100 CIO/CTO Leaders in Science, Technology, Engineering and Math

100 CIO/CTO Leaders in Science, Technology, Engineering and Math
Instilling confidence
by inspiring it
Deloitte is proud to support and applauds the 2015 honorees of the 100 CIO/CTO Leaders in STEM.
We respect your leadership and your commitment to increasing the number of women that
enter science, technology, engineering, and math.
Congratulations to today's role models for tomorrow's leaders.
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As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/
about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.Certain services may not be
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#100STEMLeaders
©2015 STEMconnector® All Rights Reser ved
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Acknowledgements
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The CIO Executive Council
Gary Beach
Shawn Banks
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Director, Digital Content
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Adrian Gillem
Manager, Business Development
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VP & Chief Strategy Officer
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Brian Jackson
Director, Strategic Initiatives
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Erika Hansen
Manager, Partnerships & Projects
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Tim Edwards
Chief Program Officer
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Dania Roach
Director, Project Partnerships
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Nganiwe Ngwira
Manager, Operations
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Dr. Talmesha Richards
Chief Academic & Diversity Officer
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Philip Casey
Manager, Projects
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David Poole
Manager, Executive Initiatives
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Aaditya Shah
Chief Technology Officer
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Latifa Cooper
Manager, BD & Member Services
202-304-1964
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Pisith Yim
Associate, Information Technology
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Dr. Dane Boyington
Co-Founder & Chief Technical Officer
Thinking Media-Learning Blade
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Sheila Boyington, PE
Co-Founder & President
Thinking Media-Learning Blade
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Senior Advisors
Julie Kantor
President & CEO
TwoMentor
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Leadership Board
Rob Denson
President,
Des Moines Area Community College
Dr. Heidi Kleinbach-Sauter
Senior Vice President, Global Foods R&D
PepsiCo
Balaji Ganapathy
Head, Workforce Effectiveness, NA
Tata Consultancy Services
@STEMconnector
2 | 1 0 0 C I O / C TO L E A D E R S I N S T E M Michael Norris
CEO, Healthcare
Sodexo North America
Jane Oates
VP, External Affairs
Apollo Education Group
/STEMconnector
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STEMconnector
©2015 STEMconnector® All Rights Reser ved
Table of Contents
About the Publishers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Letter from the Publishers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
SECTION I FOREWORD
Turning the Tide on STEM Awareness and Growth. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Pam Stenson, President, CIO Executive Council
Grow People. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Gary Beach, Former Publisher, CIO Magazine
SECTION II 100 CIO/CTO LEADERS IN STEM
Charles W. Hull . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Co-Founder & Chief Technology Officer, 3D Systems, Inc.
Ashish Khandpur . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Chief Technology Officer & Senior Vice President of Research & Development, 3M
Stuart Sackman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Corporate Vice President, Global Product & Technology, ADP
Mark Papermaster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Chief Technology Officer & Senior Vice President, Advanced Micro Devices, Inc.
William Krenz . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Vice President & Chief Information Officer, The Aerospace Corporation
Janne Sigurdsson. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Chief Information Officer, Alcoa
Mary Heger. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Vice President & Chief Information Officer, Ameren Corporation
Doug Philbin. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Chief Information Officer, American Express Global Business Travel
Michael Sajor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Chief Information Officer, Apollo Education Group
Phillip Stevens. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Executive Vice President & Chief Information Officer, Army & Air Force Exchange Service
Pam Parisian. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
Chief Information Officer, AT&T
Archie Deskus. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Vice President & Chief Information Officer, Baker Hughes
David White. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Chief Information Officer, Battelle
Angela Yochem. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Global Chief Information Officer, BDP International
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 3 Tom Hooper. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Chief Information Officer, Beck’s Hybrids
Kim Barrier . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Chief Information Officer, Bio-Rad Laboratories, Inc.
Kevin Winter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Vice President & Chief Information Officer, Booz Allen Hamilton, Inc.
David Eyton. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Chief Technology Officer, BP
Justin Kershaw . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Chief Information Officer, Cargill
Tanya Arthur . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Associate Chief Information Officer & Vice President, ITS Strategy & Business Operations,
Catholic Health Initiatives
George Moore. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Chief Technology Officer, Cengage Learning
David Black. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Senior Vice President & Chief Information Officer, CHS
Mark Boxer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Global Chief Information Officer, Cigna
Guillermo Diaz, Jr. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Senior Vice President & Chief Information Officer, Information Technology, Cisco
Paul Martine. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Chief Information Officer, Citrix
Ed Steinike. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
Senior Vice President & Chief Infromation Officer, The Coca-Cola Company
Tony Werner. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Executive Vice President and Chief Technology Officer, Comcast Cable
David Morse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
Executive Vice President & Chief Technology Officer, Corning Incorporated
Stuart Kippelman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Corporate Vice President & Chief Information Officer, Covanta Holding Corporation
Michael Keithley . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
Chief Information Officer, Creative Artists Agency
Kathleen Brandt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
President & Chief Information Officer, CSX Technology
Jan Marshall. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Vice President & Chief Information Officer, Cubic Corporation
4 | 1 0 0 C I O / C TO L E A D E R S I N S T E M ©2015 STEMconnector® All Rights Reser ved
Stephen Gold . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Executive Vice President & Chief Information Officer, CVS Health
Alan Cullop. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
Chief Information Officer & Senior Vice President, DaVita Inc.
Bill Briggs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
Chief Technology Officer, Deloitte Consulting LLP
Mike White. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
Senior Vice President & Chief Technology Officer, Disney Consumer Products and Interactive Media
Paula Tolliver. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Chief Information Officer & Corporate Vice President, Business Services, The Dow Chemical Company
Kim VanGelder . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
Chief Information Officer, Eastman Kodak
Steve Fisher. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104
Senior Vice President & Chief Technology Officer, eBay Inc.
Thod Nguyen. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
Chief Technology Officer, eHarmony
Ina Kamenz. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Senior Vice President & Chief Information Officer, Eli Lilly & Company
Rhonda Vetere. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Chief Technology Officer, Estée Lauder Companies, Inc.
Don Prodehl . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
Chief Technology Officer, EverFi
Gary Wimberly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
Chief Information Officer & Senior Vice President of Information Technology, Express Scripts
Maureen Osborne. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
Global Chief Information Officer, EY
Dan Greteman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
Chief Information Officer, Farm Bureau Financial Services
Marcy Klevorn. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
Vice President & Chief Information Officer, Ford Motor Company
Rob Lux. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122
Executive Vice President & Chief Information Officer, Freddie Mac
Vince Campisi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124
Global CIO for GE Software, General Electric
Randy Mott. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126
Senior Vice President, Global Information Technology & Chief Information Officer, General Motors
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 5 Creating tomorrow’s
STEM leaders today.
There is a certain way.
Isaac Sacolick . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
Global Chief Information Officer & Managing Director, Greenwich Associates
Krishna Mikkilineni. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130
Senior Vice President, Engineering, Operations & IT, Honeywell
Ralph Loura. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132
Chief Information Officer, HP
Alex Zoghlin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134
Global Head of Technology, Hyatt Hotels Corporation
Patty Hatter. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136
Vice President & General Manager, Intel Security and Software Group IT & CIO, Intel Security Group,
Intel Corporation
Kim Stevenson. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138
Corporate Vice President & Chief Information Officer, Intel Corporation
Cora Carmody. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140
Senior Vice President, Information Technology, Jacobs
Dick Daniels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142
Executive Vice President & Chief Information Officer, Kaiser Permanente
Harry Moseley. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144
Managing Director & Chief Information Officer, KPMG LLP
Francesco Tinto. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146
Vice President, Integrated Business Services & Chief Information Officer, Kraft Foods Group
Qingtong Zhou . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148
Senior Vice President & Chief Information Officer, Lenovo
Victor Fetter. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150
Managing Director, Chief Information Officer, LPL Financial
Rob Reeg. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
President, MasterCard Operations & Technology, MasterCard
Kathy McElligott . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
Executive Vice President, Chief Information Officer & Chief Technology Officer, McKesson Corporation
Mike Hedges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156
Vice President & Chief Information Officer, Medtronic
Clark Golestani. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158
Vice President & Chief Information Officer, Merck
Joel Jacobs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160
Vice President & Chief Information Officer, The MITRE Corporation
James Swanson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162
Chief Information Officer, Monsanto
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1 0 0 C I O / C TO L E A D E R S I N S T E M | 7 Cynthia Stoddard. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164
Senior Vice President & Chief Technology Officer, Customer Solutions, NetApp
Karl Gouverneur. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166
Vice President & Chief Technology Officer, Northwestern Mutual
Scott Hine. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168
Vice President of Operations & Chief Information Officer, Novus International
Robert Dixon. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
Senior Vice President & Global Chief Information Officer, PepsiCo
Kathy Fish . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172
Chief Technology Officer, Procter & Gamble
Ray Voelker . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174
Chief Information Officer, The Progressive Group of Insurance Companies
Dele Oladapo. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
VP, Global Business & Technology Solutions / CIO, Law and Compliance & Corporate Human Resources,
Prudential Financial
Jane Wachutka. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178
Executive Vice President, Product Development, PTC
Phil Garland . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180
Chief Information Officer, PwC US
Matt Grob. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 182
Executive Vice President & Chief Technology Officer, Qualcomm Incorporated
Alan Stukalsky . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 184
Chief Information Officer, Randstad North America
Mark Russell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186
Vice President of Engineering, Technology & Mission Assurance, Raytheon Company
Lee Congdon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188
Chief Information Officer, Red Hat
Robin Beinfait. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 190
Chief Enterprise Innovation Officer, Samsung
Armistead Sapp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192
Executive Vice President & Chief Technology Officer, SAS Institute Inc.
Tony Tocco . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 194
Senior Vice President and Chief Information Officer, Sodexo, Inc.
Martin Davis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196
Executive Vice President & Chief Information Officer, Southern Company
Anil Cheriyan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198
Executive Vice President & Chief Information Officer, SunTrust Banks Inc.
8 | 1 0 0 C I O / C TO L E A D E R S I N S T E M ©2015 STEMconnector® All Rights Reser ved
Sheila Jordan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 200
Senior Vice President & Chief Information Officer, Symantec
Gary King . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202
Executive Vice President & Chief Information Officer, T-Mobile
K Ananth Krishnan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 204
Chief Technology Officer, Tata Consultancy Services
Earl Newsome. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 206
Corporate Chief Information Officer & Vice President, TE Connectivity
Warren Kudman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 208
Vice President & Chief Information Officer, Turner Construction Company
Tony Velleca . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210
Chief Information Officer, UST Global
Nicola Palmer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212
Senior Vice President & Chief Network Officer, Verizon Wireless
David Kline. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 214
Chief Technology Officer, Viacom Inc.
Scott Dillon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216
Head of Enterprise Information Technology, Wells Fargo
Sophie Vandebroek . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218
Chief Technology Officer & President of Xerox Innovation Group, Xerox
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 9 Diversity
at Your Fingertips
Black Heritage MontH issue
Diversity
BrANDiNG
RECRUITING
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your MBA Degree:
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Brand
50Th
ProGrAMs
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Taking Action on STEM
EOE
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DISABILITY
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Fall 2015
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CERTIFIED?
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People With
Disabilities
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of an MBA
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What Is
a ‘Small
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Spring 2013
Stem:
the Science
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Winter 2013
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About the Publishers
EDIE FRASER
Chief Executive Officer
STEMconnector® &
Million Women Mentors
Vice Chair,
Diversified Search
Edie is leading STEMconnector® and bringing information and results to STEM Leaders in every sector
and offering more than 15 major Councils, products
and initiatives.
Edie has published 10 major reports/publications
and has written three books including Do Your Giving
While You’re Living, co-authored by Robyn Spizman.
She was publisher of CEOs Who Get It; the CEO Magazine, The Diversity Primer and The Diversity Officer.
Edie is proud to have worked with more than 200 Fortune companies on their women and diversity leadership. Edie is also a Senior Consultant to Diversified
Search. Prior to joining Diversified, Edie was Founder
and CEO of Diversity Best Practices (DBP), a member
service for diversity practitioners where she designed
the CEO Diversity Leadership program, including
the prestigious CEO Diversity Awards. Edie is also the
founder of the Business Women’s Network (BWN).
Edie has won more than 48 awards for her commitments to women, diversity and philanthropy. She
serves on several major boards. She is Chair of the
World Affairs Council of DC and on the national
board of SCORE. She has been inducted into the
Enterprising Women Hall of Fame and a Founding member of C200. Edie received the Lifetime
Achievement award from Diversity Woman Magazine and its Mosaic Award. Edie was on the cover
or Women of Wealth Magazine for her philanthropy
and mentoring.
Edie graduated with Honors in Political Science
from Duke University. She has studies at Harvard and
course work at USDA.
Edie has been married 36 years to Joe L. Oppenheimer.
©2015 STEMconnector® All Rights Reser ved
LORENA S. FIMBRES
Vice President &
Chief Business
Development Officer
STEMconnector® &
Million Women Mentors
Lorena serves as Vice President and Chief Business
Development Officer for STEMconnector® and Million Women Mentors. She is responsible for developing new business and serving members within her
portfolio through customized strategies and consulting. Lorena developed and oversees the implementation of the STEMconnector® and Million Women
Mentors brands. Lorena has a track record of driving
projects that involve over a hundred Fortune executives (and their teams) at a time.
Lorena is the creative and executive publisher behind the 100 Leaders in STEM series which aims to
recognize top executives across industries that are
committed to a diverse, strong STEM pipeline. Lorena’s publications include 100 Diverse Corporate
Leaders in STEM (2014), 100 CEO Leaders in STEM
(2013), 100 Women Leaders in STEM (2012), The
American Institute of Architects´ Small Business Resource Guide: Contacts to Contracts and the 2011
Women´s Business Leadership Tribute.
Prior to moving to the United States in 2010, Lorena
held several positions of increasing responsibility
within the government of the State of Sonora, Mexico, including in the Executive Office of the Governor. Lorena has a passion for politics and her political
experience includes campaign management and
political marketing. She served as part of the strategy team that oversaw 101 parallel campaigns at
the local and state levels in Sonora (2009).
Lorena holds a Bachelor’s in Business Administration
from the internationally recognized Tecnológico de
Monterrey. A native of Sonora, Mexico, Lorena lives
in Washington, D.C. with her husband Francisco and
their daughter Lorenza.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 11 Letter From The Publishers
Highlights from 100 CIO/CTO Leaders in STEM
By Lorena Fimbres and Edie Fraser, STEMconnector®
Congratulations! From all of us at STEMconnector®, we
recognize this year’s 100 CIO/CTO Leaders in STEM honorees. Two years ago, when we released the 100 CEO Leaders in STEM, we asked our honorees what was the biggest
area of opportunity for their business. The answer did not
come as a surprise, but the number of times it was mentioned did – technology. This book is both a tribute and
a call to action. A tribute to those who continue to drive
the way we do business, a tribute to those who continue
to inspire and guide others coming up the pipeline. These
pages are also a call to action to everyone who can do
more to advance a stronger, more diverse pipeline.
We want to specially acknowledge our sponsors: Cisco,
Deloitte and Tata Consultancy Services. Big thanks to our
strategic partners: the CIO Executive Council and DiversityComm. To a big friend of STEMconnector®: Gary Beach,
you have our recognition for your work in this field.
What follows is a sampler of thoughts and ideas shared
by the 100 CIO/CTO Leaders in STEM. We tried to identify
common topics, but this should not be considered a summary. We highly encourage you to read through the pages and take the visions and insights from an elite group of
corporate executives.
STEM Innovation Driving Business
We need to understand that in order to continue to fuel
innovation, we must adopt a STEM mindset. We also need
to understand that STEM Innovation touches every industry, every challenge.
The inventor of 3D printing technology, Charles Hull, 3D
Systems, shared that “Creating this technology was a
multidisciplinary exercise that put all of my scientific background and technical training to the test. It included materials science, mechanical engineering, electronic engineering, along with some optics and a lot of software. I
tried many approaches and failed more times than I can
count. Then, finally, I got onto a viable path. That led to the
first printed part in 1983, and the subsequent creation of
the first 3D printer.”
“In today’s world, creating apps is a great way to get
started and get exposed to the experience of running a
business,” explains ADP’s Stuart Sackman.
“My charter as Chief Technology Officer is to scan new
technologies in order to understand the “what” and,
more importantly, the “so what” – the potential positive
business impacts, implementation complexities, risk factors, and relative maturity of any given space. My goal is
to get to the “now what” — helping clients drive innovation,” shared Bill Briggs, Deloitte.
12 | 1 0 0 C I O / C TO L E A D E R S I N S T E M “Innovation in information technology is especially critical, and to reach our full potential, we need innovators in
this area who will make a significant global impact,” adds
Honeywell’s Krishna Mikkilineni.
Hyatt’s Alex Zoghlin explain his approach for innovating:
“For the U.S. to be at the top of innovation, we need three
key elements: an emphasis on STEAM versus STEM; solve
for the human factor and bring great thinkers inside the
organization.”
“Innovation is opening up new avenues for learning and
economic empowerment for millions around the world. As
a result, new industries are emerging, world-changing innovations are being deployed, and new jobs are being
created,” said Patty Hatter, Intel.
Fueling Innovation: Procter & Gamble’s Kathy Fish reflects that “Programs that promote students to consider
STEM careers are important to the success of our industry,
our innovation and our ability to compete on a global
level.” Matt Grobb, Qualcomm, shared that “ImpaQt™
empowers all of our employees to think, create, invent,
collaborate and inspire. After a process of thoughtful
consideration, we nurture the most promising of those
ideas and then work together to bring them to life, one
step at a time.”
Innovation is changing the traditional way of doing business across industries. Southern Company’s Martin Davis
explains how “In a relatively short period of time, we have
seen in the energy industry, as in other fields, information
technology shift from a back-office function to a key
driver of leading-edge innovation.” Healthcare delivery is
yet another example: “Innovation in healthcare can originate anywhere because the STEM community speaks the
common languages of math and science,” said Gary
Wimberly, Express Scripts.
Talent Development – Continued Learning
It’s important to acquire the ability to learn and re-learn.
Companies are now focused not only in attracting the
best talent, but in bringing the best out of its current employees. From ERGs and BRGs to certifications, companies
are investing in growing in-house talent.“Our approach to
strengthen talent is rooted in how we have embraced a
model that features frequent feedback and coaching at
all levels of our organization,” shares Doug Philbin, American Express Global Business Travel.
Kraft’s Francesco Tinto is right at target when he reflects,
“We embrace an industry 70-20-10 model for development which recognizes that most of our development
©2015 STEMconnector® All Rights Reser ved
CSX Technology’s Kathleen Brandt explains,“We provide
our employees with training opportunities, and offer both
technical and leadership career paths.” “Our commitment is to provide our team members with challenging
work and learning opportunities so they can build their
resumes and advance their careers,” adds Rob Lux, Freddie Mac.
Technology is a great enabler for continued learning.
“It’s easier than ever to deploy knowledge-sharing platforms for employees, ensuring best practices are shared
and knowledge transfer is accomplished. Employees are
able to consume training and share knowledge when it
fits their schedule, rather than having to choose between
receiving training and meeting a deadline,” reflects HP’s
Ralph Loura.
Scott Hine, Novus, explains how they are dedicated to
growing the agri-talent pipeline and that “Each year, we
make many educational investments by supporting our
current employees with training and development opportunities, as well as future generations that plan to work
in animal agriculture.”
The Significance of Experiential Learning
If there is something that has been a huge contributor
in changing the way STEM careers are perceived, is experiential learning and hands-on opportunities. From internships to apprenticeships to science and engineering
events, we are creating more spaces to showcase what
STEM is about. STEMconnector® is a huge proponent of
our STEM Career Accelerator Week, which coordinates
several companies who open their labs and host groups
of students. We also advocate for internships and apprenticeships as ways to acquire the right skillsets and, with
those skillsets, develop a strong STEM pipeline.
“The easiest way to get kids involved in something is to
make it fun and exciting,” shared 3M’s Ashish Khandpur.
“We need to provide hands-on STEM learning in addition
to standard textbooks. STEM students should be given
opportunities to explore with their hands, whether it be
participating in an engineering design process, building
a video game, or studying water usage at their school,”
urged Cynthia Stoddard, NetApp.
“Our internship program, which provided hands-on Information Technology experience to five undergraduates
©2015 STEMconnector® All Rights Reser ved
in 2015, is a pipeline for top talent,” added Tanya Arthur,
Catholic Health Initiatives.
“It’s not every day that a college student has the chance
to partner with a global company and do real work that
not only strengthens his or her résumé and academic
studies, but also makes a positive impact on the world
around them,” explained Mark Boxer, Cigna, as he described the company’s STEM Accelerator program.
Coca-Cola’s Ed Steinike shared his personal story on being in-and-out of school as his job experience enabled
him to participate in bigger opportunities. When going
back to school, “I convinced each of my professors to let
me take the exams I’d missed, and I was back in the saddle of my degree. But with far greater real world experience under my belt that continued to fuel my passion.”
Creative Artists Agency’s IT department “has been successful in hosting six workshops annually for 100-plus students per workshop, allowing students to interface, learn,
and develop mentoring relationships with actual professionals,” shared Michael Keithley.
“At the Kodak Research Labs we regularly invite advanced degree candidates to work side by side with our
research scientists for 10 to 16 weeks. Candidates focus
on chemistry, materials science, device physics and computational science in a hands-on research setting. Time
and time again we’ve heard just how invaluable these
hands-on experiences can be for students,” noted Eastman Kodak’s Kim VanGelder.
It is not only students who can leverage experiential
learning. “The benefits to Medtronic are significant, too –
students report to their internships with enthusiasm and a
hunger to learn. They bring a fresh perspective as digital
natives who never knew a world without the World Wide
Web,” explained Mike Hedges, Medtronic.
“Samsung’s Mobile App Academy provides high school
juniors and seniors the opportunity to work with and learn
from the mobile app industry about the many facets of
mobile app development and about career opportunities in the growing field of mobile technology,” noted
Samsung’s Robin Beinfait.
Industry - Academic Partnerships
Building upon experiential learning, it is clearly key to promote partnerships between academic institutions and
corporations to guarantee a seamless talent pipeline.
“Through building partnerships with universities, start-ups
1 0 0 C I O / C TO L E A D E R S I N S T E M | 13 Highlights from 100 CIO/CTO Leaders in STEM
occurs on the job, that coaching and feedback from the
manager and others is the bulk of what remains and that
formal learning (e.g. classroom training, online learning
etc.) represents only a small part of development.”
and research groups, CIOs can build a community of
STEM leadership that will not only serve their companies
well, but also provide a diversity of thought and perspective benefitting all areas of STEM innovation,” stated BDP
International’s Angela Yochem.
CHS’s David Black believes that “Academia will need to
play a stronger role in creating the skills that are needed.”
He sees this as an opportunity for them to not only equip
students, but also provide industry professionals with additional skills needed to round out their education and
take on new roles.
“Since its opening, the Ameren Innovation Center has
been collaborating with university students and faculty
and other companies across multiple industries at the Research Park,” contributed Mary Heger, Ameren Corporation.
EverFi’s Don Prodehl believes that “By utilizing STEM; as
well as encouraging corporations to partner with local
schools, financial assistance and shaping programs that
provide specific tracks to high skill/high paid/high demand careers will reinvigorate students to these areas of
study, a difference can and will be made.”
“We have an opportunity and a need in the U.S. to regain
our leadership in STEM education. This requires all parts of
the equation, including the education system and business, to do their part,” reflected Kaiser Permanente’s
Dick Daniels.
“Building the STEM pipeline also means providing opportunities to students. In 2015, MITRE has sponsored approximately 247 interns, including high school and college
students,” noted Joel Jacobs, The MITRE Corporation.
“Encouraging students at all levels to develop skills in science, technology, engineering and math remains a key
focus of our social responsibility efforts,” added Ray Voelker, Progressive Group of Insurance Companies.
Conventional is not always the solution. Randstad’s Alan
Stukalsky contributed that “Vocational programs and
trade schools often produce candidates who are as
equally qualified in STEM skills as those coming out of fouryear programs.”
Changing the World
It is truly important to highlight how STEM careers focus
not only on the technical aspects of business, but that
STEM disciplines drive a greater goal – from healthcare to
security to saving lives. “We need to help young people
see that STEM education and industries create careers
that empower them to change the world, whether it is us-
14 | 1 0 0 C I O / C TO L E A D E R S I N S T E M ing science to solve global warming or nanotechnology
for cancer research,” urged AMD’s Mark Papermaster.
“At Cargill we are committed to helping and inspiring
the next generation of young scientists and engineers
and then identifying a select, highly talented few to help
us serve the company’s noble purpose to be the world
leader in nourishing people,” shared Cargill’s Justin Kershaw.
This focus is particularly important to highlight how a STEM
career will enable employees to “do good in the world.”
Women and Diversity – The Power of Inclusion
These are probably two of the most sensitive areas regarding STEM. Given the changing demographics, a big
piece of the answer to “who will fill the STEM job openings” relies on women and diversity, particularly minorities.
However, it is those particular groups who have the biggest challenges in terms of attracting STEM candidates.
From gender stereotypes to cultural challenges, we need
to work to make sure we give all kids the opportunity to
make an informed decision when choosing their career
path. It is also the only way to represent customers and
end-users within our organizations, enabling corporations
to better serve them.
“STEM is a great platform for diversity, because there is
such a need for talent in STEM fields that you’d have to be
an idiot to exclude someone who is qualified,” exclaimed
William Krenz, The Aerospace Corporation.
“There must be a strong focus on inclusion to ultimately
bring together a diverse workforce to create a culture
of engagement, where differences are valued. Innovation, high productivity, and great thinking occur when you
have a diverse team that feels included and engaged,”
shared Archie Deskus, Baker Hughes.
“We live in a diverse world. To succeed, our teams must
begin to better reflect that reality. In part, because diverse perspectives help us understand our users, but
there’s a second reason I recruit women and minorities
for my teams: diversity of thought,” emphasized David
White, Battelle.
“As a woman in the male-dominated technology field,
I can attest to the challenges that can present. Many
times, I was the only woman in the room, and that can
be intimidating for anyone. I was fortunate to have a level
of confidence, instilled in me by my parents, that allowed
me to stay on course,” recalled Paula Tolliver, The Dow
Chemical Company.
©2015 STEMconnector® All Rights Reser ved
Employee Resource Groups (ERGs) and Business Resource Groups (BRGs) are a great way to change the
culture. “Our Lilly Women’s Network, Women in India and
Women in Lilly Drug Discovery are among employee resource groups that address challenges and opportunities
for women in science,” shared Lilly’s Ina Kamenz. “Efforts
to bring more women into technology doesn’t just benefit them individually, it’s also smart business,” explained
Intel’s Kim Stevenson.
“Women & Technology is an outstanding employee resource group that drives innovative opportunities tied to
STEM. It is ultimately a grassroots effort that explores partnerships to advance women and girls in technology both
within our organization and the community,” added Mike
White, Disney Consumer Products and Interactive Media.
“Red Hat has built our business model on a different approach to developing technology - one that encourages
open and diverse thinking and recognizes contributions
from across the community,” continued Lee Congdon,
Red Hat.
“Our culture, which is grounded in diversity, is what has enabled us to consistently raise the bar on delivering breakthrough innovations, award-winning designs and strong
financial performance,” stated Qingtong Zhou, Lenovo.
STEM 2.0
One STEMconnector’s® STEM Innovation Task Force pillar
is STEM 2.0. The group of executives across sectors and
industries has identified a set of four capabilities platforms
that we need to make sure we teach and encourage
in order to produce workforce ready talent: 1. Innovation
Excellence; 2. Digital Fluency; 3. Employability Skills; and 4.
Hard Skills. Several of our honorees have acknowledged
the need for not only a STEM-focus, but an urgent need to
develop the complete skillset.
“For those seeking to work in STEM, my counsel would be
to build up skills in various functional areas – communication, finance – at the same time you are building technical skills,” shares Janne Sugurdsson, Alcoa.
Corning’s Dave Morse states, “As part of a STEM education, students must learn how the world fits together, along
with critical thinking and problem solving skills.”
“I believe that we will offer higher quality of service with
better value through IT strategy, innovation and leadership, which all influence the success of a company,” adds
Jan Marshall, Cubic Corporation.
©2015 STEMconnector® All Rights Reser ved
“Technology contributes to every area of the business,
but it’s only one of three elements of a successful career,”
said General Motor’s Randy Mott, “It’s equally important
to have business acumen and strong leadership skills.”
“Having technical skills is not enough. You need to know
how to develop a business case, be able to clearly communicate to a non-technical audience the value of your
proposal and then execute to complete your project,”
shared McKesson’s Kathy McElligott.
“We can hire people who do not have a four-year degree, but who have gone through community college
and have shown that they have certain key skills that are
required in technology and business – skills like critical
thinking, the ability to inquire, and the ability to communicate,” adds Tony Velleca, UST Global.
All Jobs Require STEM Skills
STEM is changing everything. We estimate that over 70%
of jobs will require STEM skills, but there are indicators that
it’s beyond that. “When I see that 70% of jobs will require
core STEM skills I think that number is low and inadequate.
Our nation needs to target a higher percentage and
probably raise the bar on what it calls “core STEM skills”
because more jobs across the organization in many more
industries require critical thinking, data intelligence, and
scientific methodology skills,” explains Isaac Sacolick,
Greenwich Associates. “I met recently with the CEO of
a major airline and he told me he wasn’t running an airline – rather, his business is “a technology company with
wings,”” added Sheila Jordan, Symantec.
Mentoring and Role Models
STEMconnector® fully embraces the impact of mentoring
and role models. We hear over and over again that we
can’t be what we can’t see. We truly believe it. That’s why
we launched our Million Women Mentors initiative, geared
towards recruiting at least one million STEM mentors from
corporations and other institutions and connecting them
to girls interested in STEM and women in STEM careers. We
do this in partnership with 55+ national non-profits, professional associations and academic institutions. The model
and principles can be applied to mentoring overall.
Million Women Mentors recognizes mentoring through
five different pathways: face-to-face, internships and apprenticeships, workplace mentoring (i.e. ERG’s), sponsorships, and online mentoring.
We want to make sure not only that we provide the tools
and resources for more women and girls to go into STEM
careers, but also that we continue to develop existing
STEM employees as they thrive in their careers.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 15 Everyone wins through mentoring - employees who mentor get promoted more often than those who don’t. Employees that mentor develop a stronger sense of commitment to the company they work for.
“By celebrating our success in building a diverse technology workforce, we create role models who encourage
more high school and college students to consider retail
as a career and technology as a great way to contribute
to business outcomes,” reflects Phillip Stevens, Army & Air
Force Exchange Service.
“It is essential to provide your team members with developmental opportunities, which is crucial to their success,”
adds Pam Parisian, AT&T. “A mentor is tremendously valuable in helping all of us fast track our way to improving
who we are without having to make all the mistakes on
our own,” continues Tom Hooper, Beck’s Hybrids.
“We need to engage students in a manner that inspires
them. In many ways, it’s a self-fulfilling cycle. If we’re inspired, students will engage. If we’re engaged, students
will not only be inspired, they will serve as STEM ambassadors in their own right and improve their communication
skills in the process,” reflects Alan Cullop, DaVita.
eBay’s Steve Fisher adds that “STEM careers are not easy
– but nothing worthwhile is. It is fun, exciting and rewarding and for every STEM woman we have in our company
we can have three more follow her as role models in her
footsteps in the near future.”
“Providing mentorships, especially to encourage women
and minorities to embrace STEM development, is also
necessary. Equally as important is leveraging CIOs and
CTOs in a cross-functional STEM that promotes an industry
“community,”” reflects Rhonda Vetere, Estee Lauder.
Mentoring is about giving back – paying it forward. “All
of us seen as role models need to take time to act as
mentors. At each step along my journey, I have tried to
turn around to give back,” said Marcy Klevorn, Ford Motor
Company.
KPMG’s Harry Moseley explains that “Another key element that helps to embed a cultural focus is our strong
mentoring culture and its evolution to sponsorship ensuring that high-potential, diverse individuals are “credentialized” through career-defining growth opportunities,
which range from assignments on the most important clients to having senior leaders serve as their advocates.”
“We have both formal and informal mentoring programs,
including giving some of our millennials the opportunity to
16 | 1 0 0 C I O / C TO L E A D E R S I N S T E M be executive interns for two year assignments,” adds Cora
Carmody, Jacobs.
“My team and I support LPL’s “Explore Your Future” job
shadowing program, where we connect with Title 1 students and share our thoughts on technology and opportunities that are out there,” shares Victor Fetter, LPL Financial.
“Another important initiative to promote growth and inclusiveness within Viacom’s technology group is a strong
emphasis on mentorship and coaching. Both existing and
new Viacom employees are encouraged to participate
in a mentorship program, particularly our experienced female technology and business executives to share their
knowledge with newer members of the team,” contributes David Kline, Viacom.
