENT

ABOUT COMPANY

Panaya is a Software as a Service (SaaS) company that facilitates testing, impact analysis, upgrades and maintenance of SAP and

Oracle E-Business Suite ERP systems. The company’s solutions provide visibility and control over changes throughout the

system's life- cycle, from development, through configuration changes, to maintenance and upgrades. Panaya's solutions

reduce the time, cost, risk and effort by simulating the upcoming system change and automatically pinpointing which custom

programs will break as a result of the change, automatically fixing most of these problems and recommending which units to

test. Attended automatic testing solutions expedite ERP testing and eliminate the need for manual test script maintenance by

capturing business knowledge in the background as users work with the ERP applications. Panaya’s testing tool automatically

generates plain-English test scripts that are rapidly executed and continually self-adjust based on test results.

PRODUCT OFFERINGS:

Panaya's cloud-based, run-time technology uses a

super-computer to simulate a testing or upgrade project, and

identify exactly how it will impact the existing system. The

analysis provided will:

• Show what will break (this is provided within 48 hours)

• Provide the right code corrections

• Run the required tests and automatically create test scripts

• Automatically document the entire testing process

• Continually self-adjust based on seamlessly capturing

business knowledge in the background

Panaya's products include:

• SAP ERP Change Automation (ECC 6.0 version upgrades,

Enhancement/Support Package Implementation, Business

Function Activation and System Consolidation)

• SAP Test Automation (Attended Test Automation, Test

Management, Functional/User Acceptance Testing and ALM

Integration)

• Oracle E-Bu siness Suite Change Automation (R12 Version

Upgrades and Patches)

WHAT NEXT?

Impact Analysis support for additional enterprise-scale

packaged applications

DIFFERENTIATING FACTORS

We are unique in providing Impact Analysis of any disruptive

change event in the life-cycle of both SAP and Oracle ERP.

The analysis is provided ahead of the change and is delivered

in 48 hours, over the cloud.

REVENUE MODEL: SaaS

CONTACT INFORMATION:

Barry Spielman

Chief Evangelist

Email: barry.spielman@panaya.com

Telephone: +972-9-761-8000 x199

Fax: +972-9-746-7901

FOUNDED BY: Yossi Cohen

YEAR: 2006

OFFICES: Saddle Brook, New Jersey; Karlsruhe, Germany;

Tokyo, Japan; and Raanana, Israel

KEY PERSON: Yossi Cohen, CEO; Mati Cohen, CTO

CLIENTELE: SAP ERP users and Oracle E-Business Suite Users

INVESTORS: Battery Ventures, Benchmark Capital & HassoPlattner

Ventures.

COMPETITORS: Worksoft, Intellicorp, SAP Business Process

Change Analyzer (BPCA), SmartShift, HP Sprinter

WEBSITE: www.panaya.com

CIO|137|Outlook 2 0 1 3

Challenges in technology to meet enterprise needs

in 2013 and expectations.

• Mobile devices of all kinds are finding their way into our environment. Controlling

these devices and the company information they contain will continue to be a

challenge as consumerization invades the business world.

• “Big Data” - how to store it, how to manage it and how to back it up. The growth rate

of data just keeps increasing and we find ourselves struggling to keep up. Many lack

a long term plan for managing this monster.

• Disaster recovery….old topic, but I feel it is still very important to a lot of

companies. It’s one of those things you should have in place, but many don’t.

The areas in business environment where solutions do not yet exist or not up

to the mark, and which if existed, would've made job easier.

• Providing technology that meets the business needs of the company while

reducing cost. This also includes fully utilizing all current systems to maximize the ROI.

• Finding cost effective and efficient ways to meet the needs and expectations of

end users while empowering them to be more self-sufficient.

• I think security has to be on everyone’s mind at some level. It is a constant challenge

to stay on top of all the threats out there.

Technology Trends Impacting Enterprise Business Environment

• The increase of BYOD and mobile devices will have a dual impact. While they are

becoming essential to daily business, proper control and management continues

to be difficult. In our case we have to address not only the company owned devices

but personal devices as well. We plan to utilize strong company policies and good

management software to ease some of that challenge.

• We will be utilizing virtualization, though not a new trend, as an integral part and

the first step to our disaster recovery plan. It will not only provide redundancy, but

quick fail over in the event of a disaster while minimizing business disruption.

My roles and responsibilities as a CIO

My role has required me to become more of a strategic thinker and somewhat of a

technology wrangler. I am no longer only responsible for creating IT strategy that

aligns technology with company goals. With the increase of technology acquisitions

within business groups, I find myself responsible for co-ordinating and tracking these

acquisitions rather than making them. Technology savvy employees are no longer

willing to be held hostage to long deployment schedules. It is critical to be involved

in the process as early as possible by the business groups in order to insure proper

fit and alignment with the overall company goals.

Lessons I learned as a CIO that can help you

• Understanding the role of technology and how it can be used to sustain and/o

grow the business is crucial.

• Stay current on emerging technologies.

• Create peer relationships. They can prove to be very valuable assets.

• Work to create and maintain a positive face for IT. It will help prevent you from

becoming a constant target.

• Stay flexible and open minded.

CAROL COPELAND

Director of IT

Robins & Morton

Understanding the role of technology

and how it can be used to sustain

and/or grow the business is crucial. CONSTRUCTION

Carol has been the Director of

Information Technology for Robins &

Morton since 2008, a full time IT

professional since 2000 and an

employee of Robins & Morton since

1983. As a Director of Information

Technology, she directed , planned

and managed the technology

operations, including all information

systems and telecommunications

services, for all Robins & Morton offices

and jobsites. Over the past thirteen

years she has implemented and

managed a variety of technology

driven initiatives. Carol raised the

company’s IT department from 1

person and 2 servers to a department

that now serves over 750 users

utilizing 42+ servers. She was a past

member of the Herzing College

advisory board and currently a

member of the Microsoft SMB

Advisory Board since 2009.

CIO INSIGHTS CONSTRUCTION

CIO|138|Outlook 2 0 1 3

KEY EXECUTIVE

Cameron Balash, Paymetric’s Senior

Vice President, is a seasoned payments

executive, with over 15 years

experience in FinTech/Payments

software and payment transaction

processing industries.

Balash joined Paymetric in 2009 and

helped to lead the company to 17

consecutive quarters of double-digit

revenue growth. Paymetric achieved

profitability in 2012 and grew monthly

SaaS subscription revenues by 66%

over the previous 12 months.

Paymetric has a deeply experienced

senior management team, each

averaging nearly 20 years of relevant

software and payments experience.

Differentiated, SaaS Technology

Platform

• Multi-tenant SaaS platform Operates

as a fully-integrated, native ERP sys

tem component

• Leader among payment management

providers

• 1:1 tokenization increases transaction

efficiency and security

• A single token spans the entire client

relationship, whereas standard

tokenization creates a new token for

each transaction

• Robust technology infrastructure

• Parallel, Tier III data centers ensure

reliability and business continuity

Problems Paymetric Solves:

Paymetric’s technology solves two key

problems for its customers. Often times

ERP systems are disconnected from

Payments, which leads to high liability

and costs associated with managing an

internal payment application.

Paymetric’s solution reduces the total

cost of ownership for its customers.

While manual processes expose

companies to data security breaches by

storing credit card data on a company’s

own server, implementing Paymetric’s

tokenization improves data security so

clients are relieved of the liability of

storing card data on internal servers.

Additionally, Paymetric solves the need

for companies to remain compliant.

Data security breaches represent a real

threat to any business conducting

electronic payment transactions and

there is a high cost tied to maintaining

PCI compliance. Partnering with

Paymetric allows the burden of PCI

compliance to be shifted from the

client to Paymetric and eliminates the

need for costly encryption technology,

reduces the scope of PCI compliance

and can greatly reduce, potentially

even remove clients’ ERP system from

the scope of PCI compliance audits.

Since 1998, Paymetric has evolved its

product and tokenization offerings to

provide its clients with optimal security

solutions to protect clients and keep

them PCI compliant. An entire product

suite including many other

value-added solutions are also

available. As proven by Paymetric’s

growth rate, the company is a trusted

and valued player in the secure

payment processing and tokenization

industry.

Company Overview:

Paymetric, Inc. is the global leader in integrated and secure payment processing and tokenization. Paymetric’s end-to-end

solution combines proven expertise in payment processes with best-in-class ERP integration solutions to improve return on

ePayment card acceptance, reduce barriers and scope of PCI compliance, and lower the total cost of ownership for payment

processing. Paymetric is an award-winning SAP-certified partner with a customer list that includes many of the most recognized

and respected businesses in the world. Paymetric is dedicated to solving their customers’ unique and complex enterprise

payment processing challenges with the market’s most complete and robust solutions while supported by world class customer

service.

Paymetric offers payment acceptance solutions to its customers through a variety of channels, including ERP, e-commerce, CRM

and POS.The company operates as a true SaaS, on-demand model, reducing the risk and liability associated that clients would

otherwise have for managing on-premise payment management applications and significantly reducing PCI scope for the client’s

entire system.

Paymetric was founded in 1998 and is headquartered in Atlanta, GA.

Data Security: Data Intercept

Ensures that cardholder data never

enters enterprise payment acceptance

systems.

Tokenization: XiSecure

Eliminates the transmission and storage

of sensitive cardholder data.

Payment Management: XiPay

Enables companies to manage, accept

and integrate virtually every type of

electronic payment in an enterprise

system.

Core Product Set:

Paymetric, Inc.

CIO|139|Outlook 2 0 1 3

My roles and responsibilities as a CIO

Today’s CIOs needs to be heavily immersed in both, Business and

Technology. He/she needs to be adept at the art and science of

Change Management and gauge success in terms of Business

Impacts vs. Delivery of Sope. CIOs need to mold IT organizations

and the professionals that are part of them into change agents

that enable future business models. CIOs need to blend IT

strategies with business transformation that ensure ongoing

growth.

Lessons I learned as a CIO that can help you

Everyone in IT needs to realize that in order to remain a valuable

contributor, you will need to “re-invent” yourself on a regular basis.

What I mean by this is that the IT space is moving at such a rapid

rate that it has never been and never will be acceptable for IT

professionals to simply nurture what they already know and how

they are currently doing things. CIOs need to create cultures that

drive and nurture personal re-invention.

The areas in business environment where solutions do not

yet exist or not up to the mark, and which if existed,

would've made job easier.

Great question! Companies like ConAgra Foods that have invested

heavily in large scale ERP systems are to this very day faced with

major challenges in the less than glamorous arena of

implementing technical updates and version upgrades. In my

world, critical facilities such as manufacturing plants and

distribution centers are still required to endure

scheduled outage windows in order to install software updates.

Vendors need to develop tools and processes that can make this

problem completely disappear.

Challenges in technology to meet enterprise needs in 2013

and expectations.

From my perspective, the concern that should be at the top of

every CIO’s list is coping with the speed of change, both in terms

of how business works and the impact that technology is having

upon business models. Cycles that once took years have been

reduced to months and it is no longer uncommon to encounter

situations where solutions can be obsolete before they are

actually implemented. IT rganizations need to step away from

many of the traditional mindsets around time to value and start to

cope with a “new normal” that requires faster decision making and

rapid implementations.

Technology Trends Impacting Enterprise Business

Environment

I think the long anticipated impacts of predictive analytics are

finally becoming visible and real. Large scaled data trends

combined with the power of in-memory computing, and the

internet of things will soon combine to allow organizations like

ConAgra Foods to not only see what happened and why, but also

provide good representations of what is going to happen along

with how to best take actions that shape the future, in order to

better serve our customers and consumers.

GERRIT SCHUTTÉ

SVP and CIO

ConAgra Food

Gerrit Schutté joined ConAgra Foods in 1998. He has successfully

led ConAgra Foods’ restructuring, consolidation and

modernization of IT resources, including the design and

construction of state-of-the-art data center capabilities,

outsourcing of legacy application systems and proliferation of

PMO disciplines and standards across the enterprise. His

organization has successfully implemented a single SAP instance

across multiple business platforms and functions. He currently

serves on advisory boards for Violin Memory, Creighton

University’s College of Business and the University of

Nebraska-Omaha’s College of Information Systems and

Technology.

CIOs need to create

cultures that drive and

nurture personal re-invention

CIO INSIGHTS Food & Food Products

CIO|140|Outlook 2 0 1 3

JASON BLESSING

CEO

Jason Blessing serves as Chief Executive

Officer for Plex Systems, Inc., responsible

for the strategic direction and growth of

the company. He is an experienced

software executive with previous

executive positions at Oracle, Taleo,

PeopleSoft and Price Waterhouse.

Blessing is a graduate of the University of

Michigan, Ann Arbor.

YEAR:

1995: Company started as Plexus Systems

2009: Changed name to Plex Systems

OFFICES:

Headquarters: Troy, Michigan

Data Center / production offices: Auburn

Hills, Michigan

CONTACT INFORMATION:

Email: info@plex.com

Telephone: 248.391.8001

Website: www.plex.com

Plex Systems, Inc.

How does your product add value to

the customer environment?

An ERP system is a critical component for

any manufacturing enterprise. Plex

Online helps manufacturers reduce costs,

minimize waste and produce in a lean

production environment. Plex Online

enables visibility into the entire

manufacturing process from “the shop

floor to the top floor”. In addition to

improved visibility and efficiency, Plex

Online helps track inventory, schedule

deliveries, enhances quality output,

reduces costs and improves collaboration

among vendors, suppliers and

distributors.

CLIENTELE:

Plex Systems serves customers in general

manufacturing, tier one and tier two

automotive parts suppliers, precision

metalformers, high tech and electronics,

aerospace and defense and food

processors and manufacturers.

INVESTORS:

Plex Systems was acquired by Francisco

Partners, a San Francisco-based private

equity firm focused exclusively on

investments in technology and

technology-enabled services businesses.

In late 2012 Accel Partners, a Palo Alto,

Calif. venture capital and growth equity

firm, invested $30 million for a minority

stake in Plex Systems.

COMPETITORS:

SAP, Oracle, NetSuite, Infor, QAD,

Microsoft Dynamics, Epicor.

ABOUT COMPANY:

Plex Systems Inc. is the developer of Plex

Online, a cloud ERP solution for the

manufacturing enterprise. Plex Online

offers industry-leading features for

virtually every department within a

manufacturer, including Manufacturing

Execution System (MES) and Quality

Management System (QMS) for the shop

floor, Supply Chain Management (SCM)

for procurement, Enterprise Resource

Planning (ERP) for finance and

management, and Business Intelligence

(BI) for executive management. Plex

Online’s comprehensive functional

coverage delivers a “shop floor to top

floor” view of a manufacturer’s

operations, enabling management to run

its business at maximum efficiency.

Founded in 1995, Plex Systems is

headquartered in Troy, Mich., with

customers around the globe.

DIFFERENTIATING FACTORS:

Plex Online is a pure cloud-based

technology with a singular focus on the

manufacturing enterprise. Developed

from the shop floor perspective, Plex

Online is capable of addressing the

unique challenges presented by

manufacturing.

PRODUCT OFFERINGS

Plex Online is a comprehensive cloud

enterprise resource planning (ERP)

solution for manufacturers.

WHAT NEXT?

The acquisition of Plex Systems by

Francisco Partners and investment by

Accel Partners will allow Plex Systems to

aggressively pursue increased market

penetration in manufacturing sectors.

The investments bring access to

additional talent, connections and other

relationships that will enable Plex Systems

to continue to scale quickly to meet

customer demand. As Plex Online evolves

and market adoption accelerates, Plex

Systems will be able to further invest in

R&D to bring even greater functionality to

Plex Online.

REVENUE MODEL:

Plex Online is sold on a subscription basis

with the cost determined by customer

revenue and number of facilities

leveraging the solution.

TIME LINE:

• 1995 Company founded as Plexus Systems

•2001 Converts to pure Software as a

Service (SaaS) / cloud solution

•2006 Apax Partners makes a strategic

investment in Plexus Systems

• 2009 Changes name of company to Plex

Systems and product to Plex Online

•2012 Francisco Partners makes a

strategic investment in Plex Systems

CIO|141|Outlook 2 0 1 3

Challenges in technology to meet enterprise needs in 2013 and

expectations.

All decisions will pass through a filter of I.S. Security and Privacy. If the

solutions cannot assure appropriate security, then we’re not interested.

