IT leaders share their top priorities, biggest mistakes, and career dreams if they weren't a CIO.
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Senior VP and CIO, CUNA Mutual Group
CAREER TRACK How long at current company: I've been with CUNA Mutual Group, a financial services provider, for 6-1/2 years.
Career accomplishment I'm most proud of: Developing and implementing a stronger customer perspective within the CIO role after leading customer operations for CUNA Mutual for three years.
Most important career influencer: One of my important career influencers early on was Dennis Kuester, who is now the chairman of the board for Marshall and Ilsley. Over a span of 12 years, I worked for him directly and indirectly in many different and diverse roles. Consistently, he provided sound guidance on leadership, managing organizations, and creating and executing business strategy. He was a pivotal mentor for me who catapulted my career to the next level.
Decision I wish I could do over: We attempted a project replacement without adequate business process engineering. I have new checkpoints in place now to ensure we have the right information and processes for the future.
VISION Advice for future CIOs: Your job is all about people: customers, employees, partners, and peers.
The next big thing for my business will be ... how we can drive revenue growth. For example, how we can leverage new proven technology to deliver revenue that a business unit may not be aware of, like we did with our voice signature technology, which delivered significant improvement in sales.
Best way to cope with the economic downturn: These unprecedented times reinforce the importance that CIOs, and all leaders, must demonstrate to their CEOs and CFOs what cost containment strategies are in place that also drive value and align with business strategies.
The federal government's top technology priority should be ... data integration.
Kids and technology careers: I haven't steered my children toward a tech career, but I wouldn't discourage them either. It has been good to me.
ON THE JOB IT budget: $100 million
Size of IT team: 670 employees and contractors
How I measure IT effectiveness: We measure IT effectiveness through the business value is delivered, how the project is aligned with business strategy, and thought leadership in the technology. We use a project scorecard as our gauge for tracking the business results and value. Before a project is approved, it must also have a clear plan to generate business results within six months. If it doesn't, we need to question why we're doing this project.
Sales force automation
PERSONAL Colleges/degrees: Marquette University, MBA in information technology and finance; University of Wisconsin-Milwaukee, BBA in management information systems
Leisure activities: Competitive sailboat racing and cruising, and some ice boating when the conditions are right!
Biggest business-related pet peeve: Leaders behaving like victims of their circumstances instead of using their circumstances to drive positive change
If I weren't a CIO, I'd be ... a sailing charter boat captain in the Caribbean
The Business of Going DigitalDigital business isn't about changing code; it's about changing what legacy sales, distribution, customer service, and product groups do in the new digital age. It's about bringing big data analytics, mobile, social, marketing automation, cloud computing, and the app economy together to launch new products and services. We're seeing new titles in this digital revolution, new responsibilities, new business models, and major shifts in technology spending.