Employee Engagement
As we continue to talk about mentoring, role models
and volunteers, it is clear that employee engagement is
required as part of the strategy – and companies must
acknowledge that. Companies should see in their employees a natural structure and platform to deepen their
community outreach. At the end of the day, they’re all
employees, consumers and part of a community setting.
“As a company, Citrix sees the importance in giving back
to our community that’s why every year, each Citrix employee is given 16 hours of volunteer time to spend at one
of the volunteer days arranged by Citrix or on a volunteer
activity of their choice,” shares Paul Martine, Citrix.
“Three times a year, we encourage our engineers to take
a break from their day jobs and spend a week working
on projects that interest them. At the end of each week,
teams from across the company present their findings at
the Lab Week Science Fair, which has grown into a muchanticipated tradition,” adds Tony Werner, Comcast Corporation.
CIO’s & CTO’s as Business Strategists
We discussed before how technology and information
are changing the way we do business. As such, it is imperative that CIOs and CTOs understand not only the
technical side that enables a business, but also a “business-minded” approach that develops new business opportunities through technology.
“The role of the Chief Information Officer (CIO) has
changed to not only be a technologist, but a business
savvy one,” says Kim Barrier, Bio-Rad. “Increasingly, the
(CIO) position requires an ability to play a key role in
driving new business services and contributing not only
©2015 STEMconnector® All Rights Reser ved
to the bottom line but also to the organization’s overall
mission,” adds Maureen Osborne, EY.
Merck’s Clark Golestani shares, “For IT to innovate and
add more value to Merck, we had to rethink the traditional organization structure, and move to one that allows
IT to focus on both near term and long-term innovation,
and both top-line and bottom-line value. I structured my
organization across three horizons: Optimizing the core,
Drive the Business and Disruption.”
“We are recruiting digitally native millennials who will develop the next generation of technology solutions and
are already providing fresh insights. My goal is to have
these millennials challenge PepsiCo to act more like a
technology start-up and use our company’s vast resources to move faster than our competitors,” states PepsiCo’s
Robert Dixon.
“The CIO’s goal is always to accelerate the strategies of
the business to facilitate company-wide growth,” concludes Earl Newsome, TE Connectivity.
Criticality of Starting Early – and Follow Through Entire
Pipeline
It is extremely important that we agree that we need to
have a “K-Jobs” focus when building a STEM pipeline. At
STEMconnector®, we consider not only we need to start
early, but we need to follow through. Many of our honorees touched upon the criticality of “getting them early”
and “guiding them along the way.”
“At school, I was encouraged to study math, physics and
chemistry, which meant that by the time I made my degree choice, I was instinctively drawn toward engineering, the passport I needed for a career in technology at
BP,” recalls David Eyton, BP.
“The cycle begins with STEM education early in children’s
lives so they can see the value of life-long exploration, discovery and dynamic employment,” adds Dan Greteman,
Farm Bureau Financial Services.
“Once a young person gets past middle school, it can be
tougher to change their minds if they’ve decided they
don’t like these subjects,” urges Karl Gouverneur, Northwestern Mutual.
Embracing a Digital World
From Internet of Things (IoT) to cybersecurity to EdTech,
we’re all part of the digital world. We must embrace it and
we must be digital savvy. This is one of the STEM 2.0 capabilities platforms that is not industry specific – it’s across
the board. We must also understand the challenges and
©2015 STEMconnector® All Rights Reser ved
opportunities.
“Our country has been transitioning to a digital society in
recent years and it’s transforming how we live, how consumers behave and how businesses compete. You can
see it in things from electronic medical records and e-prescribing; to smart phone apps that provide medication
reminders and other tools to manage patients’ prescriptions,” reflects Stephen Gold, CVS Health.
“The pace of innovation and proliferation of mobile devices has completely altered our expectation of technology. We are all using technology in new ways to do everyday tasks like deposit a check, order groceries, pay for
coffee or board a plane,” adds Scott Dillon, Wells Fargo.
“The really successful organizations are those with leaders that have the communication skills and the ability
to articulate the business value of investing in a strong,
dynamic cybersecurity capability,” explains Kevin Winter,
Booz Allen Hamilton. Military, veterans and the need for
national security are at the cornerstone of STEM. “These
men and women are uniquely qualified to fill the skilled
labor gap. Military service prepares them for STEM-based
careers. Veterans have much to contribute to some of
the fastest-growing STEM fields, such as cybersecurity,”
elaborates Mark Russell, Raytheon Company.
“Although textbooks do still have an important role in
higher education, our growth potential now is on the digital side,” George Moore, Cengage Learning, shares.
Technology is even changing the way we relate to others,
from social media to relationship algorithms and analytics. eHarmony’s Thod Nguyen shares how they use “cutting-edge technologies to analyze the science of relationships, and feed the findings into systems that enable
our users to form highly compatible long term partnerships.” “The explosion of data from social media (S), mobile devices (M), and analytics (A) provides an incredible
array of digitized audio, visual, and sensory input,” adds
PwC’s Phil Garland.
“At GE, we believe every industrial company is going to
be a software & analytics company, because the next
era for industries like energy, healthcare, and aviation will
require companies to bring together the world of physics
and the world of analytics,” states Vince Campisi, GE.
Prudential Financial’s Dele Oladapo shares how “The
advancement of technology, digital application and desire to develop more customer-centric business strategies
centered on big data requires consistent enhancement is
1 0 0 C I O / C TO L E A D E R S I N S T E M | 17 Highlights from 100 CIO/CTO Leaders in STEM
a critical element in a strategy of innovation.”
“At PTC we have a team who are building content to inspire young people in their ability to design and quickly
build systems that harness the Internet of Things to invent
new solutions to everyday problems,” shares Jane Wachutka, PTC.
Teaching/Learning as a Social Responsibility Matter
“Last year we made SAS software and learning materials available at no charge to all learners worldwide. We
hope that will spark the initiative of people to learn SAS
programming who otherwise would have to have an employer or a degree-granting program provide the software,” shared Armistead Sapp, SAS Institute.
“The idea of everyday objects communicating with each
other and the rest of the world is on the minds of both our
youngest scientists and today’s top policy makers and executives,” concludes Sophie Vandebroek, Xerox.
Big Data
According to CEB, the Big Data talent pool will increase
more than 500% by 2030, which would make it the second-most popular STEM field. “As CIO of one of the largest facilities management outsourcing companies in the
world, I have a keen interest in how Big Data will improve
facilities management (FM), particularly how Smart buildings, Smart management and Smart behavior will all work
together to raise performance levels and improve quality
of life,” explained Tony Tocco, Sodexo.
“We must have a broad, STEM educated talent pool
that is able to harness technology, draw insight from all
the data we are generating and capturing, and use that
technology and those insights to innovate and create
value for us individually and as a society,” continued Warren Kudman, Turner Construction Company.
“All institutions of higher education must begin using massively scaled data analytics to improve student learning
outcomes. Our teams at University of Phoenix have joined
with others at The Bill & Melinda Gates Foundation, Eduventures, IBM and other universities, to share best practices and distribute case studies,” shared Michael Sajor,
Apollo Education Group.
“Our data strategy is focused on building the capability to consolidate data to deepen our understanding of
markets, clients, products, services, channels, and risk,”
concluded Anil Cheriyan, SunTrust Banks.
petitiveness.“Countries, like India and China, are cranking
out graduates with exceptional skills, education and drive.
And, the US should be too,” urges Gary King, T-Mobile.
“STEM education can enhance both national competitiveness and global prosperity – it is not a zero-sum game,”
adds K Ananth Krishnan, Tata Consultancy Services.
We encourage you to follow STEMconnector’s® 2016
Global STEM Talent Summit (April 28, 2016) and contribute
to the discussion about how we can build global STEM
capacity.
It Takes a Village
In order to have a successful STEM strategy, we need to
consider not only the potential students, but also their
communities: their families, their teachers, their environment. We often find that it is not only a matter of exciting
the kids and students, but that gaining the support and
endorsement of their inner circle is critical.
“The discussion has to be compelling for your audience
– you can’t just tell kids to take more advanced math, science, technology and engineering courses. You have to
show them, their parents, and teachers what is compelling about those classes – through experiential learning,
demonstrations and networking with people who are actually in roles that use these skills each day,” explains Rob
Reeg, MasterCard.
“Cisco encourages STEM education with students (particularly women and under-represented minorities) by
remaining involved in the community and through programs within the company,” pointed Guillermo Diaz Jr.,
Cisco.
“I’m confident that through collaboration within the STEM
community – public institutions, universities, corporations
and other partnerships – the next generation of global
thinkers will help us tackle the world’s most pressing issues
through science, technology and innovation,” continues
James Swanson, Monsanto.
Verizon’s Nicola Palmer is on target when stating that
“Parents, aunts and uncles, mentors, community members - we all must get involved and do more. Whether it’s
hosting a career day, mentoring a young person, or hosting a school at your workplace, there are things each of
us can do amplify the message around the importance
of STEM education.”
Continue the conversation: #100STEMLeaders
Global Competitiveness
STEM education and careers are a matter of global com-
18 | 1 0 0 C I O / C TO L E A D E R S I N S T E M ©2015 STEMconnector® All Rights Reser ved
When the world demands a
highly-skilled workforce,
and you need the
best collective leadership,
we are here with you.
Over 150 Members Strong
n
STEM 2.0 as operating principle - Demand for Jobs
n One Stop for STEM Information and Careers
n STEM Management Consulting
n STEM Best Practices
n Powerful Convener of STEM Stakeholders
n Leverage of a Strong STEM Network
n Focus on the Entire Pipeline (K-Jobs)
n Research & Benchmarking
n STEM Platform Ready to “Plug & Play”
n Emphasis on Women & Diversity
n Global STEM Vision
n Strategic planning
For information on becoming a member,
contact [email protected]
or visit www.STEMconnector.org
recognizes the
100 CIO/CTO Leaders in STEM’s
commitment to building a strong,
diverse STEM pipeline.
Join 489,286+ that have
pledged to mentor!
Million Women Mentors supports the engagement of one million science,
technology, engineering, and math (STEM) mentors (male and female) to
increase the interest and confidence of girls and women in these fields.
MWM is an initiative of STEMconnector® in collaboration with corporate
national partners and 30 state leadership teams.
To learn more visit:
www.MillionWomenMentors.org
For sponsorship and partnership information contact
[email protected] STEMconnector.org
Join major corporations, partners, city and state leadership
teams for a day of learning and sharing.
Be a part of the discussion around mentoring as the key to
advancing women and girls in STEM careers.
October 4-5, 2016
Omni Shoreham Hotel
Washington D.C.
For sponsorship and branding opportunities contact
[email protected]
Foreword
Turning the Tide on STEM Awareness and Growth
Pam Stenson, President, CIO Executive Council
As president of the
CIO Executive Council, an organization
that has served the
CIO community for
nearly 11 years, I am
often asked to get
involved in or help
promote STEM initiatives. There is no
doubt in my mind,
or the minds of our
IT leader client base,
that the issue is certainly an important
one and critical to
the future of the industry.
Our client base, mostly made up of the Fortune 500,
higher education and government agencies, is feverishly seeking ways to make an impact on the
growing problem of the lack of interest in STEM-related programs by the younger generation – a situation that is even more prevalent amongst females.
With futurists predicting many large companies will
become extinct if they don’t transform their business
by leveraging digital tools and expertise, the need
for digitally-savvy talent is rising. To survive and prosper in a business environment where digital knowledge can dramatically impact and redefine an
organization’s competitive advantage and goals,
companies need qualified talent to develop and
implement digital solutions.
Unfortunately, the demand for such talent far exceeds the supply and is getting more critical each
day. With 90% of current IT roles impacted by STEMrelated technologies like mobility, cloud, sociallyconnected business, and Big Data/analytics, the
opportunity is tremendous.
Business innovation is a major driver enabling organizations to outpace their competitors – they
need talent. From digital strategy to education, innovation, process, governance and more, leaders
seeking STEM talent have much to offer as they aggressively define their new vision, mission, goals, and
strategy around digital transformation. Again, the
opportunities are greater than ever and more than
likely within the next few years there will be more
jobs in STEM-related fields than any other industry in
the world.
22 | 1 0 0 C I O / C TO L E A D E R S I N S T E M This growing concern has been top of mind for
many of our clients. Most already have or participate in programs that bring awareness to the great
benefits of working in a STEM-related field. In addition, there are numerous active organizations across
the country doing the same with some incredibly
intriguing programs. But there is still much work to
be done. Most of us feel a strong obligation to give
back to this great profession that has served us by
getting involved and making a difference. However,
our research has shown that due to personal and
professional demands relatively few companies
and individuals have really taken the time to promote STEM-related studies or careers amongst our
network of youth.
Everyone can assume some of the blame for this
situation. Recently, at a Ft. Lauderdale STEM awareness women’s networking reception, I thought I’d
try something new by bringing along my nine year
old niece. During my talk, I called her out in front of
nearly forty senior female leaders asking what her
favorite subjects are and she loudly and proudly
replied “math and science!” This was totally unrehearsed and drew big smiles and giggles from the
group.
When I polled the group asking how many have
had conversations about STEM with the young folks
in their acquaintance or network, however, very few
hands went in the air. I even had to admit, somewhat embarrassingly, that I had only done so during
the car ride over with my niece. Clearly, we all need
to do a better job with this, one child at a time. As
we do so, we should be mindful of the how closely
a STEM-related career can align with personal goals
and social consciousness.
Our research tells us the younger generation sincerely wants to shape their careers to not only
get involved in developing exciting technology innovations, but they want to devote their time and
expertise making a direct impact on improving the
quality of life and creating a better global society.
The message from these future leaders is loud and
clear: as business leaders of today, we need to be
sure we make STEM an attractive option by aligning
opportunities with real-world and highly passionate
personal goals as well as business objectives.
The needs of today’s business leaders are changing rapidly, and building a strong, talented, digitallysavvy team that can contribute both strategically
and on a more tactical front during these massive
©2015 STEMconnector® All Rights Reser ved
times of change, is a top priority for the IT leaders
we serve. There is no doubt that finding qualified
and motivated people is becoming more difficult
as the competition to attract top talent increases
and technology continues to advance at a rapid
pace. The solution to this crisis starts today with us
and other industry leaders, who can turn the tide
by increasing awareness and championing STEM
activities that will ultimately shape the future of our
digitally-driven industry.
Please take a moment to weigh in and provide your
thoughts by taking our “IT Talent Assessment Survey.”
Our report is due out in late September/early October 2015 and we are happy to include you in the
distribution. n
About the CIO Executive
Council
Our mission is simple – to facilitate robust interactions among our global leaders in order to
bring measurable value to their organizations
and to support their professional development.
The CEC is an unbiased safe-haven for IT executives who are seeking to advance our
profession, develop their leaders, showcase
their success and make better, more informed
decisions. The CEC provides each member a
highly individual experience that draws upon
a wealth of resources, including: peer-to-peer
interactions, a deep industry knowledge base,
professional development programs, communities of practice, and media/public relations opportunities.
The CEC was launched in 2004 by CIO Magazine. Current membership includes hundreds of
the world’s top CIOs from organizations of every size and industry. Below are just a few of
the thought leaders contributing to our global
community.
©2015 STEMconnector® All Rights Reser ved
About Pam Stenson
Pam Stenson is President of the CIO Executive
Council, charged with growing this community
of the senior-most IT leaders across the world for
the purpose of harnessing their thought leadership to evolve the IT profession. Pam manages
the Council team to ensure world-class service
delivery, sets the strategic direction of the organization, and works intimately with the Council’s
member leadership and board of advisors.
Pam has over 20 years of experience in IT and
has been a valuable part of the Council team
since February of 2007. Since being named
the general manager in February of 2009, she
has also aligned her personal passions as the
chair of the Council’s Youth in IT and Executive Women in IT member-working groups and
serves as a board member for ITWomen.org.
Before joining the Council team, Pam spent 14
years at MCI beginning in the late 1980s, earning a reputation as a passionate, high-energy
leader. During the early days of Qwest Communications, Pam was asked to start up the
Northeast Global Accounts Division where she
spent five very successful years before returning
to the new, emerging MCI as vice president of
Northeast Sales and Service. Pam led the organization to an all-time revenue high, managing
her team from bankruptcy to MCI’s sale to Verizon.
Pam was named president of the CIO Executive Council in October of 2013 joining her
executive colleagues to form the IDG Communications Leadership Team, reporting directly to
Michael Friedenberg, CEO, IDG Communications Worldwide. She is the 2013 recipient of the
prestigious IDG Communications Entrepreneur
of the Year award.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 23 Grow People
Gary Beach, Former Publisher, CIO Magazine
In September 1943,
Prime Minister Winston Churchill visited
Harvard University to
share with the students and faculty
his vision of the future post World War
II. Standing on the
steps of the library
looking out over
thousands gathered
in Harvard Yard, the
university’s famous
focal point, he offered advice what
was on the mark then and now.
“Empires of the future,” Prime Minister Churchill said,
“will be empires of the mind.”
Empires of the mind that excel in science, technology, engineering and math. Empires where those
trained in STEM secure better paying jobs and significantly higher levels of employment. But in a parody of the well-known GEICO commercial, all of us
about to read the inspiring profiles of one hundred
CIOs and CTOs and their amazing leadership in advancing STEM education in America showcased in
this edition of 100 CIO/CTO Leaders in STEM, already
know that.
100 CIO/CTO Leaders in STEM is not intended to be
a sermon to the choir. Far from it. This presentation of
STEM leaders is a manifesto for action.
And lots of it.
Particularly when you factor in that 35 million young
people aged 16-24 in developed countries around
the world, not including Brazil, China, India or countries in the Middle East or Africa, are classified by the
Organization for Economic Cooperation and Development as “NEET”s. As in “neither in employment,
education or training.”
As I researched and wrote my book The U.S. Technology Skills Gap, I discovered wonderful examples
of work being done all across America to accelerate the advance of STEM education in employment,
education and training. I would like to share several
examples with you.
24 | 1 0 0 C I O / C TO L E A D E R S I N S T E M My book’s original premise was the most important
time to introduce young Americans to the excitement of science and math was in middle school.
How wrong I was. Work done at the University of Massachusetts Donahue Institute showed that infants
just weeks old can recognize and process complex
geometric shapes. Is a three-month old going to
sign up for AP computer science? Probably not. But
the important thing is this: their brains are wired to
do so and a key part of my STEM Manifesto is we
need to start STEM education in America much earlier than middle school.
Here’s an exciting example. Log on to www.sesameworkshop.org and learn all about how the “Super Grover 2.0” segment introduces key elements of
science, technology, engineering and math to two
to five year olds!
As I go around the country addressing the topic
of the “skills gap,” without doubt, the question I get
asked most often is “how do we bridge the gap?” I
often answer the question by asking the audience
this one, “raise your hands if you can remember the
name of the best teacher you ever had.” It never
fails. Nearly every person in the room raises their
hand.
McKinsey and Company quantified the impact
of talented teachers in a report entitled How the
World’s Best Performing School Systems Come Out
on Top which examined the common attributes of
high-performing school systems around the world.
Bottom line: getting the best and brightest to teach,
and having them paid well, is a critical component
of building STEM future “empires of the mind.” And
in America we need more “in field” STEM teachers, teachers who have undergraduate degrees
or greater, in science, technology, engineering and
math.
Speaking of the classroom, we need new education models. At a recent conference in Washington I
participated in a discussion on how to improve K-12
education in America. Our group spent two hours
brainstorming ideas. Our conclusion: if given the opportunity to white board the ideal K-12 education
system in 2015, most of us agreed it would look nothing like the one we’ve got. So I challenge each and
every STEMconnector® CIO/CTO honoree this year
to get involved in the effort to change dramatically
a model built to handle mid-19th century education
needs.
©2015 STEMconnector® All Rights Reser ved
The challenges of STEM education get even more
daunting in higher education.
One of my favorite programs growing up was called
“Mr. Wizard,” a program that ran on NBC from 1951
to 1965 and demonstrated for children the science
behind ordinary things. In a typical 30-minute show,
Don Herbert, the show’s host, showed how to “do”
things with science and technology. Today, STEM
“doing” is highlighted by great programs like Engineering is Elementary and Junior FIRST Lego League.
But as students move through our education system
to higher education, they are trained to “remember”
rather than “apply” or “do something” with acquired
information. The result: an incredible forty percent
of undergraduate students who signed up for STEM
degree programs drop out after sophomore year.
Why? As a college student profiled in a New York
Times article on the drop out subject said, “it is just
so darn hard.”
What happened along the way to a generation of
Americans inspired by President Kennedy’s challenge in his famous Rice University moon speech
where he said,“We choose to go to the moon in this
decade, and do the other things, not because they
are easy, but because they are hard.”
No doubt about it. STEM education is “darn” hard
work. As a nation, we must start this “hard work”
much earlier, no later than two years old. We must
recruit and train the world’s best teachers and pay
them well. We must build and integrate a STEM curriculum that puts a premium on STEM “doing” rather
than STEM “remembering.”
Confucius once said, “If you want one year of prosperity, grow grain. If you want 10 years of prosperity,
grow a tree. But if you want 100 years of prosperity,
grow people.”
Congratulations to Edie Fraser and her talented
team at STEMconnector for assembling this edition
of the 100 CIO/CTO Leaders in STEM. As you are introduced to these leaders on the pages that follow,
I am certain you will be inspired to “do” something
and “grow people” who will form the next generation of STEM leaders in America.
Our country’s future economic vitality, global employability of its workforce and strength of the country’s information and cyber security depends on it. n
About Gary Beach
Gary Beach’s career spans over three decades in the information technology media business. He has
held executive posts at McGraw-Hill on Data Communications, the world’s first digital networking magazine, and at International Data Group where he was publisher of Network World, Computerworld and CIO
Magazine from 1987 through 2014.
During his career, Mr. Beach contributed technology commentaries to National Public Radio’s “All Things
Considered” and “Morning Edition” programs for four years and appeared regularly for a decade on CNBC’s “Squawk Box” and “Squawk on the Street” programs where he spoke about technology investment
and acquisition trends.
In August 2013 John Wiley and Sons published his book “The U.S. Technology Skills Gap” which critics acclaimed as the “best contextual history of STEM education written.” In 2014 he began an assignment as a
guest columnist for The Wall Street Journal where he writes regularly on the topic of technology talent for
that newspaper’s “CIO Journal.” In April 2015 he embarked on an ambitious project called “The Skills Gap
Almanac” where Mr. Beach publishes on the Twitter platform daily tweets about all aspects, and opinions
on, the skills gap. The almanac can be found at #SkillsGapAlmanac on Twitter.
In 1994, from the Roosevelt Room of the White House, he launched Tech Corps, a non-profit that continues
to challenge IT executives to introduce and share the excitement of technology with young Americans.
He remains chairman of Tech Corps.
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 25 The CIO Executive Council
is proud to congratulate
this year’s class of the
“Top 100 CIO/CTO
Leaders in STEM.”
!
s
n
o
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t
a
l
u
t
a
r
Cong
The time to develop for the future is today!
Learn more at council.cio.com/leadership.
@CIOEC
council.cio.com/li
100 CIO/CTO
Leaders in STEM
Charles W. Hull
Co-Founder
& Chief Technology Officer
3D Systems, Inc.
3D Systems provides the most advanced and comprehensive
3D digital design and fabrication solutions available today,
including 3D printers, print materials and cloud-sourced
custom parts. Its powerful ecosystem transforms entire
industries by empowering professionals and consumers
everywhere to bring their ideas to life using its vast material
selection, including plastics, metals, ceramics and edibles.
3DS’ leading personalized medicine capabilities include
end-to-end simulation, training and planning, and printing
of surgical instruments and devices for personalized surgery
and patient specific medical and dental devices. Its
democratized 3D digital design, fabrication and inspection
products provide seamless interoperability and incorporate
the latest immersive computing technologies. 3DS’ products
and services disrupt traditional methods, deliver improved
results and empower its customers to manufacture the
future now.
Charles W. Hull is the Co-Founder and Chief
Technology Officer of 3D Systems. Chuck
is the inventor of the solid imaging process
known as stereolithography, the first commercial 3D printing technology. With the founding of 3D Systems in 1986, he initiated the
3D printing industry and continues to lead it
today with cutting edge innovations ranging
from state-of-the-art production 3D printers
that have changed the game in manufacturing to the first home-certified 3D printer, the
award winning Cube®. He is a named inventor on 85 United States patents, plus numerous
other patents around the world in the fields of
ion optics and 3D printing. In 2014, Mr. Hull was
inducted into the National Inventors Hall of
Fame at the United States Patent and Trademark Office for his globally impactful and
transformative work inventing and pioneering 3D printing. The same year, Chuck was
the recipient of the European Patent Office’s
prestigious European Inventor Award in the
non-European countries category for his contributions to technological progress and the
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The Economist’s prestigious 2013 Innovation
Award, recognizing significant contributions
across the fields of science and technology.
Prior to founding 3D Systems, Mr. Hull served six
years as vice president of engineering at UVP,
Inc. in San Gabriel, California, a systems manufacturing company. Before that, he spent 10
years as an engineering manager at DuPont’s
Photo Products Division, concentrating on
the development of analytical equipment
for chemists, including mass spectrometer
and GC/MS systems. Earlier in his career he
was a senior engineer at Bell & Howell. Mr. Hull
received a BS in engineering physics from the
University of Colorado in 1961 and an honorary Doctorate in Engineering from Loughborough University in the U.K. in 2005.
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3D printing is often seen as the catalyst for the third
industrial revolution. The ability to make functional prototypes and complex end-use parts from digital files—
in house, on demand and entirely fit for purpose—is
disrupting supply chains, manufacturing workflows
and business models the world over. This technology
is democratizing and re-localizing the power to conceive, construct and create, breaking down the barriers to manufacturing that have existed since the rise of
the modern factory.
3D printing is taking root and transforming industries
outside of traditional manufacturing applications. For
example, it is powering the latest breakthroughs in personalized medicine, allowing doctors to plan, practice,
instrument and perform surgeries from patient-specific
data. It is even entering the kitchen, opening up creative and delicious opportunities in food and beverage preparation that were simply unimaginable up
until now.
When you add all these amazing developments
together, it does indeed begin to resemble a revolution. But as the inventor of the first commercial 3D printing technology I can tell you, it certainly didn’t start
that way. It started like most innovations do: with a
stubborn and restless engineer (me, in this case) just
trying to solve a problem.
The problem was prototyping plastic parts. This was
the early 1980s and, in those days, it took six to eight
weeks from when you had a finished design—either on
a computer or, more typically, as a set of blueprints—
to when you actually had the first prototype. This was
because the design had to go first to a tool designer,
then to a toolmaker and then to a molder. The molder
would mold the first parts and send them back to you
to test. And usually those tests failed—designs were
rarely correct on the first attempt—so you’d modify the
design and start over. This was a very tedious process
and slowed the whole product design and introduction cycle greatly.
I thought there might be a better way. At the time, I was
working for an ultraviolet technology company. One of
the things the company made was high-intensity UV
lights which cured materials used for furniture coatings,
floor coatings and other finishes. I imagined that these
©2015 STEMconnector® All Rights Reser ved
tiny layers of UV-cured material were ultrathin sheets
of plastic, and I wondered if there was some process
to stack up and bond cured layers to make prototype
plastic parts. That would speed up the design cycle for
new parts substantially, I thought.
I brought the idea to the company president because
I felt we could develop a market for these capabilities. He wasn’t very interested in the idea, but said,“You
can work on this, but do it nights and weekends. You
can use one of the labs in the company.” So my day
job was running the company’s engineering department. My night job was inventing 3D printing.
Creating this technology became my passion. It was
a multidisciplinary exercise that put all of my scientific background and technical training to the test. It
included materials science, mechanical engineering,
electronic engineering, along with some optics and
a lot of software. I tried many approaches and failed
more times than I can count. Then, finally, I got onto a
viable path. That led to the first printed part in 1983,
and the subsequent creation of the first 3D printer. I
received the first patent in 1986 and, together with a
business partner, launched 3D Systems the same year.
The rest, as they say, is history.
I share the story of my personal journey with you
because it contains an important economic truth:
innovation is neither easy nor intuitive. And it rarely, if
ever, happens by chance. To create something truly
innovative, one must have the scrutiny of a Scientist,
the vision of a Technophile, the ingenuity of an Engineer and the logic of a Mathematician. I recognize
and can isolate these traits because they are the ones
I look for when I hire new teammates at 3D Systems
to help deliver the next generation of innovative products and services. Unfortunately, there is a critical shortage of qualified candidates with these characteristics
in the labor market today.
And that’s where STEM learning comes in. If we want
our companies—and by aggregate, our country—to
remain competitive over the long run, we will need to
provide future innovators with the necessary skills in science, technology, engineering and math. And that’s
not just a matter for the schools; we all play a part. At
3D Systems, we’re working hand-in-hand with schools,
libraries and museums to provide the next generation with access to the means and skills to excel in the
world of digital manufacturing. Our goal is to empower
them to take on today’s challenges with passion and
confidence (and just the right amount of stubbornness), because that’s how they will create the jobs,
businesses and industries of tomorrow. Who knows, they
might even start the fourth industrial revolution!
1 0 0 C I O / C TO L E A D E R S I N S T E M | 29 3D Systems, Inc.
If you’re involved in STEM learning, as a student or an
educator, there’s a good chance that you’ve come
across 3D printing before. More and more institutions
of learning are integrating 3D design and fabrication
tools into academic and extracurricular programs and
teaching the digital literacy that students need to
thrive in the 3D era—and that’s a great thing because
few other technologies have the potential to reshape
our workplaces, our industries and our economies like
3D printing.
Ashish Khandpur
Chief Technology Officer
& Senior Vice President of
Research & Development
3M
3M captures the spark of new ideas and transforms them
into thousands of innovative products. Our culture of creative
collaboration inspires a never-ending stream of powerful
technologies that make life better. 3M is a science-based
diversified technology company that never stops inventing.
With $31 billion in sales, 3M employs almost 90,000 people
around the world – including 8,200 researchers – and has
operations in more than 70 countries. 3M is not just a company
that creates; it is also a company that cares. 3M helps to build
sustainable communities through strategic social investments
and thoughtful engagement of 3Mers worldwide. Since
1953, 3M and the 3M Foundation have invested more than
$1.4 billion in cash and products in education and charitable
organizations. In 2014, 3M invested more than $82 million in
cash and products to support global educational, community
and environmental initiatives.
Dr. Ashish Khandpur is 3M’s chief technology
officer and senior vice president of research
and development leading over 8,500
researchers around the world.
An inventor on 10 issued patents, Ashish began
his 3M career as a senior research engineer in
1995. Over the years, he held various U.S. and
international technical and leadership roles
in corporate research labs, division and subsidiary labs, and the company’s Asia Pacific
region, as well as global R&D head of 3M’s
largest business group, Industrial.
Ashish holds a bachelor’s degree from the
Indian Institute of Technology, Delhi, and a
Ph.D. in Chemical Engineering specializing
in polymers from the University of Minnesota.
Ashish is passionate about providing educational opportunities in STEM and sits on the
University of Minnesota’s College of Science
and Engineering’s advisory board, 3M Foundation Board and works with the 3M Women’s Leadership Forum. He and his wife have
two daughters.
While in his native India, Ashish was responsible for establishing the country’s first product development lab for 3M. In January 2014,
he began leading one of 3M’s biggest businesses, the Personal Safety Division. Later that
same year, he was appointed 3M’s head of
R&D and chief technology officer, reporting
to CEO Inge Thulin.
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For more than four decades, we have worked with
the Saint Paul Public Schools to donate STEM materials
and curriculum. We have similar partnerships around
the world. In my native India, for instance, our 3M team
is working with a foundation to support a mobile science lab. It will travel to more than 45 schools, and
expose 20,000 Indian students to scientific experiments
and models.
3M’s technical community is also committed to donating its time and expertise. Each year more than 500
3Mers serve as mentors to students in the Saint Paul
Public Schools. 3M received the Excellence in Mentoring in America Award by the National Mentoring
Partnership in 2013.
Another example of 3Mers mentoring young people
is through the Young Scientist Challenge program.
We co-host this annual competition with Discovery
Education, and it lets budding innovators work directly
with 3M scientists as part of a summer mentorship
program.
You wouldn’t believe what we see from kids who are
not even in high school yet. Last year’s winner – a
13-year-old from Pennsylvania – invented a compact
battery designed to convert carbon dioxide into electricity. He says he was inspired by the 1.4 billion people
around the world who lack access to electricity.
Through a partnership with DoSomething.org, 3M
developed a fun and contemporary way of generating interest in STEM. More than 90,000 students participated in Science Sleuth, a texting game, where young
people solved a mystery by using STEM concepts. Upon
completion of the adventure students helped select
classrooms in need to receive a 3M grant through
DonorsChoose. The project funded over 4,000 classrooms and supported 191,000 students across the U.S.