My #1 wish for 2013 (and beyond) is standard based technology. We

waste a tremendous amount of time, intellect and money trying to

make systems work together. I’d also love to see more self-healing

systems; everything from printing problems, to Outlook issues, local

application problems.

The areas in business environment where solutions do not yet exist

or not up to the mark, and which if existed, would've made job

easier.

Virtual Desktop has not realized its potential – and I think there is a lot

of potential for more reliable systems, increased

performance and better management of data and security. Tele-video

capabilities, integrated with strong scheduling and self management

tools would be a huge help.

What keeps me up at night:

1. Keeping our data secure

2. Keeping our systems up

and performant

3. 1,000,000 new features

and functions wanted by

our end users.

Technology Trends Impacting Enterprise Business Environment

VDI as a foundation technology.

Handheld everything as a development and delivery platform

(challenges with managing and securing…and integrating).

Too much data. New data entry methods; video, voice enabled, data

gathered based on an action.

Moving from large legacy applications to more discrete functional apps

(but, making sure appropriate data and information exists where it is

needed and facilitates the process.

Integrated workflow.

My roles and responsibilities as a CIO

The role has shifted to supporting the use of technology in operations

as opposed to driving the use of technology in operations in the past.

CIO is a business partner – not a “plumber”. Providing technical

expertise and input into I.S. decisions and understanding the key

business inputs required to make good decisions.

Lessons I learned as a CIO that can help you

Be aligned with the business. Be OK with not making all the decisions.

Do not treat I.S. as an end to itself, rather as a key component of the

business. The business leaders must own technology decisions and

use – I.S.

MARC PROBST

CIO & VP of Information Systems

Intermountain Healthcare

CIO is a business

partner- not a

“plumber”

Marc Probst is the Chief Information Officer and

Vice President at Intermountain Healthcare, an

integrated delivery network (IDN) based in Salt

Lake City, Utah. Additionally, Marc has been

appointed to serve on the Federal Healthcare

Information Technology Policy Committee which

is assisting in developing HIT Policy for the U.S.

Government. He is also a Board Member of the

Utah Health Information Network as well as

Board Member of the Utah Food Bank.

Marc is experienced in information technology

planning, design, development, deployment

and operation and has been involved with

Information Technology and Healthcare services

for the past 23 years.

Prior to Intermountain, Marc was a Partner with

Deloitte Consulting and Ernst & Young, serving

healthcare provider and payer organizations. He

has significant interest in the use of information

technology to increase patient care quality and

lower the costs of care.

CIO|142|Outlook 2 0 1 3

CIO INSIGHTS HOSPITAL & HEALTHCARE

About Us

Realization provides engineering performance management

software that helps companies finish their projects 20 to 50

percent faster. Its clients have already realized more than $3.5B in

additional cash and profits by bringing new products to market

faster, by reducing operational downtime, and by finishing

infrastructure projects on time. For their groundbreaking

achievements, Realization and its clients have received such

awards as the Franz Edelman award, the Shingo Prize, and the US

Air Force Chief of Staff Excellence Award.

Headquarters

Offices: 125 South Market Street,

San Jose,

CA 95113

Website: http://www.realization.com

Industry: Software

Type: Private company

Company Size: 51-100 employees

Founded: 1999

Realization Technologies, Inc.

Product Offerings

Streamliner™ engineering performance management software;

Project Execution Office services for end-to-end management of

capital projects in developing countries.

The Realization Advantage

Streamliner increases engineering output and cuts cycle times.

This innovative product simplifies engineering processes by

transforming complicated Gantt charts into simple workstreams.

Streamliner’s approach includes three industry firsts :

•Planning matrix: Replaces inflexible Gantt charts with an

easy to use interface resulting in clear project priorities and

fewer errors

•Standard delivery units: Task standardization means less

effort is required to monitor and measure projects

•Integrated scope, schedule and cost management: Scope

and schedule changes are accommodated quickly, and costs

are easily managed through a single dashboard

Differentiating Factors:Value and simplicity

Revenue Model: Direct Sales

Clientele: ABB, Amdocs, Boeing, Delta Air lines, Larsen & Toubro,

LeTourneau, Medtronic, NASA, Spirit Aerosystems, TATA Steel, the

US AirForce, the US Army and the US Navy.

Investors: Bootstrapped and grown organically by reinvesting

profits.

Competitors: Microsoft, RallyDev

Sanjeev Gupta

Founder and CEO

Sanjeev Gupta founded Realization to help organizations

complete their projects faster and more efficiently. Realization is

Sanjeev's second venture. His earlier venture, Thru-Put

Technologies, was a category-leading provider of

manufacturing planning and scheduling software.

Sanjeev is a mechanical engineer from the Indian Institute of

Technology – Delhi, and also holds a MS in Mechanical

Engineering from Virginia Tech, and a MS in Management and

Public Policy from Carnegie Mellon University. He began his

career at Xerox and founded Thru-Put when he was 28. Sanjeev

has spoken at numerous conferences and has been cited by USA

Today and Fortune. He has authored articles for such

publications as the Harvard Business Review and PM Network.

Realization software helps companies

nish their projects 20 to 50 percent

faster

”

“

CIO|143|Outlook 2 0 1 3

CIO|144|Outlook 2 0 1 3

Challenges in technology to meet enterprise needs in 2013 and

expectations.

My biggest wish would be to have a tool that reviews critical

business applications and can someway harvest the business logic

that only exists in the code and is forgotten because the resources

who created the solutions have left the company(retired) and the

next generation of workers do not have the experience to maintain

the and transform the business logic to a new set of tools

The areas in business environment where solutions do not yet

exist or not up to the mark, and which if existed, would've made

job easier.

We are in the process of switching technology stacks and migrating

our core business applications to a new platform. Business logic and

knowledge is embedded into the program code and does not exist

in our documentation. If there was a way to harvest business logic

from code to guarantee business functionality will not be lost, this

would be very useful.

The switch in technology stack requires a more highly designed and

tuned security solution. Data and service security from unauthorized

access because of a cloud deployment needs to be more fully

developed.

Technology Trends Impacting Enterprise Business Environment

The first trend is Big Data. Being an Insurance company means we

have access to a tremendous amount of data. Building out a more

robust Information based environment using the data is going to

provide a real value to the organization.

Second trend is mobility and cloud computing. Being able to deploy

key applications to the cloud and access the services through a

number of mobile access points will offer a more cost effective model

and easier platform to conduct business.

My roles and responsibilities as a CIO

The biggest difference in my role as CIO is the change of focus from

Solution Provider to more of Business/Enterprise Architect. More of

my time is spent determining the impacts technology changes will

have on the growth and profitability of the organization and how

changes will impact the flow of work through the organization.

Lessons I learned as a CIO that can help you

One, Do not underestimate the complexity of moving to SOA and

Agile methods. Two, Spend more time with the business to

understand organizational change management with regards to

technology changes. Three, Have the courage and be prepared to

transform aging application portfolios to meet the future demands of

the company. The cost of change is high both economically and

professionally, but now our focus should be on sponsoring and

implementing a set of modern services that will not limit business

opportunities for growth and profitability.

CHRISTOPHER A GRAHAM

CIO

Church Mutual Insurance Company

Graham joined Church Mutual as Vice President - Chief

Information Officer in 1997. Graham was an officer at a

Milwaukee-based insurance company before coming to

Church Mutual. He earned a bachelor's degree in business

administration (marketing major) from Cleveland State

University and a master's degree in business administration

from the University of Wisconsin - Oshkosh. In 2005,

Computerworld Magazine named Graham on its list of the Top

100 chief information officers in America. Graham is Vice Chair

of the St. Francis Xavier parish council and serves on the

UW - Oshkosh MBA advisory board.

Have the courage and be

prepared to transform aging

application portfolios to meet

the future demands of the

company

FINANCIAL SERVICES

”

CIO|145|Outlook 2 0 1 3

ABOUT US

RedSeal Networks is the leading provider of

security risk management solutions for

cyber attack prevention. Using patented

network visualization and predictive threat

modeling, RedSeal provides the most

complete picture of risk from cyber attacks.

The RedSeal Platform delivers the industry’s

most powerful network security insights,

illuminating network security dark space

and enabling enterprises to continuously

monitor controls. The world’s largest

government and commercial organizations

use RedSeal to prioritize vulnerability

remediation efforts, dramatically cut

compliance costs and optimize their

security architecture.

FOUNDED: 2004

INVESTORS:

Venrock, OVP, Sutter Hill, JAFCO, Leapfrog

and In-Q-Tel.

COMPETITORS:

Tufin, FireMon, SkyBox, AlgoSec

OFFICE:

3965 Freedom Circle, suite 800, Santa Clara,

CA 95054

WEBSITE: www.redsealnetworks.com

CLIENTELE

RedSeal works with some of the largest

companies with the largest networks in the

world. Our clients include some of the

world’s largest financial services companies

like Morgan Stanley, high-tech leaders like

Cisco, three of the five US intelligence

agencies, and In-Q-Tel, who is also an

investor in RedSeal.

PRODUCT OFFERINGS FOR

ENTERPRISE:

RedSeal 6.5 Platform is a culmination of

features and includes the ability to visualize

and continuously monitor access policy

between both wired and wireless networks

to enhance existing BYOD initiatives, deeper

risk analysis and metrics for the proactive

mitigation of enterprise threats, and

extensive integration into four of the

leading SIEM solutions, helping to further

prioritize critical events leading to

compromise.

DIFFERENTIATING FACTORS:

RedSeal Platform was designed to protect

companies and government agencies from

attacks across the network. Companies are

especially in vulnerable network “dark

space”—the up to 18 percent of network

infrastructure that is unmanaged,

unmonitored, and unseen by security tools

because administrators don’t know it exists.

With RedSeal 6.5, customers can now get a

complete security risk map, including all

infrastructure, to reduce the attack risk

surface and properly prioritize risk

mitigation strategies.

Additionally, Security and Information

Event Management systems have emerged

to become the defacto standard in

Enterprise networks to correlate and

normalize reactive, incident-based events

from disparate security devices and

applications.

WAYS PRODUCT ADD VALUE TO THE

CUSTOMER ENVIRONMENT:

In a highly complex network with tens of

thousands of nodes, most organizations

find it challenging to maintain a complete

view of their environment. RedSeal

estimates that most organizations are only

monitoring as little as 82 percent of their

network, leaving up to 18 percent as

network dark space- exposed simply

because it’s not on their radar.

REVENUE MODEL:

RedSeal’s product is offered on either a

perpetual license or subscription basis and

sold by device count or corporate-wide

licenses. Our distribution model includes

both a direct sales force as well as channel

partners. We market on a world-wide basis.

Our product has been accepted at and

supports small to medium as well as

Fortune 100 enterprises. We have

experienced annual revenue growth of over

80 percent over the last 3 years.

TIME LINE:

• Founding date: 2004

• First product Introduction: 2006

• Dr. Jain named as CEO: July 2011

• RedSeal 5.0 Introduced: Nov. 2011

• RedSeal Expands Globally: Nov. 2011

• RedSeal 6.5 is introduced: Jan. 2013

KEY PERSON

DR. PARVEEN JAIN

President and CEO

Dr. Praveen Jain is a seasoned corporate executive and entrepreneur. Most

recently, he served as co-founder and CEO of Jovian DATA, subsequently

acquired by MarketShare Partners. Dr. Jain previously held multiple senior

executive roles at McAfee, serving as Executive Vice President for

CorporateDevelopment and Strategy, and also as CMO and Executive Vice

President of Marketing. Prior to joining McAfee, Dr. Jain was co-founder

and CEO of IntruVert Networks, a pioneer in the intrusion detection and

prevention market before being acquired by the security giant in May 2003.

CONTACT: Email: info@redsealnetworks.com • Tele: (408) 641-2200

It’s all about the

business and how IT can

support and enhance

business functions and

not how the business

supports IT.

Jason Van Den Eeden joined ATI Physical Therapy as

the Chief Information Officer in APril 2007. In this role,

he is responsible for all aspects of disease

management, healthcare, telephonic nursing, health

& wellness coaching. He has studied Computer

Information Systems at DeVry University. Prior to this

Jason was Executive Vice President at Matria

Healthcare and Senior Vice President IT at

CorSolutions.

JASON VAN DEN EEDEN

CIO, ATI Physical Therapy

Challenges in technology to meet enterprise needs in

2013 and expectations.

I see two pressing issues that we have to come to terms with:

1) Version and vendor compatibility : The battle between

browsers, formats and OS platforms is forcing a growing divide

between what companies support and even limiting the

ability to upgrade to newer versions because of in

compatibilities.

2) BYOD versus the expectation that IT systems and version

are the latest and greatest: SaaS models provide some

interesting capabilities but pricing and integration are where

they need to be for all company sizes.

The areas in business environment where solutions do not

exist yet

Interoperability and security are areas that need to come along

and be maintainable within an organization.

Technology Trends Impacting Enterprise Business

Environment

Cloud services and remote accessibility trends and capabilities

will be key areas to watch in the next couple of years.

My roles and responsibilities as a CIO

CIO’s will continue to be business partners and spend a

majority of their time solving business problems and providing

efficiencies across all business lines.

Lessons learned as a CIO

It’s all about the business and how IT can support and enhance

business functions and not how the business supports IT.

HEALTHCARE

CIO INSIGHTS

CIO|146|Outlook 2 0 1 3

How does your product add value to the

customer environment?

Sapience is an innovative, patent-pending

product that delivers 20+% improvement

in business outcome, thereby directly

impacting top line or bottom line

depending on your revenue model.

Built for the enterprise, Sapience provides

automated effort visibility at every level of

the organization. CxO/VPs can build a lean

and efficient organization, by optimizing

capacity allocation across the company.

Managers get a high level view of work

patterns, helping them guide the team on

improvement areas.

CLIENTELE:

In just 2 years, Sapience clientele includes 1

Fortune 50 firm, 3 of Top 10 Indian IT

companies, several billion dollar global ISVs,

and many other medium and small

enterprises in IT, ITes, Engineering Services,

KPOs, and back offices in Finance and Retail.

Sapience has analyzed 22 million work

hours across 35+ clients to date.

INVESTORS:

$1.2M in funding from Seed Enterprises and

the Indian Angel Network.

COMPETITORS:

As the first movers in the space we are

creating a new market, and hence Sapience

remains the only product available globally

that delivers enterprise class automated

time/effort analytics.

Our challenge is to make prospects realize

the difference between Sapience and the

several low-level employee monitoring

tools that exist in the market. The latter only

deliver a flood of data about what each

employee is doing all the time.

Sapience sources Time Utilization at

individual level. However, only work related

data, excluding all personal time, is

converted into Work Patterns across the

entire organization hierarchy.

ABOUT US:

Sapience Analytics’ (www.sapience.net)

eponymously named product is an

innovative solution that transforms

business outcome with 20% increase in

team productivity. The patent-pending

product has been the recipient of a number

of industry awards, including IDG Channel

World Hot 50 Companies (2013), NASSCOM

Top 10 ‘Made in India’ Enterprise Product at

IP4Biz (2012 ) and Red Herring 2011 Asia Top

100 technology company.

FOUNDED: 2009

OFFICES: Headquartered in Pune, India.

Sales offices in Bangalore, San Jose, and

London.

WEBSITE: www.sapience.net

PRODUCT OFFERINGS:

Sapience is available as an Enterprise

solution for organizations ranging from tens

to several thousand employees. The

Sapience Analytics Server can be deployed

either on a Sapience hosted cloud

server(SaaS model) or a customer owned

on-premise server.

WHAT NEXT?

Sapience is broadening its offerings to

provide work pattern insights for 24x7 work

done anywhere. Besides Windows, it will be

available in 2013 on Linux, MAC,

smartphones and tablets.

DIFFERENTIATING FACTORS

Sapience’s key USP is that it delivers 20+%

increase in productivity, which is vital in

today’s business environment. The gain is

achieved without requiring any change in

process or existing management effort.

Work output gain becomes possible with

Sapience through its Enterprise Effort

Visibility.

REVENUE MODEL

Designed for organizations ranging from

tens to several thousand employees,

Sapience offers a simple subscription (per

user per year) licensing model.

