Podcast

A candid conversation about the CIO role with Ben Haines – CIOitk #20

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Introduction:

This week I’m joined by Ben Haines who is the Chief Information Officer at Verizon Media.

In this episode, I have a candid conversation with Ben where he outlines his perspective on the CIO role. Has it changed? Or not? We go deeper and he shares how doing a ‘tour’ leading the helpdesk gains business insights. Ben outlines how we, as CIOs, need to change our thinking for both the role and how we lead. Part of that change involves the role of failure and how the CIO engages with the board. Digging deeper, I ask Ben if I were to look at his schedule, what would it look like? And finally, we finish with a lightning round of his perspective on technology including cloud and AI.

Links:

Ben Haines Twitter: https://twitter.com/bhaines0

Ben Haines LinkedIn: https://www.linkedin.com/in/bhaines/

Verizon Media: https://www.verizonmedia.com

https://soundcloud.com/cioitk/a-candid-conversation-about-the-cio-role-with-ben-haines-cioitk-20/

Episode Transcript:

Tim Crawford:               Hello and welcome to the CIO In The Know podcast where I take a provocative but pragmatic look at the intersection between business and technology. I’m your host, Tim Crawford, a CIO and strategic advisor at AVOA.

Tim Crawford:               This week I’m joined by Ben Haines, who is the chief information officer at Verizon Media. In this episode, I have a candid conversation with Ben where he outlines his perspective on the CIO role. Has it changed or not? We go deeper, and he shares how doing a tour leading the help desk gains business insights. Ben outlines how we as CIOs, need to change our thinking for both the role and how we lead. Part of that change involves the role of failure and how the CIO engages with the board. Digging deeper, I asked Ben, if I were to look at his schedule, what would it look like? And finally, we finished with a lightning round of his perspective on technology, including Cloud and AI.

Tim Crawford:               Ben, welcome to the program today.

Ben Haines:                  Thanks for having me, Tim.

Tim Crawford:               Hey, it’s always great to see you, and I get to actually see you in person here in New York City, and so I’m really excited to jump into this conversation.

Ben Haines:                  Yeah, I’ve been here four, five months now. I think I’ve seen you more since I’ve been here, than when I was on the West Coast.

Tim Crawford:               Two West Coasters having to come to New York.

Ben Haines:                  Yeah.

Tim Crawford:               Love it. So, let’s just jump right in, the CIO role, it’s changed, it’s changing, or maybe it hasn’t changed. What’s your take on who the CIO is and the role that they play?

Ben Haines:                  Yeah, so I think the reality is, it hasn’t changed, and what we’ve always been trying to do, but it has elevated in its importance, and you get a lot of people who aren’t performing the role that is required and it’s a business role. And I think we forgot that at some point, we became rackers and stackers, observers and the department of no, and went through that whole cycle, but that’s what we weren’t there for, we weren’t there to do that. We were there to improve the business, internal and external.

Tim Crawford:               How does that evolve though to get from that racker and stacker mentality to that business focus? Because if you think about it, the CIO that’s in the role today has been there for a while, more than likely.

Ben Haines:                  Yeah, and that can be the problem.

Tim Crawford:               Okay.

Ben Haines:                  I mean, we got to a point where the business caught up. There was that time where the IT guy was the smartest guy in the room, right? And all that’s been stripped away and so now it’s about business objectives. And like I said, that’s where we should have always been, but we got lost.

Tim Crawford:               Okay. So hypothetically, I’m in the CIO role, I’ve been a racker and stacker, I want to make that transition. What am I doing? Because it’s not just about me as a person in the role I’m in, there are other factors like folks outside of IT, there’re folks within IT, within your organization itself.