Every year we see amazing things from young boys
and girls across the nation. If you ever need a reason
to believe in the future, you can look at these students.
They see a solution in every problem, and our goal is
to develop and inspire even more people who think
like that.
In addition to investing in young people, three things
come to mind when I think about what we need to
do in the U.S. to continue to be at the top of global
innovation and growth. First, a country is only as strong
as its future leaders, which means strengthening our
education system. By 2020 the United States will face
an estimated shortage of 5 million educated workers.
What does that say about our ability to continue leading the global economy?
ficiency in STEM, and business can be a strong partner in this effort by getting involved in local schools
and communities.
Another priority is investment in research and development, because that is what traditionally has created
an advantage for the United States – and also for 3M.
R&D provides the building blocks for solutions to so
many of the world’s challenges, whether it is health
care, air pollution, clean water or food safety. It also
spawns new markets and new industries, which drives
economic growth.
In recent years America’s investment in R&D has flattened, and other countries are now passing us by. This
is a trend that needs to be reversed.
The world is evolving quickly, and technology will continue to disrupt the marketplace at a fast pace. Countries and businesses that stay at the frontier of scientific
research and discovery will have the edge. That is why
increasing investment in R&D – which our CEO refers to
as the “heartbeat of 3M” – remains a primary strategy
for our company.
Cultivating a diverse workforce is key. As a global company operating in over 70 countries, we view diversity
as the appreciation of differences, and we use those
differences as a competitive advantage. Diversity
equals more ideas, which gives a business – or a country – a greater edge.
It is our team’s diversity of cultures, backgrounds and
insights that powers our creativity. It’s that same diversity that equips us to serve our customers with breakthrough ideas.
Different people think different ways. Put a group of
people from different cultures in same room, and they
are more likely to come up with something amazing.
Diversity is a strength for the United States and 3M,
and we need to remain committed to building on
that strength.
Finally, we must encourage young people to get
involved in STEM, by making sure young people
understand the importance of STEM. That means supporting programs that demonstrate applications to
everyday life.
We also must remember that the easiest way to get
kids involved in something is to make it fun and exciting. Earlier I mentioned our Young Scientist Challenge
and our DoSomething initiative. 3M also sponsors a
robotics competition for students. And every year, 3M
“Visiting Wizards” perform experiments ranging from
cryogenics to the science of music at local schools to
open young minds to the wonders of science.
Science is not dry and theoretical. It is all around us,
impacting everything we do in our daily lives. When
harnessed the right way, science has the power to
make the world safer, healthier and more prosperous,
and we need to spark that passion in kids as soon as
we can.
STEM education is particularly important. American
students rank 26th in science and 21st in math when
compared to students in other countries, which hurts
our long-term competitiveness. We must increase pro-
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 31 3M
3M is a science-based company, so we are especially
committed to inspiring the next generation of scientists. That is why we support a wide range of STEM
initiatives, from funding college scholarships and supporting non-tenured faculty through research grants
to partnering with elementary schools to enhance
learning opportunities.
Stuart Sackman
Corporate Vice President,
Global Product & Technology
ADP
Employers around the world rely on ADP® (NASDAQ: ADP)
for cloud-based solutions and services to help manage their
most important asset – their people. From human resources
and payroll to talent management to benefits administration,
ADP brings unmatched depth and expertise in helping
clients build a better workforce. A pioneer in Human Capital
Management (HCM) and business process outsourcing,
ADP serves more than 625,000 clients in more than 100
countries. ADP.com.
Stuart Sackman leads ADP’s Global Product and
Technology (GPT) organization, overseeing both
client-facing product development and internal
technology (CIO/CTO) operations. Stuart ensures
that the GPT team’s work aligns with ADP’s overall
technology efforts and our strategic goal of
becoming the world’s leading provider of Human
Capital Management solutions.
Stuart joined ADP in 1992, and during his tenure has
held positions with broad-ranging responsibilities
across several ADP business units.
In Stuart’s previous role as Corporate Vice
President and General Manager of Multinational
Corporations (MNC) Services, which includes the
ADP GlobalView and ADP Streamline businesses,
he had direct P&L responsibility for ADP’s largest,
most complicated global clients. He also played
a leadership role in developing the organization’s
product and marketing strategies.
Prior to heading up MNC, Stuart was the Division
Vice President and General Manager of National
Account Services’ East National Service Center,
which provides payroll and HR services to 700+ large
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to that, he was the Senior Vice President of Product
Strategy for ADP Employer Services at a time when
ADP was expanding internationally very rapidly.
He also served as the Division Vice President (DVP)
and General Manager (GM) of eBusiness for ADP’s
Major Account Services division, where he was
responsible for P&L and the next generation “eXpert”
suite of on-line payroll, HR and benefits solutions.
Stuart started his ADP career in business development,
where he identified the market opportunity and
wrote the business case for entering the Time and
Labor Management (TLM) business. During his tenure
as DVP and GM of TLM, he successfully acquired
and integrated several businesses and expanded
the product line to include solutions for small, midsize and national account employers in the U.S. and
in selected markets outside of the U.S.
Stuart holds a BA in Computer Science, magna
cum laude, from Brandeis University, and an MBA
from Columbia Business School, where he majored
in Marketing.
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The GPT approach is more holistic, focused on products and R&D in addition to infrastructure. And it’s an
exciting place to be right now.
For instance, as a Human Resources executive is initiating a decision process, big-data analytics can help
spotlight the information he or she may need, in real
time, to help make a better decision. Maybe something as simple as, in a hiring process, the analytics
kick in to let the executive know, “Here are the most
successful skill sets for that position,” or “Your trend lines
suggest that you may want to hire multiple people for
that position,” and this is all running in the background.
Why? Because the first 66 years of ADP were largely
defined by service – ADP associates solved problems
and performed routine tasks for our clients – but the
next 66 years will be defined by what we’re able to do
with technology.
For STEM students, this calls for a combination of art
and science. We’re recruiting for data scientists, people who have the training and aptitude to recognize
the patterns in data that enable those insights. This is
not simple math; it requires a computer science background plus statistics and visualization skills, which is
where the art comes in.
Building STEM Talent for Tomorrow’s Workforce
Establishing a technology culture, and building the
right talent to help drive the vision, is hugely important.
The second main area of interest is in apps. Just like
you download useful apps onto your smartphone, businesspeople are expecting the same experience with
the systems they use at work.
With the pace of change in technology, we are moving
rapidly to become a more technology-led company.
Our clients expect their enterprise technology to
behave more like consumer technology – easy to use,
predictive, ubiquitous, personalized – and we need to
deliver in order to ensure our market success.
Our push on innovation has our organization growing
near the same rate as ADP’s overall revenue, and we
will continue this focus on building talent and technology leadership to drive product breakthroughs and
reinforce the culture that we’re developing. We’re
designing our next-generation products on a platform
leveraging state-of-the-art technologies, and we’re
looking for people with strong technical training who
are self-starters and problem solvers and prepared to
help us accelerate our pace of innovation.
We’re also upskilling our staff through training and
hiring, implementing “agile” software development,
redesigning our workplaces across geographies, and
evaluating recruiting practices and rewards to allow us
to build a team that will reinforce the technology culture and deliver business results. STEM graduates are
crucial to all of this.
Technology, Business and STEM
We will push on a number of technologies
going forward, with two of special interest to the
STEM community.
ADP, like many companies, has begun providing this
capability – specifically, a “marketplace” where our
clients can access specific business apps developed
by both us and our partners.
Let’s say we or one of our partners invents a new way
to do performance reviews. An HR executive should
be able to easily download that new capability
from our Marketplace and add it to the company’s
toolset and use it within its existing Human Capital
Management system.
Congratulations to STEM students who are already
building and publishing apps – this activity has introduced you to what it means to create something
that’s operational and easy for people to download,
use, and gain value from.
In today’s world, creating apps is a great way to get
started and get exposed to the experience of running
a business. You have to think about your target market,
creating a positive user experience, how you provide
updates and upgrades, how you communicate the
value of the app, and ensure that the app is useful –
otherwise no one will download it! That’s exactly what
we’re trying to do: build things that are useful and that
people want to use.
And that’s why ADP is proud to be associated with the
STEMconnector program. We’re very excited to meet
the next generation of STEM achievers.
First, “big data.” This term means a lot of things to
a lot of people, but at ADP the meaning is very
clear: leveraging our enormous data-set (36 million
anonymized and aggregated employee records) to
provide insights and solutions to our clients. This means
building big-data capabilities into our solutions so that
analytics aren’t a separate activity.
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1 0 0 C I O / C TO L E A D E R S I N S T E M | 33 ADP
As the head of ADP’s Global Product & Technology
(GPT) organization, I occupy a fairly uncommon dual
role: overseeing both our go-to-market products as
well as our internal information structure. This began
with my predecessor, who saw that there was tremendous synergy in combining the traditional Chief Product Officer and Chief Information Officer roles.
Mark Papermaster
Chief Technology Officer
& Senior Vice President
Advanced Micro Devices, Inc.
AMD (NASDAQ: AMD) designs and integrates technology
that powers millions of intelligent devices, including personal
computers, tablets, game consoles and cloud servers that define
the new era of surround computing. AMD solutions enable people
everywhere to realize the full potential of their favorite devices
and applications to push the boundaries of what is possible.
AMD Changing the Game, funded by the AMD Foundation, fosters
collaboration between schools, private industry, NGOs, and other
organizations to advance science, technology, engineering, and
math (STEM) education in new and innovative ways. The program
inspires youth to learn STEM skills and experience STEM careers
through the creation of socially responsible video games. Through
the process of making games, students alearn problem solving,
critical thinking, language skills, and teamwork. AMD Changing the
Game has been implemented in seven regions around the world,
including United States, China, Malaysia, Canada, Europe, United
Arab Emirates, and Brazil and has reached over 227,000 students.
Mark Papermaster is chief technology officer
and senior vice president at AMD, responsible
for corporate technical direction, and AMD’s
intellectual property (IP) and system-on-chip
(SOC) product research and development.
His more than 30 years of engineering
experience includes significant leadership
roles managing the development of a wide
range of products spanning from mobile
devices to high-performance servers.
Before joining AMD in October 2011,
Papermaster was the leader of Cisco’s
Silicon Engineering Group, the organization
responsible for silicon strategy, architecture,
and development for the company’s
switching and routing businesses.
In prior roles, Papermaster served as Apple
senior vice president of Devices Hardware
Engineering, where he was responsible for
the iPod products, and iPhone hardware
development. He also held a number of
senior leadership positions at IBM, serving
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the company’s key microprocessor and
server technologies.
Papermaster received his bachelor’s degree
in electrical engineering from the University
of Texas at Austin and a master’s degree in
electrical engineering from the University of
Vermont. He is a member of the University of
Texas Cockrell School of Engineering Advisory
Board, Olin College Presidents Council, and
the Juvenile Diabetes Research Foundation.
Papermaster has published numerous
articles on topics ranging from security to
semiconductor energy efficiency to the
future of immersive computing platforms. He
speaks frequently at technology industry and
business events. In April 2015, Papermaster
hosted the annual international math
competition, Math Kangaroo, from AMD’s
Sunnyvale, CA, campus.
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My background is in engineering and I’ve spent my
career working on leading edge technologies at IBM,
Apple, Cisco, and now with AMD. I’ve been involved
with the development of some amazing products and
look forward to many more. I joined AMD because its
employees and intellectual property make a tremendous difference in the industry and the world around
us. The importance of science, technology, engineering, and math was instilled in me early on are important to my family, which boasts many engineers.
There’s really no better time to be involved in the technology industry, as it provides the foundation for modern life. Just think of the enabling and inspiring progress
made over the last 30 years. Computer processor performance has improved 10,000 times in this timeframe.
I doubt any other engineered system has ever delivered this rate of improvement.
In fact, if fuel efficiency in the US started following the
engineering theory of Moore’s law beginning in 1980,
then by 1994 a gallon of gas would have been enough
to get from Los Angeles to New York and by 2002 that
same gallon of gas would take you around the world.
In 2014 there were more than 100 semiconductors
in use for every person alive. Beyond phones and
computers, those exist in myriad places, from aircraft
cockpit controls and displays to traffic management
systems to digital billboards. Semiconductors have truly
become woven into nearly every part of modern life.
And this will become only more so with Cloud Computing and the Internet of Things.
Nearly every part of society – from manufacturing, to
financial services, to science, education, entertainment, transportation, and beyond is dependent on the
continuing adoption of ever more powerful semiconductors to drive new experiences and improve services. Not only are there new products and services
arriving almost daily, but there are huge opportunities
for improving efficiency. Just one example from the
GeSI SMARTER 2020 study: digitally enabled systems
could cut greenhouse gas emissions 16.5% by 2020,
resulting in $1.9 trillion savings in energy costs.
©2015 STEMconnector® All Rights Reser ved
We need to help young people see that STEM education and industries create careers that empower
them to change the world, whether it is using science
to solve global warming or nanotechnology for cancer research. I strongly encourage people to consider
semiconductor industry careers. As semiconductor
engineers, we have an unprecedented opportunity to
change the world and create the future.
Today, much of the technology exists in silos, unable
to effectively communicate between applications
and platforms, to connect the dots that would simplify modern life. To further grow in competence and
pervasiveness, technology needs to become more
intuitive and emotionally intelligent. And this requires, I
think, teams made up of diverse backgrounds, inclinations, and talents.
There are numerous studies on the importance of workforce diversity, but most of them can be boiled down
very succinctly to diverse teams are better at solving
problems. If that’s true, the message to the technology
industry is clear. Since we are in the business of solving increasingly complex problems better and faster,
it’s imperative we utilize the best diverse talent. The
bottom line is that we need creative problem solvers
who can look at a challenge for many different angles
and offer inventive solutions in order to tackle the huge
tests ahead of our global community in the future.
There’s a lot of focus on this now in the technology
world, for bringing more women into the workforce for
example, and more people from diverse backgrounds
overall. Besides AMD, a number of technology companies including Intel, IBM, and Cisco have developed
STEM programs and encourage diversity. And it’s not
just technology giants. There are initiatives underway
at multiple levels. For example, there are a new generation of toys, such as GoldieBlox, designed to spur
young girls’ interest in technology and could inspire
a more diverse talent pool to enter STEM fields down
the line.
My own belief is that we are in the midst of a technology industry transformation that will bring substantial
to how we work and play. Paired with that change will
be a new kind of workforce that solves problems and
develops technology in a whole different way. As new
generations raised on technology become the CIOs,
engineers, entrepreneurs, and inventors in their own
homes, communities, and businesses our industry and
world will be transformed from the inside out.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 35 Advanced Micro Devices, Inc.
At my company, we believe in enabling today and
inspiring for tomorrow. That’s actually the basis for our
tagline at AMD, but it is also very apt for discussing the
importance of STEM. AMD is a semiconductor company focused on the processing that makes high-performance computing and visualization technologies
come alive in a diverse set of markets. Our heritage
starts in the personal computer, but has expanded into
a number of new markets and devices, including gaming consoles, medical imaging, digital signage, and
much more.
William Krenz
Vice President
& Chief Information Officer
The Aerospace Corporation
The Aerospace Corporation is an independent, nonprofit
organization dedicated to the objective application of science
and technology in providing innovative, critical solutions for
complex systems. Part of the corporation’s commitment to
the future of our nation’s continued success in and access to
space is to inspire new generations who will continue the work
of companies like The Aerospace Corporation. Aerospace
has made STEM the focal point of its education outreach
initiatives. Through employee volunteerism, and student and
teacher collaboration, Aerospace focuses on inspiring middle
and high school students to consider careers in the STEM
disciplines. Our mission is to develop a systematic approach
that will utilize the knowledge, skill, and expertise of technical
volunteers, promoting the advancement of science and
math education with our youth. The ultimate goal of these
partnerships is to encourage the prospect of cultivating future
engineers for the entire aerospace and defense industry.
Dr. William C.“Willie” Krenz is vice president and
chief information officer of The Aerospace
Corporation, and is responsible for overseeing
and managing all aspects of the corporation’s
capabilities related to computing resources
and
infrastructure
including
strategic
planning, policy initiatives, customer support,
and the development of applications
critical to the success of the information
technology program.
Krenz is a member of the Southern California
CIO Governing Body, the Space Technology
Industry-Government-University Roundtable,
and the Microsoft CIO Advisory Council.
engineering from the University of California,
Berkeley, where he concentrated on the
identification and control of nonlinear systems.
Krenz has been working STEM issues to help
energize the next generation about the value
and coolness of science and technology. He
has worked in the corporate environment
by mentoring students and early career
employees, and volunteered with local schools
to talk about the challenges and fascination
with space and technology. He has also
worked in his own community, volunteering
with youth groups to show how science can
be fun and interesting.
Krenz holds a bachelor’s degree in biomedical
engineering from the University of Southern
California and a doctorate in electrical
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The value of the mentor/mentee relationship
I am a mentor. I’ve had mentors. Basically every one
I’ve ever met or had a conversation with has been my
mentor. I think restricting yourself to one mentor is a bad
idea because there is so much to learn from so many
people that you need to take advantage of every
opportunity. So I listen and learn from every interaction,
whether fleeting or sustained, because I find value in
gathering all that data from diverse perspectives.
Challenges and opportunities in technology
education
The biggest challenge is that people who are really fluent in technology are probably applying it in the commercial marketplace because the value to society is
so high. So it is hard to find teachers in the traditional
model who fully grasp the breadth of applications of
STEM. I believe (though not all agree) that new models of online education offer a much more effective
way of reaching students with state-of-the-art technology instruction and knowledge. I know that I consume
most of my training this way and I find it very useful to
learn at my pace, in the time slots I have available, and
with the ability to replay certain sections when I need
a refresher. This also allows very high-quality instructors
to reach a huge audience with a consistent message
that can be updated on a frequent basis.
Diversity and STEM careers
STEM is a great platform for diversity, because there is
such a need for talent in STEM fields that you’d have
to be an idiot to exclude someone who is qualified.
At our company, we are totally focused on making
things work, and we don’t care how you look, or talk,
or spend your private time – we want you to make a
useful contribution to ensure rockets launch and satellites operate and systems work. We don’t waste time
with irrelevant factors. We spend time celebrating the
accomplishments of everyone so that all of our groups
of people feel that they have an opportunity for their
voice to be heard.
Advice for minorities and women coming “up” in
the system
My consistent career advice for people of any background is to make sure that you are contributing to the
mission. You need to make a difference and move the
ball forward. Everything else is secondary. At a company like ours, where mission success is the dominant
goal, it’s pretty easy to know how to do that, and people will recognize you for doing it well, because that’s
what we care about. If you make sustained important
contributions and have an interest in doing that at a
“higher” organization level, you’ll probably get that
chance. It’s really as simple as that.
Most sought-after STEM specialists
We will be short of computer science students for quite
some time. As the world becomes increasingly digital,
with exploding amounts of data and compute power,
the opportunities for innovation will similarly explode.
And it will do so through knowledge of how to utilize
computers. But an even better combination is built on
a foundation of science or engineering so that the
computer scientist has an idea of how the world works
or how problems can be solved systematically.
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 37 The Aerospace Corporation
Criticality of STEM educational emphasis/workforce development to U.S. future concerns
The vast majority of the country’s economical engine
is based on technological innovation. The vast majority
of that is based on a solid STEM foundation. The burgeoning services that are changing our world now in
computers and software are absolutely dependent
on the kind of sound thinking, problem solving, and
mathematical perspectives that STEM provides. And
the future changes (Data Science, nanotechnology,
innovative manufacturing, cyber security) will be even
more dependent on STEM. In the defense field, innovation is what keeps the nation at an advantage over
adversaries. We cannot afford to outsource innovation,
nor stifle it. My daughter, who is interested in politics and
policy, got an economics degree from MIT because
she realized that the kind of mathematical rigor she
would learn there would give her a better foundation
than many in the policy arena. Sure enough, politics
now is as much about Big Data analysis as actual
policy development. So we can only be enhanced as
a nation with more smart students heading into STEM
education, regardless of their final career.
Janne Sigurdsson
Chief Information Officer
Alcoa
A global leader in lightweight metals technology, engineering
and manufacturing, Alcoa innovates multi-material solutions
that advance our world. Our technologies enhance
transportation, from automotive and commercial transport to
air and space travel, and improve industrial and consumer
electronics products. We enable smart buildings, sustainable
food and beverage packaging, high-performance defense
vehicles across air, land and sea, deeper oil and gas drilling
and more efficient power generation. We pioneered the
aluminum industry over 125 years ago, and today, our
60,000 people in 30 countries deliver value-add products
made of titanium, nickel and aluminum, and produce bestin-class bauxite, alumina and primary aluminum products.
For more information, visit www.alcoa.com, follow @Alcoa on
Twitter at www.twitter.com/Alcoa and follow us on Facebook
at www.facebook.com/Alcoa.
Janne Sigurdsson is Alcoa’s Chief Information
Officer, responsible for IT strategy, operations
and innovation opportunities worldwide as
well as security of the Company’s vast network of information. Most recently, Janne
was Managing Director of Alcoa Fjardaál in
Iceland, one of Alcoa’s newest and most efficient aluminum smelters.
Janne joined Alcoa Fjardaál in 2006 as
Information Technology Manager and a
year later became General Process Owner,
working toward process development and
improvement. In 2008, she stepped into the
position of Potroom Manager, and in 2010
she was appointed Production Manager,
where she consistently improved key metrics
covering production, customer satisfaction,
financial performance, safety and employee
engagement. She was named Managing
Director, Alcoa Fjardaál in 2012 and to her
present position in 2014.
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management experience, including 5 years
as department manager of embedded software development at Siemens Mobile Phone.
In 2012, Janne was named the Stevie Award
winner for Female Executive of the Year in
Europe, the Middle East and Africa for her
achievements in helping to build, strengthen
and expand the Fjardaál smelter through
creating a culture of safety, leading business
transformation initiatives, and achieving high
employee engagement. The Stevie Award for
Women in Business recognizes women executives and entrepreneurs for their achievements and contributions in the companies
they run.
Janne received her Candidata Scientia
degree in mathematics and computer science from the University in Aalborg, Denmark. She and her husband, Magnús, have
two children.
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One of my team’s priorities is to ensure cyber security,
and we leverage all that technology has to offer.
At Alcoa, our senior leadership supports our efforts
in Cyber Security and supports us by providing the
resources that we need to access new technologies
in the safest way possible. We also recognize that it is
our responsibility to train our users and leadership in
understanding potential risks. Cyber security goals are
as important as a corporation’s Mission and Alcoa’s
Environment Health & Safety goals – it is really all about
protecting the employees as well as the company
as a whole; everyone needs to play a role to ensure
safety and security of information and data. We help
our partners take their work to a new level, showing
them what they can automate, what data can be
extracted and suggest tools that can interpret data so
employees have a better understanding of processes
and can improve on them.
There certainly is a difference between start-up
companies and corporations in the technology space,
and I believe each has a lot to learn from the other.
From the start-ups, corporations can learn about agility
– being quick, brave and decisive. While a percentage
of the quick decisions will be wrong, many will result in
valuable lessons that contribute to success. Sometimes
there is a tendency for big organizations to do
everything immaculately and not showcase anything
until it’s perfect. As a result, sometimes corporations do
not move the technology needle for years and years.
In Silicon Valley, there is a support system for testing
new ideas and growing, learning from one project and
continually building on those lessons. Taking all of this
into account, over the years Alcoa has become more
agile and adaptable to new ideas and processes.
©2015 STEMconnector® All Rights Reser ved
Having worked at the plant level before, I know that
in many cases you cannot wait three months for
a solution. It has to be in the next hour. Sometimes
you have to be pragmatic - not perfect - and that
speed and pragmatic decision-making is something
corporations can learn to do better.
On the flip side, corporations solve problems thoroughly,
developing a solution that is done right to its root. We
take the time to understand what the problem is and
then develop a program to solve it, and we do it in
a way that prevents the issue from surfacing again.
Like most things, it is all about balance. It is vital we
are capable of taking the best from both types
of organizations.
If you are following technology news, then you also
know that stories about advancements in additive
manufacturing are all over headlines. Additive
manufacturing and its possibilities have refreshed the
STEM world and of course, like any other emerging
technology, we are following research about it
very closely. It is growing at a rapid speed, with the
technology improving by leaps and bounds daily. We
need to understand the implications and opportunities
of this technology so we can find ways to match its
capabilities within our organization and our industry.
While we have some ideas today on how we can
use it, we also know that in four to five months, those
technologies will be even better. We are tracking all
possibilities and making sure we are at the forefront.
I believe it is critical for those with technology roles to
really understand the businesses they lead and not just
be comfortable as technology experts. We really need
to be the bridge between emerging technologies
and the opportunities and needs of our business. You
cannot suggest ways that technology can add value
to business areas without fully comprehending what
the business is about. For those seeking to work in
STEM, my counsel would be to build up skills in various
functional areas – communication, finance – at the
same time you are building technical skills. In the
real world, technological solutions do not get made
independently. You cannot sit alone in the corner and
work on solving issues. Working and cooperating with
others is extremely important.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 39 Alcoa
As Alcoa’s Chief Information Officer, I lead a team
whose role is to ensure that the technology “engine”
behind the company is constantly up to date and
keeps running. This includes the applications, network,
the servers, and the wireless capability. It’s my job to
support every corner of the organization, from the
corporate offices to more than 200 locations across the
globe. Technology truly is the backbone of business
and we constantly seek new opportunities to facilitate
Alcoa’s growth and transformation thought the usage
of technology.
Mary Heger
Vice President
& Chief Information Officer
Ameren Corporation
Ameren Corporation, a Fortune 500 energy company
headquartered in St. Louis, powers the quality of life for 2.4
million customers across 64,000 square miles in Missouri
and Illinois. The service territory includes a diverse base
of residential, commercial and large industrial customers
in both urban and rural areas. Fifty-five percent of
Ameren’s 8,500 employees are engineers, technicians
and information technology specialists. These employees’
STEM skills are essential in maintaining 10,200 megawatts
of net generation capacity, 87,000 electric circuit miles
of transmission and distribution lines, and 21,000 miles
of natural gas transmission and distribution, as well as
providing safe, reliable and environmentally responsible
energy to Ameren customers.
Mary P. Heger is vice president and chief
information officer for Ameren Corporation.
She directs the staff responsible for all IT
application development, infrastructure,
networks, payroll, bill processing and accounts
payable. Heger began her career in 1976
at Union Electric Company, now known as
Ameren Missouri, and moved into information
technology as a programmer in 1981. In 1992,
she was promoted to assistant treasurer and
manager of investor services. After serving
in various management positions, she was
promoted to director of development for
Information Technology in 2004. In 2009 she
was promoted to vice president of Information
Technology and in 2012 to chief information
officer. She holds a bachelor’s degree in
management from Maryville University in St.
Louis and earned her master’s in business
administration from Washington University
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S I N S T E M in St. Louis. She is a member of the board of
International Institute and a former board
member of Craft Alliance and SouthSide Early
Childhood Center. She is also a graduate of
Leadership St. Louis®, one of the most highlyrespected leadership development programs
in the nation. In August 2013, Heger was
named one of the most influential business
women in St. Louis by the St. Louis Business
Journal. Other awards include a YWCA 2010
“Leader of Distinction” award and Diversity
Journal recognized her among the “Women
Worth Watching” in 2011. She was awarded
the 2014 Maryville University Deans’ Award in
the School of Business.
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“The Ameren Innovation Center will give our students
the opportunity to work on smart energy solutions for
the Midwest and beyond,” said University of Illinois at
Urbana Champaign Chancellor Phyllis Wise.“Such realworld experiences are examples of the transformative
educational opportunities at Illinois that grow from our
leadership in engineering, computing and energy.”
As one of the largest utilities in the Midwest, Ameren
has been in business for more than a century, serving
millions of electric and natural gas customers. Our
customers rely on us to power their quality of life, today
and for generations to come. Doing that effectively
requires a commitment to innovation and forwardthinking initiatives.
That’s why earlier this year my company, Ameren
Corporation, a St. Louis-based Fortune 500 energy
company, became the first major energy company to
open an Innovation Center on campus at the University
of Illinois at Urbana-Champaign Research Park.
This Innovation Center at the University of Illinois will
help us meet the future needs of utility customers as
the industry transitions to smarter, faster and more
reliable technologies. We’re excited that we’ll be able
to offer employment to 12 University of Illinois students
providing them an innovative, real-world environment
in which they can think about, learn about and
explore energy. Undergraduate and graduate students
across disciplines work on a part-time basis on projects
ranging from data analytics and mobile applications
to projects that focus on the needs of the utility of
the future.
The Research Park provides an opportunity for
technology-based businesses to collaborate with
students and faculty. The University of Illinois at UrbanaChampaign’s College of Engineering is among the
highest ranked in the nation, and is highly sought after
as a partner for pursuing information security for the
energy industry.
Some of these projects will leverage Ameren Illinois’
Technology Application Center in Champaign, Ill.,
an on-grid testing facility for smart grid technologies
that opened in August 2013. A full-time Ameren site
manager supervises the students and serves as liaison
between the Innovation Center and the University
of Illinois.
Since its opening, the Ameren Innovation Center has
been collaborating with university students and faculty
and other companies across multiple industries at the
Research Park. This really is all about our customers:
The goal is to foster an exploratory environment that
focuses on innovations to help Ameren better meet
the future needs of our customers in Missouri and Illinois.
It’s a win-win-win for Ameren, the university and its
students, and our customers.
It can’t be overstated why we are doing this: By
fostering an innovative and collaborative environment
at a world-class research university with access to
top students and faculty, we can better leverage
information technology to seize business opportunities
and improve our customer satisfaction.
We also plan to grow our projects at the Innovation
Center to expand data analytics research. There are
several active projects that can be applied immediately
to enhance both customer and operational insights.
A mobile application development center will be
created to support our customer’s needs of getting
information in real-time and on the go. And we’ll
continue research in cybersecurity to ensure the
safety and security of our assets and our customer
data, as we all know data security is paramount in
today’s environment.
And given that Ameren has a large number of longtime employees nearing the retirement age, we also
hope to develop a talent pipeline to help us continue
to build a skilled workforce. This is important as we
transition to smart grid technologies and explore future
new energy services that may be wanted and needed
by our customers.
Ameren has long backed a variety of academic
research around energy-related technologies, and
we’re pleased to support an acclaimed institute such
as University of Illinois. Its special interest in science,
engineering and business curricula intersects with
our goal to support the development of tomorrow’s
workforce in the energy sector.
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 41 Ameren Corporation
For businesses to be successful, innovation is
paramount. It has always been true, and it is even
more important today, given the speed with which
we are seeing technological advances. It’s especially
important in my industry, the utility space, given that
millions of Americans depend on us for safe and
reliable electricity.
Doug Philbin
Chief Information Officer
American Express Global
Business Travel
American Express Global Business Travel (GBT) enables
corporations and empowers business travelers with insights,
connections and exceptional customer service on a global
scale. Through technology and information, GBT provides
leading travel solutions, integrated consulting services,
proprietary research, and end-to-end meetings and events
capabilities. These innovative offerings enable clients to
optimize the return on their travel and meetings investments.
GBT has operations and network partners in nearly 140
countries worldwide with approximately 12,000 employees.
GBT is a joint venture between American Express and an
investor group led by private investment firm Certares. GBT
ranked first among corporate travel providers in the 2014
Corporate Travel 100 (“CT100”), an annual listing compiled by
Business Travel News which ranks companies with the largest
volume of U.S. air bookings.
As a tenured technology executive, Doug
Philbin is best known for delivering award-winning innovations, superior customer satisfaction and streamlining operating efficiencies.
With deep professional experience spanning
both IT and business management disciplines,
Philbin has worked in all aspects of global IT
and technology operations for market-leading global companies in diverse industries.
Technology has played an important role in
each of the positions Philbin has held throughout his 20+ year career. In March 2015, Philbin joined American Express Global Business
Travel to oversee the company’s technology
function and manage all information technology needs for GBT and its customers. Prior
to this role, he worked as a Client Executive
for Dell Services where he was responsible for
Dell’s overall relationship and the delivery of
services to one of its top healthcare clients.
Before joining Dell, Philbin was a tenured
executive at Perot Systems where he served
numerous roles including Chief Information
Officer for Parsons Corporation. As CIO, Philbin
led the development and implementation
of cutting-edge management tools, pro-
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reductions and foster collaborations across
geographically dispersed business units. As a
top technology leader, Philbin oversaw Parsons’ enterprise architectures and worked
with its Executive Committee to execute its
corporate strategy and company operations
across Europe, the Middle East and North
America.
Prior to these successes, Philbin worked as
an Account Manager for several of Perot
Systems’ major clients including Volkswagen
North America and Western Pacific Airline
where he directed IT operations, managed
multi-million dollar annual budgets and spearheaded a number of IT turnaround efforts.
In addition to securing prominent professional positions, Philbin has also served as a
speaker at industry events and as an Advisory
Board Member of FarkasBerkowitz. In his earlier years, Doug earned his B.S. in Computer
Science from Trinity University.