CONTACT INFORMATION:

Avani Nagwann: avani@sapience.net

Headquarters - 'AVENIR', 2nd Floor,

Bapusaheb Purandhare Lane

Shivajinagar, Pune 411004, India

Email: sales@sapience.net

Tele: +91 20 2551 0090 & +91 932 636 7896

SAPIENCE ANALYTICS

KEY EXECUTIVES:

Sapience Analytics is founded by four serial entrepreneurs - Shirish Deodhar,

Madhukar Bhatia, Swati Deodhar and Hemant Joshi. They have a strong product

DNA, and 25+ years each of experience in their own firms and at global ISVs, where

they played key technical and leadership roles.

Shirish Deodhar, Co-Founder and CEO, has over 30 years of software industry

experience in US and India, and Sapience Analytics is his third venture. His two

previous companies had successful exits to global majors - Frontier Software with

VERITAS Software (now Symantec Corp.), and In-Reality Software with Symphony

Services Inc.

Shirish did his B-Tech (EE) from IIT Mumbai, followed by a Master's degree from USA.

He has a US patent, has filed recently for two more, presented ten technical papers,

won several excellence awards, and has written a book titled 'From Entrepreneurs to

Leaders' published by McGraw-Hill in 2010.

CIO|147|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

expectations.

I expect the pace of change, the need for

quick-hit business solutions to increase

exponentially. My wish for 2013 and

beyond for solutions and technology

providers is to simplify the IT supply

chain, just as traditional business supply

chains have had to adjust to changing

business conditions. We can’t afford to

do IT related business transactions the

same way we’ve been doing business for

20+ years. Contracts need to be simpler,

CONSTRUCTION

license terms need to be simpler,

customer support capabilities need to be

streamlined. It’s time for IT solution

providers to step up and recognize it’s a

new world for the IT supply chain.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier.

With millions of dollars going into

advertising “cloud solutions” for common

business challenges, the cloud isn’t as

simple as it might seem in an

advertisement. Data standards and lack

of simplified integration are pain points.

Solutions need to mesh together. Islands

of solutions feel good for a few months,

but quickly become painful islands of

data.

My roles and responsibilities as a CIO

More than ever, the CIO role has evolved

from an IT person that knows a lot about

business, to a business person that knows

a lot about IT. CIO’s have a somewhat

unique vantage point of being able to

look vertically and horizontally at a

traditional global matrix organization.

Because it’s unique, a CIO needs to use

this as an opportunity to make a

difference. Don’t experience change,

drive change! Don’t watch your

organization change, lead it!

Technology Trends Impacting

Enterprise Business Environment

Social media is changing customer

interactions. The “always on” mentality is

stretching traditional products and

services. More electronics devices are

connected to the web and that trend will

escalate rapidly. Harnessing and acting

on the data associated with social media

and “always on” web enabled devices will

prove to be a HUGE challenge going

forward. From an IT perspective, we need

to be in front of our business partners

from a planning and capability

perspective, but move in unison with the

business partners from an execution

standpoint.

Lessons I learned as a CIO that can

help you

It’s become mandatory for CIO’s to

immerse themselves in the business.

Know P/L’s, customer analytics, and

consumer insights as well as the people

running business units. Understand

business challenges, look at strategic

plans, travel with sales reps, sit with

customer services representatives, use

your company’s website, keep track of

what your competitors are doing on the

web. You gain respect and trust from

your business partners by being with

them, not by doing things to them.

Don’t be afraid to get your hands dirty

occasionally in IT. And especially don’t be

afraid of a project that just doesn’t work

out. No one bats a thousand, learn and

move on.

JOHN C. MOON

CIO

Johnson Outdoors Inc.

John is the Vice President and Chief

Information Officer of Johnson

Outdoors Inc. He enjoyed a successful

23 year career at Baxter International

Inc. and Caremark International where

he held a variety of positions of

increasing responsibility before being

named Baxter’s Chief Information

Officer in 2000 and Corporate Vice

President in 2002. Prior to joining

Baxter, he held positions in the

telecommunications and software

industries. John was named CIO of the

Year in 2001 by the Association of

Information Technology Professionals

and was selected as a Premier 100 IT

Leader by Computerworld Magazine in

2003.

CIO INSIGHTS

CIO|148|Outlook 2 0 1 3

SolvePath by Senexx is a 3rd generation Questions and Answers Collaboration platform which provides

a new way to help corporate employees find information and subject matter experts quickly and easily.

"An internal Q & A collaboration platform like SolvePath that

not only leverages unstructured data to enhance the user

experience, but that can also integrate with other

collaboration tools could result in significant productivity

gains.” (Brad Shimmin, Analyst for Current Analysis.)

SOLUTION OFFERING

About 80% of valuable information in an enterprise is unstructured data

like emails and files. Research shows that corporate employees spend up

to 20% of their workday searching for information, and consume nearly

30%of their time reading, writing and responding to emails.

SolvePath helps companies improve employee productivity and job

performance by accelerating and simplifying access to internal

corporate knowledge. It enables employees to ask questions in natural

language, explore topics and find experts directly from their

organizations’ existing email, instant messaging and internal social

networks or from the unique web platform.

We take a great pride in our IT and Management Dashboard and

Analytics. We provide your team the ability to control which data is being

shared, suspending users and removing unauthorized content. With a

click of a button you can download all the data and freeze the entire

system.

PRICING

Basic, Premium: Contact US

Senexx offers custom integrations with other

leading CRM, knowledge management, customer

support and social business software platforms for

companies who wishes to build on the investment

of existing systems.

When you ask a question,

SolvePath will propose

previously asked

questions

When you are ready to post

your question, SolvePath will

automatically tag it with

relevant topics

SolvePath notifies colleagues

who match the questions

topics, as well as other

colleagues you select to notify

The answer are stored in

SolvePath. You can now rank

them and choose the most

helpful answer for your question

GO TO SENEXX.COM and try our dynamic SANDBOX demo environment FREE

contact@senexx.com

WEBSITE

www.senexx.com

CIO|149|Outlook 2 0 1 3

CIO|150|Outlook 2 0 1 3

Challenges in technology to meet enterprise

needs in 2013 and expectations.

2013 needs to be the year we instill analytics into daily worker routines. Our

workers need real-time, integrated information from a digitized city at their

fingertips. The City needs to go beyond our existing mission control capabilities

with a new intelligent operations platform and information commons to more

efficiently handle the event horizon that often drives city actions. A robust

information exchange of city data from all departments, along with analytical

tools, such as an anomaly locator, cause-n-effect analyzer, hotspot detector and

pattern discoverer, are necessary to empower the workforce through technology.

Workers also need a tool to register and locate the City’s information assets, so our

employees can share information on-demand for their daily decision making.

The areas in business environment where solutions do not yet exist or not up

to the mark, and which if existed, would've made job easier.

Government needs to formulate better two-way public communications-

creating a compelling destination for city residents and businesses to engage city

government with an interactive e-government platform, built on open-source

technology, where constituents can engage with policymakers, service providers

and each other to build better government and neighborhoods. We seek to go

beyond a static web presence to real-time collaboration among all community

stakeholders – residents, community-organizers, employers, and business

operators. Social media, an intelligent operations platform and other

technologies will provide analytics and visualization tools to revolutionize how

we inform and engage constituents to sustain vibrant, livable neighborhoods. To

overcome longstanding barriers to truly interoperable e-government, agency

boundaries should be invisible to those served.

Technology Trends Impacting Enterprise Business Environment

Unless all our residents embrace the digital society being built, they will not be

able to participate fully. A vibrant City needs digitally literate residents. As we move

further into a technology-based society, city government can act as a catalyst to

ensure digital inclusion by all neighborhoods and their residents. To accomplish

this, households need to have the tools (computer with internet access), be

digitally literate (not only in using the tools but understanding how to safely take

advantage of the sea of knowledge we call the Internet), and see the value

proposition for embracing the digital society.

My roles and responsibilities as a CIO

My career movement from federal to state to local government service has placed

me closer to where the “rubber meets the road.” At the same time the CIO role has

been forced to move from operating technology to ‘technology solution’ provider

to ‘business solution’ provider. Determining possibilities through technology for

the various interventions governments take on-from youth violence to

economic development-determines the value proposition IT can posit.

Delivering value gains trust and trust is the capital that government runs on.

Lessons I learned as a CIO that can help you

When it comes to the public sector, IT rarely generates votes. Hence, one’s

ability to identify useful interventions, develop strategies to deal with the

matters at hand, and execute flawlessly on those strategies, is key to success for

the public sector CIO.

OTTO DOLL

CIO

City of Minneapolis

Otto was appointed the City of Minneapolis Chief

Information Officer (CIO) in February 2011,

responsible for all IT operations. Formally South

Dakota's CIO for 15 years with responsibility for all

state government computing, telecommunications,

state radio and public broadcasting. He has advised

Fortune 1000, federal, state, and local government

CIOs on information technology assessment and

alignment to business needs. He has served as a

Director with the United States General Services

Administration, developing information technology

strategic plans and oversight policy. He is a past

President of NASCIO - a national organization of

state CIOs.

Delivering value gains

trust and trust is the

capital that

government runs on.

GOVERNMENT

ADMINISTRATION

”

CIO|151|Outlook 2 0 1 3

JORGE L. TITINGER

President & CEO

SGI

In February 2012, Jorge L. Titinger joined SGI as

President, Chief Executive Officer and member

of the Board of Directors. Prior to SGI, Titinger

served as President, CEO and COO at Verigy.

Before Verigy, Titinger held executive positions

at FormFactor, KLA-Tencor Corporation, Applied

Materials, Hewlett-Packard Company and MIPS

Computer Systems. He earned a bachelor’s and

master’s degree in electrical engineering and a

master’s degree in engineering management

from Stanford University.

As a CEO you constantly interact with several CIOs. What do you

think is their biggest challenge/pain point which you are trying

to address?

All of our customers are challenged with keeping pace with capturing,

storing and processing Big Data and how to turn Big Data into real value.

CIOs today need technology partners who can help them manage what

they have today with a solution that can scale for the future.

Can you briefly describe the vision of SGI behind your product

and differentiating themes?

SGI is the leader in technical computing. We provide the servers and

storage needed for the speed and scale of Big Data. Beyond being just

a hardware provider, we have complete solutions that help our

customers to find answers to their most complex and data-intensive

problems.

Who are your customers?

CIOs, IT professionals and researchers from science, government and

commercial laboratories and institutions are using SGI solutions to

achieve important advances in all data-intensive fields. SGI was at the

forefront of coining the term Big Data and our entire heritage has been

built around what it takes to harness it.

What is your customer value proposition?

SGI solutions addresses Big Data and High Performance Computing

(HPC) needs, with hardware and software, scale up and scale out

computing as well as industry-leading tiered virtualized storage

solutions. Our energy efficient hardware, based on open standards, is

built and tested in our factory to roll into your data center and is up and

running within hours.

How have your products/solutions benefited your customers?

Everyday, SGI drives ROI for customers, enabling groundbreaking life

sciences research, cutting costs and time to market for manufacturers,

and saving billions of dollars by detecting fraud, even analyzing social

media to predict political and social unrest. The Institute of Cancer

Research uses SGI to find the cure to cancer and other serious diseases.

Air Liquide and Sikorsky use SGI to model and simulate product designs

before going into production to save significant dollars and cutting time

to market. A major postal carrier stops postage fraud with SGI

capabilities, just to name a few examples.

What is your competitive landscape?

SGI has deployed Big Data and HPC solutions for decades. Our solutions

scale linearly in size and performance, and they reach customers fully

integrated and tested. No other vendor does this.

Website: www.sgi.com

Address: Corporate Headquarters

46600 Landing Parkway

Fremont, CA 94538

Tel: 510-933-8300

Email: SGImedia@ogilvy.com

CIO|152|Outlook 2 0 1 3

Challenges in technology to meet enterprise needs in 2013 and expectations.

Security continues to be a major problem. The increasing risk constantly drives up

costs. In the 1980’s, we were not supporting a security department working with

firewall, AV, IDS, and IPS systems. There was hacking but it was of a different nature.

As profiteering, global politics, and hacktivism evolve it is glaring that systems were

not designed for security. Mobile devices carry more and more targetable

information with inadequate controls.We really need to look at building security in

from the ground up, from the OS, application and network layers. Any solutions along

this vector would have my attention.

The areas in business environment where solutions do not yet exist or not up

to the mark, and which if existed, would've made job easier.

Managing identities and provisioning proper access (IAM) is still in its infancy. From

the users perspective we're not delivering

an optimized experience, and from a

management standpoint, for instance

redeploying access as roles change is

always belated. IAM needs to expand to a

national level and we need to move in that

direction, not with just one solution but

with inter-operable standards. It’s complex,

but initiatives like NSTIC www.nist.gov/nstic/ seem promising.

Being in the Higher Ed sector, I see that edutainment is a valuable tool for our

students. Using that development model to ensure the staff remains engaged and

learning new technologies via online educational entertainment could be optimized,

these alternatives are important when travel funding is limited.

Technology Trends Impacting Enterprise Business Environment

I see a cluster of: Cloud; Big Data; Mobile; Social; and Unified Communications

(w/video) that are all critical elements of maintaining relevance. Taking these on in

prioritized clusters that can be deeply integrated into our infrastructure is essential.

Currently, Unified Communications is in process, as is a one-stop mobile portal, and

we’re also analyzing our own Big Data.

My roles and responsibilities as a CIO

In the “old days” I.T. seemed aloof and even shamanistic, but was also more or less

confined to keeping the trains running, which is still important. The “New CIO” needs

to focus less on the technicalities of IT and more on ensuring its capabilities are

relevant to business processes and supporting the organizations strategy. IT leaders

are better positioned now to be a top level partner in the business.

Lessons I learned as a CIO that can help you

With any large project the technology is the easy part of implementation. The

difficult parts are the social aspects. You want your constituents as well as your staff

to be your best advocates, and this can be an artful dance when there are

conflicting motivations. As a leader you have to develop the internal strength to

accept that all types of problems are going to occur, the most painful of which will

be social and not related to your character or behavior. You can’t let it affect you

internally or your performance will suffer. There are some good tools for developing

this; a web search on “inner strength leaders” will open a variety of doors to explore.

DR. JOHN ISENHOUR

Associate CIO and CTO

Kennesaw State University

IT leaders are better

positioned now to be a

top level partner in

the business

EDUCATION

Dr. John has over 28 years of

experience in Information Technology,

Networking, Information Security,

large scale system design and Library

automation. His experience was

gained hrough his association with

five diverse Higher Education

institutions, from the National Particle

Accelerator Laboratory (including

starting very early web services in the

USA) to Kenyon College, as well as

research at a medical school and other

R1 Environments. He has a BA in

Psychology from the University of

Louisville, a MS, and a Ph.D. from the

University of Illinois.

CIO INSIGHTS

CIO|154|Outlook 2 0 1 3

PATRICK THOMPSON

EVP of Administration and CIO

Amedisys.

PATRICK THOMPSON

EVP of Administration and CIO

Amedisys.

Challenges in technology to meet enterprise needs in 2013 &

expectations.

Balancing cost cuts with demand of enterprise needs are some of the biggest

challenges that we are faced within 2013.

The areas in business environment where solutions do not yet exist or not

up to the mark, and which if existed, would've made job easier.

Slate computers that are secure for the healthcare industry that also have touch

pad and high performance would be a solution that would make our job

easier.

Technology Trends Impacting Enterprise Business Environment

Social networking in the enterprise for business improvement.

My roles and responsibilities as a CIO

I am currently an EVP of Administration (Sourcing and HR and IT) and CIO.

Lessons I learned as a CIO that can help you

Learn the business and enable the business; alignment in itself isn’t enough

anymore.

Patrick joined Amedisys in 2010 as Executive Vice

President of Administration and CIO. He is

responsible for the strategic vision of

Information Technology for the company and

also oversees the Human Resources and

Contracting departments.

He has held positions as Executive Vice

President, Chief Administrative Officer and Chief

Information Officer of The Shaw Group, a

fortune 500 company, as well as EVP and Chief

Information Officer at Turner Industries, a

privately held fortune 500 company. He was also

the Chief Operating Officer of a two billion

subsidiary of The Shaw Group.

Patrick has served on several technology boards

and was honored with Top 100 CIO awards for

both CIO and Computerworld magazines. He was

also acknowledged in ExecRank’s Top 500 CIO

Rankings.

Patrick graduated from Louisiana State

University.

HOSPITAL & HEALTHCARE

Learn the business

and enable the

business;

alignment in itself

isn’t enough

anymore.