Ben Haines:                  I think the harsh reality, some will never make it. Okay? They’re just infrastructure people, and that’s okay. You have to evolve and get connected to the business, and understand every penny you’re spending, how that is helping the company move forward. And so, I actually coached some of my people through this and VPs, and we look at their career path and I’m, “Okay, you’ve got to do a year on the help desk.” And they’re, “Really?” And, “What did I do wrong?” But I’m like, “No. You need to understand.”

Ben Haines:                  Because that’s where it all starts. That’s where the customer service starts. And you’re going to hear every problem in the company to do with IT at the help desk. You need to understand that. The heart of it though, is the business applications and the business process, not even the applications. It’s the process and how we’re helping the business get stuff done.

Ben Haines:                  And so you look at that trajectory and an existing CIO, they’ve got to get connected with finance, connect with HR, connected like … how is the pulse of the company working? And well we call it GSD, then you can … the S you know, stuff done. But yeah, it’s really connecting at that level.

Tim Crawford:               As you think about moving your staff into these other roles, I can see how, especially in maybe emerging technology companies, there might be a little bit of disagreement or hesitation to that. There’s probably also some thinking amongst the CIOs, amongst the IT leadership, of can we afford to do that? Can we afford to put someone through a rotation of the help desk or through another function? How have you found success in being able to do that?

Ben Haines:                  I think there’s a change in thinking there, because it’s always come from, can we afford to? What about, what if we don’t?

Tim Crawford:               Love that?

Ben Haines:                  And it’s like okay, if we don’t cycle these people through and yeah, what are we missing out on? On building the next leaders, building the next generation of IT. And ultimately when you’re looking at leaders, they’re there for their leadership capabilities. They’re not there because they’re the best technologist. Okay. You do need that, CTOs, there’s definite roles like that, ICs, architects, but they’re leaders and so they’re … especially when you get up to the CIO level, a lot of our time is spent with people. So that transforms across whatever your service delivery is.

Tim Crawford:               That’s a really good point. Leaders are not necessarily technology specific, they’re leaders. And so that should be a transformative to any number of roles.

Ben Haines:                  Back to a question before, an existing CIO, some of the best things they can do is bring business leaders in. Okay. And they’d know nothing about technology or they’re your go-to in HR, they’re the HR technology specialist. Bring them in, right? And they will give you that true business perspective. And some of my best people, they’re not technologists.

Tim Crawford:               And I’ve had the fortunate opportunity to work with and meet several folks on your team. And I have to say it is an incredible group of folks, not just individually, but how they work cohesively too. And for those that are listening, you have no idea. It’s an amazing place that you created.

Ben Haines:                  I appreciate that. That’s-

Tim Crawford:               No, you deserve it, you really deserve it. And I think that just shows on your a capability. Going back to that team though, as you start to build those folks up, I mean at some point, these are amazing people and they also need to rise to the next level and move on, and that’s got to be hard too.

Ben Haines:                  Yeah, it’s a long road. Ultimately it’s built on trust, and the number one thing you’ve got to do is look at yourself. So for me, I had to get out of the weeds and let them run.

Tim Crawford:               Can you give me an example of what you mean by you getting out of the weeds?

Ben Haines:                  So, different situations I think you need different approaches. So, we had a merger two years ago, AOL, Yahoo. Two 20-year-old … at that point, technology dinosaurs in technology years that’s a long time, could not have been more similar. And we were given a pretty extreme aggressive target. So, I had two teams merging together and I went in very top-down, right? The first three months, I was in everything, and very direct and it was an approach we decided to make this happen quickly. We just need to get in and go. We couldn’t have the whole a nice decision-making process.

Tim Crawford:               There was no time for that.

Ben Haines:                  Yeah. We had to make some big decisions quickly, and ultimately it fell on me, and I went in and to a certain point, the team really appreciate it because it was really clear what we’re doing. There wasn’t a lot of discussion, and we ran. And then six months later we’re getting through this and a year later and now at two years in, so I’m now giving high-level direction, and that leadership of “Hey, we need to go take that mountain. You work out how you do it.”