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In March 2014, American Express announced it had
signed an agreement to enter into a joint venture with
an investor group and closed the deal later that year,
resulting in GBT becoming a standalone company for
the first time. As a new company with more than 100
years of experience in travel and technology, GBT’s
identity consists of a unique combination of a startup
and a tenured brand that embodies an environment
of professionals looking to disrupt the travel industry.
Throughout this transition, technology has always been
and continues to be at the heart of our company’s
growth strategy and a key component to our success.
We are deeply committed to providing our customers
with superior technologies and exceptional traveler
care, and have embraced STEM education as a key
aspect of delivering on this promise.
We are greatly invested in our people, encouraging
a learning culture that empowers and supports the
development of our employees across all levels and
business functions. Our approach to strengthen talent is rooted in how we have embraced a model that
features frequent feedback and coaching at all levels of our organization. We’re creating a culture that
encourages employees to own their career journeys
as a way to drive true growth and change. In a short
period of time, we’ve been able to successfully fuel
performance for the future, rather than dwell on the
past, because as technology continues to push forward, so will we.
To address these challenges, at GBT, our recruitment
strategy is centered on our ability to identify a diverse
group of candidates from different markets and a variety of backgrounds. Upon becoming a standalone
company, a key driver of our strategy is focused on
delivering leading technology solutions on a global
scale. To enable that strategy we are recalibrating our
recruitment strategy to tap into a more diverse set of
talent pools including university, military veterans and
early career hiring as well as sponsorship of students
pursuing STEM career via internship programs.
In recent decades, it has been remarkable to see how
careers in science, technology, engineering and math
have become attractive arenas students are pursuing. For me, this shift has been very refreshing. With an
expanding number of present and future opportunities, STEM careers have become attractive paths students are eager to embark on.
One of the greatest opportunities ahead lies in the
ability to introduce STEM to students at young ages. In
today’s world, technology at home is becoming ubiquitous. Children are increasingly exposed to technology at a very early age. Therefore, as STEM education
becomes increasingly ingrained in school curriculums,
students will be able to better position themselves for
STEM careers.
On the other hand, a significant challenge for STEM
education will be to keep up with the rapid pace of
change. Curriculums can no longer remain static, and
therefore teachers and content must continuously
evolve with the changes happening across the industry as students and STEM professionals regularly learn
how to use new tools and platforms.
In the coming years, it will be exciting to see how GBT
and other companies continue to develop STEM initiatives and embrace STEM education, to fortify a bright
future for the students and young professionals of
tomorrow.
An unfortunate reality across the broader technology
industry is scarcity of talent and lack of diversity in the
workforce. For companies who embrace diversity, funneling the talent pool to attract diverse individuals can
be complex. It is critical for companies to create workforce strategies that align with their current business
needs and define required technology skills to meet
the company’s future goals.
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 43 American Express Global Business Travel
In today’s global business environment, STEM education and workforce development plays a key role in
allowing companies like American Express Global
Business Travel (GBT) to lead their industries and drive
success. STEM is core to our competitiveness from a
workforce perspective and as a means of establishing
companies as leaders in STEM fields worldwide. From
retaining top talent to fostering advanced employee
education opportunities, STEM is essential to propelling
our company and global economy forward.
Michael Sajor
Chief Information Officer
Apollo Education Group
Apollo Education Group, Inc. is one of the world’s largest
private education providers, serving students since 1973. Its
educational programs and services are offered throughout the
United States and in Europe,Australia, Latin America,Africa and
Asia, as well as online throughout the world. As a subsidiary of
Apollo Education Group, University of Phoenix serves a diverse
student population, offering associate, bachelor’s, master’s
and doctoral degree programs from campuses and learning
centers across the U.S. as well as online throughout the world.
Apollo shares the University of Phoenix Vision: to become the
most trusted provider of career-relevant higher education for
working adults. The University is constantly innovating to help
working adults move efficiently from education to careers in
a rapidly changing world. Flexible schedules, relevant and
engaging courses, and interactive learning can help students
more effectively pursue career and personal aspirations while
balancing their busy lives.
Michael Sajor is chief information officer at
Apollo Education Group, Inc., and a member of the President’s Cabinet at University
of Phoenix. He earned a Bachelor’s degree
in Engineering from Monmouth University and
a Master’s degree in electrical engineering
from Columbia University. He joined Apollo
Education Group in April 2012 to create an
integrated technology, information technology and innovation organization that can
drive world-class operational excellence and
support for working adult students of institutions of higher education throughout the
world. Prior to Apollo, Michael was a senior
vice president at Ann Inc., a nationwide
woman’s specialty retailer with about 1,000
stores across the United States and Puerto
Rico. At Ann, he led major information technology and systems changes to improve the
company’s profitability, operational excellence, and reduced cost and risk. He directed
the technology platform for online services
and customer relationship management,
including full-scale multichannel retailing and
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S I N S T E M technology innovations to enhance Ann’s client experience in-store and online. Prior to
Ann, Mike was executive director of Global
Infrastructure and Engineering at Merck and
Company. In this role, he led engineering
and implementation of technology services
for one of the world’s largest pharmaceutical companies. He worked across multiple
global and business areas to provide scalable technology and information systems to
support Merck’s business operations. Mike’s
background also includes extensive mobility and speech recognition work, including
serving as vice president of Business Development for start-up SandCherry, Inc. He started
his career as an electronic engineer at AT&T
Bell Laboratories, where he focused on carrier
transmission systems, computer aided design,
and engineering and mobility platforms and
services for AT&T and Lucent Technologies
customers worldwide.
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I lead a talented group of IT professionals who often
hear me say that data for data’s sake is not helpful.
We speak of outcomes, not Big Data, and we work with
predictive data analytics and interventions in the field
of higher education. We have heavily and thoroughly
instrumented our online classroom — also known as
our Learning Management System — and we currently
collect over 500GB of data each day that we use to
evaluate student behaviors and take actions to help
them succeed academically. The data is processed
and measured continually, and balanced against past
performance of the student, as well as performance of
the particular cohort they are in, and against the performance of all cohorts over time. Variances are identified, tracked, observed – and when they become
statistically significant, reported to academic counselors or faculty members. The relative magnitude of the
deviation is reported – signifying if the analytic model
concludes that the student is at some minor risk of
not meeting learning objectives, or if the student has
some serious deviations in their behaviors that would
indicate a strong likelihood of unsatisfactory outcomes
without immediate academic intervention. And then,
the intervention models are defined – based on the
insights coming from the data – so counselors and faculty know how to address the issues that were uncovered in the most satisfying way that is most likely to
result in positive change in outcome.
©2015 STEMconnector® All Rights Reser ved
As IT professionals, we not only orchestrate data infrastructure and instrument applications to collect data,
we have defined our motivations and desired outcomes, as well. We work closely with our University
partners. We aim to improve the learning outcomes of
working adult students and do everything with an eye
toward helping University of Phoenix earn recognition
as the most trusted provider of career-relevant higher
education for working adults.
I also hire talented working adults who completed
their degrees whose learning was enhanced by what
predictive data analytics provided their faculty and
academic counselors. I want to hire talented graduates, like those who come from the schools and colleges within University of Phoenix, so that our work at
Apollo Education Group can help advance learning
at institutions.
I believe all institutions of higher education must begin
using massively scaled data analytics to improve student learning outcomes. Our teams at University of
Phoenix have joined with others at The Bill & Melinda
Gates Foundation, Eduventures, IBM and other universities, to share best practices and distribute case
studies. Companies like Civitas are engaged in helping educators and institutions instrument, measure and
take action on the right data. Collectively, we are on
the right track – we just need to move faster to leverage the incredible resources that are available to us.
All IT professionals working to advance a larger talent pool must focus on the specifics of educating a
STEM-ready workforce. Toward this end, by using predictive analytics we can more accurately identify how
students are really performing, when they need support and additional learning resources. We can also
see what is working and where areas for improvement
exist within our physical and online classrooms. But
data analytics only works as part of a comprehensive
approach that has an emphasis on strong human academic counselling and -- most importantly -- engaged
and experienced faculty members. Faculty are more
important than any data, any software, and any application -- that’s always true.
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When I hear leaders speak of Big Data and the power
of collecting massive amounts of data relative to student behaviors, I grow concerned. Perhaps my fellow IT
professionals have the same reaction, especially when
public- and private-sector leaders seem to speak
of Big Data as if they’re speaking of a mythical King
Kong-type creature. Even if leaders’ feelings toward
the idea of Big Data are similar to the way they see
a nuclear reactor or a hydroelectric dam, I still worry
about the direction the conversation is headed in.
Information Technology professionals know that data
alone is useless without generating actionable insights
into problem solving, and thence using those insights in
a positive way to effect significant and lasting change
– improved outcomes.
Phillip Stevens
Executive Vice President
& Chief Information Officer
Army & Air Force
Exchange Service
Since 1895 the Exchange’s mission has been to support the men
and women of the armed forces during military operations,
humanitarian missions and other endeavors around the world.
Today, the Exchange is one of the top 50 retail organizations
in the U.S. with annual revenue of $10B, employing more than
42,000 civilian and military personnel. The Exchange operates
department and convenience stores, gas stations, restaurants,
theaters, vending and other businesses on military installations
in all 50 states, five U.S. territories and more than 30 countries.
A modern retailer with the motto “We go where you go” the
Exchange also supports the troops with hundreds of millions
of dollars in online sales annually and a program to ensure
young troops have access to responsible credit. Ensuring
the availability, integrity, and security of the infrastructure
supporting this 24x7 operation requires the expertise of more
than five hundred information technology professionals.
Philip Stevens is the Executive Vice President
and Chief Information Officer for the Army
& Air Force Exchange Service (Exchange)
in Dallas, Texas. In this capacity, he serves
as the head of software development,
technology operations, and technology
governance as well as being a member
of the corporate Executive Governance
Committee. The Exchange is one of the top
50 retail organizations in the U.S. with annual
revenue of $10B, employing more than 42,000
civilian and military personnel. In addition
to ecommerce, the Exchange operates
department and convenience stores, gas
stations, restaurants, theaters, vending and
other businesses on military installations in all
50 states, five U.S. territories and more than
30 countries.
Mr. Stevens came to the Exchange from
Scintel Technologies in Atlanta, Georgia,
where he was the Chief Information Officer
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and managed Scintel’s systems as well as
designing solutions for customers in the retail,
financial, and medical industries.
Prior to that Mr. Stevens was the CIO for
Education Finance Partners in Austin, Texas,
which was the fourth largest originator of
private student loans in the U.S. He also was
Senior Vice President for Infrastructure and
Operations with Macy’s Systems Technology
in Atlanta, Ga.
Mr. Stevens began his professional career as
an Air Force officer, serving at Tyndall Air Force
Base and in the Defense Information Systems
Agency at the Pentagon.
Mr. Stevens earned a Master of Science in
Information Technology from the Florida
Institute of Technology; he also earned a
Bachelor of Science degree in Computer
Science from Purdue University.
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is also deploying a mentoring program exposing senior
executives and new managers to fresh perspectives.
We face many challenges in building a STEM talent
pipeline, but two deserve special focus. First, we
are not encouraging a culture that values STEM skills
generally. Second, low levels of gender and ethnic
diversity in undergraduate and graduate STEM
programs – and the jobs those programs lead to –
mean that we are ignoring the people we need to
solve this talent shortage. Business leaders play a
critical role in addressing this national challenge by
promoting role models at all levels and across every
area of the business. When students see more people
like them succeeding because of STEM skills, they will
increasingly choose STEM education as well.
By celebrating our success in building a diverse
technology workforce, we create role models who
encourage more high school and college students to
consider retail as a career and technology as a great
way to contribute to business outcomes.
The Army & Air Force Exchange Service is working hard
to support a STEM talent pipeline. We are a multi-billion
dollar retailer serving Soldiers, Airmen and their families
in thousands of locations around the world. Despite
our important and challenging mission, we sometimes
struggle to recruit talent because retail is viewed as a
“starter job” and not a career. We, and the rest of the
retail industry, need to do a better job of conveying the
exciting business and technology challenges in twentyfirst century retail. Buying the right products, allocating
them to the right location and pricing them correctly
based on competition and historical experience all
involve tremendous analytical processing. Getting the
product to stores around the world with appropriate
stock for online and replenishment sales demands
operational excellence. Providing an outstanding
omnichannel experience, allowing customers to
shop in-store, online or from a mobile app requires a
digital business model. Big data, mobile, social and
cutting-edge cyber security – every area of emerging
technology is required for a successful retail business.
Our business is about results, so we measure the success
of our talent pipeline development. We are developing
a Human Capital Analytics system specifically designed
to project future talent requirements and our ability
to meet those needs. While we develop detailed
analytics, there are exciting preliminary indicators.
A great indicator of progress is the growing list of
managers who have been promoted into important
roles in nearly every area of the business including
Merchandising, Credit, Logistics and Human Resources.
Another indicator that we are moving in the right
direction is the numerous awards the Exchange has
won for building a diverse employee base.
Business and government should create an
environment that promotes STEM education, but
ultimately choosing a path is up to the individual.
Success requires passion, so choose a field that excites
you and a company with a mission you believe in and
culture you enjoy. STEM fields are among the fastest
changing and are critical to nearly every business,
providing an excellent foundation for personal and
professional growth. Furthermore, STEM fields have the
advantage of a faster growing job pool along with
higher average salaries. A STEM career can be an
excellent personal choice.
Beyond passion, several hard skills are critical to
success in STEM – and increasingly to all executive
jobs. Statistics is a significantly underappreciated
foundational knowledge and critical to business
analysis. Programming is an excellent way to learn to
decompose problems and logically structure solutions.
Also, information management and analytics are
becoming expected skills in a broad range of jobs.
Finally, some of the most exciting innovations in
STEM and in business are coming at the intersection
of disciplines. You must be a lifelong learner and
collaborator, driving into new areas while applying the
skills you have developed on the journey.
Supporting a technology-driven business requires
a strong talent pipeline and several programs are
needed to keep that pipeline flowing. First is an active
internship and college recruiting effort to attract a
diverse pool of college graduates. Once they are
on-board, employees have access to our online
learning system, which provides retail, general business
and technology classes. We also encourage our
associates to pursue advanced degrees with a tuition
reimbursement program. For associates interested
in a technology career path, we have “IT University”
to build the technical, analytical and business skills
needed for success in senior roles. The IT department
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 47 Army & Air Force Exchange Service
In the United States, we pride ourselves in being a
country of boundless innovation and opportunity but
we are at risk of losing those true leaders. With the best
university system in the world and a culture that values
creative thinking, we ought to be well positioned for
building our national talent pipeline. But we are not.
Declining K-12 scores in STEM education relative to
other major economies as well as declining interest in
STEM careers is forcing the United States to outsource
the technical aspects of creating new products and
services. While that may seem like a viable short-term
option, it drains our country of a growing pool of wellpaying jobs. STEM education and STEM careers are an
important contributor to national competitiveness and
a healthy economy.
Pam Parisian
Chief Information Officer
AT&T
At AT&T, we know the tech industry needs a capable and
diverse pipeline of people to fill 21st century jobs. Almost
three-fourths of our new hires begin their careers with us in
a technology-centric position. Now, the need for qualified
employees in STEM disciplines is outpacing their availability.
That’s why we’ve given more than $103 million to support
STEM initiatives since 1987. From our employees who e-mentor
students in math and science to supporting afterschool
programs and robotics competitions, we’re investing in STEM.
Through AT&T Aspire, our signature education initiative, we’re
collaborating with Udacity on the Nanodegree program
to provide fast, affordable and accessible online training
for high-demand tech jobs. We’re also reskilling our own
workforce with courses in emerging technology, cybersecurity,
network transformation, and others to prepare for them for our
changing business needs. Just last year, AT&T invested more
than $250 million in employee training.
Serving 34 years at AT&T and its predecessor
companies, Pam Parisian was named the new
CIO in September 2014. She is responsible for the
technology development of the supporting systems that enable ordering, care, rating and billing for the Mobility, Business and Home Solutions
businesses. Prior to this role, she had a number of
leadership positions AT&T’s Technology Development Organization.
During her time at AT&T, Pam has made exceptional contributions to improve customer experience by harnessing technology and data to
re-define the way customers interact with AT&T.
She led the charge of turning customer transactions into interactions by developing a suite of
innovative solutions that created a knowledgeenabled workforce, improving the customer
experience from beginning to end. Under Pam’s
leadership, AT&T combined mobile self-service
options that blurred the lines between the physical and digital with customer care analytics to
empower systems that help the company understand the customer interactions and how they
are impact customers.
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S I N S T E M As a result, AT&T now has the ability to answer customer questions faster and even predict why customers are calling. This enables the company to
adjust business strategies in real time and continually improve AT&T’s touch points with customers
in an unprecedented way. The impact of Pam’s
groundbreaking approach to technology and
the customer has been recognized as best-inclass by recognizable independent studies such
as J.D. Power and Fortunes Most Admired – setting
a standard across the industry.
As a senior female executive in a historically
male-dominated role, Pam places great focus
in encouraging and facilitating the recruitment,
development, advancement and retention of
women in STEM fields. By opening doors to educational and networking opportunities, Pam continually inspires women to develop their leadership
capabilities, seize career growth opportunities
and increase their knowledge in technology.
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Throughout my tenure at AT&T and in the industry, the
moments I’ve had to mentor someone have been
especially rewarding. There is immense power in mentoring and I have seen it in many instances firsthand
– marked with support from family and colleagues. In
addition to building mentor relationships with, I also act
as an advisor on the AT&T Women in Technology (AWT)
organization and a vocal advocate of STEM education for high school students. It is crucial to introduce
students, especially girls, to STEM fields at an early age
as they develop curiosities and skills in a wide range of
topics. How else will they learn about the possibilities?
As an advisor of AWT, I have the pleasure of participating in the recruitment, development, advancement
and retention of women in STEM through educational
and networking opportunities. AWT is a great avenue
to inspire women to develop leadership capabilities
and seize growth opportunities. From my experiences
working in technology and engineering, I understand
that through struggles come success and it is key for
women to grasp that early in their careers and not
feel discouraged.
One way that AT&T is supporting STEM education for
youth is through AT&T Aspire. AT&T Aspire is a program
that brings together AT&T employees, nonprofits and
community members to help equip students with the
skills they need to lead the digital, global economy. The
company is investing in innovative education organizations, tools and solutions; and employing technology
and capabilities that are unique to our company to
make a positive impact on education.
Every student deserves opportunities to reach his or
her full potential. By removing barriers, sparking innovative solutions and making connections, we can help
every student achieve a bright, successful future.
I’m proud to be a part of a company that invests so
heavily in our future workforce. Aspire has given me
the opportunity to connect directly with high school
students by bringing them to our office to learn and
©2015 STEMconnector® All Rights Reser ved
experience STEM jobs firsthand. These experiences
allow students to connect what they learn in school
to a career in a tangible way, which sparks excitement
for their futures. As leaders in STEM fields, particularly
female leaders, it is our responsibility to cultivate girls’
interest and curiosity in these fields. Not only do they
need to know that they can have a career in science and technology, but they need to understand
that they can succeed and have advocates who will
help them.
In addition to encouraging women in STEM throughout
their careers, I enjoy spending time coaching those
in my own backyard – my team. Because many of
them face some of the same challenges I’ve encountered in my professional journey, I love taking time to sit
down and share my experiences and learnings to help
them grow.
It is essential to provide your team members with
developmental opportunities, which is crucial to their
success. In one-on-one mentoring meetings, I strive to
create an open atmosphere conducive for engagement and learning on both sides. Once I have learned
more about my team, I will assign team members to
high-profile projects where they have the chance to
apply their knowledge and skill, as well as grow as leaders. Of the many mentoring relationships I have developed with team members, three have even resulted in
promotions of my direct reports to the executive level
in the past two years – a notable achievement at AT&T.
I feel extremely proud of the successes and advancements like these because they are a testament to the
power of mentoring.
In my 34 years at AT&T, there have been few organizations within the company that have seen as much
change as the Technology Development team. However, rather than being intimidated or challenged by
change, I embrace it – simply breaking down what
may seem big and unknown into incremental challenges, or “inches.” Over time, those inches added up
to a complete response and allowed my team and
me to make adjustments along the way.
It is important to be an ambassador of change, and
anyone can do this by volunteering for big and uncertain challenges. These risks enable the person to stretch
his or her limits and adapt in various environments,
some more uncomfortable than others. People have
to bring everything they have to the table – earning
every bit of recognition, promotions or whatever they
may be seeking.
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When I first started out, I didn’t know I wanted to pursue
a career in STEM. In fact, I started at the very bottom,
as the assistant to the assistant of a district manager.
The job wasn’t glamorous… I vividly remember being
asked to organize a dark musty file room and thinking, “If this is what they need me to do, I am going to
whip this room into shape like nobody’s business.” That
attitude led to more opportunities opening up for me,
leading to a wonderful career in technology. Today, I
still approach every job like this and urge others to do
so as well. Those who succeed in technology are not
afraid to roll up their sleeves, take on challenges and
leave things better than the way they found them.
Archie Deskus
Vice President &
Chief Information Officer
Baker Hughes
Baker Hughes Incorporated (NYSE: BHI) provides technology
and services that enable oil and gas companies to deliver
safe, affordable energy to the world. The company has been
in business for more than a century and employs 53,000-plus
people in more than 80 countries.At the core of the Baker
Hughes DNA is innovation in the design and construction of,
and production from, oil and gas wells. Today, that technology
leadership creates value by developing new ways to help
customers improve well construction efficiency, integrating
technology and services to develop new solutions that
accelerate and optimize hydrocarbon production, and
researching new ways to increase ultimate recovery.Baker
Hughes held its first STEM event in 2013, inviting 22 students
to visit its drill bit manufacturing facility in The Woodlands,
Texas. The success of the program, and positive feedback
throughout the industry is propelling the company to expand
its STEM program worldwide.
Ms. Archana “Archie” Deskus has been the
Vice President and Chief Information Officer
of Baker Hughes Incorporated since January
2013. She oversees all aspects of information
technology globally and partners with business
leaders in executing transformational projects
that enhance operational and business
capabilities. Prior to joining Baker Hughes,
she was Vice President and Chief Information
Officer with Ingersoll Rand Plc. Before joining
Ingersoll Rand in 2011, she was Senior Vice
President and Chief Information Officer at the
Timex Group for four years. Previously, she was
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she grew through a variety of leadership
roles in multiple businesses, including Pratt &
Whitney Aircraft and Carrier Corporation. Her
last position at United Technologies was as
Vice President and Chief Information Officer
for Carrier’s HVAC business in North America.
Ms.Deskus holds a Bachelor of Science degree
in Business Administration and Management
Information Systems from Boston University
and a Master of Business Administration from
Rensselaer Polytechnic Institute.
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Through a variety of WRG events, we strive to support
the advancement of STEM careers for both genders
and bridge collaboration with others in the energy and
technology industries.
We must inspire children in early education and foster the
development of STEM skills to encourage interest in science,
technology, math, and engineering careers. Schools, working with corporations, can target areas where we face our
biggest challenges in STEM and make learning exciting, challenging, and desirable. Technology should be leveraged for a
more customized and adaptive learning experience. When
children start with an early interest in STEM, we increase the
chances they will choose and continue in a STEM field.
The importance of women and minorities.
According to a study conducted by the American Association of University Women, the number of women in computer
and mathematical occupations has fallen from 35% in 1990
to 26% in 2013. Women in engineering roles has increased
a mere 3% (from 9% to 12%) since 1990. The numbers are
even lower for Hispanic, African American, and American
Indian women.
At the college level, even further advancements are needed.
Students enter the education system to earn a four-year
degree, but by graduation, some of what they’ve learned
is no longer relevant. We are preparing students for jobs that
don’t exist today; using technologies that haven’t been
invented to solve problems that we don’t know are problems
yet. It’s critical that we adjust our educational approach
in order to keep pace. A more dynamic system needs to
be developed to meet the needs of the workplace and
changing technology.
Role of continued education.
Today’s workforce no longer earns their degree, enters the
workforce, and then remains with the same company or
career for life. There has been a fundamental shift in the
workplace, and in the future a majority of the workforce will
have multiple jobs and even careers throughout their lives.
With the speed of innovation and rapid technology advancement, continuous learning is crucial to keep our skills current,
and to stay relevant. This learning will come about in a variety of ways. In addition to formal learning, today, we have
on-the-job-training, mentorships, summits, online classes, plus
many more options to choose from.
One thing is certain, a degree is only the first step in a lifetime of learning—at graduation the journey has just begun.
And as people grow in their STEM careers, learning becomes
increasingly self-initiated.
What Employee Resource Groups (ERGs) does your company have in place? How is your company encouraging
more women, girls and minorities to enter STEM careers?
What support groups does your company have in place
for women in the STEM pipeline?
Baker Hughes has two main ERGs: the Women’s Resource
Group (WRG) and the Veteran’s
Resource Group. I am proud to be the executive sponsor
of the Baker Hughes North America WRG. Our objective is
to build an inclusive culture that values the diversity of the
global workforce, mirrors the demographics of our customer
base, and sustains an environment in which employees—
both men and women—can reach their ultimate potential.
©2015 STEMconnector® All Rights Reser ved
The WRG, in collaboration with one of our customers, recently
launched an exciting new initiative: Million Women Mentors.
Through this initiative we are working to mobilize one million
mentors—male and female—for young girls and women,
instilling confidence, and empowering them to pursue
careers in STEM-based industries.
How can we reverse this downward trend? We must see
more women in STEM leadership roles if we want to inspire
the young women in our workforce to continue breaking the
barriers in their own careers. A workforce should reflect the
demographics of the world in which we operate. A diverse
workforce, including those from different backgrounds, experiences, genders, and thought processes, is key to increased
innovation, heightened problem solving, and ultimately
superior performance.
However, a diverse workforce alone is not sufficient. There
must also be a strong focus on inclusion to ultimately bring
together a diverse workforce to create a culture of engagement, where differences are valued. Innovation, high productivity, and great thinking occur when you have a diverse
team that feels included and engaged.
What advice do you have for minorities and women progressing through the system?
•Always deliver outstanding results - Successful people
take responsibility, are accountable, and will overcome any
obstacles. They are driven and work hard, but most importantly, they stay laser focused on delivering results.
•Be flexible and take risks - It takes courage, but taking
risks encourages growth. Define your career aspirations, values, and goals. If an opportunity aligns, have courage, take
a risk, and go for it. Do not fear change, but rather embrace
new challenges and opportunities that come your way.
•Build a meaningful network – Relationships are critical in
business as in life. Whether to augment your own skills, seek
help on a work assignment, or look for a new opportunity, a
strong network can be a great asset in helping you achieve
your goals.
•Embrace being different – Being in the minority can be
daunting, but don’t run from it, welcome it! You are unique,
which gives you something distinctive to offer. Then persevere; build your skill set, experience, and mindset so that your
leaders will take risks on you. Eventually, as you take charge,
stay in the game, and deliver because you are no longer a
risk, but the safe choice.
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Talent Pipeline: Status of the education system. Challenges and opportunities in developing a technology
workforce.
Transforming our education system is essential to improving our future workforce. We must adjust our educational
approach to keep up with the pace of change, provide
for targeted and customized learning, and create pathways for continued and lifelong development. To accomplish this, changes are needed at all levels of the education
system, along with stronger partnerships between schools,
academic/research institutions and corporations.
David White
Chief Information Officer
Battelle
Battelle is the world’s largest nonprofit research and
development organization, with over 22,000 employees at
more than 60 locations globally. A 501(c)(3) charitable trust,
Battelle was founded on industrialist Gordon Battelle’s vision
that business and scientific interests can go hand-in-hand as
forces for positive change. Today, Battelle manages the world’s
leading national laboratories and maintains a contract
research portfolio spanning consumer and industrial, energy
and environment, health and pharmaceutical and national
security. We are valued for our independence and ability to
innovate within virtually any business or research climate. From
large government agencies and multi-national corporations
to small start-ups and incubator projects, Battelle provides
the resources, brainpower and flexibility to fulfill our clients’
needs. Battelle’s own mission includes a strong charitable
commitment to community development and education.
That’s why we support staff volunteer efforts; STEM education
programs; and philanthropic projects in the communities
we serve.
David White was appointed Chief Information
Officer at Battelle, the world’s largest independent research and development organization, in
February 2012. In this position David and his team is
responsible for strategically aligning and advancing all strategic corporate application development, platforms, and development initiatives
across the enterprise. This includes developing
strategic assessments, roadmaps and application architecture plans that support current and
future business needs. A key component of this
position entails leveraging new and emerging
trends and concepts to more cost effectively
provide business solutions. David looks to STEM to
provide his team with the right resources with the
right skills to get the most out of emerging trends
and technology.
Prior to accepting the CIO appointment, David
worked as a consultant where he led the implementation efforts for the largest statewide enterprise resource planning (ERP) installation in the
country, the state of New York. David also was
responsible for the successful implementation
of the Ohio Administrative Knowledge System
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S I N S T E M (OAKS), which is the state of Ohio’s implementation of PeopleSoft ERP. David’s ERP experience
also extends into higher education where he led
a team as part of the ERP system implementation
at Howard University in Washington DC.
David has held various executive level positions
with the state of Ohio including Executive Program
Manager of the Ohio Administrative Knowledge
System, Director of State Accounting within the
Office of Budget and Management, and Director of Revenue Management within the State of
Ohio Treasury.
David is an advisory board member of the
Columbus African American Leadership Academy. David attended the Ohio State University
where he studied electrical engineering, Columbus State Community College receiving a degree
in business administration, and Franklin University
receiving a degree in computer management.
A native of Columbus, Ohio, David lives in Bexley,
Ohio with his wife Toya and children.
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Just like strong information technology, STEM education asks people to think beyond “What do I know?”
to “What can I solve for someone else?” Every CIO
has faced that conversation with a product team
where it becomes clear that as technically inventive
as a new solution may be, the average user just won’t
understand it. STEM’s focus on real-world application
helps people see these hurdles sooner and make
real progress.
Battelle is closely involved with dozens of STEM-focused
schools. One hallmark of each of these high-performing schools is learning based around projects embedded throughout the school year. Whether we’re
talking about Metro Early College High School students
designing underwater robots or students from MC2
STEM High School in Cleveland building displays for
the local botanical garden, STEM helps students work
at the same level CIO’s demand of their teams. It’s all
about focusing attention on how we create innovative
and useful solutions.
That real-world application not only matters in how my
team works, but also in how we hire. Our focus on the
practical means certifications in areas like Microsoft
Certified Solutions Expert, Networking and Security are
essential to our search for talent. Experience and college credentials still matter, but I’m keenly focused on
what kind of hands-on skills an employee will bring to
the table.
There is another critical piece I consider when building teams, and it applies to STEM education as well.
How are we actively seeking out women and minorities to be a part of our organizations and a part of our
schools? Metro takes at least half its student body from
Columbus City Schools. More than 90 percent of MC2’s
students come from economically disadvantaged
households. And STEM doesn’t stop there. In Ohio, we
have STEM schools in dozens of communities where
students little chance at access to coding classes,
one-to-one computing, and the other infrastructure of
a 21st century education.
©2015 STEMconnector® All Rights Reser ved
As we seek to build the profile of a CIO from tech
support to a product developer, the make-up of our
teams will only matter more. Our teams need to mirror
the markets we seek to reach.
We live in a diverse world. To succeed, our teams must
begin to better reflect that reality. In part, because
diverse perspectives help us understand our users, but
there’s a second reason I recruit women and minorities
for my teams: diversity of thought.
Without different backgrounds and perspectives,
teams can become homogenized. They can stop
questioning, experimenting, and innovating. All that
makes it even harder for a team to build something
the user needs and understands.
Just this year, we’ve seen the power of a diverse team
pay off at Battelle. After extensive development, our
department rolled out a new company-wide system
for resolving and tracking IT problems. Weeks later, a
Battelle-affiliate found themselves in need of the same
kind of system. But, instead of Columbus, Ohio, this
team was based in Qatar.
Despite a literal ocean between us and our new customers, the Qatar team could quickly and reliably
deploy our system. Why? Because the team that built
the original product was diverse and skilled enough to
build a product that could last.
I’ve seen the benefits of comprehensive STEM education first-hand in new employees. Battelle works at
the cutting edge of science and technology. One
of the labs we manage runs Titan, the world’s fastest
supercomputer in 2012. And the lab, Oak National
Laboratory, is hard at work on Titan’s successor. For my
team, the pressure of managing change at this speed
requires hiring people who add significant value from
their first day on the job.
Graduates of STEM programs often have stronger skillsets. They’re able to learn new material and adapt to
change faster. Those skills are essential for my organization. For the graduates, those skills are more. They’re
essential for modern life.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 53 Battelle
STEM education, for me, is all about mindset. It’s about
creating a mindset in students that’s focused on innovation, not just invention. I think about that mindset
every day, because it’s exactly the frame of mind I
want for our team at Battelle.