PATRICK THOMPSON

EVP of Administration and CIO

Amedisys.

CIO INSIGHTS

CIO|155|Outlook 2 0 1 3

ABOUT COMPANY

TechAhead is a leading Mobile Application Development

company that has successfully developed and deployed

hundreds of mobile apps across different platforms, including

iOS, Android and Windows. The company has been recognized

as one of the top 15 mobile development firm in Sourcing Line’s

Leaders Matrix research. With a work philosophy that revolves

around customer delight, the company has developed apps

across various genres for clients from across the globe.

How does your product add value to the customer

environment?

Our name is synonym with who we are and what we deliver

to our clients. We have a distinction of creating

technologically superior apps or TAPPS.

TAPPS ARE APPS THAT ARE TECHNOLOGICALLY SUPERIOR.

THEY FLOW BETTER, THEY WORK SMOOTHER, THEY RESPOND

QUICKER, THEY ADAPT TO DIFFERENT DEVICES. THEY ARE

INTELLIGENT, THEY ARE WHAT MAKES THE APP EXPERIENCE

WHAT AN APP EXPERIENCE SHOULD BE. AND WE MAKE

BETTER TAPPS THAN ANYONE ELSE.

CLIENTELE:

Michel Angelo, Orra Diamonds, Penta Puzzle, Metropolitan

Chess, Who’s Free, Newshunt, BuildingBok, Receipt Fairy

PRODUCT OFFERINGS:

iPhone Application Development

iPad Application Development

Android Application Development

DIFFERENTIATING FACTORS:

By working towards exceeding client expectations,

TechAhead delivers solutions that not only help realize ideas

but also maximize the core business value through improving

processes. Besides extreme engineering expertise,

TechAhead works with complete project transparency,

experienced talent, and guaranteed on-time delivery within

budgets. This gives clients the benefit of getting mobile

development with superior design and user interface – two

key factors for success in the marketplace.

REVENUE MODEL:

TechAhead follows a simple revenue model with the two

main revenue streams coming from Mobile Application

Development and Web Application Development.

KEY EXECUTIVES:

Vikas Kaushik

Vikas is a dynamic leader with a combination of technical

expertise and great execution ability. Under his leadership, the team

continues to deliver every project as per the client’s expectations

and has been featured in Leader’s matrix for being one of the best

mobile app development companies in the world.

YEAR: 2009

OFFICES:

US : 33300 Egypt Lane, Suite L-100, Magnolia, (TX) - 77354

India : D-49, Sector 63, Noida (UP) 201301

TechAhead

Founded

TIMELINE :

LIFF Mobile App Partner

TiE Mobile App Partner Top 15 Mobile App Company

Nov 2009 Sep 2011 June 2012 Jan 2013

CIO|156|Outlook 2 0 1 3

Challenges in technology to

meet enterprise needs

in 2013 and expectations.

There are pretty much the same

challenges with a $100 million dollar

company just like the $5 billion

dollar company I came from with

about the same proportion of IT

spend. Take for example security.

Any mid-sized organization that

feels their size makes them less

susceptible to malware threats or

even data leakage is fooling

themselves. I’m pleased to see the

growth in security as a service but

think the industry has a long way to

go with a lot of opportunities for

niche players that cater to my size

market.

The areas in business

environment where solutions do

not yet exist or not up to the

mark, and which if existed,

would've made job easier.

For me it’s security and data leakage.

Penetrating an organization from

the inside is relatively simple and

very effective. As more and more of

our private lives become publically

accessible via social media, so do the

phishing opportunities which allow

someone to gain authorized access

to a company’s environment. I call

these individuals “trusted intruders”

and every organization should fear

them. My concern is that everyone

thinks they can’t be phished when

the fact is, about 15%-25% of the

people I target in a pen test fail.

My roles & responsibilities as a CIO

Since I’m a relatively new CIO,

probably the biggest change is the

transition from managing technology

to leveraging technology to drive

operations. I’ve been fortunate to

work for a CIO in my prior

organization that not only had a

good technology background but

could also align our IT strategy to our

divisional business goals. I believe

the role of a CIO has already

changed from being technology

focused to one that helps drive

business strategy.

Technology Trends Impacting

Enterprise Business Environment

Big data is the first thing that comes

to mind because it will allow my

organization to gain customer

insights like we’ve never had before.

We’ll be able to measure the

effectiveness of our services and

look for new opportunities to serve

our customers better. Cloud and

social media are also game changers

but there’s still a lot of hype behind

the madness and there’s significant

security and privacy issues that have

yet to be resolved.

Lessons I learned as a CIO that can

help you

Communications: Can’t stress this

enough. Learn how to listen, reflect

and respond. If you’re a good

communicator, everything else gets

a lot easier.

Openness: Listen to your staff, users

and leadership peers. Make them

part of the decision making process

to guarantee buy-in for IT projects.

When everyone is on the same page

and feels part of the process,

problems are easy to solve.

Embrace Diversity: Surround

yourself with people that make up

for your weaknesses and think

differently than you do. Leaders

those feel threatened by someone

who is smarter than them are sure to

fail. There’s a reason why companies

like GE, Apple & Google, that recruit

globally, do so well.

Know Your Business: Better

understand what makes your

business tick. Things like knowing

the business drivers, metrics and

what’s important to your company

and being able to align with them

will gain you a lot of respect and

credibility. Otherwise, you’re just a

necessary expense.

TONY HASHEM

CIO

Holmes Murphy

INSURANCE

Hashem has been the CIO of Holmes Murphy

since December 2011. He has over 20 years

of broad IT experience within the financial

services and insurance industries.

Hashem holds three patents for technology

and business process automation, and also

developed the document imaging standards

used in the life insurance industry today. He is

also a Certified Information Systems Security

Professional (CISSP). He is also an active

member of ISC2.org, an elite security

organization of certified information security

professionals.

Surround yourself with

people who make up for your

weaknesses and think

differently than you do.

”

CIO INSIGHTS

TROUX ENTERPRISE PORTFOLIO MANAGEMENT

Troux Enterprise Portfolio Management (EPM) solutions enable a movement from ‘IT

Portfolio Management’ to a comprehensive ‘Enterprise Portfolio Management’

approach. With Troux, enterprise IT related information is categorized into four

portfolios (Applications, Investments, Technology, Information) and Business related

information into two portfolios (Business Goals and Strategy, Business

Architecture).Capturing and managing information in the context of these portfolios

is the key component to providing visibility and synchronization between business

and IT investments. Troux’s approach empowers businesses to analyze and make

better decisions across a wide range of operational and transformational initiatives.

SUPPORTING KEY INITIATIVES

This approach empowers businesses to analyze and make better decisions across a

wide range of operational and transformational initiatives including:

Business Centric Use Cases:

• Business Goal & Strategy Planning

• Business & IT Alignment

• Mergers & Acquisitions

• Divestitures

IT Centric Use Cases:

• Application Portfolio Management

• Cloud Transformation

• Data Center Consolidation

• Investment & Program Management

DELIVERING RESULTS

Troux delivers results for over 300 of the

world’s best known brands including:

American Express, AstraZeneca, Bayer

Health Care, Boeing, Cisco, Disney,

Fidelity, USAA, U.S. Department of

Homeland Security, Vodafone and

Walmart.

Email: ContactUs@troux.com

Telephone: +1 512 493 9550.

Twitter: @trouxsoftware

Facebook: facebook.com/trouxsoftware

Blog: blog.troux.com

TROUX

About us

Troux helps the world’s leading

commercial and government

enterprises make better decisions, faster.

Using Troux, business leaders can

connect business context to IT and gain

new levels of visibility and management

control over key areas of their business.

Troux delivers transparency that

empowers business leaders with a

real-time view into the IT assets spread

across their company. Troux-powered

data visualizations and analytics illustrate

how IT supports corporate goals,

strategies, and core business processes.

The result: business leaders better

understand which IT assets are needed

to function, operate and grow their

business, and make well- informed

investment and divestment decisions.

CIO|158|Outlook 2 0 1 3

Challenges in technology to meet enterprise needs in 2013 and expectations

Technology is constantly evolving and advancing, our customers and employees have

more access than ever through the Internet and mobile devices. Demands for

information, anytime and anywhere, continue to pressure IT organizations to provide

secure access to applications and information similar to the services provided by

Google, Microsoft, Apple, Sales Force and a host of other vendors large and small. CIOs

like me need strong partnerships with technology providers – whether infrastructure,

applications or services providers – to rapidly evolve and securely extend to our

employees and customers the technologies they need to do quality work, efficiently.

The areas in business environment where solutions do not yet exist or not up to

the mark, and which if existed, would've made job easier

There are many things that may keep CIOs up at night, like natural disasters or internet

hacking, but having good business continuity/disaster recovery and risk management

plans can help to minimize risk. The pain points are more aligned with maintaining an

agile organization that can adopt and introduce new technologies in a way that meets

the demands of the business and offers business value. Virtualization of the

infrastructure, offering Web-based apps via browsers and mobile applications, and

enterprise identity management – are all areas that are in various states of maturity and

need to be advanced.

Technology Trends Impacting Enterprise Business Environment

All organizations will benefit from advancements in mobility and other tools that help

us reach our customers. Another technology trend that is of particular interest is Big

Data, analytics and predictive modeling. Big Data has significant potential in the

healthcare industry, and could bring opportunities in the following areas: fraud

detection, real-time IT system log analytics to improve risk assessment and operational

efficiency, real-time call center interaction analytics to highlight trends and patterns, as

well as early warning capabilities. Big Data also imposes big challenges, including the

integration of data from silos, the application of effective filters, security and privacy

concerns, and the lack of flexible solution architecture for Big Data. While the

challenges are there, it is a trend that will ultimately bring business value and is worth

pursuing.

My roles and responsibilities as a CIO

For starters, it has become much more important to establish a strong working

relationship with business executives across the company. Having a solid business

partnership is an important first step; but, just as important is having a credible IT

organization that has a reputation for delivering business value. With HealthCare

Reform driving significant change and opportunity, much of my own role has been to

ensure that IT has the right organizational competencies, people, processes and

technology to support a company that will double in size by 2015. Becoming an ef-

fective leader, coach, and mentor has increased in importance, as has creating an IT

environment that supports and promotes the adoption of change and transformation.

Lessons learned as a CIO

Focus on people, listen, learn, and establish multi-year priorities with a vision and goals

for the organization. Have a solid three-year plan that maps business priorities to IT

initiatives that help to evolve and mature your IT organization in achieving those goals.

Establish an effective leadership team. Be a good listener, talk to people both in and

outside of your organization, and constantly ask questions. Encourage your leadership

team to do the same. After establishing a plan, put it into action, and communicate

often on progress.

RICK HOPFER

CIO

Molina Healthcare

Rick manages and leads the information

technology department to align enterprise

objectives, programs, and strategies. He has

extensive experience leading large, complex

IT operations in a variety of industries. Prior to

Molina, Rick worked for Sony Pictures

Entertainment where he served as CIO and

Senior VP of IT for over eight years.

Encourage everyone

in the organization to

work toward success

and continue the

momentum by

celebrating the wins.

HEALTHCARE

”

CIO|159|Outlook 2 0 1 3

Sanjay Deshpande

Chief Innovation Officer and CEO

He worked for some of world’s most

respected corporations like Infosys and

premier research institutes like Tata

Research Center, leading their

innovation initiatives before founding in

2003. He has several publications and

patents to his credit. At UNIKEN, he is

in-charge of the overall company

growth strategy and also heads the

Innovation Center. He likes to read and

study Upanishads, Indian and Western

Philosophies. He strongly believes that

big dreams can be realized if there is a

clear vision, a strong team, tons of

patience to deal with difficult situations,

sensitivity and empathy towards other

fellow members.

FOUNDED: 2003

OFFICES: US, India and Dubai

CONTACT INFORMATION:

Email: sam@uniken.com

Telephone: 1-813-943-3552 (US)

91-9823348880 (India Cell)

Fax: +91 20 67253999 (India)

ABOUT COMPANY:

UNIKEN is a technology innovation and

product engineering firm - an evolving,

dynamic, innovation ecosystem that

creates solutions for fundamental

problems that impact human lives. Our

innovation center specializes in enterprise

security solutions, embedded systems and

high-performance computing solutions.

We have more than 100+ members in our

innovation center.

CLIENTELE:

Our patented security technology (REL-ID

Private Internet Technology) has more than

800,000 end-users using our technology

across multiple customers. Our wide

ranging customer base includes some of

the leading global research institutes like

System Biology Institute, Japan, very large

banks like State Bank of India, in India and

some fast growing financial services firms

like Edelweiss and Reliance Capital.

INVESTORS:

We have grown organically over the years

- the original investors are the founders of

the company, who collectively invested

USD 30,000 in 2003! We raised

USD 500,000 in 2007 from one of the angel

investor Mr. Ajay Dubey, former senior

executive from Infosys.

COMPETITORS:

While we don’t have any direct

competitors due to our unique technology

that covers authentication, mobile and

web-app management, and secure private

internet, we end up competing with

authentication product companies like

RSA, Enterprise APP Store Firms like

APPERIAN and secure remote access

technologies from firms like CISCO.

PRODUCT OFFERINGS:

Our flagship product - REL-ID-STORE™ is a

Secure Enterprise Private App (Web-Apps

and Mobile Apps) Store Technology. The

REL-ID-STORE™ is accessed over REL-ID

Virtual Private Internet (R-VPI) using the

REL-ID Client App Secure Container

technology (R-CASCT) available on

multiple devices (Tablets/Mobiles/

Desktops/Laptops) and operating systems

(Windows, Android, iOS, BlackBerry). This

product was launched in Jan 2011, and

since its launch we have more than 800,000

end-users enrolled across multiple large

banks and financial services companies.

WHAT NEXT?

We project a total of 10 million users in the

next 3 years who will access the enterprise

services over our patented REL-ID Private

Internet Technology. The current public

internet is not secure as it was never

designed for conducting secure

transactions hence there is a need for a

breakthrough technology like REL-ID

Private Internet.

DIFFERENTIATING FACTORS:

REL-ID-STORE™ provides a single

integrated solution for multiple

technology requirements like MDM,

Multi-Factor Authentication and Secure

Remote Access through our patented

breakthrough Private Internet technology.

It is the only APP Store technology that

covers both Mobile Apps and Web-Apps.

Security is built-in ensuring that you don’t

have to go for any additional investments

for security. Significantly Reduces

time-to-market through “Build Once

Deploy on Any Device (mobiles, tablets,

desktops and laptops)” framework. It

rapidly Mobile Enables enterprise service

delivery solutions and reduces the TCO in

orders of magnitude due to single

integrated solution.

REVENUE MODEL:

Simple very low sign-up fee for

provisioning followed by usage based

monthly billing.

TIME LINE:

September 2003: Incorporation

November 2004: Innovation Center was

set-up

May 2006: First patent was filed

June 2008: Innovation Center crosses 50

member mark

November 2010: Private Internet

Technology Launched, 2 US Patents

Granted, raised first round of Angel

Investments of USD 500,000

September 2011: REL-ID Enterprise

Security product launched

Jan 2013: REL-ID Crosses 800,000 Enrolled

Users and Innovation Center crosses 100

Member Mark!

CIO|160|Outlook 2 0 1 3

Challenges in technology to meet enterprise needs in 2013 and expecta-

tions.

There are a number of challenges but in many cases they are really not new. IT has

always had the tendency to put out ‘solutions’ and marketing hype around them

significantly in advance of their really being ready for prime time. I believe this is

as much because the actual integration into the fabric of business solution was not

all that well thought out. A good example is ‘the cloud’. The concept was put out

there, the marketers picked it up, it became part of the daily lexicon and yet what

it really meant, how it could be used, and integrated into an overall solution was

not clarified.

The biggest challenge for me is picking out the real enablers to my strategic tech-

nology vision and strategy and laying the ground work for their use, in some cases,

several years down the road. That is the real job of the CIO.

The areas in business environment where solutions do not yet exist or not up

to the mark, and which if existed, would've made job easier.

Overall, like most CIOs, my greatest trepidation is in and around security breaches,

both internal and external. In some respects, internal are more troubling, overall.

Externally, we have to deal with those folks in the world who seem to derive pleas-

ure from exploiting the honest labor and hard work of law abiding businesses

people. The more one needs to open the environment to the general populace,

the easier we make it to be attacked from simple phishing through denial of serv-

ice or worse.