Tim Crawford:               And I’ve actually had the opportunity to see how you do that, how you convey that message.

Ben Haines:                  Yeah.

Tim Crawford:               And it’s pretty darn impressive. But it’s also pretty unique too.

Ben Haines:                  Yeah, it’s sad. It shouldn’t be. We pay a lot of money for some really good people and they’re smart and you’ve got to give them that room. And I think the hardest thing as a leader, you’ve got to be okay with them doing it differently than how you would do it.

Ben Haines:                  It’s really … you see it and you’re, “Okay, they got there. But I could have done it three steps easier.” But that’s okay. You’re not there to do the steps, right? And they build their confidence and they execute. You’re, “Great.” So, you give them the parameters, it’s generally head count and budget. Sorry guys, this is how it’s fixed and go work it out.

Ben Haines:                  And then they’ll come back asking for more. But we work through that. So yeah, it’s hard to let go, but it’s absolutely critical.

Tim Crawford:               Do you find the interesting parallels between that and raising kids in some ways?

Ben Haines:                  Oh, yeah. Yeah, absolutely.

Tim Crawford:               I mean, let me be clear. Not to suggest that your team are your children-

Ben Haines:                  No. But there are times-

Tim Crawford:               But there are maybe parallels between-

Ben Haines:                  No. Absolutely. When I had my first, and you go through the two-year-old, three-year-old stage, and then you come to work, and you’re “Wow. Okay.” Yep. Just went through that one. But it’s a discovery for a lot of people and it’s building that trust, as you kids … you can’t wrap them in bubble wrap, right?

Ben Haines:                  And I also noticed that the dads and the moms is like, the dads would be, “Ahh, yeah. Yeah, fell over and scraped their knees.” And sometimes the partner’s, “Ahh.” And then sometimes it’s the inverse. I’ve seen it actually, in all seriousness where the father’s, “Aah.” And the mothers, “Aah, let them jump off. It doesn’t matter. They’ll learn.”

Tim Crawford:               The analog that I’ve used with my teams in the past is something we can all relate to, and that’s riding a bicycle. You can tell a child that’s going to ride a bicycle for the first time. Here’s how you ride it. You got to balance, you need a little bit of momentum, but you also know they’re going to fall off, scrape some elbow, scrape some knees, some tears are going to be shed. And then what are they going to do? They’re going to get back on it and they’re going to ride it again. So, do you put the bubble wrap around them, or do you tell them as much as you can and then let them figure it out?

Ben Haines:                  Right. And kids bounce.

Tim Crawford:               They do.

Ben Haines:                  So, it’s good. But people do as well. There’s resilience you build in there, right? And as you get to the workplace, and one other thing that ties into that and we talk about it a lot, is accepting failure, all right? And it’s often seen as a, “Oh my God, we can’t fail.” And we’re working with a company now where we’re like, failure is not an option. It must be perfect the right time. And it’s paralyzing.

Ben Haines:                  And I’ve got to staff meetings where I’m, “Okay guys, what have we done this quarter?” And they’re, “We’ve done this.” And I’ve said, “Well, where have we failed?” They’re, “No. We haven’t.” I said, “Well, we’re not going hard enough.” Okay, if you’re not … and this isn’t taking down your ERP for three days. Right? You put it in context. It’s, “No. We tried this and it didn’t work. So now we’re going to do this and next time we’ll get it to work.” I’m, “Awesome.” If you’re not trying that, we’re not pushing the envelope.

Tim Crawford:               So, I can see how you could do that within your organization, especially if you have a good, strong, solid team working with you. How do you start to get those outside of your organization to accept failure too, and that that’s okay? And that’s actually a good thing.

Ben Haines:                  Yeah, it is a little tougher. The core to everything you do is trust, and you build trust through delivery. And so, you can’t come in and be brand new and you’re working with this department and you know things are failing. So, you do have to have a track record.