Angela Yochem
Global Chief Information Officer
BDP International
BDP International is one of the leading privately held freight
logistics/transportation management firms based in the U.S.
It operates freight logistics centers in more than 20 cities
throughout North America and a network of subsidiaries, joint
ventures and strategic partnerships in nearly 140 countries. The
company serves more than 4,000 customers worldwide. Clients
include Bayer, Dow, DuPont, Heineken USA, Honeywell, Johnson
& Johnson,Revlon,Trek Bicycle,and others.BDP provides a range
of services, including ocean, air and ground transportation;
lead logistics process analysis, design and management;
export freight forwarding; import customs clearance and
regulatory compliance; project logistics; warehousing/
consolidation/distribution; custom technology applications
on-demand and its web-based BDPSmart® Suite of shipping
transaction/tracking management and visibility applications.
For more information visit: www.bdpinternational.com.
Angela Yochem is the Global CIO of BDP International, a leading privately-held global transportation and logistics management firm, where
she runs the technology division and the digital
product line. Angela joined the high-growth company in 2013 to drive expansion through innovative technology.
Prior to BDP, Angela was the global CTO at AstraZeneca, where she built unconventional partnerships to accelerate business advantage while
making a meaningful difference to patient health.
She built a track record of driving transformation,
profitability and agility in complex environments
in senior roles at Dell, Bank of America, SunTrust,
UPS, and IBM.
Throughout her career, Angela has developed
ground-breaking mobility solutions, highly profitable social media constructs, advanced analytics for pattern matching across massive steaming
data sets, and world-class digital security teams.
Her experience with predictive analytics, natural
language search, simulations in healthcare and
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S I N S T E M logistics, and her commitment and early success
in delivering secure, cloud-based solutions to
end customers have allowed her to drive breakthrough digital differentiation.
Angela is an Independent Director on the board
of the Federal Home Loan Bank of Pittsburgh,
where she co-chairs the Enterprise Risk Committee, and serves on the Operational Risk Committee and the Governance and Public Policy
Committee, and is the vice-chair of the Enterprise
Risk Committee.
Angela has a Master of Science in Computer Science from the University of Tennessee, where she
serves on the board of the Electrical Engineering and Computer Science Department, and a
Bachelor of Music from DePauw University. She is
a published author focusing on complex technologies used in large-scale IT practices, and
holds US patents relating to dynamic authorization and identity within mobile and traditional
web-based applications.
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Through our funding and engagement, CIOs are able
to directly influence what the STEM of tomorrow looks
like, to have a key role in building and supporting a
STEM environment that benefits us all. As essential part
of this finding and encouraging leaders for today and
tomorrow who can think critically and creatively. For
ease of discussion, let’s think about this in terms of four
categories: seeding the pipeline, creating a community, inspiring reinvention, and diversity of thought.
First, let’s talk about seeding the pipeline. CIOs can
sponsor, champion, or even create educational initiatives for children and teens that appeal to them as
creators and as problem-solvers. The most successful STEM initiatives for children--LEGO Mindstorms, First
Robotics, and Blockly, to name a few--use code as a
tool to make something visible, real world and actionable. Sponsoring hackathons, speaking in schools, and
running science and/or technology competitions are
relatively easy things for a CIO to support interest and
engagement in STEM for youth and adults alike.
Second, CIOs should build a broad community of STEM
researchers and contributors. For example, CIOs can
support university programs that are doing research
of interest to our businesses. This research may be on
a technical level--how smart machines can be used
effectively to enhance human lives, for example--or on
a philosophical one--how technology is changing not
only the world but STEM itself with extensions for Arts/
Humanities and Society.
The innovative Science, Technology and Society programs at MIT and Stanford are two examples of programs that are stretching the boundaries of traditional
thinking about technology education in exciting ways,
and many other engineering schools and arts/sciences programs are engaging with industry creatively.
For example, my graduate school, the EECS department at the University of Tennessee, has very exciting
research in collaboration with the national labs and
other entities. CIOs can be resources and vocal supporters for these programs, while gaining access to
work not commercially available anywhere else.
©2015 STEMconnector® All Rights Reser ved
Bringing game-changing capabilities to our businesses
and society requires a broad community beyond STEM
research at universities. CIOs should also engage the
start-up community. Finding investment groups who
showcase emerging companies and attending the
DEMO conferences twice-yearly are easy ways to
jump-start this type of engagement. And let’s not forget that many large technology vendors have very
sophisticated research divisions. In some cases, CIOs
may find that partnering with these groups working on
technologies not yet to market can be intellectually
stimulating for our staff, and competitively advantageous for our companies.
Through building partnerships with universities, start-ups
and research groups, CIOs can build a community of
STEM leadership that will not only serve their companies well, but also provide a diversity of thought and
perspective benefitting all areas of STEM innovation.
Third, to inspire reinvention, CIOs need to encourage
creative thinking within their own enterprises. CIOs can
shape the way teams are formed and the business
community is engaged to ensure that digital ambitions are articulated, understood, and met, and will
continue to evolve.
Emerging areas of technology such as the Internet of
Things offer great examples of the range of concerns
we want our current and future STEM leaders thinking
about: design (how to make successful connected
items that blend seamlessly into our environments and
experiences), privacy (how to maintain privacy and
manage rights without annoying users with disclaimers
on every access point), and resilience/repair (how to
run software outside of our control and manage challenges when things go wrong). It’s important to help
our staff and business partners shift the way they think
about projects in this way, with a strong focus on user
experience and the foundational integrity to support
extreme fluidity and scale.
This will be a challenge for many business and IT leaders (and their teams) as they pursue digital transformation and industry disruption. But who better to prepare
teams for engagement in an unbounded operating
theater than the CIO?
Lastly, do our teams have the necessary diversity of
thought and experience? How do our technical products meet the needs of users who don’t live like us? Are
we artificially constraining our teams focusing on STEM
by making assumptions about the type of person we
should put on these teams?
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The STEM of today is an exciting and messy place to
be. Advances in science are not limited to the fantastic
medical applications dominating conversation in the
press; scientific advances are changing the way we
build things, analyze problems and compute answers,
and even understand our universe. Advances in technology bring these scientific and mathematical progressions to applications that impact all elements of
our society - and while these emerging technologies
and lines of thought offer exciting possibilities, many
have complicated implications.
Tom Hooper
Chief Information Officer
Beck’s Hybrids
Beck’s Superior Hybrids, Inc. headquartered in Atlanta, Indiana
has been in business since 1937. Beck’s is the largest familyowned, retail seed company in the United States, serving
farmers in the Eastern corn belt. Although a lot has changed
since 1937, a few things have remained the same. At Beck’s,
our family and family of employees remain dedicated to the
mission to provide our customers with the best in seed quality,
field performance and service. We continue to support
organizations like STEM to help prepare our youth to meet the
demands of the rapidly changing future of agriculture.
After spending four years in seed sales as an agricultural chemical sales representative for DuPont,
Tom Hooper started his career at Beck’s Hybrids in
1990. Tom started at Beck’s as a front counter Sales
Consultant where he entered orders, shipped seed,
invoiced customers and handled customer service
challenges over the phone. Tom became Sales Manager in 1994, participating on the Leadership Team
as Beck’s grew to become the largest family-owned
retail seed company in the United States. In2010 Tom
became Director of Sales, taking on responsibility of
all sales activities for Beck’s Hybrids.
After adding the title of CIO in 2015, Tom now also
oversees all Information Systems, Precision Agronomy, all Sales Recruiting Functions and the Education team at Beck’s Hybrids. Tom believes that the
Platinum Rule, the concept of “under promise, over
deliver”, strong work ethic and positive attitude are
the keys to success. The privilege to help others succeed is the reason Tom comes to work each day!
Tom graduated from Purdue University in 1986
with a B.S. in Agricultural Economics. Later Tom
obtained an M.S. in Agricutural Economics from
Purdue and an M.B.A from Indiana University Kelley
School of Business. Other personal and professional
activities include:
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S I N S T E M Dean Advisory Council Purdue Ag School (2014 to
Present)
Bethel Lutheran Church Council (Finance) (2014 to
Present)
Indiana Seed Trade Association Board of Directors
(2001-2007)
Hamilton Heights Youth Soccer Coach (1993-2005)
Birthright of Cicero Board of Directors (1997-2001)
Hamilton Heights Education Foundation Board of
Directors (1992-2001)
Indiana Ag Leadership Class VI (1993-1995)
Tom enjoys many outside activities when he is not in
the office, including a separate farming partnership
covering several hundred acres of corn and soybeans,
a small cattle operation, trail riding on ATVs, collecting
antique John Deere tractors and attending children’s
and grand-children’s activities.
Tom and his wife Beth together have a total of eight
children, four boys (Colton, Elijah, Tyler and Isaac) and
four girls (Larissa, Olivia, Mariah and Katie). In addition
Tom has two granddaughters (Mollie and Lillie) and
one grandson (Will).
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We must all work together to bring more young people
into agriculture, plant science and other STEM related
careers. Agricultural researchers and farmers worldwide face the challenge of developing and applying technology to meet the demands of our growing
population. At Beck’s we have several areas where
we collaborate with educators and invest in programs
and initiatives tied directly to education in these STEM
careers. Examples of this include 4-H, National FFA
Organization, Purdue University, and The Ohio State
University to name a few. These programs and universities allow us to expose young people to a broad range
of career opportunities within agriculture. In the end,
being successful with no one to share it with is pretty
boring. When we engage in collaboration we inherently immerse ourselves in the opportunity to realize
the joy that comes from the sharing of successes and
additionally the support that is there when things don’t
go as planned.
Increasing the number of leaders in STEM is important
to all of us and no one should be excluded. Having
a diverse group of leaders will create more diversity
of thought, improved creativity and problem solving. My advice is to first and foremost be passionate
about what you are doing. Many times I have seen
individuals engage in activities that they clearly were
not passionate about. If you place yourself in a role
and environment you enjoy and are passionate about,
when you are the faced with the inherent struggles
and challenges of that position then it becomes much
easier to solve its problems. Conversely, I have seen
a talented individual struggle mightily in a position
they didn’t enjoy. When they allowed themselves to
be moved into a different role they suddenly rocketed
in their accomplishments and became much happier
with themselves and their role. Likewise I have seen
©2015 STEMconnector® All Rights Reser ved
people that are in a role they enjoy be less likely to
be afraid. They are more willing to take chances with
original thoughts and early submission of ideas. Persons in a role they enjoy are engaged in the activities and thoughts that generate success more so than
those that are not passionate in their role. Passion is
what I look for in assigning persons to new responsibilities and roles, not gender. Secondly, it is critical that
you seek out people who are willing to help you find
your strengths and talents.
This is finding a mentor. If you are diligent and persistent in your search for a mentor, one may choose you.
A mentor is tremendously valuable in helping all of us
fast track our way to improving who we are without
having to make all the mistakes on our own. Thirdly
always hold yourself to high standards, and don’t be
afraid to step out of your comfort zone. Additionally
surround yourself with others who will not be afraid to
be honest with you and challenge you to be a better
person. Finally don’t engage in life and career activities always thinking about how you will better yourself. Instead spend your time and energy engaged in
thought about how you can be a value and an asset
to those around you. If there was one thing I could
instill in young future role models it would be this…think
passionately of others first.
When I was younger I thought that you chose your
mentor, now I understand the mentor chooses you. Of
course not everyone is open to mentoring, however
they should be. Human nature encourages us to learn
by making our own mistakes and that is very valuable
learning. Being open to being mentored however,
helps to speed up the learning process without having
to make the mistake yourself. Having someone that
is willing to mentor you as a “new in role” individual is
an amazing spot to be in. I have been very lucky to
have had several mentors in my life. The two that have
invested the most in me over time has been Sonny
Beck (CEO of Beck’s Hybrids) and Lee Rulon (Past Sales
and Marketing Director of Beck’s Hybrids). Together
the two of them have invested over 45 years in me.
There is no doubt that I would not be where I am today
without their mentoring. In my current role, I spend a
large amount of time investing in others. This is called
mentoring. Being a mentor is truly rewarding. Especially when you see that individual you have invested
in, scale to the next level of understanding or accomplish their next goal.
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We must reach and motivate our young people early
and continue educational programs throughout their
lives. STEM programs help students make the connection between academic studies and the real world
opportunities that are waiting for them. We need to
help students realize that science, technology, engineering and math are the gateway to innovation, creating new products and services that make the world
a better place. Our world is increasingly dependent
on technology and we must do everything we can to
equip the next generation with the tools they need to
go beyond where we are today. We need more students that see science, technology, engineering and
mathematics as their opportunity for their future.
Kim Barrier
Chief Information Officer
Bio-Rad Laboratories, Inc.
Bio-Rad Laboratories, Inc. is a $2B multi-national company
that manufactures and supplies products and systems used to
separate complex chemical and biological materials, as well as
to identify, analyze, and purify their components for life science
research, healthcare, analytical chemistry, and other markets.
The company operates through two segments, Life Science
and Clinical Diagnostics. The Life Science segment develops,
manufactures, and markets a range of reagents, apparatus, and
laboratory instruments that are used in research techniques,
biopharmaceutical production processes, and food testing
regimes. The Clinical Diagnostics segment designs, manufactures,
sells, and supports test systems, informatics systems, test kits,
and specialized quality controls that serve clinical laboratories
in the diagnostics market. Its products include reagents,
instruments, and software, which address specific niches within
the in vitro diagnostics (IVD) test market. The company offers its
products through its direct sales force and a service network. It
has operations in Europe, Pacific Rim, the United States, and
internationally. Bio-Rad Laboratories, Inc. was founded in 1952
and is headquartered in Hercules, California.
Kim leads the Global IT organization of over
500 personnel in support of Bio-Rad Laboratories $2B business. She is an Information Technology executive with global experience in IT
strategy, application delivery, technical operations, and infrastructure support across multiple businesses and technologies. At Bio-Rad,
she partnered with Company Executives to
develop an overall IT strategy, vision, & roadmap which leverage innovative technologies
to meet the long term business goals. Strategy included a new eBusiness sales channel, a business transformation effort based
on global processes which enabled the consolidation of 25 ERPs into one global business
solution (SAP), cloud based CRM (Salesforce.
com) to provide quality service to customers
and visibility into the sales channel, and a service oriented architecture which helped to
streamline acquisition integrations and lower
total cost of ownership.
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S I N S T E M She has also served in IT leadership positions
for Johnson & Johnson, Lucent Technologies,
and Space Systems/Loral. She served in the
United States Army for 10 years as a helicopter and airplane pilot where she commanded
two aviation companies. Her assignments
have taken her to Germany, Korea, Panama,
and Washington D.C. She was selected as
the 2012 CIO of the Year – Rising Star by San
Francisco Business Times & Silicon Valley/San
Jose Business Journal.
Kim is a graduate of the United States Military Academy and holds a Masters of Business Administration from Strayer College. She
serves on the Northern California Girl Scout
Board where she supports numerous STEM
initiatives to encourage girls to be involved
in technology. She also sits and serves as a
mentor on the Gold Award Committee for
the region, Girl Scouts highest honor. She
enjoys spending time with her family and
training for triathlons.
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As a project manager on the business side, I realized
that the IT team struggled to communicate to me the
capabilities of IT in terms that I could understand. I
saw a natural fit for me to be a “technology translator”.
With good problem solving, project management, and
communication skills, I excelled at delivering valuable
projects with the business that met their needs. I look
for these same skills in the IT talent I hire. A background
in STEM provides the foundation for a career in technology. We do hire a number of interns during the summer
and assign them to short term meaningful projects. We
look for candidates that have a technical degree, not
always in Computer Science. I feel that having that
logical mind of wanting to know how things run & work,
lends itself to being a good business analyst in IT. They
are curious about how the business runs and how systems/technology can make it better. They see the end
to end process and the implications on other areas or
systems that may be impacted by a new system…connecting the dots as I call it. As IT we see the big picture,
and I often help connected other parts of the business
to each other to solve gaps or business problems.
One area that I have focused on in my organization is
Innovation. Not just innovation in IT, but how do we help
the business use innovative IT technologies in develop-
©2015 STEMconnector® All Rights Reser ved
ing and servicing our own products. We helped one of
our divisions use Big Data/Hadoop to gather information from our instruments which were deployed in hospital labs to understand if it was having a maintenance
issue and to notify us before the customer needed to.
In the past we would have spent a lot of money putting in video conferencing rooms & service. Mobility is
another innovative area that we have focused on with
the business. It is important to be able to be productive
on any device, anywhere. We have piloted a number of technology solutions to virtualize our desktop/
PC environment. This will help our workforce be more
productive as well as secure our information and data.
An area that is very passionate for me is helping young
girls and women succeed in a STEM field. I am actively
involved with the Girl Scouts of Northern California
and I sit on the Board. In partnership with the Nasa
Ames Research center, we sponsor the Space Cookies,
which is a student led robotics team comprised of high
school girls across the region. Members participate
in hands-on engineering, mechanical design, fabrication, electronics, programming, team leadership,
marketing, graphic design, community outreach, and
FUN! It is a great way for young women to see STEM
in action! They also see ways to be involved in STEM
such as communication or art design that can be a
complementary area of a STEM field or career. The
Girl Scouts also foster leadership & team work which
are also needed life skills. I sit on the committee who
helps girls obtain their Gold Award, which is the highest
Girl Scout honor, similar to the Boy Scout eagle award.
They need to identify an issue that positively impacts
their community, investigate it thoroughly, get help and
build a team, create a plan, present the plan, gather
feedback, take action, and educate and inspire others. It is a great experience that culminates their Girl
Scout experience and prepares them for college.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 59 Bio-Rad Laboratories, Inc.
The lines between IT and the business continue to blur
as more and more of our business processes utilize
technology to deliver goods & services to our customers. In order to keep up with this evolution, the role
of the Chief Information Officer (CIO) has changed to
not only be a technologist, but a business savvy one. I
know when I started my career; I did not think I would
ever work in the IT field. I do have a STEM background
though, starting out as a Computer Science major in
college and quickly changing to Aerospace Engineering as I didn’t want to be stuck writing code all day.
Kevin Winter
Vice President
& Chief Information Officer
Booz Allen Hamilton, Inc.
Booz Allen Hamilton has been at the forefront of strategy and
technology for more than 100 years. Today, the firm provides
management and technology consulting and engineering
services to leading Fortune 500 corporations, governments,
and not-for-profits across the globe. Booz Allen partners with
public and private sector clients to solve their most difficult
challenges through a combination of consulting, analytics,
mission operations, technology, systems delivery, cybersecurity,
engineering, and innovation expertise. With international
headquarters in McLean, Virginia, the firm employs more than
22,500 people globally, and had revenue of $5.27 billion for
the 12 months ended March 31, 2015. To learn more, visit www.
boozallen.com.
Booz Allen Hamilton Vice President and
Chief Information Officer (CIO) Kevin Winter
is responsible for executing the firm’s IT infrastructure strategy that includes migrating
Booz Allen to the cloud, leveraging virtual
and mobile technologies to achieve greater
effectiveness and efficiency, improving and
optimizing the performance and security of
our networks and systems, and ensuring our IT
Infrastructure enables the delivery of services
to our clients. In addition, Mr. Winter is aligned
with Booz Allen’s technology capability, specifically in the area of enterprise operations.
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S I N S T E M Prior to joining Booz Allen, Mr. Winter was the
Chief Information Security Officer (CISO) for
SRA International. He has also worked at multiple leading technology companies (e.g.,
Perot Systems, Covad Communications)
where he led and managed large-scale networks and IT Infrastructure programs.
He holds a B.A. degree in psychology from the
University of New Mexico, an M.B.A. degree
from the University of North Carolina, and
an M.S. degree in telecommunications from
George Mason University.
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As a leading market provider of cybersecurity services
and technologies, Booz Allen is helping federal and
commercial organizations establish strong, flexible,
and innovative cyber defenses aimed at mitigating
today’s threats, as well as threats that we see on the
horizon. The really successful organizations are those
with leaders (CIOs, CISOs, COO, CEOs) that have the
communication skills and the ability to articulate the
business value of investing in a strong, dynamic cybersecurity capability.
Traditional methods of cybersecurity involve deploying
security technology, monitoring for security threats, and
then responding to that threat activity. Today, companies are moving to a more “active defense” approach.
There’s an old adage in cybersecurity that you want
to build in security rather than bolt it on. Those bringing
new technology to market are getting this message,
but there are still extremely wide security gaps to fill.
Booz Allen has embraced an active defense mindset
and there are a few things that we do to stay ahead:
•Before we roll out any new IT capability via mobile
or cloud we will conduct security reviews of the new
technologies. We penetration test any new capability we employ. We do this not only using traditional
tools and methods, but we also conduct those tests
mimicking the most sophisticated threat actors that
operate today.
•Additionally, we work with the technology companies
that provide services to Booz Allen (e.g. Cloud provider
or SaaS) to understand their approach to security in
their services or technologies. We spend a lot of time
working with the providers we use to ensure that the
deployment of these technologies—inside or outside
of our network boundary—is done in a secure way,
while meeting the needs of an innovative workforce to
have the latest IT capability.
One lesson we’ve learned over the last 15 years
in cybersecurity: bolting on security and correcting all the flaws in new technology and capability is
extremely expensive. When security lags with new
technology, there are always fresh avenues of attack
to exploit. New technologies are coming online, and
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we’re experiencing an increasing connectedness due
to the Internet of Things (IoT). It’s imperative for cybersecurity experts to coordinate with the developers of
IoT capabilities to ensure security is developed along
with innovation.
We’ve also seen the need to help build a cybersecurity capacity in government and the private sector,
and have taken proactive measures to develop and
strengthen our own cybersecurity workforce:
•Booz Allen played a key role in the development
of the NICE-supported National Cybersecurity Workforce Framework. The National Initiative for Cybersecurity Education (NICE) is a public-private partnership
focused on developing a technologically skilled and
cyber-savvy workforce to help meet the exponential
growth in demand. The initiative is led by the National
Institute of Standards and Technology, and includes
partnerships with other government agencies and private companies.
•We not only helped to develop the NICE-supported
National Cybersecurity Workforce Framework, but
have been using it internally for five years.
•The framework provides a common taxonomy and
lexicon to describe the cybersecurity workforce.
It defines 32 specialty areas, their common tasks,
required knowledge and skills, and specifies the necessary training and education. Although developed
in part as a guide for federal workforce development,
it can be a practical guide for any organization with
cybersecurity priorities.
•Internally, Booz Allen has invested in the creation
of a Cyber University where staff can gain access to
training, certifications, information learning resources
and academic programs to deepen their cybersecurity skills. This program was named Outstanding
Training Initiative by Training Magazine in 2013 and
has been instrumental in developing and retaining
cybersecurity staff.
•Within our Cyber University we offer a CyberSIM
program that takes a challenge-based approach
to threat response. The training platform has proven
so popular that our clients are wanting similar
programs to recruit, retain, and retrain their own
cybersecurity professionals.
The cyber landscape has changed dramatically over
the last 15 years and continues to change at an ever
increasing rate. The organizations that are most ready
to excel in this new era are those that are agile; those
that develop their people and those that adjust their
processes to meet the hyper innovation of IoT, Mobile,
and Cloud head on.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 61 Booz Allen Hamilton
In today’s landscape, a major breach can quickly
damage an organization. We’ve all seen how cyber
incidents at banks and financial institutions, retailers and healthcare organizations can quickly undermine customer loyalty, tarnish the corporate brand,
and damage the bottom line. According to the Identity Theft Resource Center, the number of US data
breaches reached a record high of 783 in 2014, a 27.5
percent increase over 2013—and that number is only
expected to rise.
David Eyton
Chief Technology Officer
BP
BP is a leading producer of oil and gas, employing about
18,000 people in all 50 states. To provide the energy that
keeps America moving, the company invests in leadingedge technologies that improve energy discovery, recovery
and efficiency, as well as enhance safety and reliability. BP
depends on the brightest people with strong foundations
in STEM subjects to drive these technologies. Over the past
three years, BP has invested more than $60 million in activities
that encourage students across the U.S. to pursue STEM
education – a commitment that earned the company the
No. 1 spot on the 2015 list of STEM Jobs Approved Employers.
For more than six decades, BP has supported national and
regional initiatives to equip educators to excel in STEM
teaching, to inspire students to pursue STEM pathways, and
to mobilize employees to make a powerful contribution
in STEM.
As head of technology, David Eyton is
accountable for BP’s technology strategy
and its implementation across the company,
and conducting research and development
in areas of corporate renewal. In this role,
David sits on the U.K. Energy Technologies
Institute Board.
Prior to this, David was BP’s exploration and
production group vice president for technology. In this role, David was responsible for
research and development, technical service work, digital and communications technology, and procurement and supply chain
management for BP’s Upstream business.
a number of petroleum engineering, commercial and business management positions.
In 1996, he was named general manager
of BP’s North West Shelf interest in Australia.
David later managed Wytch Farm in the U.K.
and then BP’s gas businesses in Trinidad. Following that assignment, David was vice president of deepwater developments in the Gulf
of Mexico.
David is a fellow of the U.K. Royal Academy of
Engineering, Institute of Materials, Minerals &
Mining and Institute of Directors.
David joined BP in 1982 from Cambridge
University, where he earned an engineering degree. During his early career, he held
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However, studies suggest the gap between the skills
available in the current U.S. workforce and those
needed for many 21st century jobs creates a serious
challenge. These are the job vacancies for people with
skills that are essential for designing, developing and
testing the products and services we need in modern
society – highways, buildings, new materials, food and
medicine. And yes, the skills that are essential for finding
and producing the energy that warms our homes, fuels
our cars and powers our workplaces.
As BP’s group head of technology, I am excited by the
promise of imminent technological advancements
in our company and the wider oil and gas industry.
These innovations will be made possible because we
have access to some of the brightest minds in our own
workforce and through collaborations with university
and joint venture partners. Almost two-thirds of BP’s
U.S.-based employees work in STEM-related roles, and
more than half of all new BP graduate hires over the
next decade will require a STEM degree.
Investing in STEM is therefore important to foster the
talent needed to advance innovation in BP, the energy
industry and across the country. For more than six
decades, BP has supported activities that help improve
pathways to STEM education and careers. Across the
U.S. alone, we’ve invested more than $60 million in STEM
education since 2012.
In the U.K., we have collaborated with the Science
Museum Group and King’s College London to conduct
research on why there is a STEM skills gap and how
to fill it. We believe that it is critical to engage young
minds with the potential of STEM subjects and the
possibilities of a career in STEM, long before students
make their college choices. And with such a mountain
to climb, collective action is needed on many fronts.
Companies such as BP need to work together with
parents and educators to help build a stronger
STEM pipeline.
Let’s consider parents as the starting point. Behavioral
scientists say attitudes and habits form and harden as
early as the age of 7, and research has been done
that highlights the perceptions, misconceptions and
unconscious bias within society toward STEM subjects
and careers. Parents can help by being openminded about STEM, and by challenging antiquated
career stereotypes.
Educators have an important contribution to make
too. At school, I was encouraged to study math, physics
and chemistry, which meant that by the time I made
my degree choice, I was instinctively drawn toward
engineering, the passport I needed for a career in
technology at BP.
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For educators, BP supports programs that provide
the training and tools they need to teach STEM more
effectively, especially in economically disadvantaged
communities. We have partnered with the Association
of Science Technology Centers to develop an
energy-focused STEM learning module that advances
teacher development.
Research shows the students studying STEM subjects
after the age of 16 still fall roughly into the same
gender, ethnic and social groups as they did 20 years
ago. Analysis of Department of Education data by
‘Change the Equation,’ a Washington-based coalition
of business leaders promoting STEM education, shows
that women earned only 18 percent of bachelor’s
degrees in engineering in 2013. Furthermore, despite
making up over a quarter of the U.S. population age
21 or older, minorities hold only a tenth of science and
engineering jobs.
To infuse additional diversity into our STEM strategy, BP
America joined the Million Women Mentors initiative,
designed to help girls learn about careers in STEM.
BP also supports LATINO Magazine’s STEM AHORA
program, where BP leaders and employees engage
with college-bound Latino students to discuss STEM
careers in the energy industry. For the past 40 years,
BP has partnered with the National Action Council
for Minorities in Engineering (NACME), which offers
scholarships to African-American, Native American
and Latinos in engineering education. Today, the sixyear graduation rate of NACME Scholars is 79 percent,
compared to just 39 percent for all minority engineering
students at NACME’s partner institutions.
Inside and outside the classroom, we must provide
opportunities for students to excel in critical thinking
and problem solving. For example, we ran the BP
Ultimate Field Trip again this year, which asks college
students to work in teams to answer a real-life
energy challenge.
This year, the teams were challenged to apply STEM
skills to identify and develop a novel technical solution
that would reduce the amount of water produced
from operations. The winning team from Rice University
earned a two-week field trip to explore BP’s operations
in Trinidad and Tobago.
The true impact of the BP Ultimate Field Trip, as with all
STEM activity, is almost impossible to measure directly.
Over the next decade or so, how many more of the
Ultimate Field Trip entrants will turn into engineers or
technologists as a result of this early experience?
The importance of STEM is greater than ever before,
and we all have an obligation to help bridge the skills
gap. In this high-tech world, it is critical to encourage
more young people to opt for STEM subjects at school
and in college. It’s equally critical to showcase STEM
careers as an attractive option among the many
choices offered to highly talented graduates. Let’s all
play our part.
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There is a consensus that future economic sustainability
depends not only on financial and other business
services, but also on manufacturing, engineering
and other sectors requiring science, technology,
engineering and math (STEM) skills.
Justin Kershaw
Chief Information Officer
Cargill
Cargill provides food, agriculture, financial and industrial
products and services to the world. Together with farmers,
customers, governments and communities, it helps people
thrive by applying its innovations, its insights, and 150 years
of experience. Cargill has 153,000 employees in 67 countries
that are committed to feeding the world in a responsible
way, reducing its environmental impact and improving the
communities where it operates.
Justin Kershaw became Cargill’s CIO in June
2015. As Cargill’s CIO, he is responsible for all
aspects of information technology across
one of the world’s largest privately-held and
family-owned companies with operations in
67 countries and revenues in excess of $120
billion a year.
Prior to being elevated to CIO for the entire
company, Kershaw joined Cargill in 2012 to
serve as CIO for Cargill’s Food Ingredients Systems platform serving some 27 business units
with combined annual revenues in excess of
$35 billion.
Before joining Cargill, Kershaw worked at
Eaton Corporation, a multinational power
management company, where at first he
served as VP and CIO for its Fluid Power Group
and then as SVP and CIO of Eaton’s Industrial
Sector. In these roles he was responsible for
all aspects of information technology global
strategy, organizational capability, talent and
modernization of operations via improved
information systems.
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S I N S T E M Prior to joining Eaton, Kershaw was CIO for
W. L. Gore and Associates, Inc. (the makers
of Gore-Tex), where he led the transformation and optimization of operations through a
global modernization of information technology, enterprise resource planning (ERP) and
operational systems. He was also a successful
business development leader for Gore’s highspeed inner connect business commercializing product for the super computer and high
performance computing markets.
Prior to W.L. Gore, he worked for F. Schumacher
as director of Information Technology, and he
for nine years as a system engineer, software
system engineering manager and associate
chief engineer at General Electric’s Military
and Data Systems Division.
He holds a Bachelor’s Degree in Economics
from La Salle University in Philadelphia, Pennsylvania.
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Science Without Border – developed a program with
Brazil to educate and train Brazilian STEM college students going to school in the US. Students studying food
science, chemical engineering, mechanical engineering from a dozen universities were given summer jobs in
R&D and plant operations at various Cargill sites.
As we see it, it is not just about us. It is about our collective future as a people.
Engineering Is Elementary (EIE) – Created by the
Museum of Science in Boston to introduce engineering and technological concepts and career paths to
children in grades 1 through 5. The story book based
curriculum covers all facets of engineering – environmental, mechanical, civil, industrial, acoustical,
agricultural bioengineering, electrical, chemical, geotechnical aerospace and oceanic – and the stories
begin with a child faced with an engineering dilemma.
This curriculum is now used in all 50 states and nearly
3,000 schools. A study of the program shows that EIE
students were significantly more likely to want to be
engineers and more likely to say science and engineering make “people’s lives better”.
That is why we have developed a number of dynamic
relationships and support programs that help students
build skills in science, technology, engineering and
mathematics, and partner with higher education to
support programs focused on food safety, food security, agriculture and the environment.
Over the last five years we have contributed over $50
million globally to schools and educational programs
to benefit the next generation of talent. Here are a just
a few
European Federation of Food Science and Technology – Since 2010, we have supported the European
Federation of Food Science and Technology student
of the year project. Each year six finalists receive recognition and their own research projects and get an
opportunity to interact with our top food scientists at
our R&D center in Vilvoorde, Belgium. The visit allows
young scientists to test their theories using our state of
the art equipment, as well as to engage in debate and
discussions with their more experienced colleagues.