Technology Trends Impacting Enterprise Business Environment

BYOD for the most part as it puts additional strain on properly managing access,

security while all the while making it easier to do business.

My roles and responsibilities as a CIO

My role has not changed, appreciably, over the past couple years. My main role

was continually looking over the horizon to see what IT enablers were going to be

coming and pick those that would best fit with the business plan. My biggest

challenge is finding resources that could operate it day-to-day and helping the

business transition to this, for them, seemingly somewhat alien world.

Lessons I learned as a CIO that can help you

I have been a CIO for about 15 years in four different companies in rather dis-

parate verticals. My efforts always were conducted in a consultative manner

with both words and action demonstrating my interest in what I was hearing

and value in the opinions being expressed. Perhaps more important than any-

thing, I needed to portray my role as one of a skilled General Manager who

happened to have a toolset in IT.

I think the other thing I have found over the years is to do everything you can

to attract the best talent that your business will afford. The ‘impossible’ be-

comes possible when the team believes in itself and believes in its leader. Cou-

ple of guidelines that I follow- One is to staff as lean as possible which makes

IT less of a target during lean times. Two, outsource as much as you can of non-

core capabilities. Three, is by keeping lean and outsource on-core, your team

gets to work on ‘cool stuff’.

RONALD G. MAILLETTE

EVP, CIO, CSO

Education Corporation of America

Since early 2007, Ron has served as Executive VP and

CIO at Education Corporation of America. In that

role, Ron was instrumental in enabling the growth

from 7 locations to close to 35 locations throughout

the country. Prior, he joined the Coca-Cola Company

and ultimately became the CIO for the company’s

largest stand-alone operating unit, the Food service

and Hospi tality Division. Also, he served in the U.S.

Air Force as an airborne linguist responsible for

monitoring Mid East Air Force capabilities during

the late 1960s.

The ‘impossible’

becomes possible when

the team believes in

itself and believes in its

leader.

EDUCATION

”

CIO INSIGHTS

CIO|161|Outlook 2 0 1 3

Utilities: Turning Big Data into Bigger Profits

An interview with

Pete Cona, President & CEO, Versify Solutions ,Inc.

Contact info:

pcona@versify.com | 484-845-7001 | www.Versify.com

In the U.S., terabytes of data are generated annually by the

tens of thousands of new wind energy generators that have

been built in recent years. Supportive public policies have led

to the addition of over 40,000 megawatts (MW) of new wind

energy generation since 2007. And new rules and standards

from regulatory agencies such as the Federal Energy

Regulatory Commission (FERC) and the North American

Electric Reliability Corporation (NERC) have led to an

exponential increase in the amount of data that operators of

wind energy generators must capture and manage.

Focusing strictly on the electric power industry, Versify

Solutions, Inc. understands the unique challenges—and

opportunities—facing utilities, merchant generators,

reliability organizations, energy traders, power schedulers,

power developers and compliance officials.

One of the strategic challenges facing the electricity business

is how to most effectively integrate this new wind energy into

the nation’s electric grid. Terabytes of data must be turned into

actionable intelligence that supports decision-making with

direct P&L consequences.

Each day, every hour, and even on an intra-hourly basis,

operators of variable energy resources (VERs) like wind and

solar must answer questions like:

• How can I optimize output from generation sources like wind

and solar?

• Given electric market conditions like supply, demand and

price, should I begin a scheduled maintenance now, or

should I defer that and instead increase generation to take

advantage of favorable market conditions?

• How can I reduce forecast error so I don’t incur penalties or

run balancing resources unnecessarily?

A growing number of companies in the electricity business are

using advanced business analytics applications from Versify

Solutions to extract actionable intelligence from the terabytes

of data they are collecting. These applications are helping to

lower costs, reduce risks, increase reliability, improve the

quality of operating decisions and increase profitability from

renewable resources.

One of our customers, a manager of IT trading support,

recently told us, “Versify provides enormous value where

trading needs meet IT constraints. There is no way I could

manage without the automation Versify delivers.”

Utilities and generation operators use several types of systems

to track different sets of data according to different

parameters. Those systems don’t interface well:

• Plant operators use SCADA systems to understand conditions

on their system, but many have limited visibility into market

events.

• Energy traders are awash in market data but lack detailed

insight into plant operations.

• Power schedulers have their heads down, balancing supply

and demand but sometimes with limited time to make

operational or strategic decisions related to lowering costs,

reducing risks or boosting profits.

Versify’s suite of applications connects cross-functional

working groups and data sets for utilities and generation asset

owners that often reside and operate in independent

organizational silos. Given the huge build-out of renewable

generation in recent years, we are seeing particularly strong

demand for our V-RENEW® application. Changing market

conditions, particularly around evolving compliance

requirements, have increased interest in our NETcompliance®

product. Companies seeking better quality intelligence into

the operation of their thermal generation plants are finding

success with our V-PERFORMANCE® product. And energy

traders seeking an edge in fast-moving markets are relying on

our V-TRADER® solution.

Focusing strictly on the electric power industry, Versify has

been able to partner with respected leaders in the electricity

business to create industry-leading software that provides

customers an operational edge by turning data into

intelligence, and intelligence into actionable decisions, that

lead to overall improved performance and increased profits.

Versify Solutions, Inc.

ROCKY B. WIGGINS

EVP & CIO, Cambria

CIO Sun Country Airlines

Find ways to

solve the problem,

answer the question,

or deliver a solution.

AIRLINES/AVIATION

Rocky is an innovative technology

leader with 35 years experience in the

travel industry and is a strong strategic

thinker and team builder. High Volume

Commercial Transaction Systems, High

Volume Commercial Web Sites,

Operations Centers, Asset Tracking and

Control Systems, Decision Support;

Revenue Optimization Systems; Root

Cause Analysis and Finance, Revenue

Accounting and Human Resource

Systems, SOX compliance are some of

his areas of expertise.

Challenges in technology to meet

enterprise needs in 2013 and

expectations.

The pressure to collect and retain very

large amounts of data, which began a

few years ago, is not slowing down.

New automation and monitoring

technology continues to grow,

supplying even more data. While disk

is cheaper, larger, faster, there are no

real innovations in helping the

enterprise obtain valuable information

from all this data. The low cost of

collecting and storing the data

motivates the enterprise to keep it, in

case we figure out something valuable

to do with it. Couple this with the

tremendous desktop capability

available through all user groups; you

also have shadow data sources that

may not be synchronized with the data

the at IT functions are watching over. To

quote Princess Leia, “The more you

tighten your grip, ... the more …it will

slip through your fingers.”

More powerful tools to manage data,

discover data, correlate data; which are

proportionate with the cost of the

storage equation, remain hard to find.

The areas in business environment

where solutions do not yet exist or

not up to the mark, and which if

existed, would've made job easier.

We operate in a continuous 24x7

mission critical IT environment. There

are lots of moving parts, and there are

multiple critical interfaces among and

between various systems. The

monitoring of all these internal and

external data feeds and links is in and of

itself a formidable task. The potential

exists to develop or provide automated

solutions, which are event driven,

generate appropriate alerts, kick off

scripts to begin self-repair or minimize

impact to the target user or customer.

Don’t get me wrong, there are lots of

product available that will offer to do

these things, but they tend to be

limited to a subset of environments and

they have very limited capability to

produce automated responses across

multiple systems.

Technology Trends Impacting

Enterprise Business Environment

As RF technology has emerged and is

showing up more and more in various

sectors, it would seem the potential for

tracking inventory, key equipment,

personnel, materials, etc., is going to

explode. There are tremendous

efficiencies for manufacturing, logistics,

marketing, and operations yet to come.

My roles and responsibilities

as a CIO

The role of the CIO, and IT in general, is

becoming more and more strategic.

Even industries that have been slow to

recognize the value of IT beyond

implementation, are coming to realize

the benefits of the CIO being an integral

part of growth, product design, time to

market, managing cost, and much

more. It’s been a slow evolution, and we

have a long way to go, but the benefits

are being embraced by CEO’s in all

types of industries.

Lessons I learned as a CIO

that can help you

Learn what the organization’s objectives

are, and determine how Information

Technology can support them. Look for

innovative ideas and solutions that IT

can bring to the table to improve the

mission of each department. Avoid

becoming the “IT of no”. Don’t make

excuses why something cannot be done

or will take too long to deliver. Find ways

to solve the problem, answer the

question, or deliver a solution. Your

peers in the organization’s leadership

need to see IT as a partner, not an

obstacle to circumvented.

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CIO INSIGHTS

CIO|164|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

expectations

Meeting Enterprise needs certainly

depends on the status of the enterprise,

and when we look at technology we look

at several different layers from network

and security infrastructure, to data

storage, to applications, to mobile

computing, etc. So, it’s difficult to narrow

things down.

But, I think a big challenge any CIO is

facing is consumerism of technology.

There is a lot of power out there for the

home or casual user, and it can be a

challenge to harness and control

expectations based on what a casual or

"non-enterprise" user sees as simple - "I

can do that at home, or I can store that on

the cloud myself", when the CIO has to

also worry about redundancy, security,

cost controls in determining what is

appropriate use in a full enterprise

environment.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier

Variation in strong personal preference

creates a lot of challenges in trying to

accommodate, while maintain the ability of

the enterprise to work together and/or

even ensure core large scale applications

can function. Virtual desktop concepts are

helping this. Often the CIO as seen as "the

bad guy" in saying choices have to be

limited based on say the ERP, mail, or other

systems operating or web browser

assumptions.

Flawless connectivity/networking. At the

most basic level, we still have infrastructure

to move data around. This is still reliant on

telecom vendors, trunk lines, etc

Technology Trends Impacting Enterprise

Business Environment

BYOD - Bring Your Own Device, which is

linked to mobile computing.

Cloud computing is really interesting and

has some excellent opportunites to be

explored. ROI, security, etc. all need to be

assessed and addressed for appropriate

use

My roles and responsibilities as a CIO

I've been fortunate to work in an

organization that has viewed IS as strategic,

and demands IS be there as a business

partner.

In my view I see the role as 50/50 split.

Tremendous responsibility to just ensure

core infrastructure, redundancy, security

and disaster recovery are addressed.

The other 50 percent is helping position

the organization strategically, whether

through applications or external IT based

service offerings.

Being in tune and knowing the business

well enough with your team that you can

suggest solutions or creates something

for the industry is an awesome place to

be.

Lessons learned as a CIO

Not sure I have anything that is truly

unique. I have learned the hard way that

you have to articulate why and how your

IT spend/budget is for the organization

and how it is positioning the organization

as a business. Its easy (I've let it happen

myself) to start to see IT/IS like a

organizational cost center vs. a partner in

revenue generation for the direct service

lines.

Look at processes and waste, use visual

management to challenge your staff to

improve.

Walk the business floor directly, talk to end

users informally yourself, direct line

managers using systems and services, not

just your executive peers. Making their

staff know that you're listening and

involved, increases your credibility...

frankly, your knowledge of the business.

Prior to joining BloodCenter, Lynne was

Vice President of software engineering for

Catalyst International a leading supplier of

warehouse management software

solutions for the fortune 500. She has

spent over 10 years in military/defense

systems development and validation.

Lynne earned her B.S. in Information

Systems/Economics, from the University

of Minnesota Carlson School, completed

her masters course work in labor and

industrial relations at the University of

Illinois.

LYNNE B BRIGGS

CIO

BloodCenter of Wisconsin

”

Building a great team

where everyone

understands the value of

their contribution to the

enterprise is what has to

happen.

HOSPITAL & HEALTH CARE

CIO INSIGHTS

CIO|165|Outlook 2 0 1 3

”Company Profile

Wolters Kluwer Health fills the significant

gap that exists between what clinical

systems can provide and what clinicians

need with integrated point of care clinical

decision support, drug information,

patient surveillance, disease management

and intuitive documentation, terminology

and coding solutions that embed

seamlessly into clinical and pharmacy

workflows.

How does your product add value to

the customer environment?

By bringing together deep original

content, advanced clinical knowledge

management and best-of-breed

applications, our products deliver high

clinical value to the customer

environment through improved care

quality, patient safety and clinical

productivity.

Product Offerings

•UpToDate® is an evidence-based,

physician-authored clinical decision

support system which clinicians trust

to make the right decisions at the point

of care.

•ProVation® Order Sets, powered by

UpToDate Decision Support, is an

easily customizable order set authoring

and management solution that

provides flexible integration into clinical

processes to streamline the delivery of

standardized care for improved patient

safety, outcomes, clinician performance

and regulatory compliance.

•Lexicomp®provides drug reference

and data solutions for the healthcare

industry, featuring trusted drug

information that is accessible online,

on the latest Smartphone/PDA devices

and through integration with health

information systems.

•Pharmacy OneSource®solutions help

clinical leaders efficiently achieve their

goals of improving patient safety,

clinical outcomes and financial

performance by facilitating advanced

patient surveillance, enhancing

regulatory compliance, streamlining

pharmacy workflows, increasing

efficiencies, and improving medication

tracking and management.

•Health Language® provides leading

healthcare terminology management

solutions and professional services that

normalize all data within a healthcare

organization into standardized code sets

such as ICD-10, SNOMED CT® and LOINC®

What Next?

Guiding development of Wolters Kluwer

Health Clinical Solutions’ next-generation

products is the research and development

underway in our Innovation Lab. The

initial focus is on development of an

integrated disease management platform

that brings together all of the systems

necessary to impact care, including

content, applications and change

management services to increase quality

while lowering costs.

Differentiating Factors

As a premier Clinical Knowledge

Management company, Wolters Kluwer

Health Clinical Solutions creates deep

original content and provides it to

clinicians at the point of care through

easy-to-use applications, thereby bringing

high clinical value to healthcare

providers.

Our proprietary content includes trusted

brands that are used by hundreds of

thousands of clinicians daily. Our intent is

that content be made accessible to

clinicians through applications.

Instead of the developer-designed and

difficult-to-use forms based approach so

widely used in the market today, we focus

on clean, simple and clinically relevant

applications that clinicians actually want

to use.

Revenue Model

Our revenue model is primarily

subscription based. Select products are

capital purchases with annuity

maintenance.

Time Line

Key Milestones

• 2012: Health Language acquired

• 2011: Medicom China acquired

• 2011: Lexicomp acquired

• 2010: Pharmacy OneSource acquired

• 2008: UpToDate acquired

• 2006: ProVation Medical acquired

•1947: Facts & Comparisons begins

publication

Founded: 1978

Offices

Clinical Solutions Head Quarters:

800 Washington Ave. North, Suite 512,

Minneapolis, MN 55401

Wolters Kluwer Health Head Quarters:

Two Commerce Square, 2001 Market

Street, Philadelphia, PA 19103

Clientele:

Hospitals, health systems, ambulatory

surgery centers, physicians’ offices and

retail pharmacies

Competitors:

Elsevier, Zynx Health and Truven Health

Analytics

Wolters Kluwer Health

ARVIND SUBRAMANIAN

President & CEO

Wolters Kluwer Health, Clinical Solutions

Arvind Subramanian believes that the

future of healthcare lies in the ability to

enable critical decision-making through

delivery of new technologies and relevant

contact to clinicians at the point of care.

Over his 26 years, this focus led him from

GE to two venture-capital backed

technology start-up companies including

ProVation Medical, where he served as

COO prior to its acquisition by Wolters

Kluwer Health in 2006.

Challenges in technology to meet

enterprise needs in 2013 and

expectations.

TThe following are a few of the challenges

that enterprises will face in 2013 and

beyond:

1) Supporting the information technology

consumerization frenzy and BYOD

(Bring-your-own-device) model.

2) Developing and supporting the

enterprise-wide cloud strategy.

3) Integrating IT into enterprise

decision-making and using analytics to

support enterprise end-results.

4) Explosion of data (big-data)and need for

infrastructure growth.

5) Mandate of converting the enterprise

networks to IPv6.

6) Updating professional skills and roles of

IT staff.

7) Improving enterprise operational

efficiencies through IT.

8) Large scale Cyber-attacks in light of the

“connected” world.

9) And finally, funding these initiatives.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier.

The proliferation of consumer devices and

the BYOD (Bring-your-own-device) model

has shifted the whole dynamics. The

challenge is to figure out the implications

of this on the IT infrastructure, effects on IT

support strategy and lastly IT security,

privacy and compliance implications. IT

will have to find a critical balance to

benefit itself and at the same time keep

users happy and productive.