Ben Haines:                  And we had that actually with our ERP team, our finance group, and years and years of a great track record. And if we do do something, we fix it quickly and we move on. And that’s because they trust that we’re going to deliver.

Ben Haines:                  We actually had a really big … I called it a big failure, I was a little hard on the team quite honestly. We changed intranet switch like … yeah, and-

Tim Crawford:               We’ll just leave that right there.

Ben Haines:                  Yeah. But we had to, this old package was dying, bought by private equity, they’d taken all the money out and end it. It was not a very good launch. And this was Q2 this year, and I was not happy. Okay. And this wasn’t a thing we needed to fail at.

Ben Haines:                  But the entire company, especially the groups closer to us, they’re, “No. It’s cool.” Because we’ve had these two years of this merger and just knocking out of the park, and they were, “No. We get it. Okay. Yeah. Shit happens, basically.” And we showed the roadmap out of it. “Here’s where we’re going. No, we’re not rolling back. Okay, we’re in this.” And they trusted us.

Ben Haines:                  So, because we had that track record and that’s the … it goes back to the help desk, what’s your customer service? And we talk about keeping the trains running on time.

Tim Crawford:               Yeah.

Ben Haines:                  It’s boring, but it’s critical to let you do the cool stuff.

Tim Crawford:               But the other thing that comes out of that too, is you’re also transparent. You’re real and you’re transparent. It’s not trying to sweep something under the carpet. Hopefully, nobody will see.

Ben Haines:                  Yeah, absolutely. And you have to be 100% transparent.

Tim Crawford:               So, speaking of that, let’s take it up a couple of notches and talk about the board and how the CIO engages with the board, especially in today’s day and age where risk is a regular board conversation. Where is the CIO in that conversation from your perspective?

Ben Haines:                  I guess where it is or where it needs to be.

Tim Crawford:               Yeah, that’s a really good point. That’s a really good point.

Ben Haines:                  I think, yeah, we’re definitely moving on from board conversations about obviously revenue, and the CFOs talking about profitability, and the CEO and all of that. Most companies now, you can’t get anything done without technology. It is critical and the board needs to be made aware of where those pitfalls are, right? And make decision-based risks.

Ben Haines:                  And I’ll give you one example. I keep going back to this because it’s just fundamental. But we had an ERP platform. Five years, the CFO denied upgrading it. We got to a point we we’re 10 years out of date, right? And this is a six, $7 billion business. So, Oracles no longer supporting it. We can’t do tax tables. This is a pure risk decision at that point.

Ben Haines:                  And at a board level, you need to know that, right? And then you flip that into security issues, which is yeah, front and center for everyone, and we’ve had some good experience with that.

Tim Crawford:               I like how you said, we had some good experience with-

Ben Haines:                  Remedying. So that gets to the board level because there’s significant investment. And that is all about, okay we invest whatever, 100, 10 whatever, millions here, we are going to avoid potentially this, whatever this is. And that is pure risk and especially in a consumer business, you lose the public, you lose a lot, and that’s board-level conversation.

Tim Crawford:               But I see a gap there. You’ve got board members who are traditionally not tech-savvy. That’s not their background. And this has actually come up in past episodes of the podcast. Patty Hatter, she had explained that many board members might have a financial background or a business background, but it’s not a technology background.

Tim Crawford:               And then take what you said just a few minutes ago where you’ve got CIOs that are very tech-centric, the stackers, that technology mentality, how do you bridge that gap? Because that’s not just a small gap, that’s a pretty large chasm.

Ben Haines:                  Yeah. Look, the harsh reality is they’re the wrong people to be in front the board. Just because they have the title of CIO-

Tim Crawford:               So, they being the CIO that has that-

Ben Haines:                  … the infrastructure, yeah. If you can’t explain, and this isn’t at just the board level, at any level, why you’re investing that money and what the potential risk is. That’s a business discussion. It’s not a technology discussion, so to speak. Right? Yeah. That’s the lever.