Future Farmers of America (FFA) – For 50 years Cargill
has supported youth leadership development through
FFA. Cargill employees and locations support local
chapter efforts, state programming and offer expertise
and mentoring to students interested in food science,
agricultural science and STEM disciplines.
Gender Equality in STEM – to address the need for
more women in STEM roles several of Cargill’s European
businesses have developed efforts. Cargill’s Starches
and Sweeteners business in Manchester, England have
had teenagers from British secondary schools work
with plant engineering teams to develop problemsolving skills. And female students from three secondary schools near Cargill’s Bergen Op Zoom operations
have studied with Cargill employees to learn how flour
milling has been revolutionized over the last two centuries.
Higher Education Partnerships – In order to build
access to some of the best minds in agriculture and
food science and develop talent for the future, Cargill has long established efforts at a number of leading
universities. Current efforts include support of special
programs in agriculture, science, technology and economics at Stanford University, JeJu University (China),
Nanyang Technological University (Singapore), Para
Federal University (Brazil), Iowa State University, Kansas State University and the University of Minnesota.
The company recently partnered with Kansas State to
build the Cargill Center for Feed Safety Research.
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Project Lead The Way – Cargill partners with Project
Lead the Way (PLTW), which is focuses on bringing STEM
education to middle and high school students. Specifically Cargill supports PLTW’s Gateway to Technology©
program, which provides an engineering-focused curriculum to middle school students, and the Pathway
to Engineering© program, a four-year high school program taught in conjunction with college preparatory
mathematics and science courses that gives students
hands-on knowledge of engineering concepts, design
and problem-solving. A study of the program shows
that PLTW alumni are five times more likely to graduate
from college with a STEM degree than students who
are not in the program, have higher GPAs than peers
in their freshman year of college, and have higher college retention rates.
4-H – Cargill and the National 4-H Council have cocreated 4-H Science, Engineering and Technology
(SET) Clubs, a comprehensive science program engaging more than 600 local youth and Cargill employees
in Indiana, Iowa, Kansas, Missouri and Nebraska. From
summer food science camps in Kansas to robotics
clubs in Missouri and Iowa, these initiatives are reaching thousands of young people.
Alliance for YOUth – an extension of the “Nestle’s
Needs Youth Initiative,” this effort is focused on offering internships, apprenticeships and skills training to
respond to high unemployment among European
youth. Cargill’s participation centers on internships in
STEM-related areas.
Bright Crop – An effort in the United Kingdom, this
program promotes careers in agriculture and food
science through visits with employee ambassadors
serving as STEM ambassadors in schools.
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This year marks Cargill’s 150th year of helping the
world thrive. At Cargill we are committed to helping
and inspiring the next generation of young scientists
and engineers and then identifying a select, highly talented few to help us serve the company’s noble purpose to be the world leader in nourishing people.
Tanya Arthur
Associate Chief Information Officer &
Vice President, ITS Strategy &
Business Operations
Catholic Health Initiatives
Catholic Health Initiatives, a nonprofit, faith-based health system
formed in 1996 through the consolidation of four Catholic health
systems, expresses its mission each day by creating and nurturing
healthy communities in the hundreds of sites across the nation
where it provides care. One of the nation’s largest health systems,
Englewood, Colorado-based CHI operates in 19 states and
comprises 105 hospitals, including four academic health centers
and major teaching hospitals and 30 critical-access facilities;
community health-services organizations; accredited nursing
colleges; home-health agencies; and other facilities that span
the inpatient and outpatient continuum of care. Because of the
importance of technology in health care, Catholic Health Initiatives
places a special emphasis on fostering a proficient workforce
in science, technology, engineering and math (STEM). It does this
through its diverse student internship program for minority students
and by creating a culture with strong employee engagement.
Tanya Arthur is the Associate CIO and Vice
President, ITS Strategy and Business Operations, for Catholic Health Initiatives, one of the
nation’s largest health systems, operating in
19 states and comprising 105 hospitals. In this
role, she has overall responsibility for Information Technology Services’ business operations,
including strategic planning, enterprise ITS
financials, performance management, vendor management, and customer relations.
Prior to joining Catholic Health Initiatives,
Arthur was president and senior consultant at
Arthur and Adams Consulting, a private strategic consulting firm specializing in large-scale
information technology planning and implementation for Fortune 500 companies across
the United States. Her broad range of experience spans more than 25 years in the health
care, financial services and insurance industries. Arthur held several executive leadership
positions, such as associate vice president of
applications development for Jefferson Pilot
Financial and associate vice president for
information technology for Physicians Mutual.
She also served on the board of directors for
Women in Technology for Nebraska.
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S I N S T E M As associate CIO at CHI, she ensures that
Information Technology Services’ employees actively participate in the organization’s
internship program for minority students. The
goal of the program is to build a talent pipeline and increase the diversity of the organization’s workforce. Arthur is often asked
to provide keynote addresses on women in
leadership and how to build networks for success. She serves as a mentor on recruiting and
retaining women and monitories in the workforce and is a strong proponent for increasing STEM education opportunities for women
and minorities.
Arthur has a bachelor’s degree from Creighton University and a master’s degree from Bellevue University. She is an active member of
the College of Health Information Management Executives (CHIME), American College
of Healthcare Executives (ACHE)‬, Technology Business Management Council and the
National Association of Health Services Executives (NAHSE)‬.
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How the Role of the CIO is Changing
Many CIOs grew up in an era where Information
Technology Services (ITS) primarily focused on cost
reductions, productivity improvements, and system
implementations. While these continue to be important, they have become basic operating tenants.
Given today’s business dynamics, the role of the CIO
is critical to business development growth and longterm sustainability. As such, CIOs must be business
savvy orchestrators of technology, opportunity, and
innovation. As business leaders first, CIOs must understand the competitive landscape of their industry and
more importantly, how to leverage technology to drive
growth, generate revenue, and improve quality in ways
that ultimately translate to the bottom line.
Contributing to the Bottom Line
As our organization began its journey from a holding company to an operating company, we developed techniques to better leverage our size, scale
and untapped synergies. As the strategic vision of our
organization shifted to reflect an increased urgency
for system performance excellence and advancing personal and community health beyond its traditional focus, ITS focused on foundational wide-scale
electronic medical record implementations, mergers
and acquisition integration, and cost reduction efforts.
While implementing new systems, delivery of service
and costs savings will remain part core to the CIO
role, we are shifting our focus from commodity service
delivery to driving strategic business outcomes. Where
we once focused on cost reduction, our focus is to
manage unit cost; where we once focused on system
implementation our focus is to partner with our business
colleagues to increase revenue, drive strategic growth
(both organically and inorganically), and improve service quality in ways that increase loyalty, retention and
growth. This means that we must transform our tradi-
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tional ITS systems, and structures in new and innovative
ways to meet the new normal of, not only, today’s, but,
tomorrow’s business paradigm. Garnering the necessary talent to do so will be critical.
Importance of Talent Pipeline
Talent is a key ingredient to leading a successful ITS
organization and achieving business outcomes. Traditional college education programs still focus primarily
on technology and not enough on the business skills
needed to be successful. Strategic thinking, relationship management, political savvy, business and
financial acumen are critical skills in a world where
technology disruption and innovation can mean the
difference between thriving or surviving in the world of
business. This is particularly true in healthcare, which
generally operates with razor thin margins compared
to other industries. More than any time in history, the
CIO role is critical to an organization’s capacity to
leverage technology to achieve its strategic vision.
This means bringing the right skills and partnerships to
bear within the ITS organization.
As part of broader transformative efforts, we are taking
a holistic view of our ITS workforce, how our workforce
can drive increased business value and outcomes,
and how we can increase our talent pipeline for the
future. This pipeline begins with students and the education systems that train them.
Cultivating Talent
One of the areas I am most proud of is Catholic Health
Initiatives’ Diverse Student Internship Program.This “learn
while you earn” program is designed to enhance the
educational experiences of minority college students
and at the same time helps increase the diversity of
our workforce. Our internship program, which provided
hands-on Information Technology experience to five
undergraduates in 2015, is a pipeline for top talent.
What’s more, through this program, we’re cultivating
a company culture where differences are acknowledged and valued.
In our ITS department, talent development is being
woven throughout the entire organization, whether it
be in our day-to-day Information Technology work, or
in supporting thought leadership, employee engagement programs and internship programs.
We need our current and future leaders to be prepared for the technology leadership roles of the future.
I truly believe that STEM students today are the innovative business leaders of tomorrow. As such, we will continue to make investments in building that pipeline…
our future depends on it!
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Environment
Today’s business environment is changing at an
unprecedented pace. Organizations are faced with
non-traditional competition, tight margins, and disruptive technological advances. These dynamics force
organizations to rethink business models, drive strategic growth (organically and inorganically), increase
efficiencies and effectiveness, and innovate in ways
that stretch an organization’s risk tolerance like never
before. Healthcare is undergoing significant changes
to improve quality, access and accountability for
health outcomes. As regulatory requirements increase
and payment models change, healthcare organizations are taking a critical look at everything from what
we do to how we do it. Equally, if not more important
are the consumer driven changes that are occurring
across all industries. Consumers of health and wellness
services are expecting the same level of convenience
and value they receive when shopping at Amazon, flying on Southwest Airlines or catching a cab on Uber. It
is imperative that the CIO not only has a good grasp of
technology, but, also has a deep understanding of his
or her organization’s competition and how consumers
are driving the industry’s landscape.
George Moore
Chief Technology Officer
Cengage Learning
Cengage Learning is a leading educational content,
technology, and services company for the higher education
and K-12, professional and library markets worldwide. The
company provides superior content, personalized services
and course-driven digital solutions that accelerate student
engagement and transform the learning experience. Driven
by the belief that engagement is the foundation of learning,
Cengage Learning’s focus is on interacting with students, both
in the classroom and beyond, to ensure the most effective
product design, learning solutions and personalized services.
Cengage Learning’s award-winning digital learning solution,
MindTap, is a fully built course experience that integrates
reading, homework, quizzing, multi-media assets and more
into a pedagogically sound education experience for
students. Headquartered in Boston, MA with an office hub in
San Francisco, CA, Cengage Learning employees reside in
nearly 40 different countries with company sales in more than
125 countries around the world. www.cengage.com.
George Moore is the Chief Technology Officer (CTO) for Cengage Learning. In this role,
he is responsible for shaping Cengage Learning’s long-term technology vision and driving innovation across the company during a
transformative time.
With a passion for revolutionizing the education and publishing industries through the use
of technology, Mr. Moore spearheads strategic
partnerships and collaborations with faculty
and students to drive a student-centric model
of digital innovation. Driven by this focus on
student success, he leads integrated teams
of technology and education experts who
work side-by-side to deliver cutting-edge digital innovations through technology platforms
and tools.
Under Mr. Moore’s leadership, Cengage Learning’s MindTap learning platform has emerged
as the company’s flagship technology, with
products now offered for over 450 courses spanning the vast majority of disciplines. Cengage
Learning continues to add critical features to
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way allowing for significant course-level features and user personalization.
Prior to joining Cengage Learning, Mr. Moore
served as CTO of Elsevier Health Science, where
he was recruited to transform the world’s leading medical publishing company into a medical information company. During his tenure,
he was instrumental in developing ClinicalKey,
one of the most innovative and successful product introductions in the health-care
information industry.
Earlier in his career, Mr. Moore served as the SVP
of Product Development for Thomson Reuter’s
Healthcare organization, where he led the consolidation effort of the company’s disparate
acquisitions into a consolidated product development organization. Mr. Moore has also held
various roles with a number of commercial software companies. Most prominently, he was VP
of Product Development at Liquent, the industry leader in Pharmaceutical Publishing and
Enterprise Resource Planning (ERP) software.
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When the textbook was first created, it provided the
connection between professor and student. Fast forward to today. Student consumers have 21st Century
concerns but, until recently, we weren’t really meeting
them. We, and most ed content providers, have a long
history of mostly paying attention to what professors
wanted. And yet it’s the students who use our products, so we need a better understanding of their wants
and needs. To us, the challenge – the way we keep
growing – is to remain focused on the student and
the professor.
Digital products provide the learning breakthroughs
that static print books do not deliver and at a more
realistic price point. Because we were a textbook
company for such a long time, we have a wealth of
world-class content to work with as we build our digital
products. Although textbooks do still have an important role in higher education, our growth potential now
is on the digital side. We’re currently realizing more
than half of our sales from digital products.
Right now, I’m especially excited about a commitment
that Cengage has made to take everything we’ve
learned about how students learn and establish a
completely new approach to teaching developmental studies. Millions of students need the academic
preparation provided by developmental courses to
persist and succeed in college. We’re tackling the
entire curriculum, creating the first learning experience
that’s built completely from scratch.
Developmental Math is especially important. We are
working to deploy new approaches using technology to better motivate and engage students, so more
students can attain confidence in their ability to master math skills. The impact of developmental courses
can be powerful, opening the door to education
and employment for tens of thousands. Since I lead a
technology organization, I can tell you first-hand how
important it is to get more students interested in STEM
fields. We must find additional talent in these areas,
and as a company, Cengage works hard to ensure
that all our math and science products are improving
student success.
©2015 STEMconnector® All Rights Reser ved
Our research shows that students who use our MindTap
products have better outcomes. In a recent head-tohead study of 2,000 chemistry students at Texas Tech
University, a professor examined the performance of
MindTap General Chemistry users versus users of a
competitor’s product. His findings were remarkable.
MindTap users overwhelmingly outperformed users of
the other product. To us, this is the best possible news.
In order to be effective at helping students learn, we
must continue to provide a great user experience for
them, or they won’t want to use our products. One
way to keep up with students is through our 21 Voices
research program, which allows us to follow a group of
21 students through their entire college experience, listening carefully to what they say for the duration. The
unique program focuses on learning about their dayto-day lives, with the intention of understanding when
and where they learn, and discovering new opportunities to help them succeed. These insights support our
efforts to design and deliver products that engage
and delight students.
As part of this, we gather a lot of information about
how students use our digital products and why. We’re
aware that student privacy is a big concern whenever
we collect and store personally identifiable or other
sensitive information. The laws around privacy – and
students’ expectations – are changing all the time.
We reassess our privacy posture constantly, especially
around product and technology changes.
When developing products for students, the technology team works very closely with our counterparts on
the product side of Cengage. My team knows how
to build the products, and Chief Product Officer Jim
Donohue’s team tells us what products to build. Internally, among the engineers, we have a young demographic. They remember what it’s like to be in college
and they raise their hands when something doesn’t
look right. They provide me with excellent feedback
on what students need in order to do well in their studies and what the student experience should be.
We have a very unique culture here, with a strong
sense of accountability and personal responsibility.
We try to create the feeling of a small startup inside
a big company. We’ve brought together a group of
people who are committed to making a big impact
on education. By working here, they get to touch the
lives of millions of people every day, one student at a
time. Most people who work at Cengage could have
chosen to work at a very different type of company.
But, like me, they choose to work here because we’re
making a big difference in education, and that allows
us to have a positive impact on society.
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At Cengage Learning, we’re knee deep in the metamorphosis from a traditional textbook publisher to a
technology company, with a concentration around
digital products for the high school and higher ed
markets. As the CTO, I’m one of the folks leading
that charge. Ours is a culture that values engagement, empowerment and discovery and we’re working to enrich the relationship between educators and
students. We’re committed to engaging and motivating students to advance how they learn. It’s our
core mission.
David Black
Senior Vice President &
Chief Information Officer
CHS
CHS Inc. (www.chsinc.com) is a leading global agribusiness
owned by farmers, ranchers and cooperatives across the
United States. Diversified in energy, grains and foods, CHS is
committed to helping its farmer- and member -owners and
other stakeholders grow their businesses through its domestic
and global operations. CHS, a Fortune 100 company, supplies
energy, crop nutrients, grain marketing services, animal feed,
food and food ingredients, along with business solutions
including insurance, financial and risk management services.
The company operates petroleum refineries/pipelines and
manufactures, markets and distributes Cenex® brand refined
fuels, lubricants, propane and renewable energy products.
David Black is senior vice president and chief
information officer for CHS. In his role, Black
leads the CHS global information technology organization and is responsible for strategy, implementation, delivery and operation
of information technology for CHS businesses
around the world.
Prior to joining CHS in 2014, Black served as
vice president, information technology, at
Monsanto Company where he was responsible for all aspects of information technology
for its global commercial businesses. During
his 20 years with Monsanto, he held positions
including vice president, corporate strategy,
and president, Monsanto Agro-Services, LLC,
a role in which he was responsible for new
business development and the operation of
that company’s geographic information systems and remote sensing subsidiary, EarthMap Solutionssm. He also held a broad range
of global IT and enterprise resource roles
including responsibility for North America
and Latin America North IT, leadership assignments in Asia Pacific and Canada, along
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core business transactions including finance,
manufacturing and human resources, and
the consolidation and reporting of data from
these business processes.
Black is a member of the CHS Extended
Leadership Team and CHS Ag and Enterprise
Strategy Leadership Team. He is currently
vice chairman of Ag Gateway, a non-profit
consortium of more than 220 businesses serving the agriculture industry which strives to
promote, enable and expand e-business in
agriculture. He is past chairman of RAPID, an
agriculture industry non-profit and past president of the Ag CIO Roundtable.
Black holds a Bachelor of Computer Science
degree from Tarkio College, Tarkio, Mo.
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Black says the industry will have an increased need
for scientists who can explore and examine data from
multiple sources and apply it, hardware engineers with
the ability to design equipment and ensure it works
properly, while also being able to develop the algorithms and analytics that will ultimately drive better
recommendations for farmers. This need is creating a
huge opportunity for STEM careers in nearly every segment of agriculture.
When it comes to addressing that need, Black believes
that CHS plays a key role in helping its farmers and owners achieve what they cannot achieve on their own.
By providing some of those resources, Black says CHS
can be the conduit towards a precision agriculture
strategy. Additionally, CHS can be at the table when
farmers are making decisions about precision agriculture and bring its strengths of the cooperative structure, focus on production, and well-educated people
in STEM to continue the relationship and build trust.
As CIO, Black also plays a role in addressing that need,
by working to drive CHS business in precision agriculture. That work includes anticipating what the next
generation capabilities and needs are and building a
pipeline of talented people who are career-minded in
science and technology.
For CHS and the entire STEM field, Black believes that
it is important to create new roles. For instance, bringing in data scientists who can work with big data from
multiple sources and apply it in ways that help businesses and help provide better product placements
and influence better decision making.
Black also believes big data will continue to play a role
in STEM and precision agronomy, and integrating it will
allow for the ability to be more predictive, less reactive
and more agile when making decisions.
©2015 STEMconnector® All Rights Reser ved
To advance STEM education professionally and personally, Black looks to the future and works towards translating business into jobs and hiring opportunities. He
believes it’s important to leverage university relationships
and explore opportunities where young people can be
brought in as interns, especially to work on big data.
Black says STEM education also needs to be aligned
with a value proposition. The tools need to solve a problem or provide a benefit that will ultimately help farmers
improve their on-farm economics, because there is no
value in having a tool just to have it.
In the next 5-10 years, Black predicts that CHS will see
a shift in where it goes to recruit staff. Rather than relying on agriculture schools to find students with solid
agriculture backgrounds as they have done traditionally, Black says it will be easier to teach agriculture to
people in the future, allowing them to draw talent from
new sources.
Black also believes academia will need to play a stronger role in creating the skills that are needed. He sees
this as an opportunity for them to not only equip students, but also provide industry professionals with additional skills needed to round out their education and
take on new roles.
As CHS continues to hire people with the skills needed
in STEM, Black says the workforce is going to become
increasingly diverse, which will shift the way CHS thinks
about and influences its workplace culture.
In addition, CHS supports STEM education through its
commitment to developing the next generation of
agriculture leaders. They support a wide range of colleges and universities through grants and sponsorships
to help provide a vibrant, diverse, well-educated workforce for agriculture.
CHS and the CHS Foundation recognized the need
for STEM education, and expanded its high school
scholarship program for the 2015-2016 school year to
include students studying STEM fields with an interest
in agriculture in hopes that they will take the STEM skills
they learn to help fuel agriculture.
CHS is also a lead sponsor of the National Teach Ag
Campaign, which will strengthen agricultural education resources. CHS sponsors National Agriculture in the
Classroom (AITC) and several state AITC associations
to encourage agriculture literacy through STEM applications in K-12 classrooms across the country.
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For three generations, STEM has been connected to
agriculture. It started with mechanization and moved
into GMO technology, but Black now sees precision agronomy as the biggest area of opportunity in
advancing STEM careers. This is the result of a growing
need for sensors and systems that have intelligence to
communicate machine to machine. For example, a
soil sensor that can communicate with a center pivot
and knows when to turn off based on the amount of
moisture it has received—behind that machine is a
vast network of people who need the knowledge and
skill set to design those systems.
Mark Boxer
Global Chief Information Officer
Cigna
Cigna Corporation (NYSE: CI) is a global health service
company dedicated to helping people improve their health,
well-being and sense of security. All products and services
are provided exclusively by or through operating subsidiaries
of Cigna Corporation, including Connecticut General
Life Insurance Company, Cigna Health and Life Insurance
Company, Life Insurance Company of North America and
Cigna Life Insurance Company of New York. Such products
and services include an integrated suite of health services,
such as medical, dental, behavioral health, pharmacy, vision,
supplemental benefits, and other related products including
group life, accident and disability insurance. Cigna maintains
sales capability in 30 countries and jurisdictions, and has over
85 million customer relationships throughout the world. To learn
more about Cigna®, including links to follow us on Facebook
or Twitter, visit www.cigna.com.
Mark Boxer was appointed Global Chief Information Officer for Cigna in April 2011. In this
role, Dr. Boxer is responsible for driving Cigna’s
world wide technology strategy and ensuring
the company’s infrastructure and applications are innovative, flexible and aligned with
the business strategy and the needs of customers, partners and employees.
Dr. Boxer holds a Doctorate in Global Public Health from Arizona’s School of Health
Sciences. He earned his Master of Business
Administration degree in Finance from the
University of Connecticut and a Master of
Science degree in Information Systems from
Drexel University. He holds a Bachelor of Science degree in Engineering and a Bachelor
of Arts degree in physics from the University
of Hartford.
Dr. Boxer serves on the Board of the University
of Connecticut Foundation, is a trustee of the
Bushnell Performing Arts Center, and serves
on the Board of the Connecticut Children’s
Law Center. He has been recognized as one
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and by Insurance and Technology Magazine
as one of their “Elite Eight” Technologists. Dr.
Boxer is a business advocate and champion
for advancing the employment of the disabled, receiving the “Anthony Coelho ADA
Award” and sharing the American Association of People with Disabilities “Justice for All”
Award with two U.S Congressman.
Mark Boxer has served as an advisor to early
and mid-stage venture-backed companies, and oversees Cigna’s venture innovation fund. He serves as an outside director for
Grange Mutual Insurance. Dr. Boxer also serves
on the advisory boards of Health Enterprise
Partners and Parthenon Capital. He previously served as an outside director at Aprimo
(software), FinishMaster (automotive) and
Audax Health (gamification).
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Cigna is a global health services company dedicated to
helping those we serve improve their health, well-being and
sense of security. As Cigna’s business continues to evolve
and grow, we look for the best and brightest science, technology, engineering and mathematics (STEM) talent to
join our Information Technology (IT) team to help develop
and support the future state of our technology solutions.
In many ways, technology and information hold the key
to addressing many of the challenges we face in today’s
healthcare ecosystem.
Cigna’s development programs, technical training, and
ongoing learning and development opportunities offer IT
associates the ability to strengthen their technical, business
and leadership capabilities – leading to diverse careers
within technology at Cigna.
For example, Cigna’s Technology Early Career Development
Program (TECDP) targets recent college graduates and
early career professionals who have a degree in Information
Technology or a related discipline. It offers them the opportunity to develop technical, leadership and business skills
to become a well-rounded IT professional and innovative
leader. TECDP provides structured technical and non-technical training, networking opportunities, formal mentoring and
exposure to a breadth of technology across multiple lines
of business. Throughout the program, associates are challenged to develop the skills and competencies necessary to
become a successful IT professional. The program is roughly
three years in length.
TECDP supports the professional development needs of
associates and talent requirements of Cigna IT by providing challenging assignments, structured training and formal
mentoring through a committed partnership between individual associates, program management and the IT organization. TECDP associates shape their career paths through
their professional program experience, and relationships with
mentors, TECDP “buddies”, and co-workers. TECDP also offers
global rotational assignments to give associates a broader
range of experience.
“These associates are doing very real, very meaningful work,”
said Mark Boxer, Cigna Executive Vice President and Global
Chief Information Officer. “They have the opportunity to contribute to an important body of work that supports Cigna’s
mission – using technology to help the people we serve
improve their health, well-being, and sense of security. In
addition, community service is integrated into our program.
Every TECDP works on a community service project, and
many of these projects involve addressing health disparities
in underserved communities.”
Cigna’s Chief Diversity Officer, Rosanna Durruthy, works
closely with human resources and IT to identify sources
of STEM talent and to retain talent hired into the TECDP. To
meet the STEM challenge at Cigna, Mark and John Staines,
Cigna IT Human Resources Officer, work together to design
processes to attract students and foster a diverse student
population. For example, of the 190 TECDP associates, 74 are
minority/females. “We recognize the importance of an agile,
diverse workforce,” said Rosanna. “To attract the right talent,
we are adapting and making our processes more responsive
to different cultures to meet future IT leaders where they are.”
©2015 STEMconnector® All Rights Reser ved
One of the key issues in health care today is disparities in
care that are a result of gaps due to diverse language, cultures and customers. Technology can help us bridge those
gaps, and we’re actively recruiting and developing young,
diverse technologists to work with us.
Cigna also meets future IT leaders where they are through
the Eastern-Cigna STEM Accelerator (ECSA) program. The
goal of the ECSA program is to provide greater access to
science, technology, engineering and mathematics careers
for the diverse student populations attending Connecticut
community colleges.
It’s not every day that a college student has the chance to
partner with a global company and do real work that not
only strengthens his or her résumé and academic studies,
but also makes a positive impact on the world around them.
That’s exactly what the Eastern-Cigna STEM Accelerator program does.
“The Eastern-Cigna STEM Accelerator program can lead to
greater diversity in STEM and positively impact the lives of
deserving and high-potential students,” said Mark. “This program expands Cigna’s employment base in Connecticut,
helps to improve our state economy, and positively impacts
deserving students.” Targeting high-potential students transitioning from community college to a four-year program
provides a new pool of STEM talent critically needed by the
health services industry. Cigna also partners with Eastern
Connecticut State University (ECSU) to provide an on-campus internship to a student who has transferred from a community college to ECSU.
In addition, Cigna’s Customer Insights Research and Analytics Program funds fellowships for six University of Connecticut
PhD-candidate graduate students from the departments of
Psychology, Mathematics, and Statistics to work alongside
Cigna employees from the Research and Analytics department to conduct qualitative and quantitative research.
The students interact frequently with Cigna’s Research and
Analytics team and are part of the IT team working with
matrix partners. This most recent collaboration is the second research program between Cigna and UConn. The first,
announced in early 2012, launched the Cigna Innovation
Lab at the University, and enabled Computer Science and
Engineering undergraduate students to participate in developing important business capabilities, including our web and
mobile platforms.
In addition to working with graduates and undergraduates,
Cigna understands that the foundation for science, technology, engineering, and mathematics education begins well
before college. That’s why Cigna is proud to support middle and high school STEM activities in the local community.
Whether it’s hosting STEM career fairs; hosting students to job
shadow a TECDP associate; sponsoring coding competitions
where students work to solve business problems, or helping
the Boys and Girls Club Summer Program build robots for a
competition – Cigna enjoys working with students beginning
to consider STEM career options and realizes their STEM experiences at an earlier age will carry through to their future.
“Partnering with the best and the brightest STEM talent is
part of our strategy to help us create differentiated customer insights,” explained Mark. “This is a win-win relationship
for everyone – for Cigna, for students and, most importantly,
for our customers.
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Meeting the STEM Challenge at Cigna
Guillermo Diaz, Jr.
Senior Vice President & CIO,
Information Technology
Cisco
Cisco Networking Academy: Cisco Networking Academy is our flagship
workforce training program that has educated over 5 million students around
the world, including 168,000 in the United States and Canada. It addresses
the “T” in STEM by helping young people prepare for industry-recognized
certifications and entry-level information and communication technology
(ICT) careers in virtually every type of industry. Students develop foundational
skills in ICT while acquiring vital 21st-century career skills in problem solving,
collaboration, and critical thinking. STEM Mentoring: Cisco is a founding
partner of US2020, an initiative that connects STEM professionals with girls,
under-represented minorities and low-income students from Kindergarten
through College. By 2020, Cisco has committed that 20% of our US employees
will provide at least 20 hours of STEM mentoring per year. We host events, like
Girls in ICT Day, and partner a range of nonprofit organizations, including
the Girl Scouts, FIRST Robotics, Million Women Mentors and CyberPatriots, to
help our employees meet this goal. Investing in Innovative Nonprofits: The
Cisco Foundation partners with nonprofit organizations around the world to
develop technology-based solutions in STEM education. These investments
are focused on underserved communities and solutions that harness the
power of the Internet and technology. Supported organizations include the
Techbridge Girls, MIND Research Institute, STEMconnector and Communities
in Schools of North Carolina.
Guillermo Diaz, Jr., is Senior Vice President and CIO at
Cisco, accountable for the company’s enterprise IT
architecture, technology strategy, and IT services/operating model. He is the senior IT executive responsible for
the company’s sales and channels, the Cisco Services
business, Cisco’s Software as a Service (SaaS) platform
architecture and operations, and all IT services delivered in the Americas and EMEAR regions. Diaz and his
team improve the overall IT experience by strengthening foundational sales and services architecture and
capabilities, unifying operating models, and accelerating innovative business outcomes for Cisco customers,
partners, and employees.
Diaz is IT leader of Cisco’s major transformation program
and priority known as Accelerated Cisco Transformation
(ACT). The focus of ACT is to align all company priorities, investments, and business models to drive optimal
return on investments. He is also executive sponsor of
Conexión, Cisco’s Hispanic/Latino employee resource
network, and a key leader on Cisco’s Diversity Council.
Since joining the Company in 2000, Diaz has played a
major role in developing Cisco’s IT organization by leading initiatives that build and manage significant business
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IT Infrastructure and Management Systems, Enterprise
Resource Planning (ERP) Large Scale Platforms, and Cisco’s internet and intranet network foundations – Cisco.
com and Cisco Employee Connection. Additionally, Diaz
has led key business IT application areas such as Cisco’s
Electronic Commerce, Technical Services, Professional
Services, Service Sales and Marketing, Customer Service, Cisco Capital, and Cloud/SaaS platforms.
Prior to joining Cisco, Diaz held senior IT leadership positions including Director of Global Network Services for
Silicon Graphics, Senior Director of IT for Intelligent Electronics (now Ingram Micro), and Manager of Telecommunications for Alza Corporation. He began his career
in telecommunications with the United States Navy.
Diaz was recognized by the Silicon Valley Business Journal as 2014 Best CIO Community Champion, and by the
Hispanic IT Executive Council (HITEC) as one of the Top
Hispanics in IT from 2009 to 2016. Other awards include
the National Eagle Leadership Award in 2010 and CIO
Magazine’s Ones To Watch Award in 2007.
Diaz holds a Bachelor of Science degree in business
administration from Regis University in Colorado.
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• Cisco Networking Academy: Cisco Networking Academy is our flagship workforce training program that has educated over 5 million students around the world, including
168,000 in the United States and Canada. It addresses the “T”
in STEM by helping young people prepare for industry-recognized certifications and entry-level information and communication technology (ICT) careers in virtually every type
of industry. Students develop foundational skills in ICT while
acquiring vital 21st-century career skills in problem solving,
collaboration, and critical thinking.
• STEM Mentoring: Cisco is a founding partner of US2020,
an initiative connecting STEM professionals with girls, underrepresented minorities, and low-income students from kindergarten through college. By 2020, Cisco has committed
that 20% of our US employees will provide at least 20 hours of
STEM mentoring per year.
• Investing in Innovative Nonprofits: The Cisco Foundation partners with nonprofit organizations around the world
to develop technology-based solutions in STEM education.
These investments are focused on underserved communities and solutions that harness the power of the Internet
and technology.
The business case for inspiring students to pursue a career in
STEM is an easy one to make:
• Building a diverse talent pipeline for the future is critical to
our company, our industry and our customers.
• A 2013 study by the Center for Talent Innovation, found that
employees at publicly traded companies with highly diverse
cultures were 70% more likely than employees at non-diverse
publicly traded companies to report that their firm captured
a new market in the past 12 months.
• Promoting and supporting STEM education is completely
aligned Cisco’s vision to change the way we work, live, play
and learn.