The other factor is how to future-proof the

IT architecture and provide support for

new architecture. We need fresh thinking

about future architecture to meet the

explosive growth in areas such as cloud

computing, mobile devices, big data,

social platforms, analytics, IPv6, etc.

My roles and responsibilities as a CIO

Over the last few years the CIOs role has

changed significantly from a

technology-centric manager to a

business-centric executive. Earlier CIOs were

responsible for pure technology solutions

that kept the “lights on”. Now, the CIOs

assume a broad enterprise responsibility.

The first thing a CIO needs to understand is

how the IT organization can best align with

and support the enterprise mission. In order

to do that the CIOs need to have a deep

understanding of the business model and

overall enterprise strategy. Overall, a CIO

must be a strong marketer, communicator

and a negotiator.

Technology Trends Impacting

Enterprise Business Environment

Few of the trends that I am observing are

big data mining and data analysis, hybrid

(public/private mix) cloud and enterprise

social networking. The potential effects of

these technologies on IT strategy and the

business environment will be significant.

However, one needs to clearly understand

how these trends are going to affect the

enterprise going forward. E.g. despite

having a sufficient collection of data to

offer historical evidence of past patterns of

behaviors, it is evidently important that

what an enterprise does with that

collection of data.

Lessons I learned as a CIO that

can help you

To build a successful, enduring IT

organization, you must seek advice and

information from a wide range of people,

including those who do not agree with

you. You must build your organization

from the ground up, only then can you

deliver high quality value added services.

Besides being avid listeners, the CIOs must

be authentic, flexible, self-disciplined and

stay true to the larger mission of the

enterprise. Lastly, they must remember to

celebrate success, whether it’s theirs or

others!

PRAVEEN PANCHAL

Vice President of IT & CIO

City College of New York

Praveen is the Vice President of IT and Chief Information Officer at the City College of

New York. Prior to joining City College, Praveen worked in management and

executive level positions at several organizations, including John Jay College of

Criminal Justice, Hostos Community College and the School Construction Authority. His

professional accomplishments are comprised of providing effective leadership,

strategizing customer focused solutions and harnessing technology for institutional

transformation for which he received the Wharton-Infosys Award. He has more than 25

years of experience.

EDUCATION

Besides being avid listeners, the

CIOs must be authentic, flexible,

self-disciplined and stay true to the

larger mission of the enterprise.

“

”

CIO INSIGHTS

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Why are world leading enterprises using YubiKeys?

It’s the easiest-to-use and most cost-efficient strong two-factor

authentication key, securing access to networks and online

services.

How does it work?

It looks like a small USB-memory, but it is actually a key board.

With a simple touch on the device, the YubiKey automatically

enters an encrypted pass code as if it was typed in from a

keyboard - which allows it to work on all computers and

browsers with no client software needed.

What is needed on the back-end side?

The unique pass code is verified by an authentication server,

which can be easily integrated in a corporate network or cloud

application using our free OpenSource components.

Why open source?

Open Source allows for full technical transparency; there are no

hidden weaknesses or back-doors. With this new business

model Yubico has built a profitable business with a lean

organization, serving more than 30,000 customers across 120

countries with hardware sales, free software downloads and

web-based support.

Does the YubiKey work on a smart phone?

The YubiKey NEO includes both a USB and NFC interface; the

state-of-the-art contactless communication technology for

mobile devices. With this, you only need to tap the YubiKey

NEO to an NFC enabled smart phone or tablet to secure

access to applications.

Why do I need a second device?

Why can’t I use an authentication app on the phone to

authenticate?

Security experts agree that the best way to protect your online

identity, as well as mitigate the risk of mobile malware, is to

move your login credentials out to an external device.

Software authentication on a computer or mobile phone is no

longer secure enough.

Is it true that the YubiKey can go through the laundry and

survive?

All YubiKeys are manufactured in USA and Sweden with best

practice security processes and with a new innovative

moulding process; each YubiKey is hermetically sealed and

practically indestructible. We have heard stories of YubiKeys

which have been run over by a truck, taken on dives down to

the bottom of the Red Sea, and survived being eaten by a dog.

And, yes, no animals or YubiKeys were harmed!

What three achievements are you most proud of?

I am very proud of being able to gather a great team, based

here in California, and in Stockholm and London. Also, it’s cool

that our products were used to secure a major Presidential

Campaign. And that Google selected the YubiKey NEO to be

the first device to comply with Google's new open

authentication protocol, with the potential to enable a new

trusted Internet.

Where can I learn more?

Please visit our website at yubico.com

THE YUBIKEY- LOVED BY FORTUNE 100S

An interview with Stina Ehrensvard, CEO & Founder of Yubico, award-winning IT-entrepreneur and innovator.

Vendors seek to differentiate their

products from other offerings in the

industry, often resulting in many

solutions that do not interact or connect

well. My wish would be to have vendors

that understand the expectation of fully

interconnected solutions that in reality

help solve this issue and support

deploying to many devices.

The areas in business environment

where solutions do not yet exist or

not up to the mark, and which if

existed, would've made job easier

USAA exists to serve our members and

help meet their financial needs.

Providing a rich, integrated experience

for our members create complexity in

our technical environment. I would like to

have a monitoring system in place much

like the human nervous system. As soon

as I stub my toe … I know it! I’d like a

monitoring system that has that same

self awareness. As soon as a problem is

detected, the system automatically

instruments a solution – a self-healing

system, if you will.

Technology Trends Impacting

Enterprise Business Environment

I believe big data analytics is going to be

a challenge for all companies. Most

struggle with ingesting the data already

available through operational systems …

let alone adding in unstructured data

from external sources, like the internet.

The big data challenge will continue to

be a concern until a compelling approach

can be made by vendors to align

together for their customer’s benefit.

Another impacted area is due to the rapid

changes in technology endpoints that

put stress on the infrastructure.

My roles and responsibilities as a CIO

I don’t believe my role as a CIO has

effectively changed that much. A CIO’s

job is to take care of the day-to-day

operations and help our business

partners solve real business problems.

What has changed is the breath-taking

pace at which new technology and

innovation is introduced into the market.

Technology which was once a barrier to

solving many business problems is now

the preferred solution to many business

opportunities.

So, I would agree that the world is more

complex and the conversations are more

strategic. I would also say that influence

and collaboration skills are an absolute

must for today’s CIOs. Without a doubt,

I’m having much more fun today and the

work is much more fulfilling!

Lessons learned as a CIO

I think that there is a recipe for success.

First, you have to build credibility with

your business partners. Secondly, you

have to set Big Hairy Audacious Goals

(BHAGs) for your team. They can

accomplish feats they don’t believe they

can achieve until you challenge them.

And that leads to, perhaps, the most

important advice I would give. Hire and

retain the best. Take the time and money

to give them the training they need to

grow. Believe in them and give them the

freedom to succeed.

GREG SCHWARTZ

CIO & SVP

United Services Automobile Association

As CIO, he oversees the IT systems behind

the multiple channels used to serve

USAA's more than 8 million members.

Greg was named to his current position in

May, 2004, but has been with the

company since 1983. During his more

than twenty five years at USAA, Greg has

held many diverse leadership positions

where he gained experience in all aspects

of information technology support. Greg

earned his bachelor's degree in

Management Information Systems from

Texas State University in 1982. He earned

his master's degree in Finance from St.

Mary's University where he graduated

with honors in 1989.

Challenges in technology to meet

enterprise needs in 2013 and

expectations

Today customers want quick and easy access

to services and options without the need to

interact with people. The challenge is

coupled with the need to deploy a single

solution across many platforms and devices

in order to meet the customer needs.

I think that there is a recipe for

success. First, you have to build

credibility with your business

partners.

FINANCIAL SERVICES

CIO INSIGHTS

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CHALLENGES FACED

Two major pain points come up in my conversations with CIOs. The

first is how best to protect data across heterogeneous

environments. Many are struggling with this because they’ve

adopted a multi-vendor approach to data protection– where they

are employing different backup and data recovery vendors for

different infrastructure setups.

The second major pain is how to do more with less. The last few

years have put IT departments in a tough spot. They don’t have the

budget or resources to manage complex data protection solutions.

Unfortunately, many CIOs assume this means they can’t receive

enterprise-class data protection – and so they settle on mediocre

solutions.

CUSTOMER SUCCESS STORY

I want to touch upon a disaster recovery story here, as this is

something that is atop every CIO’s mind of late – especially

following the fallout from Hurricane Sandy.

The Salvation Army recently suffered critical data loss following a

water main break that flooded the data center serving the

Wisconsin and upper Michigan divisions. Using Unitrends’ backup

and data recovery solutions, the Salvation Army was able to fully

recover all of its data, and they did so in record time and without

breaking the bank. The best part of the story is that, using our

solutions, the IT department was able to stay one step ahead of

operations – a major win for the team.

Vision of Unitrends technology behind the product and

differentiating themes

Dovetailing on the two major pain points above, our goal with

every one of our products is to provide unified data protection that

is easy to use and affordable – yet feature rich.

• The “Apple” of data protection. Whether physical, virtual, or cloud

our all-in-one unified data protection offerings are integrated,

simple, and elegant.

• Shrink-wrapped enterprise-class data protection. Our offerings,

physical or virtual appliances - enable you to protect complex

environments quickly and simply.

• Agile adaptability. You don’t adapt to us, we adapt to you.

• Instant recovery for all. Need physical failover virtualization

(spin- up) in a backup appliance? We’ve got that. Need virtual

failover virtualization? We’ve got that as well.

• Customer-obsessed service. At Unitrends, Customer support is

absolutely strategic.

COMPANY DIFFERENTIATION

We’ve talked about the value proposition of our technology, and

that enables us to stand out in a competitive industry. The other

two are our commitment to customer service and our

go-to-market strategy.

We believe that no matter how effective our technologies are, the

people behind them are our most powerful asset. Unlike other

vendors in the industry, we want our customers to feel confident

that when a disaster strikes – and their data is at risk and their jobs

are at stake – they have a strong customer support team in place

that will guide them to a solution.

Our go-to-market strategy is also modeled with the customer in

mind. From our freemium model, to our full-fledged appliances, to

the way customers can purchase our products, we develop our

go-to-market strategy around the customer experience.

Why Unitrends Wins in a Competitive Industry

Our business model – focused on affordable, unified data

protection, and unrivaled customer support – makes us virtually

unbeatable when we’re competing for new business. No other

provider offers all-in-one data backup, archiving, instant recovery

and disaster recovery solutions capable of addressing the needs of

businesses as they move into the cloud, embrace virtualization and

maintain existing physical infrastructure. We offer enterprise-class

data protection at the lowest TCO in the industry. That’s a winning

combination that no other backup and data recovery vendor can

top.

Unitrends

CIO|170|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

expectations

The healthcare sector is undergoing

dramatic and rapid change. Federal

funding for Medicare and state Medicaid

programs are undergoing reductions that

are negatively impacting the bottom line

of healthcare providers. The number of

patients without insurance also continues

to rise and providers are writing off as bad

debt significant and increasing number of

accounts. The cost of care – both in

human resources and technology

increases every year – outpacing both

revenue and other sector growth.

These micro economic factors are driving

healthcare organizations to new

technology needs. Specifically, enterprise

interest in the following solutions is

gaining greater energy:

1. Analytics tools

2. Integration tools

3. Architecture transformation

The theme found among these solutions

is an intense attention to cost reduction

complimented with an urgent need for

business transformation.

The areas in business environment

where solutions do not yet exist or

not up to the mark, and which if

existed, would've made job easier

In healthcare, high reliability care is the

delivery requirement. Every patient, all

the time must receive the care they need

at the time and place needed. Our

technology systems simply don’t have the

inherent ability to support this delivery

need. Even technology that used to be

always-on such as “dial-tone” now

experience challenges as complexities in

computing environments exponentially

increase the unpredictability of risks

across the solution delivery chain.

Solutions must be always-on and

always-responsive at the point of care;

very few technologies in healthcare can

meet that requirement today.

Technology Trends Impacting

Enterprise Business Environment

The consumerization of end user points

of access as seen in mobilization and

personalization of clients continues to be

a massive change agent for healthcare

technology. Securing client points-of-

access – when those points can be

anywhere, anytime on any platform is a

true challenge for authentication,

validation and service delivery. The

requirement is to increasingly be agnostic

in regards to platform while still

delivering an optimized customer

experience. This trend has been emerging

for years, but has truly accelerated as

smart-devices, including tablets and

phones, has provided improved platforms

for solution deployment and access.

My roles and responsibilities as a CIO

Over the past few years, I have seen

significant change in my role as CIO.

Specifically, organization strategy and

operations have moved to a place where

there are no efforts that do not require

technology leadership. I have had

executives and board members alike

express the fundamental and critical need

for IT to be successful in order for the

organization to be successful. This has

required increasing focus on the talents

of both technology senior management

and middle management.

Lessons learned as a CIO

Over the years, several key lessons have

been foremost in my approach and belief

about the CIO role. First of all, the CIO role

is primarily about relationships, not

technology. While a CIO needs to

understand technology, to be successful,

the CIO must have other leadership

focused on technology operations. In

order to be seen as a contributor, the CIO

has to stay engaged and informed on

their sector, public policy matters,

consumer trends, economics and other

areas of significance to the business. By

bringing a holistic view of the business

environment to the table, the CIO can

then help identify enabling technologies

that fit that view.

TIMOTHY STETTHEIMER

Regional CIO

East Region

Timothy is the Regional CIO for the East

region of Ascension Health Information

Services (AHIS). He is responsible for

providing local and System-level IT

leadership at these sites – selecting,

implementing and evaluating the IT

solutions required to advance Ascension

Health’s Strategic Direction. Timothy also

serves as the VP and CIO for St. Vincent’s

Health System. In this role, he is

responsible for managing the Health

Ministry’s technology vision, portfolio and

operations, while serving as the Health

Ministry’s technology service delivery

senior escalation point.

CIO role is primarily

about relationships,

not technology.

HOSPITAL & HEALTH CARE

CIO INSIGHTS

Key People

PARESH SHAH: Global CEO

SAIR MUHAMMAD: EVP Americas

SUNIL BHATT: CTO

MICHAEL ALLEN: VP Managed Services

HUBERT WONG: VP Operations & GSD

About us

Allied Digital is a 175 million dollar,

multinational, transformational, Domestic IT

Outsourcing and business solutions provider.

The Americas Headquarters is in Gardena,

California. Allied Digital employs 3500+

passionate employees. It is listed in a major

Stock Exchange.

In an effort to serve our customers better, we

hire, train and retain local talents and have

98+% citizens in each of its global delivery

centers. It has more than two decades of

experience.

ADSL received various awards & recognitions

including Channel World Premier 100, ‘Best

Under a Billion by Forbes’ among many

others: ISO 9001, ISO 27001: 2005,

ISO 20000-1:2005, ISO 20000-1:2011 Certified.

We have strategic alliance partnerships with

Intel, LANDesk, Lenovo, IBM, HP, Microsoft,

Cisco, Dell, EMC, Net-App and Hitachi.

Allied Digital is an Intel Capital Invested

Company.

We have a diversified customer portfolio,

including Banking & Finance, Retail, Hi-Tech

Manufacturing, Government & Education,

Media Entertainment, Quick Service

Restaurants, Travel Transportation & Logistics

Companies, Consulting Service Providers and

others.

We Serve 10 Of The Fortune 100s.

Allied Digital

Services & Products:

We provide a wide range of 24x7 IT Operation & Transformational Project

Implementation Services including:

1. ADiTaaS (Allied Digital Tools as a Service) is an in house developed, tools

platform providing IT Service Management and IT Systems Assurance based on

ITIL best practices. ADiTaaS software is available in the cloud as well as on premise

models. Try ADiTaaS Now at www.ADiTaaS.ADiLearn.com.

2. ADiUser (Allied Digital End User Services) provides 24x7 global service desk in

multiple global languages, User Device Management, Global Field & Resident

Engineers, Desktop and Mobility Support Services, IMAC & Break-fix Services

around the globe. ADiUser also helps our customers with transformation projects,

i.e. Intel vPro and Anti-Theft Enablement and Operating System Migrations, Bring

Your Own Device (BYOD), Managed Print Services (MPS) and Virtual Desktop

Infrastructure (VDI).