Tim Crawford:               Sure.

Ben Haines:                  That you’re pulling, but you’ve got to be able to explain that in business terms. And look, you get into all the nuances, where does the CIO report into, and there’s all those types of things as well. But no, it is a big jump, and that’s that critical piece where the CIOs aren’t doing their job if they’re not explaining that business risk.

Tim Crawford:               If I were to look at your schedule and map out different categories of time, and say, here’s time that’s spent on business and I’ll just put a couple buckets here, business centric conversations versus technology conversations, and maybe there’s a third bucket of self-development in there, or just thinking even. How would those percentages look, and how has that changed over time for you?

Ben Haines:                  So, yeah. It’s definitely changed from technology being a really cool fun 80% of where I want to spend my time. And to me the ideal, especially when you get to the executive levels, I spend … I’ll talk about my ideal day. 30, 40% would be with my team, my directs especially and understanding what they need, helping them explaining strategy, all that type of thing.

Ben Haines:                  The other 30 would be with the business. Understanding what are we trying to do and where can I help unblock things, all of that. What are we up to 60? So then there’s … and this is where I actually found it hard, the 20% of the time I may be able to dabble in tech, and I’m feeling way behind in the tech, right? Because I just don’t have the time to spend there. And now I’m, “Can you go and learn this and come and give me the summary because it looks really cool.” And I’m not smart enough to go dabbling anymore.

Ben Haines:                  So, and then yeah, look, maybe 10, 20% on yourself. And a lot of that self, it’s not just learning, it’s thinking. It’s having that space to step back is critical. And I used to, and I’ve got to get back to it with my [inaudible 00:20:23]. I won’t have meetings before 10:00 A.M., that was my standard. And then it just all got crazy busy. But that gave me time to think. I’m more productive in the mornings and so I’ll do all my meetings in the afternoon and I’ll spend, back then it was 6 to 10:00 A.M., or whatever the timeframe where I’ll do some emails and then I’ll just do some reading and do all that really deep thinking work. That’s the ideal scenario.

Tim Crawford:               So, let’s switch gears once again and talk about technology, that thing that you’re feeling a little behind the times on. Although I have seen examples which we won’t talk about today, but I’ve seen examples where that isn’t the case and you actually are pretty darn tech-savvy.

Tim Crawford:               Cloud. Let’s just do a lightning round, quick lightning round. Your take on Cloud, Cloud public, private, hybrid, multi.

Ben Haines:                  Yeah. Messy. Messy. I still remember back when as a CIO at Box, I think it was 2014, and a lot of my role was talking to customers, and I saw over an 18 month period where we were banging our heads against the wall, convincing people. We’re, “No. You need to be doing Sass.” At that point, but it was Cloud. And then by 18 months, it had flipped around. So now it’s cool. Everyone’s in there, everyone’s adding their flavor, and most of the time it’s a right things to do. I think we’re just at the start still, right-

Tim Crawford:               Still at the start of Cloud?

Ben Haines:                  Yeah. It’s become cool. And you’ve got to think about, especially when you’re in Silicon Valley, it’s a big bubble. One reason I like moving to New York, you get a different aspect. It’s a big bubble. So yeah, your first start-up there and you’re not in the Cloud, you’re weird, right? And that’s just not, “Huh? What do you mean? You’re not on AWS?”

Tim Crawford:               You’re not cool anymore.

Ben Haines:                  Yeah. But you think about traditional enterprises, and I’ll spend a lot of time in enterprise, they’re still getting their, “Okay, we’ve just finished our VMware optimization of our data center, and I’ve got a three-year investment in capital, or five-year investment that’s advertising. What Cloud? I’ve got to go to AWS?”