Cisco encourages STEM education with students (particularly women and under-represented minorities) by remaining involved in the community and through programs within
the company. Guillermo is the executive sponsor of Conexion, Cisco’s Latino Employee Resource Organization. Conexion offers various programs targeting different age groups,
including:
• Cristo Rey San Jose High School, founded in Silicon Valley
in the fall of 2014. Its mission is to end the cycle of poverty by
advocating prosperity through education. The school is affiliated with 28 additional urban Cristo Rey Network education
institutions spanning the country.
Personally, Guillermo believes that we must inspire and touch
those who do not have the same access to the digital world
as we do in Silicon Valley. He regularly speaks at educational
institutions and community events, especially in low income/
high risk areas, where he makes it known that he has walked
in their shoes. Guillermo espouses education as the great
equalizer and encourages audiences to aspire to achieve
their goals through preparation and perseverance.
In recognition of his efforts, Guillermo was named “Best CIO”
in 2014 by the Silicon Valley Journal and San Francisco Business Journal in the category of Community Champion for
connecting with under-represented communities. Additional
volunteer efforts in this realm include:
• Sacred Heart Nativity Schools – Board of Directors
• Hispanic IT Executive Council – Board of Advisors
• National Action Council for Minorities in Engineering
(NACME) – Board of Directors
In addition to Conexion (mentioned above), Cisco has nine
other Employee Resource Organizations (EROs) including:
1. Connected Asian Affinity Network (CAAN): Develops
talent in the Asian employee community that enables Cisco’s business growth strategy.
2. Connected Black Professionals (CBP): Creates a
dynamic environment for Black employees to cultivate
career growth, community involvement and business excellence.
3. Connected Disabilities Awareness Network (CDAN):
Promotes an adaptable work environment enabling business benefits to Cisco and its customers, partners, employees, suppliers, and communities.
4. Connected Women (CW): Contributes to a strategic
effort to enhance Cisco’s success in attracting, developing
and retaining talented female employees.
5. Women in Science and Engineering (WISE): A technology community that inspires, educates, and enriches,
and provides professional and personal development for
technical women.
• Program Escuela, which inspires middle school youth
from high risk areas to seek higher education by promoting
interest in technology.
6. Early Career Network (ECN): Brings new hires and individuals early in their careers together to contribute to Cisco’s
success and growth through professional networking, recruitment activities.
• MESA (Mathematics, Engineering and Science Achievement), which is a partnership that provides shadowing and
mentoring opportunities for higher education students interested in pursuing careers in technology.
7. PRIDE - Gay, Lesbian, Bi-sexual, Transgender and Advocates: Seeks to create a climate where GLBT individuals are
embraced as part of the Cisco family and valued for their
contributions to the company and their communities.
• High School Career Fairs are opportunities that allow students at risk of not completing their high school education
to meet with professionals in technology and gain a better
understanding of the types of jobs available. It also provides
exposure to new and exciting technology, and allows students to practice their interviewing and resume writing skills.
8. Indians Connecting People (iCON): Connects the
Indian employee community and helps to facilitate professional development and networking to drive business growth.
©2015 STEMconnector® All Rights Reser ved
9. Veterans Enablement and Troop Support (VETS): Recognizes and connects the expertise of Cisco contributors to
aid and support former and active military, and their families
and friends, through a system of comprehensive activities
and outreach programs.
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Since 1998, Cisco has invested $1.3 Billion in Science Technology Engineering and Math (STEM) education globally. The
company’s main efforts in support of STEM include:
Paul Martine
Chief Information Officer
Citrix
Citrix (NASDAQ:CTXS) is leading the transition to softwaredefining the workplace, uniting virtualization, mobility
management, networking and SaaS solutions to enable new
ways for businesses and people to work better. Citrix solutions
power business mobility through secure, mobile workspaces
that provide people with instant access to apps, desktops,
data and communications on any device, over any network
and cloud. With annual revenue in 2014 of $3.14 billion, Citrix
solutions are in use at more than 400,000 organizations and
by over 100 million users globally. Learn more at www.citrix.
com.Mobility-based technologies unite people all over the
world, providing opportunities for education and mentorship
in the field of STEM across the globe. Through the giving of
time and resources, Citrix employees have reached out to
various groups to encourage them in STEM while advancing
the opportunities the field has to offer.
Paul Martine joined Citrix in 1999 as senior
director, Consulting Services, where he
assisted in establishing the Citrix Consulting Services organization through hiring and
a major acquisition. For the last few years,
Martine served as the vice president of the
Worldwide Technical Services department,
which he led to a profitable growth business
model, enabled true global support capability and introduced initiatives that are increasing customer satisfaction results. Martine
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and corporate vice president of operations in
January 2007.
Prior to joining Citrix, Martine worked for AT&T
Bell Laboratories and Lucent Technologies for
15 years in various roles including R&D, sales
and service.
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A culture of giving back has been established and nurtured at Citrix from such leaders as Paul Martine. As the
CIO of Citrix, Martine has established his desire to invest
in those interested in STEM both internally and through
his role on the Advisory Board at Florida Atlantic University (FAU) for the IT and Operations Management
(ITOM) department. Martine helps define courseware
for their curriculum and advise on initiatives to help
encourage students to pursue a degree in technology. He also worked with professors to present both
Citrix and general technology to classes. The intent is
to present real world examples of opportunities in the
technology sector to aspiring students.
As a company, Citrix sees the importance in giving
back to our community that’s why every year, each
Citrix employee is given 16 hours of volunteer time to
spend at one of the volunteer days arranged by Citrix
or on a volunteer activity of their choice. It is a day
during which employees are encouraged to volunteer in the causes they feel the most passionate about.
A large area of focus for Citrix falls in the company’s
commitment to developing interest in STEM for women
and children, domestic and international. Employees
have used their volunteer hours to get involved in a
variety of STEM activities including:
•A team of dedicated engineers from ShareFile in
Raleigh, North Carolina, created Project Code for
their contribution to GDI when they felt that Citrix
needed to offer an interactive opportunity for children to experience the basics of STEM. They partnered with the Boys and Girls Club of Raleigh and
created a curriculum, syllabus, and plan of action
to get six boys and six girls excited about technology. Each week, these boys and girls come to the
Citrix Raleigh office for a one-hour lesson on coding
taught by two Citrix employees. Read more here:
http://www.newsobserver.com/news/local/community/north-raleigh-news/article13079156.html
•Citrix engineers conducted a series of high-tech
workshops for undergraduate students at the University of Patras, Greece, called Workshop in a Box.
They educated students about Citrix technologies and products, while building future talent in the
local community.
©2015 STEMconnector® All Rights Reser ved
•The Marketing Operations and Analytics team at
Citrix was a finalist for the 2014 Marketing Analytics
Leadership Award. Its nomination was titled, “Mapping
Our Future: How analytics help Citrix SaaS increase revenue, work smarter and plan for growth.” As a finalist,
Citrix was awarded 25,000 USD, which was donated
to Girls Who Code, a U.S. nonprofit working to close
the gender gap in the technology and engineering
sectors. Citrix is proud to rally around efforts to further
diversify STEM.
•With funding from Citrix, two robotics clubs in South
Florida purchased tools, motors, transmissions and
other robot parts to build a competitive robot. The
tools and parts provided opportunities for the students
to gain new design skills and hands-on experience with
new technologies. Both clubs won local and national
recognition at the FIRST Robotics Competitions in 2014.
Citrix encouraged employees to help staff the South
Florida Regional event, which resulted in nearly 20
employees supporting the competition. The teams
developed a peer-to-peer mentoring program with
students in the rural African village of Agogo, Ghana,
and walked the students through the steps to build a
robot during a three hour GoToMeeting session. Learn
more here: http://www.citrix.com/about/citizenship/
vision.html
•In 2013, Women Enhancing Technology (WeTech)
was founded by the Institute of International Education. WeTech is a consortium of dedicated partners
that is led by IIE to design and support a series of innovative activities to provide training, build networks and
offer professional opportunities. WeTech helps women
and girls enter and succeed in technology careers,
with the goal of enhancing women’s talent and skills
needed to fuel technological and economic growth.
Citrix, along with such partners as Google, Goldman
Sachs, Intel and others have come together to help
drive WeTech forward in hopes of creating a prosperous environment for women in STEM. Read more here:
http://www.iie.org/Programs/WeTech
•In Fort Lauderdale, Florida the ITWomen organization
was founded 12 years ago to increase the number of
girls and women in the fields of technology and engineering and to provide professional development, student education and scholarships through a supportive
network. Citrix has been a donor to ITWomen since it
was first founded. ITWomen hosts a poker tournament
every year to raise scholarship money for women who
are perusing a degree in engineering. Paul Martine
was the winner of the tournament in 2014 and the
scholarship was given out under his name.
Martine’s decision to help others pursue a successful
career in STEM has made an impact on those around
him and set an example as a leader at Citrix. We are
proud to serve organizations which have worked to
provide opportunities in STEM for so many. Citrix believes
an investment in STEM education is an investment in
the future.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 77 Citrix
The vision of Corporate Citizenship at Citrix is to help
people work better and live better. Because as work
gets better, life gets better. As people’s work life
improves, their personal life improves, and as their personal life improves, their community improves, and the
effect continues to ripple outward. And this has enormous potential for good. This is a vision which requires
foresight into the future, because Citrix believes that a
better life involves investing in the future.
Ed Steinike
Senior Vice President
& Chief Infromation Officer
The Coca-Cola Company
The Coca-Cola Company (NYSE: KO) is the world’s largest
beverage company, refreshing consumers with more than 500
sparkling and still brands. Led by Coca-Cola, one of the world’s
most valuable and recognizable brands, our Company’s portfolio
features 20 billion-dollar brands including, Diet Coke, Fanta, Sprite,
Coca-Cola Zero, vitaminwater, POWERADE, Minute Maid, Simply,
Georgia, Dasani, FUZE TEA and Del Valle. Globally, we are the
No. 1 provider of sparkling beverages, ready-to-drink coffees,
and juices and juice drinks. Through the world’s largest beverage
distribution system, consumers in more than 200 countries enjoy
our beverages at a rate of 1.9 billion servings a day. With an
enduring commitment to building sustainable communities, our
Company is focused on initiatives that reduce our environmental
footprint, support active, healthy living, create a safe, inclusive
work environment for our associates, and enhance the economic
development of the communities where we operate. Together
with our bottling partners, we rank among the world’s top 10
private employers with more than 700,000 system associates.
Mr. Ed Steinike is Vice President and Chief
Information Officer (CIO) for The CocaColaCompany. He is responsible for the
leadership of the Company’s information
technology strategy, services and operations.
Mr. Steinike began his tenure at The CocaCola Company as Chief Technology Officer in
2002, responsible for all technology, including
networks, data centers, operations, data
warehousing and systems architecture.
From 2004 to 2007, Mr. Steinike was the
Company’s Chief Development Officer and
CIO forCoca-Cola North America. In this
role, he worked closely with the business to
leverage technology for delivering business
results and introduced key applications in
finance, business planning, consumer web
services, customer relationship management,
supply chain andinnovation.
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Insurance, where he served as Executive Vice
President and Chief Information Officer. While
at ING, he was responsible for all aspects
of customer and information technology
systems/services.
Prior to joining The Coca-Cola Company,
Mr. Steinike worked at General Electric from
1976 to 2002, holding positions of increasing
responsibility in manufacturing, service,
engineering and IT; including CIO for GE
Energy Services and GE Medical Systems.
Mr. Steinike is a member of various CIO
associations and serves on the board of
advisors for the College of IT at Georgia
Southern University. He has a Bachelor of
Science degree in Electrical Engineering from
Marquette University.
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After high school, I followed my interests to Milwaukee
Area Technical College to pursue a two-year degree
in biomedical engineering, an emerging field of study
at the time that immediately paid off in personal
opportunity for me. Within my first year, General
Electric asked the school for potential candidates
who may have been interested in working for their
new computed tomography line of business – what
today we call at CT scan, or CAT scan. As I hadn’t
been shy about my passion for things technical, the
school pointed GE in my direction. Within two weeks,
at 18 years old, I found myself being shown through
GE’s office for their new medical equipment business.
As I passed an individual connecting cables to one
of the new devices, I couldn’t help myself, saying to
my prospective boss, “I’m not going to be doing that,
am I?”
Apparently I hadn’t insulted him. Within a month
I was employed by GE. I quickly recognized a twoyear Associate degree wasn’t going to be enough,
and I began to understand the power of passion and
opportunity. My interest in engineering, electronics
and technology inspired me to enroll at Marquette
University for a BS in Electrical Engineering with a focus
on Computer Engineering. That passion, intersecting
with the opportunity for GE to pay for my education,
solidified my lifelong journey with technology.
I was two years into my degree at Marquette while
working at GE when I overheard my boss and another
employee arguing about who to send to Europe
to start up that region in the burgeoning medical
equipment business. Again, unable to control myself, I
interrupted and said, “I can go!” While my boss didn’t
seem too receptive, an hour later the other gentleman
approached me, “It’s lucky you stepped in. I asked
your boss about you.” Within two days, I took an official
request from GE for an expedited passport to Chicago.
Two weeks later I found myself in Basel, Switzerland,
part of a small team of people solely focused on
©2015 STEMconnector® All Rights Reser ved
our new business. From there, I went on to Cologne,
Germany, then to another city in Europe, then another.
Two and one-half years later, I wandered back into
Marquette University’s Office of the Registrar hoping to
pick up where I’d left off, spending an hour explaining
why I had “disappeared” in the middle of a semester.
So maybe I hadn’t planned it out well enough. But I’d
made a choice, and it was a smart one for me.
I convinced each of my professors to let me take the
exams I’d missed, and I was back in the saddle of my
degree. But with far greater real world experience
under my belt that continued to fuel my passion.
I continued my journey with GE Medical Systems
by joining the Applied Science Laboratory where I
worked with 22 scientists who nicknamed me “Doc.” I
was the only non-PhD member of the team. But within
two months, I was pulled back to Europe, standing up
business operations in Madrid. I stayed with the Applied
Science Lab for seven years, and managed to apply
and receive a US patent in medical engineering.
Today, I’m the Chief Information Officer of The CocaCola Company, lucky enough to be the technology
leader for one of the world’s best loved, longest lasting
brands. It is a role that I embrace every day, one
where technology is radically changing the way we
do business – the connections between our consumers
and our brands – week by week. The takeaway from my
story? There was no CIO role in business when I started.
That’s not why I studied technology and engineering.
I pursued those things because they inspired me. I
was passionate about it. It helped me learn how to
think through things. Fast forward to today – and to
you and where you are in your journey. Most US-based
students study things like Finance or Business. That’s
great. But my story is one that highlights the power of
doing something that intrigues you. Engineering and
technology fuels me every day as I use technology
to advance Coca-Cola’s business. I challenge you to
find what fuels you. I encourage you to avoid being
focused on an end-point job or role as your goal. My
path changed directions quickly and often. No business
today can operate without technology. In fact, soon
seems nothing will. STEM seems to offer a fantastic,
wide open future. And it doesn’t hurt that most of
the influential, highest earning leaders in this country
are in technology. Why wouldn’t you make it work
for you?
1 0 0 C I O / C TO L E A D E R S I N S T E M | 79 The Coca-Cola Company
I was like most 16-year-olds at the time – with one
unique spark that has driven me since: I liked to study
electronics. In 1975, I was finishing a typical high school
experience in Cedarburg, Wisconsin. In addition to my
hobbies, I hung out with friends, got into my share of
trouble, and found a job working with elevator control
systems for the Allen-Bradley Company. I wasn’t
ashamed to be a technical geek. It interested me – in
fact, it was a passion. And it serves me today better
than ever.
Tony Werner
Executive Vice President &
Chief Technology Officer
Comcast Cable
Comcast Cable is the nation’s largest video,high-speed Internet
and phone provider to residential customers under the XFINITY
brand as well as to businesses.Comcast has invested in technology
to build a sophisticated network that delivers the fastest
broadband speeds, and brings customers personalized video,
communications and home management offerings. Comcast
Corporation (Nasdaq: CMCSA, CMCSK) is a global media and
technology company.
Tony G. Werner is responsible for developing and guiding the company’s technology
strategy and evolving network architecture, including supporting next-generation
consumer systems and technologies, infrastructure and engineering, network integration and management tools, and
technical standards.
egy for video, voice and data services. He
has more than 25 years of engineering and
technical management experience, having
also held senior management positions with
Qwest Communications, Aurora Networks,
TeleCommunications, Inc. (TCI)/AT&T Broadband, Rogers Communications, Inc., and RCA
Cablevision Systems.
Under Tony’s leadership, Comcast has completed major platform investments, including
DOCSIS 3.0 and the all-digital transition, and
is delivering more product innovation faster
than ever before. Among those innovations
has been X1, a cloud-enabled platform that
brings customers a next-generation, integrated entertainment experience.
Tony serves as Vice Chair of the Society of
Cable Telecommunications Engineers (SCTE).
A graduate of Dakota County Technical College in Rosemount, MN with a degree in Telecommunications, Tony resides in Philadelphia.
Prior to joining Comcast in 2006, Tony served as
Senior Vice President and Chief Technology
Officer for Liberty Global, Inc., in Englewood,
CO, where he led the company’s global strat-
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Science, technology engineering and math education is the fuel that powers the innovation economy.
Comcast has evolved as a media and technology
company thanks in large part to the countless contributions of the STEM-educated technologists who
invent our products and architect our network.
Advancements like the X1 Entertainment Operating
System, voice remote and our forthcoming Gigabit
Gateway to name just a few, are the results of countless hours of development, engineering and testing
by some of our more than 1,000 engineers, virtually all
of whom began their technical journeys by studying
math and science in school.
We’ve been fortunate to hire some of the brightest
technology minds in the business, but it is also increasingly clear that demand for technology talent is on
pace to overtake supply.
In a fully connected, digital world, every company is a
technology company, and all of those companies are
competing to hire from the same static pool of STEMeducated technologists. If we’re going to continue the
exponential innovation and growth that has marked
the past decade, we have no choice but to make that
pool deeper.
It ll starts with STEM education. We know that when
you get kids involved with math and science early, you
light a spark that has the potential to grow into a burning lifetime passion for the field. Not every child who
competes in a robotics competition, or goes to coding
camp, or participates in an afterschool science club,
goes on to become an engineer, but a great number
of them do.
Our commitment to supporting early stem education
takes many forms. Two that we are particularly proud
of are our longtime commitments to the Boys and Girls
Clubs of America and FIRST Robotics.
©2015 STEMconnector® All Rights Reser ved
In 2014, we supported 54 FIRST teams nationwide, four of
which qualified to appear in the FIRST National Robotics Championships in St. Louis. In 2013, we expanded
our engagement with FIRST by sponsoring out first
annual Media & Technology Innovation Award, which
is now in its third year.
Not far from our headquarters in Philadelphia, we also
recently donated $8 million to rebuild the Boys and Girls
Club in the Germantown neighborhood [http://corporate.comcast.com/comcast-voices/a-bold-changefor-kids-in-philadelphia]. The new facility, named for
Comcast founder Ralph J. Roberts, will be home to an
Internet Essentials Lab, Digital Literacy Center, and perhaps most importantly, a STEM lab.
STEM as a Lifetime Pursuit
STEM education shouldn’t stop at the schoolhouse
door. While it’s important to light a spark early, what
we’ve found is that it’s equally important to keep the
fire of curiosity and innovation burning later in life if
you want to inspire the outside-the-box thinking that
fuels innovation.
Three times a year, we encourage our engineers to
take a break from their day jobs and spend a week
working on projects that interest them. At the end of
each week, teams from across the company present
their findings at the Lab Week Science Fair, which has
grown into a much-anticipated tradition.
We held our first Lab Week seven years ago, and
have witnessed firsthand how these events energize
and engage our technologists in ways that reach far
beyond a one-week project.
Sometimes Lab Week projects turn into finished Comcast products – as was the recent case with Kids Zone
[http://corporate.comcast.com/comcast-voices/
welcome-to-the-kids-zone] – and sometimes they
don’t, but they always inspire new thinking and
creative solutions.
There’s no single “right” approach to strengthening
STEM education and engagement. What’s needed
is for companies, organizations and governments to
understand the challenges we face, and to make real,
sustained commitments to addressing them. Every
child that we expose to STEM opportunities has the
potential to become our next great inventor, and every
adult we encourage to follow their curiosity holds the
promise of a critical advancement.
When we all commit to doing something to support
STEM, the sheer volume of our efforts will tip the balance in favor of the next generation of innovators.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 81 Comcast Cable
Engineering the Workforce of Tomorrow with a
Focus on STEM
From the window of my office at One Comcast Center
in Philadelphia, I have a front-row seat to the construction of the Comcast Innovation and Technology Center, a 59-story vertical tech campus [http://corporate.
comcast.com/news-information/news-feed/comcastinnovation-technology-center-press-release]
that
will join our headquarters atop the Philadelphia skyline. As I think about that building, which will be filled
with the brilliant engineers, developers and designers who will create the technologies of tomorrow, my
attention turns more and more to the importance of
STEM education.
David Morse
Executive Vice President
& Chief Technology Officer
Corning Incorporated
Corning Incorporated is one of the world’s leading innovators
in materials science. For more than 160 years, Corning has
applied its unparalleled expertise in specialty glass, ceramics,
and optical physics to develop products that have created new
industries and transformed people’s lives. Corning succeeds
through sustained investment in R&D, a unique combination
of material and process innovation, and close collaboration
with customers to solve tough technology challenges.
Corning’s businesses and markets are constantly evolving.
Today, Corning’s products enable diverse industries such as
consumer electronics, telecommunications, transportation,
and life sciences. Corning is a four-time National Medal of
Technology winner thanks to technology leadership from
decades of investment in research and development – all
of which attracts and enables the best scientific minds in
the world. This pipeline of talent has delivered life-changing
innovations for more than 160 years.
Dr. David Morse has served as Corning’s
executive vice president and chief technology officer since May 2012. Morse is responsible for leading over 2,000 scientists and
engineers, managing Corning’s innovation
portfolio and creating new growth drivers for
the company. Prior to his current position, he
served as senior vice president and director,
Corporate Research.
Morse joined Corning in
position scientist in glass
he was named senior
ate and charged with
Optical Components
1976 as a comresearch. In 1985,
research associestablishing the
Research department. In 1987, Morse was
named manager of consumer products
development. He became director of materials research in 1990, and then moved through
a series of technology leadership positions in
inorganic materials and telecommunications
before joining Corporate Research in 2001.
Over the course of his many functional leadership responsibilities, Morse has been an
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racial diversity – initiating diversity affinity
groups, serving as a long-time sponsor and
champion of several - and taking executive
action to improve diversity balance. He has
extended his diversity leadership now to STEM
education advocacy and pipeline leadership
for Corning.
Morse graduated from Bowdoin College
magna cum laude in 1973 and earned a doctorate from Massachusetts Institute of Technology in 1976. He is a member of the MIT
chapter of Sigma Xi and the National Academy
of Engineering.
Morse chairs the McDonnell International
Scholars External Advisory Committee at Washington University in St. Louis, and is a member of
the Board of Industry Advisors of International
Materials Institute for New Functionality in Glass
(MI-NFG), the Dow-Corning Board of Directors,
the Corning Museum of Glass Advisory Board
of Trustees and the Corning Foundation Board.
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Corning Incorporated is acutely aware that there is a
significant gap in the number of skilled workers who
can fill STEM-related jobs. This a major concern for
Corning as the vast majority of our positions require
STEM skills.
At Corning, our strategy focuses on aggressive recruiting, developing homegrown talent, and collaborating
with local educational institutions to enhance STEM
curriculum and programs.
This approach helps Corning develop a talent pipeline
that allows a 160-plus year-old company work toward
another 160 years while simultaneously enhancing
education for all students in the communities where
we have a presence.
With some exceptions, the country’s K-12 education
system is struggling to provide a STEM-based curriculum that adequately prepares our children to succeed in an increasingly complex world. Many school
districts are dealing with a serious funding crisis that
impacts staffing and core curricula, making it difficult to enhance educational programs. That’s why
partnerships between businesses and schools are so
important to help provide a high-quality education as
a building block for success.
Corning has a long tradition of investing in education,
from pre-K through the college ranks, and particularly
in locations where we have operations. Corning likes
to hire within the local communities, so it makes sense
to build the strongest educational system possible for
future hires.
The principal way Corning supports education is
through the Corning Foundation, which has provided
$154 million in contributions since 1952. Approximately
half of the money has gone toward educational programs with an increasing emphasis on STEM.
We also support a broad range of initiatives in individual school districts such as the International Baccalaureate program, the Full Option Science System, and
Partners in Education, which sends scientists and engineers into classrooms to provide demonstrations and
bring science concepts to life. In 2004, Corning sponsored the opening of the Alternative School for Math
and Science, a middle school in Corning, N.Y., with a
STEM-based curriculum that now has an enrollment
of 130.
This commitment to elevate our educational institutions is key to developing homegrown talent, along
with attracting the best and brightest from other
areas. Our Technology Pipeline Program has also
been effective in developing local talent to fill existing
technology jobs.
©2015 STEMconnector® All Rights Reser ved
Selected students spend at least one day a week
in Corning labs and undertake a rigorous two-year
course of scientific and engineering study at a local
community college. When their study is complete, successful students then are offered Corning jobs. The program has accounted for approximately 25 percent of
our technician hires since 2010.
Without question, an effective strategy to address workforce needs is collaborating with both two- and fouryear colleges to develop curricula, provide resources,
and offer mentoring and internship programs.
At Monroe Community College near Rochester, N.Y.,
an optics technology program was developed for students with the help of a $500,000 grant from Corning
Foundation. Graduates in this specialized field are in
high demand and are filling workforce needs for companies like Corning.
We recognize that Corning’s ability to remain at the
forefront of global innovation in materials science,
optical physics and process engineering relies on the
contributions of diverse Corning employees – those
who are here today as well as the workforce of tomorrow. This is why Corning is a long-term sponsor of MIT’s
MITES program – Minority Introduction to Engineering
and Science. MITES is a six-week residence program for
rising high school seniors from across the country, from
which about 70% go on to graduate with a STEM college degree.
Corning is also a long-term industry partner with GEM
– the National Consortium for Graduate Degrees for
Minorities in Engineering and Science. Since 1976 GEM
has helped more than 3,000 minority students earn
masters and doctoral degrees in STEM fields.
For 13 consecutive years Corning has been nationally recognized by the engineering deans at the
nation’s top historically black colleges and universities as a leading supporter of STEM education. Corning’s support includes financial aid for scholarships,
internships, collaborative research opportunities, and
full-time employment.
Our Talent Management strategy is focused on attracting, developing, and retaining diverse talent with deep
science, engineering and commercial knowledge.
For example, Corning’s Sullivan Park R&D Center in
upstate New York is a destination for top scientific and
engineering professionals in materials science, optical
communications, display technologies and life sciences. Over 40 countries are represented at the center and 25% of the technical staff are ethnic, gender,
and racial minorities.
These employees are also parents of children in the
local schools who have an expectation of a strong
STEM-based curriculum. Without such, talent retention
can become a significant risk factor for the Corning
R&D enterprise.
At Corning, we know our future depends on our ability
to attract, develop and retain the best minds possible.
Today, and for years to come, those with the strongest
grasp of STEM will be the drivers of not only Corning,
but the American economy as a whole.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 83 Corning Incorporated
For our nation to reach its full potential, our economy
must be robust. America must be able to invent and
manufacture quality products and provide services as
good, or better, than any other nation in the world. That
requires a highly-skilled and well-educated workforce
that can innovate and thrive in a high-tech, automated, fully-connected work environment: a workforce that is STEM-skilled.
Stuart Kippelman
Corporate Vice President
& Chief Information Officer
Covanta Holding Corporation
Covanta (pronounced coh-van-tuh) is one of the world’s
largest owners and operators of infrastructure for the
conversion of waste-to-energy (known as “energy-from-waste”
or “EfW”), as well as other waste disposal and renewable
energy production businesses. Our company name represents
the cooperation and advantages inherent in the partnerships
we form to provide sustainable waste disposal solutions for
the communities and businesses we serve. Covanta operates
and/or has ownership positions in over 40 energy-from-waste
facilities in located North America, Italy and China. We also
operate other waste management businesses such as transfer
stations and metals recycling facilities complementary
to our core EfW business. Covanta-operated facilities in
North America convert 20 million tons of trash annually into
clean, renewable energy for approximately 1 million homes.
Covanta’s U.S. operations process approximately 65 percent
of the nation’s EfW volume and offset 20 million tons of
greenhouse gases annually.
Stuart Kippelman is the Corporate Vice President and
infrastructure and strategic improvements to leverage
Chief Information Officer (CIO) for Covanta and is
the power of technology to enhance business efficien-
responsible for all aspects of the company’s global
cies and employee productivity. In the search for next
information and digital technology. In his capacity as
generation breakthroughs, and in support of STEM activ-
CIO, Mr. Kippelman has been instrumental in leveraging
ities, Mr. Kippelman led the sponsorship and research at
innovative technologies to transform the way the busi-
the MIT Media Laboratories.
ness is run and generates revenue.
As a globally-recognized IT leader, Mr. Kippelman has
larly quoted in the WSJ, and is a featured blogger on
received numerous prestigious industry recognitions
Computerworld.com (Real World IT). An accomplished
including Computerworld’s 2014 Premier IT Leader
speaker, Mr. Kippelman is a frequent presenter at many
Award and the CIO.com Top 100 Award in 2012, 2013
major industry conferences, delivering keynote presen-
and 2014. He has been on the forefront of technology
tations on a wide variety of topics ranging from Lead-
innovation, successfully leveraging technology to solve
ership, Innovation, Mobile Computing, Consumerization
some of the company¹s toughest business challenges.
of IT, Cloud and Cybersecurity. He is actively engaged
Mr. Kippelman came to Covanta from Johnson & Johnson where he was Chief Information Officer, Health &
Wellness. Prior to this role, Mr. Kippelman was J&J’s Vice
President of Global Infrastructure Technology and,
before that, Corporate Director of IT M&A, Innovation
and Emerging Markets. During his tenure at J&J, Mr. Kip-
84
Mr. Kippelman is a monthly guest columnist and regu-
in various STEM activities including guiding and developing the next generation of IT leadership and serves
as a career mentor both for Columbia University’s
Executive Master of Science in Technology Management program, as well as the CIO Executive Council
Pathways program.
pelman spearheaded the creation of revenue-gener-
Mr. Kippelman holds a Master of Business Administration
ating business opportunities, new services, applications,
in Technology Management and a Bachelor of Science
and patented research. He led many aspects of global
degree in Business Administration.
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It will take an even greater level of focus on STEM for our nation
to become successful in the years to come, and it all starts with
education. What’s needed is a new approach to the educational curriculum in our country. Hands-on educational experiences should be introduced as early as Kindergarten and
extend through high school. Gaining students’ interests early and
often is the key in turning the unknown into the familiar. Science
Olympiad and Junior Solar Sprint – two exciting programs at the
middle school and high school levels – are wonderful examples
of making science “cool” in the minds of pre-teens and teenagers. We should do more of this – much more. With the same vigor
that lacrosse and soccer have taken off in schools and communities around the country, this type of real-world problem solving
through science, technology, engineering and math applications should be a mandated extra-curricular elective in every
educational institution in the country, led by teachers who are
as passionate about applied problem-solving as their students.
Our schools need better tools and resources. Students should be
encouraged and properly outfitted to use the knowledge they
are being infused with to create, invent, solve problems, make
the world better through the propagation of technological
advancement and discovery.
And who is equipped to prepare young students for the next
decade? We need to look not just at the classically trained education majors. Yes, they have their place. But so do professionals
already working in their respective STEM fields. There is a material
difference in being taught by someone relying on the Teacher’s
Edition for a subject they don’t truly understand nor have a realworld connection to versus someone who has a grasp of the
root concepts and a desire to infect the next generation with
their passion for discovery and innovation.
Fixing this issue isn’t complicated as there already exists amazing
resources to teach kids to program and think analytically, such
as Code.org and MIT’s free computer programing language,
Scratch. There are many additional resources to teach kids
JavaScript, and many other computer programming languages.
Maybe if we leverage these kinds of resources, and include
even young children in the process of solving real business issues,
we would excite them more and encourage them from a young
age to enter STEM fields.
As part of a STEM education, students must learn how the world
fits together, along with critical thinking and problem solving
skills. Once equipped with the right tools, background and fearless sense of adventure, graduates will find themselves very well
positioned to change the world!
©2015 STEMconnector® All Rights Reser ved
In addition to an academic education, the next generation
needs to have meaningful exposure to professional environments. I am a huge proponent of hands-on internships and corporate fellowship programs at every kind of company. The work
must be meaningful and true on-the-job experience, not clerical
busywork that does nothing to offer insights into whether or not
the particular role is a good fit for the student’s talents, skills, and
temperament. At Covanta we encourage and support internships that are meaningful and in line with a student’s course of
study. We strive to put students to work in real business situations,
doing work that matters and that is reflective of the position. In
doing this, we provide important skills and understanding of what
a career in a particular discipline involves and a real-feel for its
rewards. If I had my way, what I’d like to see, even at the elementary school level, is a regular program where invited guests who
work in STEM-related fields; the true science, technology, math,
and engineering experts, communicate their own interests by
ecturing on the topic and explain the great things about the
field. I really do believe with the right education, STEM students
have a true chance to change the world.