3. ADiInfra (Allied Digital Infrastructure Services) provides round the clock

Monitoring, Pro-Active Management, Operations Support (Windows, UNIX, Linux,

Mainframe, AS/400 Services, Enterprise-Storage, Voice & Data Network) from our

ISO 27001 Certified Delivery Centers. ADiInfra also provides IT Transformation

services such as Datacenter Consolidation, Datacenter Migrations, Server Farm

Virtualization, Business Continuity and Disaster Recovery by leveraging our highly

experienced and certified consultants.

4. ADiApps (Allied Digital Application Services) provides end-to-end Application

Development (JAVA, .NET, SAP, Oracle, Siebel, etc.), Legacy Modernization,

Implementation & Maintenance Services for Custom, Packaged, and SaaS

Applications. SaaS offering includes, Warehouse Online Tracking, Sales Force

Automation, Warranty Management, ADiTaaS and Content Management.

5. ADiInsight (Allied Digital Physical Security) is a Strategic Business Unit for

Physical Security, Digital CCTV, Video Analytics and Fire Detection. ADiInsight is

aligned with Leading International Technology providers for these solutions.

ADiInsight provides Master Systems Integrator for Security Infrastructure

Solutions.

ADiPlant (Allied Digital Warehousing) is utilized by our Americas customers. We

provide Large Scale Configurations Services, Asset Life Cycle Management Services

and Warehousing Services. Our factory is based out of California, USA.

6. ADiCloud (Allied Digital Cloud) offers best fit cloud solutions to our customers.

Our cloud experts will recommend best of breed, OEM agnostic, reference

architecture for your cloud. We help our customer’s transition to private or public

cloud by leveraging the ADiCloud Integration Module.

Domestic IT Outsourcing Provider

www.AlliedDigital.Net | USSales@AlliedDigital.Net | Phone: +1-855-858-2375

CIO|171|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

expectations

The biggest challenge we face in 2013 with

technology meeting enterprise needs is

finding solutions that actually increase our

productivity and ease pain points

encountered by end users. Two solutions I

look forward to gaining maturity would be a

single sign able to manage our identities

across all our systems, whether they be cloud

based or on premise in nature and be

seamless to our users and mobile

applications need to shift focus from

duplicating all that can be done in the office

to delivering solutions that leverage mobility

for those who need to actually be mobile.

The areas in business environment where

solutions do not yet exist or not up to the

mark, and which if existed, would've

made job easier

Security is still at the forefront of items that

keep me awake at night. With the

consumerization of technology and a

workforce that has grown up using

technology their entire lives, new

vulnerabilities walk into the enterprise with

our new hires; we are challenged to find

safe, secure methods of using applications

that did not originate as enterprise solutions.

The other item always on my mind is

alignment of our technology solutions with

our enterprise goals and leading this effort

across multiple business lines that exist in

local government.

Technology Trends Impacting Enterprise

Business Environment

There are a couple of trends in technology

that are beginning to impact our business

environment. The “internet of things” brings

more opportunity to us in delivering

solutions and at the same time opens up

potential for security issues at our endpoints.

The other exciting opportunity for us as a

local government is the greater usage of

business intelligence and big data.

Historically we have excelled at collecting

data and using it inside the silo of intended

purpose thus narrowing our analysis to a

specific use. Maturation of BI tools and more

awareness of shaping questions using all

data available are going to allow us to

deliver better solutions more rapidly.

My roles and responsibilities as a CIO

With our workforce reduced by more than

20 percent in my tenure as CIO we have had

to focus on being able to deliver the same

service level with fewer staff. My role as a

local government CIO has shifted from

leading our organization into adopting and

using technology into leading how to fully

utilize technology to maintain service levels.

Technology is no longer the primary focus

or concern for failure of solutions. It has

become more about people and helping

them through the changes we have

endured as an organization.

Lessons learned as a CIO

I have learned many lessons as I have run

through the gauntlet laid out for technology

leaders. Perhaps the largest lesson learned

is that our technology solutions cannot be

independent of people and organization

readiness. If it was just about really cool

technology and innovative solutions, the

job would be easy. Technology innovation

rarely fails due to technical reasons so the

focus must be on assessing where the

organization is at as a whole and where the

stakeholders are at in their ability to adapt

to further change.

DANIEL RYAN

CIO

City of Battle Creek, Michigan

Security is still at the forefront of

items that keeps me awake at night.

Ryan’s local government career

spans more than two decades and

multiple departments prior to his

current role as the CIO; a position he

held since April 2002. In his capacity

as CIO for the City of Battle Creek,

Ryan reports directly to the City

Manager and is responsible for the

technology portfolio which includes

infrastructure and operations

services, service desk, IT planning

and application services, along with

Geographic Information Systems.

His efforts at the City include the

downsizing and greening of the

datacenter, ERP replacement, and

most recently creating framework for

a shared service model for the Police

Department Records Management

System.

GOVERNMENT ADMINISTRATION

CIO INSIGHTS

CIO|172|Outlook 2 0 1 3

CIO|174|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

expectations

The technology challenge has been, and

will continue to be, the ability to provide

solutions to workers of all types that “just

work.” This is really what consumerization

of technology means. The old delivery

model of building big applications and

delivering them with training is nearly

over; and is replaced by fast, small units of

functionality that your company

workforce can leverage. My wish list

reflects this: enterprise solutions that can

be used immediately to create value and

which doesn’t require massive

investments for implementation,

management or maintenance. Ultimately,

those vendors that embrace those

concepts will win in the enterprise, just as

we’ve seen it happen in the consumer

space.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier

Two things would make most any CIO’s

job easier; true automation for IT business

processes – think datacenter in a box and

ERP for IT, but on steroids – and IT service

monitoring. In both cases, a multitude of

solutions exist, but in all cases the

marketing runs way ahead of the true

capabilities given the investment needed

to make it actually work even close to

what you’d like or what’s advertised.

Solving these two issues would go a long

way towards keeping me sleeping.

Technology Trends Impacting

Enterprise Business Environment

I’ve mentioned consumerization already,

but it’s a trend that’s worth repeating. The

job of an employee with technology skills

at a business is to figure out how to

leverage technology to forward the goals

of that business. Technology is just a

means to an end, much like accounting,

that is essential to conduct business in the

21st century. The second trend to watch

carefully is the impact of deep analytics on

all parts of your business. As modeling

and analysis gain insights into sales and

operations of all types, systems will have

to adapt quickly to use this created

knowledge in the most effective way.

My roles and responsibilities as a CIO

Honestly, I don’t think my role has

changed significantly. I’ve been lucky in

that my organization was looking for

technology to enhance our competitive

position, and wanted to transform IT from

an order taker to a value contributor, and

has invested in it. I will say that how

organizations are using technology is

changing fast, and these disruptive forces

can virtually guarantee a role for an

organizational CIO – if you seize them.

Lessons learned as a CIO

The most important lesson is that leading

a technology organization is not about

the technology. It’s about people, process,

planning and execution based on the

goals of your business, and expressing

what you’re doing in terms of the value

you’re creating for your business.

Secondly, you can’t get anywhere without

credibility, organizational and personal –

it’s the currency any executive, and

especially a CIO trades in; and it’s hard to

earn but easy to spend. Lastly, culture is

where strategies and execution go to die.

Your culture needs to support what you

want to do. If it doesn’t, invest in and

make the hard people choices; i.e., change

your people or change your people. This

is where success begins and ends.

Bruce, as CIO and VP of TTX, was

responsible for transforming IT at TTX to

a value contributor for the company and

its customers and led TTX through a

recently completed multi-year systems

and business process re-engineering.

Prior to joining TTX on September 25,

2006; he spent over 10 years in the U.S

Air Force leading Analytic teams and

then over 10 years in various leadership

positions within Wachovia Corporation.

BRUCE SCHINELLI

CIO & VP of IT

TTX

Technology is just a means to an end, much like

accounting, that is essential to conduct business in

the 21st century.

CIO INSIGHTS TRANSPORTATION/ TRUCKING/ RAILROAD

About the Author

Ramana Jonnala has been a part of every signicant,

transformative industry trend since the 90s: He started his

early career with VERITAS Software in building large-scale

storage architectures, and then led the product team at

Xensource in delivering the rst open-source virtualization

platform. With a passion for building world-class teams

that can drive these disruptive transformations, Ramana

co-founded Convergent.io to bring about the next era of

storage.

About Convergent.io

Public cloud storage promises fast scaling, hands-free

management, and low-cost, consumption based pricing.

Private cloud storage remains the only way to achieve high

performance SLAs, security and control. Convergent.io is

an Andreessen Horowitz funded startup that is bringing

these worlds together in a scale-out architecture designed

to take advantage of cutting-edge ash technology,

commodity hardware and software-dened networking

so service providers and enterprises can experience the

scale and economics of the public cloud with the

performance and control of on-prem hardware. Email

learnmore@convergent.io to inquire about Convergent.io’s

early access pilot program.

Next Steps: Educate yourself on how your peers are

evaluating and adopting SSD technology in their IT

organizations with this Virtualization Research Group

market survey report: http://bit.ly/ssdreport

Looking at storage innovation these days reminds me of football in the

eighties. For years, the oﬀensive game plan was “run to set up the pass”.

Oﬀenses were conservative: you ran on rst down, ran on second down

and if it made sense, you ran again.

Then came Bill Walsh. With a fast, dynamic and athletic oﬀensive line, an

accurate and extremely cerebral quarterback and wide outs who were not

afraid of venturing in the middle for short passes, he “passed to set up the

run”, and football has never been the same. Bill changed the approach to

the game. He used resources diﬀerently. He took calculated risks: making

eﬀective moves that broke from the conventions of how people thought

the game was played. With these three weapons, he propelled the Niners

to ve Superbowls.

Today, the storage world is also seeing a wave of disruption to the

conservative buying cycles dominated by EMC, IBM and Netapp.

Comparable to Bill’s passing game, there are 3 new weapons changing the

game: commodity ash, 10GbE and scale out architectures.

1. Flash goes Primetime

This year, commodity ash has become truly compelling. Go check out

Intel’s 910 series ash card, which does 180K IOPS at $4K. SSDs like these are

moving on to the PCIe bus exactly because they aren’t spinning disks. They

simply don’t belong in the SATA/SAS congurations where arrays that have

been grinding it out on the ground for decades. Similarly, ash caches

fronting these old school arrays bring about their own host of issues:

namely that many storage workloads -- especially virtualized ones -- don’t

benet from naive, traditional caching. Raw performance needs to be

paired with the right software stack, and that stack needs to be optimized

specically for ash. Flash can’t just be bolted on to enterprise storage

features like caching, high availability, deduplication, and snapshots; the

way these features are implemented needs to be rethought in the face of

high performance ash.

2. The Rise of 10 Gigabit Ethernet

Fibre Channel and Inniband will be an interesting chapter in the history

books as the number of 10GbE ports outstrip 1GbE this year. The resulting

atter, easier to manage network fabric unies servers and storage and

enables massive scaling for large-scale datacenters, where the use of 10

(and 40 and soon 100) Gigabit Ethernet on commodity hardware,

switching, and cables, is validating that we don’t need expensive,

proprietary interconnects to build fast and reliable storage systems.

3. Scale Out vs Scale Up

The absence of the traditional big box array at cloud-generation

datacenters like Google and Amazon is telling: cloud-based storage

systems represent the highest-growth single environments for both

capacity and performance scale. Yet why aren’t leading enterprise storage

vendors providing those systems?

Executive Viewpoint

Where is storage innovation going in 2013 and beyond?

By Ramana Jonnala, Co-Founder and CEO, Convergent.io

These three technologies will enable new commodity building blocks that can be applied to bring the exibility and economics of

the public cloud to the enterprise datacenter. They’re like Walsh’s agile oﬀensive line, and his fast, fearless wide receivers. The

software that stitches these blocks together is the QB. Born in large scale, operationally heavy cloud environments, this software stack

will need to rally these emerging technologies. It needs to run them to their full potential. It will deliver to enterprise IT a trusted

platform that will enable the taking of calculated risks that could make all the diﬀerence in deciding the winners and losers.

Prepare, fans, because the storage west coast oﬀense will be arriving this year.

CIO|175|Outlook 2 0 1 3

Challenges in technology to meet

enterprise needs in 2013 and

expectations.

• Wireless – Corporate Liable or Personal

Liable > Managing wireless is low value

• BYOD (Bring you own device) iPads,

tablets and the like are already here,

how do we manage?

• Large Global ERP – maintenance an

growth, is one global instance viable,

agile, practical??

•Business / IT Project Governance –

How do we do the right stuff, wit

low/no resources?

• Continue to grow Business

Intelligence – Analytics, not just

tactical.

Expectations

• Provide cost effective options

• Show flexibility in support models

• Be AGILE

• Assist in ease up maintenance and

update

• Be a partner

The areas in business environment

where solutions do not yet exist or

not up to the mark, and which if

existed, would've made job easier.

• Global ERP Maintenance

• Wireless (again, personal v. corporate

liability)

• Sales Force Management / Quoting to

Order

Technology Trends Impacting

Enterprise Business Environment

• Phase out of desktop PCs (desk /

laptop price points, tablets,

smartphones)

• Remote workers, Telecommuting

(VPN, ShoreTel, point to point VC,

Virtual Call Centers)

• Telepresence – Manage a call, where

ever, on what ever

• Convergence of Cloud based apps

with VoIP (ShoreTel, Oracle and SFDC)

My roles and responsibilities as a CIO

• In 2008 when the world turned upside

down, CIOs went from trying to be

strategic, to essentially survival mode.

Keep the lights on, consolidate, do

more with less. As things improved, we

again had the opportunity to focus on

projects and initiatives that were more

value enhancing for the business, but

due to costs, we could not quite reach

that strategic partner goal.

I have always said to my team, ‘we

should not be IT people supporting the

business, but business people

supporting IT’ Put simply, understand

the business, and then drive

technology that enables that business.

That is what we are trying to get back

to.

Lessons I learnt as a CIO that can help

you

• Engage the business early on all

crossfunctional initiatives (Large ERP

upgrades, WAN, Telecom.)

• Over Communicate. Let them delete

extra emails, better too many than not

enough.

• Be forthright. On dates, good news,

bad news, all of it. If a project delay is

the right move, delay. If going is worth

the risk, then go.

• Demand correct environments, no

shortcuts. Have a Dev, Test, QA an

Prod environments.

• Test, test, test, and test again.

• Let the business drive priority. IT led

business initiatives eventually die and

IT gets blamed. (excluding necessary

infrastructure, that we do) Do not have

your own agenda. Your agenda is the

business’ agenda.

Technology Trends Impacting

Enterprise Business Environment

• Phase out of desktop PCs (desk /

laptop price points, tablets,

smartphones)

• Remote workers, Telecommuting

(VPN, ShoreTel, point to point VC,

Virtual Call Centers)

• Telepresence – Manage a call, where

ever, on what ever

• Convergence of Cloud based apps

with VoIP (ShoreTel, Oracle and SFDC).

JESSE STRITTMATER

VP / CIO

Life Fitness, A Brunswick Company

Highly skilled, and experienced IT/IT Management

professional Jesse has over 24 years of technology,

and technology management, consulting and call

center experience. His extensive background of

implementing and leading technology initiatives

includes Help Desk, LAN/WAN, Telecom, Data

Warehouse, DBA, Development, and IT

Management. He possess the ability to plan both

tactically and strategically and a proven track

record of team building, both from scratch and to

improve or grow.

Do not be IT people

supporting the business,

but business people

supporting IT

HEALTHCARE

”

The areas in business environment where

solutions do not yet exist or not up to the mark,

and which if existed, would've made job easier.

• Global ERP Maintenance

• Wireless (again, personal v. corporate liability)

• Sales Force Management / Quoting to Order

CIO|176|Outlook 2 0 1 3

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Challenges in technology to meet

enterprise needs in 2013 and

expectations

Enterprise needs are constantly evolving

to be able to withstand market challenges

and this requires a flexible, “easy-to-

do-business-with” and holistic technology

platform. As “techies”, one of our biggest

challenges is to help keep our business

running while we implement solutions to

transform it, finding synergies between

quality, risk control, innovation and cost.

My dream IT solutions portfolio would

have easily interoperable, easily replicable

and easily scalable solutions – the speed in

which we provide solutions to our global

business is essential. It’s important for

technology providers to engage and

facilitate the enterprise and not trap them.