Ben Haines:                  And so, everyone’s in this different life cycle, right? And I think there’s a lot of unfortunate marketing bullshit coming into it. The marketectures out there. And that’s how you know it’s popular, right, because everyone’s trying to sell it. And so yeah, it’s messy right now and I think we’re going to see it settle down, of course, over the coming years. And yeah, it’s going to be interesting.

Ben Haines:                  I think there’s going to be a little bit of pullback. The OPEX sticker shock is real in a lot of companies. A lot of companies are lifting and shifting. They’re not architected for the Cloud, right, but they want to … honestly it used to be tick the box by getting Box. They’d go to the board, “Yeah. We’re in the Cloud because we bought box.com, right?” And now they’re ticking the box saying, “Oh yeah. We’ve got AWS.” And all they’ve done is listed and shifted PMs and they’re racking up an OPEX bill.

Tim Crawford:               And they’re not really sure about the value that it’s bringing to their company.

Ben Haines:                  But they know they should be doing it. So yeah, I think there’s some companies that they need to make some mistakes and will just get through it.

Tim Crawford:               And those are some pretty painful mistakes though.

Ben Haines:                  They are, but … I say unfortunately for technology, we’ve made a lot of those mistakes.

Tim Crawford:               Yes.

Ben Haines:                  But, I think the difference with Cloud is the speed of which they can happen, and AWS can be an open checkbook, hardcore. And so, you’ve got a speed and a velocity there that compounds these things and you’ve got to understand what you’re doing.

Tim Crawford:               Okay, next one. Artificial intelligence, also known as the acronym AI.

Ben Haines:                  Yeah. Hype cycle, I think it’s at the peak or it’s about to peak, right, not on a hype cycle. Yeah, it’s one of those things. The marketing is all around AI. A lot of it is machine learning and this is where I’m not technical on that, but a lot of it is about machine learning and it sounds sexy to say, “I’ve got AI.” It’s still in its infancy and it’s hard. It has huge potential and that’s why there’s so much hype.

Tim Crawford:               There seems to be this continuum that gets munged together depending on the marketecture that comes out, and even some of the promotion that is happening around these technologies by those, and just kind of offering opinions where it could range anywhere from advanced analytics, RPA, ML, True-AI. Much of what we see today, which is tagged AI, doesn’t have the artificial, and maybe doesn’t have a lot of intelligence to it. It’s further down the spectrum.

Ben Haines:                  I think we’re also at the point where … I don’t know if it’s converging you or not, but we got big data. The data lakes turned into data swamps. The reality is you need that data for AI to work, and the machine learning, right?

Tim Crawford:               Right.

Ben Haines:                  And so, we’re still back to that age old problem, if you don’t have clean data. And yeah, now you need some super smart people to be doing the AI. Yeah, there’s a lot of hurdles there, but it is extremely good. We’re doing one program within enterprise. We’re doing a heap in our consumer side, massive investment in AI. Super smart people … like it’s crazy stuff.

Ben Haines:                  But we decided we went with a package vendor because most IT shops, you don’t have that expertise and it’s been interesting. It’s one of our innovative projects we’re doing this year and we’re seeing some really interesting feedback on it. And it is helping. One thing we’re at the point is how do you judge it? So how do you actually classify it helping?

Tim Crawford:               Do you mean how do you value it?

Ben Haines:                  Yeah. Value it-

Tim Crawford:               What is the value of what you’re putting in place?

Ben Haines:                  Yeah, it is valuing it, but it’s also what is it really doing? So, yeah, I guess it’s valuing it, and we’re maybe changing how we thought it was going to impact. So yeah, it’s a great exercise. The company we’re working with is excellent.

Tim Crawford:               Great.

Ben Haines:                  But we’re finding we don’t have the data to support it.

Tim Crawford:               That’s actually very interesting and actually just had another conversation with a guest on the podcast just recently, that was explaining how they didn’t have enough data to really make AI valuable or even machine learning, for that matter. And so, the data does become really critical, but it’s also making sure you have the right data too.

Ben Haines:                  Yeah. Data, and for us it’s process and we’re not Iteal. Iteal has nothing to do with service, so we got rid of it.

Tim Crawford:               Okay.

Ben Haines:                  But these things need that structure. So, if you had the Iteal library there and everything tagged and all that, he can navigate it all right? It’s not really artificial intelligence, but it’s learning how to navigate all these different things that come in. So yeah, we’re in an interesting phase.

Tim Crawford:               Great. So, as we kind of wrap on this episode, one last question for you. What excites you most? Don’t worry, it’s an easy question. What excites you most, as you think about the CIO role, you think about where you are personally, professionally, what excites you most coming up?

Ben Haines:                  Just broadly, I do think this is probably one of the best times to be a CIO, if you understand the business. If you can truly knit that together. I had a boss five years ago tell me, CIO, career is over, we’ve all heard that, and I won’t tell you what I told him, but there was a lot of negativity around it, and there’s still bad actors out there for sure, but it’s a critical piece to every business now.

Ben Haines:                  So, I think that’s the most exciting part about it, is people see it and they know they’ve got to get this right. And also, I think it’s good that the business tolerance level for bad actors is pretty low now. And with SASS and all that, they’re just going and doing it themselves. I mean the best way to know if you’ve got an ineffective CIO is look at your shadow IT, right?

Tim Crawford:               Interesting. That’s a great-

Ben Haines:                  I mean, there’s a negative and a positive to that.

Tim Crawford:               I was just going to say, there are two ways you can look at shadow IT. Shadow IT could be a negative or could be valuable.

Ben Haines:                  It depends on the CIO, because the defensive CIO will see all that as bad, and it’s bad because the IT team isn’t delivering, so the business is doing it.

Tim Crawford:               And they see it as threatening.

Ben Haines:                  And threatening, right? And I’m like, good, you should be threatened. Because the positive is, we’re trying to run an enterprise of 20,000 people. Someone spins up something in a work group, they get it all working, it’s the perfect use case. And then they like, “Hey, guys, can you help us make this enterprise?” “Why?” “Sure.” Why wouldn’t you?

Tim Crawford:               Absolutely.

Ben Haines:                  So yeah, there’s two different ways of looking at it.

Tim Crawford:               Very good. Ben, as always, it’s a pleasure to hang out with you.

Ben Haines:                  No worries.

Tim Crawford:               Spend some time and a chat a bit. Thanks for joining the podcast as well.

Ben Haines:                  Cool. Great chatting. Thanks, mate.

Tim Crawford:               For more information on the CIO In The Know podcast series, visit us online @CIOitk.com or you can find us on iTunes, Google play, and SoundCloud. Don’t forget to subscribe and thank you for listening.

 

Tim Crawford is ranked as one of the Top 100 Most Influential Chief Information Technology Officers (#4), Top 100 Most Social CIOs (#7), Top 20 People Most Retweeted by IT Leaders (#5) and Top 100 Cloud Experts and Influencers. Tim is a strategic CIO & advisor that works with large global enterprise organizations across a number of industries including financial services, healthcare, major airlines and high-tech. Tim’s work differentiates and catapults organizations in transformative ways through the use of technology as a strategic lever. Tim takes a provocative, but pragmatic approach to the intersection of business and technology. Tim is an internationally renowned CIO thought leader including Digital Transformation, Cloud Computing, Data Analytics and Internet of Things (IoT). Tim has served as CIO and other senior IT roles with global organizations such as Konica Minolta/ All Covered, Stanford University, Knight-Ridder, Philips Electronics and National Semiconductor. Tim is also the host of the CIO In The Know (CIOitk) podcast. CIOitk is a weekly podcast that interviews CIOs on the top issues facing CIOs today. Tim holds an MBA in International Business with Honors from Golden Gate University Ageno School of Business and a Bachelor of Science degree in Computer Information Systems from Golden Gate University.

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