Providers that are able to facilitate

cross-provider integrations are going to

win in the market as no one provider is

able to meet all the needs of an enterprise.

Lessons I learned as a CIO that can help

you

My three golden rules +1:

1) Stay connected to the business - a

technology solution/update that doesn’t

serve a bigger business purpose probably

shouldn’t be implemented

2) Attract great people to be part of your

team, people who with the right

development, challenges and

encouragement can be better than

ourselves. In addition to being technically

strong, my team has great business

acumen which is essential to

understanding the needs of our business

partners in order to be proactive in

providing the necessary solutions and new

capabilities.

3) Develop, cultivate and build strong

partnerships with your key providers

ensuring that both sides of the partnership

are able to leverage one another’s

strengths via capabilities we build to

support the business.

Most importantly, never be satisfied with

your results and strive for continuous

improvement.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier

Consumer connections and big data. As a

global company, staying in tune with our

consumers and being able to effectively

manage large amounts of data that deliver

business insights are priorities for me and

my team. Currently, we are utilizing one-off

spot solutions to support our consumer

connections and related business

processes as we have yet to find a scalable

end-to-end solution. Also, with the large

amounts of point-to-point supplier/

customer/consumer/employee

transactions we encounter on a daily basis,

harvesting and being able to interpret

analytics are challenges we must address

after years of automation initiatives.

My roles and responsibilities as a CIO

The CIO has evolved from solely being a

cost and risk control driven role to an

organization capabilities build up and

innovation role, while still remaining

conscious of controlling costs and keeping

risks at low levels. It is the ‘AND’ not the ‘OR’

definition of the role that makes it complex

and more exciting than ever. Also the role

has changed from a multi-region role to a

global role, supporting the best beer

company in the world. The team and I

focus on always ensuring global alignment,

which then makes it easier to converge.

Technology Trends Impacting

Enterprise Business Environment

Cloud solutions is definitely one of them.

We live in an “app world” within the

enterprise and technology professionals

must learn to adapt and ensure that they

make available a multitude of solutions

which are reliable, interoperable and

support our business needs on a global

scale. A second big trend is data

processing. To be effective, we must learn

how to organize, prioritize and interpret

the large amounts of structured and

non-structured data to better understand

and predict how our business landscape is

evolving while being sure we deliver on the

next big opportunity.

Attract great people to be part of your team,

people who with the right development,

challenges and encouragement, can be

better than ourselves.

MARINA BELLINI

Global VP -Information & Business

Services, CIO

Anheuser-Busch InBev

In her 11 years with Anheuser-Busch

InBev, Marina has held various

leadership roles within the IT and

Business Services organizations in

Europe and America. Prior to joining AB

InBev, Marina worked at Price

Waterhouse Coopers for almost 10

years as a Senior Consultant

specializing in process design, system

implementation and strategy design.

BEVERAGES, BREWING

CIO INSIGHTS

CIO|178|Outlook 2 0 1 3

CIO|179|Outlook 2 0 1 3

ABOUT COMPANY

Founded in 2010, Shoutlet has exploded

onto the market as one of the leading

independent cloud-bases social

management software providers,

boasting 120 employees across seven

global offices. Having raised a total of

$24.2 million, Shoutlet’s innovative

solutions that help marketers easily

design, execute, manage and measure

their social marketing efforts. The

company counts some of the world’s most

recognizable, social-savvy brands as its

customers, including The Four Seasons,

Norwegian Cruise Lines, Sears, Zappos,

Wrangler, K-Swiss, and many more.

PRODUCTS FOR THE ENTERPRISE

It’s industry leading functionality gives

marketers the ability to take advantage of

social media platforms such as Facebook,

Twitter, Foursquare and YouTube. Shoutlet

tools include Social CRM; Social Listening for

active tracking ongoing relevant

conversations; Social Switchboard™ for

trigger-based campaign publishing; Social

Enterprise for corporate-level control of

multiple brands, franchises, and agents; and

Social Analytics for metric tracking and

custom reporting that’s integrated with the

industry’s leading web analytics tools from

Google Analytics, IBM Digital Analytics,

Omniture and Webtrends.

DIFFERENTIATING FACTORS

Shoutlet is a 100% DIY cloud-based

software solution that gives social

marketers the power and control of robust,

interactive social campaigns. By being IT

agnostic, Shoutlet integrates easily with

many of the market-leading architectures

and supports a variety of best-of-breed

solutions.

How do your products add value to the

customer environment

Brands using Shoutlet are able to create and

execute a social marketing campaign from

beginning to end. With the ability to design

creatives through Social Canvas, social

marketers no longer need to rely on

designers with coding knowledge to design

everything from a contest to a landing

page. A marketer can then execute a

campaign and schedule actions based on

date and action-based triggers with its

Social Switchboard feature. When a

campaign is complete, brands can use

Shoutlet’s Social Analytics tools to dig into

the social data generated from the

campaign and integrate it with existing

analytics tools like Webtrends, Google

Analytics, IBM Digital Analytics and

Omniture.

CLIENTELE

Shoutlet customers make up some of the

world’s most innovative, socially-away and

savvy brands on the market, including

bareMinerals, Piperlime, The Four Seasons,

and Sears to name a few. See more

customers at www.shoutlet.com

COMPETITORS

Shoutlet regularly competes for business

alongside Oracle (acquired Vitrue and

Involver in 2012), Salesforce.com (acquired

Buddy Media in 2012), Google (acquired

Wildfire in 2012), and Adobe Social

(acquired Context Optional/Efficient

Frontier in 2011).

KEY EXECUTIVES

Jason Weaver, CEO and Founder: Jason

founded Shoutlet in 2010, after years in the

advertising. He saw the need for a software

solution that helped brands take advantage

of the then-new social networking

technology and has worked with brands

including Disney, SC Johnson and eBay.

Aaron Everson, President and COO:

Aaron joined Shoutlet in 2007, after a suc-

cessful entrepreneurial venture as the co-

founder and director of business

development for comparison shopping site

Jellyfish.com, which was acquired by

Microsoft. He has a proven track record for

developing companies around disruptive

technologies and bringing them to market.

Major Milestones for the company since

founding

FUNDING ROUNDS:

• Shoutlet has raised $24.4 million in

funding to-date

PRODUCT MILESTONES:

Key launches and feature updates.

For more information,

visit: www.shoutlet.com/features

Launched Shoutlet 6.0 (December 2012):

• Social Listening

• Social Ads

• Social Contest

• Social Analytics

Launched Shoutlet 5.0 (February 2012):

• Social Switchboard

• Social Canvas

• Social Profiles

• Revamped interface

Launched Shoutlet 4.0 (April 2011):

• Social CRM capabilities for Twitter and

YouTube

ROAD MAP

For more information and a demo of

Shoutlet’s platform,

contact sales@shoutlet.com

Meadows leads a team of 170 members covering areas such as infrastructure,

applications, telecommunications, and program management. Meadows has led the

organization through extensive improvements and modernization. She was named one

of Computerworld’s Premier 100 IT leaders for 2013.

Meadows has 17+ years of experience leading efforts for incorporating information

systems as a mechanism for facilitating process improvement and efficiency.

Challenges in technology to meet enterprise needs in 2013

and expectations.

The biggest challenge in healthcare technology for 2013 is the

ability to adapt quickly to the ever changing needs of our

environment. Traditional healthcare applications and

infrastructure do not lend themselves to rapid change. The siloed

nature of the data architecture does not lend itself to efficient

data sharing or collaboration. As the need to manage care inside

and outside the hospital grows, our technology needs to adapt

with it. We need the ability to provide the right information, for

the right person, at the right time, in the right setting of care. This

will improve our quality of care delivery and our patient’s

experience.

The areas in business environment where solutions do not

yet exist or not upto the mark, and which if existed, would've

made job easier.

Healthcare IT is a very complex animal. Much of my time is spent

preparing for regulatory requirements that are driven by outside

entities. These include Meaningful Use, ICD-10 conversions,

accountable care organizations and many others. Although these

are very important initiatives, there are 2 things that keep me

awake at night – loss of innovation and employee retention. I am

concerned that with all the focus on regulatory issues the IT

organization will lose the innovative edge which will be needed

to remain competitive. We must have a small amount of time

dedicated to innovation or we will find ourselves behind our

competitors. Healthcare IT resources are a hot commodity. There

is a great amount of competition to retain resources. We are in a

time of great change within healthcare IT and staff burnout is a

common occurrence. Finding creative ways to retain employees

is a number one priority.

Technology Trends Impacting Enterprise Business

Environment

Mobile and BYOD (bring your own device) are going to have the

biggest impact on healthcare IT. Today’s consumers have an

expectation that everything can be done from a mobile device.

Interacting with a healthcare institution should be as easy as

booking a flight on an airline or paying a bill online. To allow us

to accomplish this all the appropriate underlying infrastructure

must be in place. This includes development of applications,

management of “big data”, appropriate security and

networking/wireless infrastructure. Mobile healthcare with the

ability to pay a bill, schedule an appointment, communicate with

your doctor, and see critical healthcare information is the next

frontier.

My roles and responsibilities

as a CIO

In healthcare, the CIO’s focus has become less about technology

and more about the business and the business process. Much of

my time is spent discussing business problems and how

technology can improve the problem. We are seen as a critical

part of the organization and not just responsible for the

plumbing. Understanding the business is critical to our success.

Lessons learned as a CIO

I know this sounds cliché but ongoing communication with peers

about the technology direction is critical to success. If your peers

cannot speak to the direction, you have not done your job. In my

organization, we start each steering meeting with an overview

of technology goals, so we have that as a foundation for the

discussion. This allows us to make the right decision based on

the needs of the organization.

THERESA MEADOWS

Senior Vice President and CIO

Cook Children’s Health Care System

Ongoing communication with peers

about the technology direction is

critical to success

”

“

HOSPITAL & HEALTH CARE

CIO INSIGHTS

CIO|180|Outlook 2 0 1 3

CIO|181|Outlook 2 0 1 3

Company Profile

TrustSphere is a pioneer of

next-generation solutions utilizing

‘Messaging Intelligence’. Its solutions

are used to improve sales force

effectiveness, improve governance,

better identify fraud and enhance

security applications. Its award-winning

solutions have been successfully

deployed by more than 300 large

corporations, major government

agencies and other organizations,

proving their industry-leading

capabilities. The success of TrustSphere

and its solutions have also been

recognized with significant industry

awards, including being chosen as a

‘Cool Vendor’ by Gartner in 2011 and

the company’s TrustVault Messaging

Intelligence Platform being selected for

a Merit Award in the prestigious 2012

National Infocomm Awards in

Singapore.

Product Offerings

TrustVault is the industry’s first

Messaging Intelligence Platform that

uses communication data to capture,

analyze and characterize

organizational relationships in near

real time. This resulting “social map”

contains the who, when and where

from an organization’s

communications patterns, providing

“context” for the organization to

improve security systems and its own

business performance.

TrustVault’s messaging intelligence is

used to provide “Sales Intelligence” and

improve the effectiveness of CRM

applications, for collaborative selling.

By giving organizations greater insight

into – and oversight over – their sales

operations, TrustSphere improves the

efficiency of sales activities and

improves customer retention as well as

helping to identify cross-sell/ up-sell

opportunities across the organization.

TrustVault can also ensure the delivery

of messages from trusted,

authenticated senders while

combatting such significant email-

based threats as:

• Spear Phishing attacks which target

senior executives or other strategic

personnel.

• Distributed Denial of Service (DDoS)

attacks that seek disrupt business

operations.

• Social DDoS attacks focused on

specific individuals to disrupt

normal business operations.

• Email ‘false positives’ in which

legitimate, business-critical email is

mistakenly quarantined as spam.

TrustVault allows email to work the

way it was intended, ensuring the

delivery of business-critical messages

so operations can continue normally.

TrustVault employs open standards

with published APIs and a variety of

interface connectors for maximum

deployment flexibility while

accommodating on-premise, cloud

and hybrid architectures.

What Next?

TrustSphere’s vision is to help

organizations better understand their

digital communication activity and

convert such activity into actionable

insights. TrustSphere will continue to

invest in new solutions in line with its

vision.

Revenue Model

Sales are mainly through channel

partners and key business partners

globally.

TrustSphere

MANISH GOEL,

CEO

TrustSphere

Manish Goel founded TrustSphere to pioneer a new

technology category that IT industry analysts have

dubbed ‘Messaging Intelligence.’ TrustSphere uses

the power of this intelligence to help companies

enhance revenue performance, improve

governance and make network security systems

more eﬀective.

Before TrustSphere, Manish spent several years as a

technology investor. His career began at

PricewaterhouseCoopers as part of its strategic

change consulting practice where he worked

closely with global nancial services clients to

evaluate and select cutting edge technologies to

transform their businesses.

Founded: 2006

Offices

Singapore, New York City, Sydney and London.

Clientele:

More than 300 businesses, government agencies,

telecom carriers and other organizations

worldwide.

Investors:

Privately funded

Website:

www.trustsphere.com

Contact Information: www.trustsphere.com/contact-us

Email: sales@trustsphere.com Tel: +1-212-653-0652

Fax: +1-212-653-0650

CIO|182|Outlook 2 0 1 3

Technology Trends Impacting

Enterprise Business Environment

Simulation and scenario modeling,

especially as we’re spending a lot of time

and resources on Big Data visibility. Once

we figure out how to identify decision

information, we’ll be able to grade our

choices before putting them into action.

Thus, have efficient prediction analysis of

the outcome of those decisions.

CONSUMER GOODS

My roles and responsibilities as a CIO

The biggest change in my role, along with

my department, is evolving from a very

tactical division to a strategic essential

segment of the business and company.

We’ve gone from enforcers to influencers.

Ten years ago, I was the educator and

enforcer. Now, with our workforce being

savvier and on the forefront of technology

and with our collaborative environment,

they are bringing ideas and solutions. IT is

providing the guidance and expertise, and

we’re working together to implement. The

role is much more collaborative with the

entire organization, which allows us to

accelerate projects and be much more

successful in the long run.

The areas in business environment

where solutions do not yet exist or not

up to the mark, and which if existed,

would've made job easier.

For us, it’s consolidation and analysis of

Big Data becoming easier to assimilate

and analyze. We need solutions that will

consolidate and clearly present this

information so that our employees can

effectively understand, quickly share and

leverage this data. The tools we use to

manage and analyze the business need to

be more collaborative and synced

together for more efficiency and faster

results across the globe.

Consumer engagement is another

priority. We need to make sure we have all

the tools and technologies in place to

easily connect with our consumers.

Overall, the two things that I’m constantly

thinking about is: technically connecting

us internally across the globe and

ensuring we have the tools, resources and

technology to efficiently and effectively

connect with our consumers.

Lessons I learned as a CIO

that can help you

I always say IT is like the fashion industry.

You have to be careful not to get caught up

in what’s “sexy” and “hot” at the moment

because it’s not always sustainable or able

to maximize every investment dollar.

Evaluation of success shouldn’t be on how

fast you’re implementing the newest and

greatest technology or solution but how

well you are managing and maximizing

your current solutions. It may not always be

as sexy, but it’s most likely functionally

viable and more efficient.

Evaluation of success

shouldn’t be on how

fast you’re

implementing the

newest and greatest

technology or

solution but how well

you are managing

and maximizing your

current solutions

Grant is the CIO for Kids II, responsible for

the overall strategy, direction and

evaluation of the company’s IT

infrastructure-technically uniting its 13

global offices and nearly 500 employees

worldwide. In addition to his role as CIO,

Grant has also served as Chief

Operating Officer (COO). He has been

essential in the strategic direction for Kids

II’s technology and operational functions

for nearly two decades. He is a veteran in

the industry with nearly 20 years of

experience in the IT field.

GRANT GUNNIGLE

CIO

Kids II

Challenges in technology to

meet enterprise needs in 2013 and

expectations.

Consistency of software and user

experience across the entire organization is

a priority for us. Considering the rapid

amount of devices and versions that are

being introduced, it becomes increasingly

difficult to ensure users are utilizing the tools

fully. We have to be united to be

successful and need solutions that will

deliver these results for us.

We have to ensure there’s dissemination of

the information throughout the entire

organization, it connects us in real-time and

that we can make it actionable. And we

need the technology to deliver this. We’re

also committed to updated planning and

production software to continue helping us

reduce our already market-leading lead

times and overall cost to Market.

CIO INSIGHTS

CONSUMER GOODS

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