While important today, STEM skills and qualifications will become
even more important since the problems our world faces are
more complicated than they used to be. When I worked in the
medical and healthcare research field, the scientists would say
that all of the low-hanging fruit – simple-to-moderately challenging problems had all been solved already. What remains, is the
more challenging stuff; the stuff we need to adequately prepare
today’s youth to tackle. The future of our nation rests upon the
success of these very individuals!
At the same time, while the problems are getting more complicated, all industries are becoming more reliant on technology
than ever before. In my mind, all companies are now technology companies because we all rely on it so heavily to run our
lives. In addition, we are now living in a data-driven society driving a data-driven economy. Our products demand technology advancements to stay competitive, our employees expect
access to the latest tools to be more productive, and our customers expect access to all data the instant they need it. Can
you imagine going to your bank, making a withdrawal, and your
bank telling you to write it down because it will take them two
weeks to send you the confirmation in the mail – no you can no
longer imaging it! This trend will continue to accelerate, and
those in the STEM field will be the catalyst for all companies to
make the transformation. Those who embrace the change and
not resist it, will be the winners in 2016 and beyond.
As a CIO and leader in the technology space, I spend a lot of
time thinking about how to manage all these issues and leverage STEM to create a competitive advantage for Covanta. I
spend a lot of time recruiting the right individuals with the necessary mindsets to position our IT department to act quickly, think
creatively to solve problems, and in doing so, drive change. Like
that scientist told me, it will take more effort to solve tomorrow’s
problems than it did to solve yesterdays.
As a country, we need many more people with critical thinking and STEM skills to accomplish our goals and maintain our
competitive edge. Deciphering business Intelligence, analytics,
automation, cloud computing, mobile applications, and cyber
security are just some of the challenges before us. Embracing
STEM will lead to the competitive advantage we are looking for.
CIOs must turn these change into results that bear fruit. It isn’t
optional, but a question of survival!
1 0 0 C I O / C TO L E A D E R S I N S T E M | 85 Covanta Holding Corporation
It is difficult to believe that in today’s world where technology
dominates our lives in every imaginable way – even grandparents use iPads and eReaders, text, Skype, FaceTime – there is a
crisis brewing. The United States faces a critical shortage in the
number of graduates adequately prepared to work in the highpaying and heavily competitive arena of STEM (Science, Technology, Engineering and Mathematics) related careers. Yes, we
are talking about the country that has been known for ingenuity, innovation, and a competitive edge; a country responsible
for such ground-breaking inventions as the lightbulb, the steam
engine, the nail! So what’s going wrong? After all, we’re talking
about a group of disciplines and areas of study that have been
around for many thousands of years. These very disciplines are
what fueled the industrial revolution and put America on the
road of progress and prosperity.
Michael Keithley
Chief Information Officer
Creative Artists Agency
Leading entertainment and sports agency Creative Artists
Agency (CAA) represents many of the most successful and
innovative professionals working in film, television, music, video
games, theatre, and digital content, and provides a range
of strategic marketing and consulting services to corporate
clients. CAA is also a leader in sports, representing more
than 1,000 of the world’s top athletes in football, baseball,
basketball, hockey, soccer, tennis, and golf, and works in the
areas of broadcast rights, corporate marketing initiatives,
licensing, and sports properties for sales and sponsorship
opportunities. Science, Technology, Engineering, (Arts), and
Math (STE(A)M) are part of CAA’s work in public education.
CAA uses its indirect influence on pop culture, to partner with
various organizations and inspire students to become, and stay,
interested in STE(A)M; to position these disciplines as “cool”
to study; and to foster employee engagement with students
in various activities, including museum and career field trips,
science fairs and competitions, speaking engagements, and
global campaigns that improve in-class and out-of-class
educational tools.
Michael Keithley is Chief Information Officer
for Creative Artists Agency (CAA), the world’s
leading entertainment and sports agency,
with offices in Los Angeles, New York, London,
Nashville, and Beijing, among other locations
globally. In this role, Keithley is responsible for
all facets of Information Technology (IT) at the
agency, including strategy, applications, infrastructure, support, and execution, along with
advising CAA’s agents and clients on digital
and technology-related issues. In addition
to his IT responsibilities, Keithley collaborates
on technology strategies across all areas of
the agency, including Business Development,
Corporate Consulting, Social Media, Digital
Media and Entertainment Marketing business
units, among others.
Throughout Keithley’s 23 years at CAA, he has
been instrumental in mentoring and cultivating young IT talent, along with working with
multiple organizations to address education-related issues, and focusing on STEM’s
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S I N S T E M role in education. He works closely with the
CAA Foundation to support improved education techniques through public and private partnerships at the national and local
levels. Keithley continually serves as a liaison
between Silicon Valley’s technology community and the Hollywood creative community.
Keithley received the President’s Volunteer
Service Award for his work with the Los Angeles Unified School District; and serves on the
Board of Directors of the Fulfillment Fund,
Communities In Schools, and Communities In
Schools of Los Angeles.
Prior to joining Creative Artists Agency, Keithley
held several technology and management
positions at Northrop Grumman Corporation
and Motorola Inc. Keithley is a graduate of
Arizona State University with a Bachelor of
Science in Computer Information Systems.
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CAA is devoted to STE(A)M, and more importantly
exposing students to STE(A)M, through engaging
and innovative experiences. CAA created “STE(A)M
Day” at several of its offices nationwide, hosting clients such as Radiolab, and YouTube star Joe Penna
(MysteryGuitarMan), as well as organizations such as
Raspberry Pi, GlassLab and CUBE, for a fun-filled day of
experiential learning with public high school students.
CAA sent out littleBits circuitry libraries to fifty schools
globally as its annual 2013 holiday gift, among other
company-wide initiatives.
Our Information Technology (IT) department has been
committed to making a personal investment in females
and minorities by providing an inclusive environment
where we are able to make significant contributions,
along with mentoring the next generation of leaders in
technology and innovation, enabling them to be successful in STEM professions.
As a department we employ a comprehensive and
actionable list that is an integral part of our IT department’s vision and strategy to assist and encourage
underrepresented female high school students to
explore and eventually pursue careers in the fields of
technology. CAA employees organize, and participate in, monthly support groups and work groups in
the STEM pipeline, covering various topics, such as editing software for video footage and learning to code,
for public high school students.
The traditional methods of hiring were not producing
the desired results we were looking for, my Chief of
Staff set out to use non-traditional methods to attract
females and diverse candidates to our IT positions,
these included establishing an internship program, and
partnerships with organizations that are dedicated to
growing females, such as Women in Technology International and Grace Hopper, among others.
We encourage mentoring by our IT leaders in the
workplace, providing hands-on career guidance in
the world of technology to our female and minority IT
colleagues, within an environment where colleagues
understand career advancement paths throughout
the company. Growth is the quintessential recipe for
success, and we encourage all of our colleagues to,
not only excel within their core competencies, but to
also improve their leadership capabilities. The more
female and diverse leaders, and mentors, in our IT
department and throughout our company, the faster
we will attract these same employees who are pursuing work environments that inherently foster growth.
Involving all members of our IT department in our STEM
strategy is vital for true change to occur. Employees
are encouraged to participate in activities around
STEM, some of which are hosted at our office locations
and others that are at offsite events.
We understand that we cannot achieve this change
by ourselves; therefore, external partnerships are a
significant piece of our strategy. For example, our
IT department worked closely with the technical
aspects of a joint venture between CAA and Intel,
that resulted in the CAA/Intel Media Lab, now closed,
but was located at CAA’s headquarters, designed
to be a place to learn, play, and explore the new
digital technologies as they apply to the media and
entertainment industry.
CAA has also supported and worked with over fifty
STEM organizations through its payroll deduction program, funding field trips to exciting locations including
the Jet Propulsion Lab, ASTC Properties, STEAM Summer
Camps, and SpaceX.
To date, the CAA IT department has been successful in hosting six workshops annually for 100-plus students per workshop, allowing students to interface,
learn, and develop mentoring relationships with
actual professionals.
The workshops engage students in critical thinking and
expose them to new options for career exploration in
the STEM fields, along with demonstrating how each
discipline correlates with one another through projectbased programming. To date, the program has directly
served over 5,500 students.
Additionally, our hiring approach centers on the intentional and specific language used throughout our
STEM related IT job descriptions, ensuring that they
contain gender equality descriptions so as not to deter
qualified female candidates. In addition to the wording of these job descriptions, another strategy that we
employ is to identify a qualified pool of female candidates to be interviewed before the final candidate
is chosen.
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 87 Creative Artists Agency
Women/Girls and Diversity
The entertainment industry is very competitive and CAA
is focused on remaining at the forefront by attracting
the best people from the widest pool, which includes
females and minorities. Throughout our uniquely collaborative culture, we are committed to doing what
we say in ways that are highly visible, including active
partnerships with organizations that focus on young
females in STEM; participating in diversity events and
efforts; providing funding for these efforts; and aligning our STEM programs with our IT department’s
strategic initiatives.
Kathleen Brandt
President & Chief Information Officer
CSX Technology
CSX Technology provides technology and information to
maximize the safety, service and efficiency of CSX Corporation.
CSX, which is based in Jacksonville, FL, is a publicly traded
premier transportation company. It provides rail, intermodal
and rail-to-truck transload services and solutions to customers
across a broad array of markets, including energy, industrial,
construction, agricultural, and consumer products.For nearly
190 years, CSX has played a critical role in the nation’s
economic expansion and industrial development. As a North
American leader in the industry, CSX’s rail network stretches
across 23 states and two Canadian provinces. The network
connects every major metropolitan area in the eastern United
States, where nearly two-thirds of the nation’s population
resides. It also links more than 240 short-line railroads and more
than 70 ocean, river, and lake ports with major population
centers and farming towns alike.
Kathleen Brandt is president of CSX Technology. She directs the information technology
capabilities of CSX Corporation, a premier
North American transportation company
based in Jacksonville, FL, that provides rail,
intermodal and rail-to-truck transload services across a broad array of markets.
As the corporation’s Chief Information Officer,
Ms. Brandt supports CSX’s strategic objectives
through technology and information, and
delivers tools and data to maximize excellent
service and operational efficiency.
Ms. Brandt joined CSX Technology in 1985 as a
software developer, and progressed through
positions of increasing responsibility. In 2004,
she was appointed assistant vice presidentapplications development, overseeing creation of innovative systems that supported
significant and sustained improvements in
safety, customer service and efficiency.
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S I N S T E M She partners extensively with all business functions to provide access to critical information
and data, which increases the productive
use of rail assets including locomotives and
rail cars, enables field-based employees with
mobile tools, and provides customers with
enhanced visibility and management of
their shipments.
Ms. Brandt holds a Bachelor of Science
degree in computer information systems and
a Master of Business Administration, both from
Jacksonville University. She is on the Board of
Directors of Railinc, Northeast Florida Regional
STEM2 Hub, and Dreams Come True. She also
serves on the executive advisory board of
the Jacksonville University Davis College
of Business.
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As the IT provider for CSX, which serves the eastern
U.S., where nearly two-thirds of the nation’s population resides, CSX Technology is constantly seeking
talented employees to fill jobs that support CSX’s
24/7 operations.
Yet, we often find that candidates know very little
about America’s railroads, though we’ve been around
for nearly 190 years, moving freight that includes grain,
automobiles and orange juice, and contributing to
economic strength by efficiently moving materials
from factories and marine ports to distribution centers
and retail stores.
The issue is one of perceptions, and our challenge is
to demonstrate the relevance of railroads, not only for
the connectivity they offer, but their ability to move
freight over privately funded networks that relieve the
burden on our highways, and doing so with unparalleled fuel efficiency.
We do that with advertising and branding, social
media engagement, and community involvement.
We also do college campus recruiting that underscores our ability to move a ton of freight 483 miles
on a gallon of fuel, and by describing the technology
opportunities we offer in a fast-paced and rewarding
workplace. In these and other forums, we’re able to
demonstrate the vital role railroads fill, and the exciting
technology work we’re doing in everything from network scheduling algorithms and predictive asset health
analytics to unmanned aerial vehicles and energy
savings initiatives.
In many ways, this challenge of perceptions — and
misperceptions — is the same one faced by the nation
as we struggle to attract more young people to the
fields of science, technology, engineering and math, or
STEM. Over the past decade, STEM jobs have grown
three times faster than non-STEM jobs, and this momentum will continue, increasing the number of available
jobs that will go unfilled unless we find ways to make
STEM education and vocations more appealing
and accessible.
At CSX Technology, we’re attracting highly qualified
individuals to meet our expanding and advanced IT
needs in two primary ways.
that people are our competitive edge, and creating
a rewarding environment that encourages a range of
perspectives is key to fostering innovation. To that end,
our recruiting efforts champion diversity, which helps us
reflect the values and perspectives of the communities in which we operate.
Two, we provide our employees with training opportunities, and offer both technical and leadership career
paths. Additionally, we are building a pipeline of talent by expanding our college graduate programs and
offering internships. CSX Technology encourages our
employees to learn our core business by spending time
with the men and women who run our railroad every
day. These experiences enable us to deliver valueadded IT tools and solutions to an intricate railroad
and its many customers.
But our ultimate success, and our nation’s strength,
hinges on a continued supply of qualified employees
skilled in the STEM disciplines. All of us share a responsibility in that regard. CSX is joining other business leaders
in its headquarters region for a Northeast Florida STEM
hub focused on accelerating the growth of education and careers in STEM fields. We also are exploring national partnerships that will help our organization
attract, develop and retain current and future STEM
talent. As one of the senior executives who comprise
CSX’s Executive Inclusion Council, an advisory group
that helps ensure alignment of the company’s diversity,
inclusion and engagement strategies with business priorities, I work with my colleagues to identify and leverage opportunities to attract great candidates and
make CSX an employer of choice.
Is the approach working? You bet. In the past three
years, we have been named to IDG Computerworld’s
list of the “100 Best Places to Work in IT.” By having great
talent, ensuring a diverse and engaged work environment, and making the connection between IT jobs and
the success of the company, we’re changing perceptions – demonstrating the value of STEM disciplines and
how they can translate directly into fulfilling careers
here at CSX and other places.
On a broader scale, the same strategy can increase
the number of young people who pursue STEM studies
and eventually STEM careers. We must, as employers,
parents, communities and as a nation, do a better job
of making the connection between the technological
advances of the contemporary world and the scientists
and engineers who make them happen. If we inspire,
engage and educate young people to the reality and
opportunity of STEM careers, we can change their perceptions and strengthen our nation’s future.
One, we strive to create a work environment for a
diverse and engaged workforce, where everyone has
the opportunity to leverage and grow skillsets while
doing work that truly makes a difference. We recognize
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 89 CSX Technology
Technology has been part of virtually every major
advance among railroads in the last half century, from
the first introduction of computers in the late 1950s, to
today’s sophisticated IT networks that support safety,
efficiency and customer requirements. Every day, more
than 1,300 trains operate over CSX’s 21,000-mile network, and their movement is supported by the company’s information technology systems.
Jan Marshall
Vice President
& Chief Information Officer
Cubic Corporation
Cubic Corporation designs, integrates and operates systems,
products and services focused in the transportation, defense
training and secure communications markets. As the parent
company of two major business units, Cubic’s mission is
to increase situational awareness and understanding for
customers worldwide. Cubic Transportation Systems is a
leading integrator of payment and information technology
and services to create intelligent travel solutions for
transportation authorities and operators. Cubic Global
Defense is a leading provider of realistic combat training
systems, secure communications and networking and highly
specialized support services for military and security forces of
the U.S. and allied nations.
Jan L. Marshall was named vice president and
chief information officer of Cubic Corporation in September 2014. Marshall is responsible
for delivering a broad range of IT initiatives in
support of the company’s more than 8,000
employees in 130 locations worldwide. Marshall leads a team of employees overseeing
Cubic IT applications, infrastructure, solutions
delivery and process excellence.
Marshall has nearly 40 years of experience
and is a recognized leader with a deep
understanding of IT strategy, program management, and organizational and governance processes.
Prior to joining Cubic, Marshall founded jlm
Coaching and Consulting, an executive
coaching and consultancy firm focused on
transformational leadership and guidance of
IT organizations. She served as CIO at South-
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S I N S T E M west Airlines from 2006 to 2012 as the airline
transformed its financial platform, rewards
program, website, mobile capability and
social presence in the industry.
Marshall earned a Bachelor of Science in
Psychological Sciences from Purdue University and an MBA in Management Information and Services from the University of Dallas.
She serves on several Advisory Councils for
Southern Methodist University and on the
SAP Independent Executive Advisory Council. Marshall also has received several prestigious IT industry recognitions, including being
named on the 2011 Top 25 CIO of the year list
and Computerworld’s Top 10 Breakaway CIO
in 2011.
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Cubic is helping solve global challenges such as
national security, aging infrastructure and congestion through our cutting-edge products and services.
Innovation is very important to our company and is
the backbone of Cubic. The competitive edge of our
innovation is our people. It is through our people that
innovation occurs and new services and solutions are
offered to complete our vision - ‘be the global market leader by winning the customer to accelerate our
growth.’ Through the use of a Cubic product, ‘IdeaSpark,’ we harness the power of our collective minds to
innovate, spurring our products and services forward.
An example of innovation at our company is the
expansion of our NextCity vision by utilizing Urban
Insights, which was developed into a new company
based on the work CTS was already doing with information/data mining through our revenue management systems and reporting features. Through NextCity,
we hope to create a unique and innovative predictive analytics model for helping transportation operators to gain insights into and use their existing data to
produce efficiencies in operations and provide more
actionable information to their customers.
©2015 STEMconnector® All Rights Reser ved
Another example is NeuroBridge, a neurosciencebased software solution used with Cubic’s Live, Virtual
and Constructive (LVC) training systems to optimize
how the trainee’s brain functions in real-time to improve
situational awareness and assessment. The data captured by these systems allows dynamic adaptation of
the training event through analysis of trainee action
and inaction, both physically and cognitively, to customize exercises specifically to the trainee.
As the first CIO at Cubic, I am responsible for leading our company’s overall IT transformation, including
implementation of a new ERP system. We, in IT, along
with our senior leadership team are leading change in
the company improved tools, new technologies and
new ways of delivering service and value to the business. What we are delivering and how we are delivering are fueling the One Cubic initiative. One Cubic is
about harnessing the operating synergies across business units. I believe that we will offer higher quality of
service with better value through IT strategy, innovation and leadership, which all influence the success of
a company.
Providing technical, process and change leadership
expands well beyond just a department transformation. We are enabling a new way to work and more
productive ways for our employees to continue winning our customers. This is the future of the CIO role in
our industry.
Diversification leads into innovation and we can only
find that diversity in our people. Being a company that
leads in the design, development and integration of
defense and transportation systems, Cubic holds various positions related to STEM and is committed to the
growth and strength of our youth in the sciences.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 91 Cubic Corporation
Founded and headquartered in San Diego, CA since
1951, Cubic Corporation is the parent company of two
major businesses, Cubic Transportation Systems (CTS)
and Cubic Global Defense (CGD). CTS is a leading integrator of payment and information technology and
services for intelligent travel solutions around the world.
CGD is a trusted provider of realistic, mission-centered
training systems and services, intelligence, and cyber
solutions for the U.S. and allied nations. Both businesses
are engaged in the design, development, integration
and sustainment of high technology systems, products and services for government and commercial
customers worldwide.
Stephen Gold
Executive Vice President
& Chief Information Officer
CVS Health
CVS Health is a pharmacy innovation company helping
people on their path to better health. Through its more
than 7,800 retail drugstores, nearly 1,000 walk-in medical
clinics, a leading pharmacy benefits manager with more
than 70 million plan members, and expanding specialty
pharmacy services, the company enables people, businesses
and communities to manage health in more affordable,
effective ways. This unique integrated model increases
access to quality care, delivers better health outcomes
and lowers overall health care costs. Find more information
about how CVS Health is shaping the future of health at
www.cvshealth.com.
Stephen Gold is Executive Vice President
and Chief Information Officer for CVS Health.
In this role since July 2012, Gold is the company’s senior technology executive and has
responsibility for all information systems and
technology operations, including information
technology strategy, application development, technology infrastructure and PBM Client Services Operations.
A seasoned executive with more than 35
years of information systems management
experience, Gold was previously Senior Vice
President and CIO for Avaya, guiding all
aspects of the company’s technology strategy, as well as leading IT business operations
and systems globally.
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S I N S T E M Prior to joining Avaya, Gold was the Executive Vice President, Chief Information Officer
and Corporate Chief Technology Officer for
GSI Commerce. At GSI, Gold was responsible
for product development, product marketing, systems architecture, product engineering and technology operations for one of the
nation’s premier ecommerce solutions providers, supporting brands such as Toys R Us,
Polo, BCBG, Estee Lauder, Kate Spade and all
major sports leagues.
Gold holds an undergraduate degree in
computer science from Saint John’s University and currently serves as a member of their
advisory board.
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A recent example of this framework in action is our IT
team’s support of CVS Health’s new Specialty Connect program. For most Americans, filling a prescription
is as simple as bringing it to the neighborhood pharmacy and picking up the pills a few hours later. But for
patients who take specialty medications to manage
complex conditions like hepatitis C, multiple sclerosis,
psoriasis, oncology, and rheumatoid arthritis, the process can be more challenging. Specialty Connect
offers patients choice and flexibility in how they access
their specialty medications, while providing centralized, expert clinical support.
With a national footprint that includes 7,800 CVS/pharmacy and 1,000 MinuteClinic locations nationwide,
a pharmacy benefits management business with 70
million plan members, and a growing specialty pharmacy services business, we reach millions of people
each and every day. And, with a workforce of 215,000
colleagues, our IT team is charged with ensuring
they are armed with the tools and services needed
to provide top-notch and cost-effective solutions for
our customers.
With Specialty Connect, patients have the option to
bring their specialty prescriptions to any CVS/pharmacy. After dropping off their prescription at the
pharmacy, patients receive insurance guidance and
dedicated clinical support by phone from a team of
specialty pharmacy experts, trained in each therapeutic area, who are available 24 hours a day, 365 days a
year. Once the prescription is ready, the program also
makes it easy for patients to receive their specialty
drugs. Patients can choose between in-store pickup at
any of the many CVS/pharmacy stores nationwide, or
they can receive their medications by mail.
Our country has been transitioning to a digital society
in recent years and it’s transforming how we live, how
consumers behave and how businesses such as CVS
Health compete. You can see it in things from electronic medical records and e-prescribing; to smart
phone apps that provide medication reminders and
other tools to manage patients’ prescriptions. The
health care industry is expected to change more in the
next 10 years than it has in the past 50 and CVS Health
is playing an important role in driving this change.
To keep up with the changes in health care and within
our company, our IT department works to develop,
implement and refine industry-leading capabilities
that both power and connect our company’s integrated offerings – CVS/pharmacy, CVS/minuteclinic,
CVS/caremark and CVS/specialty. Our IT framework
supports strategic priorities including developing a
strong, scalable enterprise-wide platform to enable
innovation and future growth; building, enhancing,
and integrating systems to support current company
initiatives; upgrading and maintaining tools and technologies for colleagues to drive productivity and foster
collaboration; and managing the “business of IT” to
engineer quality, reliability, compliance and cost-effectiveness in an environment that is extremely complex.
©2015 STEMconnector® All Rights Reser ved
Our IT team played a pivotal role in building the systems
interfaces that support our patients in ever increasing
ways. In addition to receiving counseling and support
via our PBM and mail order services, we are now able
to connect them with the trusted pharmacists at our
7,800 retail pharmacies, who can now make a face-toface connection with those specialty patients as well.
It’s a really great and innovative way that our IT colleagues are not only supporting the business, but also
the millions of patients we serve each and every day.
Launching and supporting ground-breaking programs
like Specialty Connect are both challenging and
complex. That’s why it is critical to have a team of topnotch professionals behind it - people who are not only
technology leaders, but also experts in various aspects
of pharmacy and health care. In order to truly make
an impact in information technology, we have to fully
understand the business and its needs. Our colleagues
are poised and ready to take on any challenge that
comes their way, and are nimble and fast-acting, qualities needed to succeed in the ever-changing health
industry. Our unique integrated IT model is enabling our
company to provide enhanced service and care and
delivering on our company purpose – helping people
on their path to better health.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 93 CVS Health
The nation’s health care landscape has changed dramatically in the last decade, and it continues to evolve
to this day. With the implementation of the Affordable
Care Act, the growing Baby Boomer population, and
the rise of chronic disease, health care providers have
had to act fast to adapt to the growing and changing
health care system. As the nation’s largest pharmacy
innovation company, CVS Health is committed not only
to meeting our customers’, clients’ and patients’ needs,
but also delivering innovative and cost-effective solutions across our company. Our Information Technology
(IT) team is at the forefront of that work.
Alan Cullop
Chief Information Officer
& Senior Vice President
DaVita Inc.
DaVita HealthCare Partners Inc., a Fortune 500 company, is
the parent company of DaVita Kidney Care and HealthCare
Partners. DaVita Kidney Care is a leading provider of kidney
care in the United States, delivering dialysis services to
patients with chronic kidney failure and end stage renal
disease. As of March 31, 2015, DaVita Kidney Care operated
or provided administrative services at 2,197 outpatient dialysis
centers located in the United States serving approximately
174,000 patients. The company also operated 93 outpatient
dialysis centers located in 10 countries outside the United
States. HealthCare Partners manages and operates medical
groups and affiliated physician networks in Arizona, California,
Nevada, New Mexico, Florida and Colorado in its pursuit
to deliver excellent-quality health care in a dignified and
compassionate manner. As of March 31, 2015 HealthCare
Partners provided integrated care management for
approximately 830,000 patients. For more information, please
visit DaVitaHealthCarePartners.com.
Alan Cullop currently serves as CIO and SVP
at DaVita Healthcare Partners, Inc., a Fortune 500 company and a leading provider
of health care services. During his 20+year
career, he has led the development and
expansion of IT systems and teams for numerous transaction-intensive businesses, including, Avis, Priceline.com, Orbitz.com, American
Express, Wyndham, Holiday Inn Worldwide,
Coldwell Banker/Sotherby’s and MCI. Alan
began his career as a developer with MCI
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10+ years for complex global 100 companies including Berkshire Hathaway’s NetJets,
Cendant and the TriZetto Group, a Healthcare Software Services Company. He holds a
bachelor of science degree from the University of Tennessee and Georgia Tech’s Dupree
College of Management Leadership Forum.
Alan enjoys spending time with his family,
reading and traveling.
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Taken in the context of the STEM crisis in the United
States and the implications for America’s continued
prosperity, I believe that there are three key priorities
for the STEM community that can serve to inspire and
engage our nation’s youth:
1. Position STEM as a creative endeavor
2. Create STEM ambassadors
3. Contextualize the impact of STEM.
Position STEM as a Creative Endeavor
According to the U.S. Bureau of Labor Statistics,
employment in occupations related to STEM is projected to grow to more than nine million by 2022. These
are high-paying jobs, which give today’s students the
financial security needed to provide for their families,
live fulfilling lives and contribute to the evolution of a
myriad of industries.
However, these facts have not convinced students to
look at the STEM fields as areas of opportunity. Perhaps
this comes as a result of a student’s socioeconomic
background, educational environment or a sense that
the complexity of these disciplines is too much to overcome. In fact, the 2015 U.S. News/Raytheon STEM Index
report notes that a range of cultural issues – including
early bias and social expectations – still play a significant role in diverting students from the STEM fields,
often before they reach college.
Driving engagement among today’s students is
dependent upon our ability to create excitement.
Simply put, we must demonstrate that STEM can not
only create value and solve complex problems, but
also spark new ways of thinking about our culture, our
country and our future.
The key to establishing excitement among students is
to reposition our fields as creative endeavors. It is imperative that we create forums in which young minds can
celebrate inspiration and channel their creativity. After
all, STEM can – and should – be considered “modern
art” that has room for theorems, equations and code,
as well as beauty, simplicity and emotional impact.
Create STEM Ambassadors
As CIO at DaVita, I am fortunate to have the opportunity to help teammates, business partners and executives recognize how IT can facilitate change for the
benefit of our patients and our enterprise. In many
ways, I am an IT ambassador, responsible for espousing
the value of innovation and generating consensus for
how technology can truly transform patient care.
In this role, effective communications skills are critical,
and the same applies for all prospective STEM professionals. If we want to generate interest and create
successful STEM students, it is important that we focus
©2015 STEMconnector® All Rights Reser ved
on the arts as well, so students can build skills that allow
them to serve as STEM ambassadors.
Being an effective STEM ambassador only comes if we
truly connect with our intended audience, but doing so
is a learned skill rather than an inherent trait for most of
us in the STEM world. As a result, we first need to improve
our communications skills – and help students become
better communicators – so we can all convey a “why”
that resonates,and most STEM fields require team work to
be successful .
Second, and most importantly, we need to engage
students in a manner that inspires them. In many ways,
it’s a self-fulfilling cycle. If we’re inspired, students will
engage. If we’re engaged, students will not only be
inspired, they will serve as STEM ambassadors in their
own right and improve their communication skills in
the process.
Contextualize the Impact of STEM
I believe that people gravitate to a career that they
connect with personally and gives them the opportunity to contribute to a mission that is larger than themselves. At DaVita, we put this into practice by caring
for our patients, each other and our world.
Over the last 12 months in our home state of Colorado,
we contributed more than $1.3 million in donations and
thousands of volunteer hours to 90 nonprofits and community groups chosen by our teammates. The majority
of these organizations focus on education and scholastic engagement among underserved communities
in Denver.
By allowing our teammates to choose and influence
DaVita’s philanthropic programs, we contextualize our
efforts and create a sense of ownership that builds
upon itself year after year. Teammates can choose
things that matter to them and reflect their personal
priorities, which drives engagement, participation
and fulfillment.
In the case of STEM education, we should consider a
similar approach. By connecting STEM to students’ values and experiences, we can increase recognition for
their personal potential to effect positive change.
Furthermore, by contextualizing, we establish a framework that connects STEM to something larger. Perhaps
our mission as STEM professionals should not be STEM education in and of itself, but rather to build a greater understanding that STEM roles are creative and exciting ways
to solve many of the challenges students face each and
every day.
Building engagement for the STEM fields among
our country’s youth is a complex issue, and there
is no single solution. However, we cannot expect a
material change in outcome if we do not shift the
engagement paradigm.
As we look ahead, we should expand our focus on
communication and use the power of creative inspiration to connect with students in a meaningful way
and demonstrate how STEM is as much an art as it is
a science.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 95 DaVita Inc.
STEM and the Art of Value Creation
Michelangelo once said,“I saw the angel in the marble
and carved until I set him free.” Such sentiment speaks
to the inherent potential of the creative process, and
how inspiration can serve to make ordinary people
achieve extraordinary results.
Bill Briggs
Chief Technology Officer
Deloitte Consulting LLP
Deloitte provides audit, consulting, financial advisory, risk
management, tax and related services to public and private
clients spanning multiple industries. With a globally connected
network of member firms in more than 150 countries and
territories, Deloitte brings world-class capabilities and
high-quality service to clients, delivering the insights they
need to address their most complex business challenges.
Deloitte’s more than 210,000 professionals are committed to
becoming the standard of excellence. Within Deloitte’s talent
competency model, STEM skills are emphasized as critical to
serving clients.
Bill Briggs is Chief Technology Officer of Deloitte
Consulting LLP. His 17+ years with Deloitte have
been spent delivering complex transformation programs for clients in a variety of industries
(including Financial Services, Healthcare, Consumer Products, Telecommunications, Energy, and
Public Sector).
Bill is a strategist with deep implementation experience—helping clients anticipate the impact
that new and emerging technologies may have
on their business in the future, and realize that
potential from the realities of today. In his role as
CTO, Bill is responsible for research, eminence, and
innovation. This entails communicating the vision
for Deloitte Consulting LLP’s technology practice,
identifying and investing in technology trends
affecting clients’ businesses, and shaping the
strategy for Deloitte Consulting LLP’s emerging
services and offerings. He leads the Architecture
function across Deloitte’s Technology practice,
drives the core technology content for training
and development of tech fluency across career
models, and serves as executive sponsor for campus recruiting.
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Bill was responsible for launching and growing a
new practice that defined a new category of
digital agency consultancy. Today, Deloitte Digital
offers a mix of creative, strategy, user experience,
engineering talent, and technology services to
help clients harness disruptive digital technologies to redesign “business as usual”—to engage
differently with customers, change how work gets
done, and rethink the very core of their markets.
Bill earned his undergraduate degree in Computer Engineering from the University of Notre
Dame, and his MBA from the Kellogg School of
Management at Northwestern University.
He lives in the suburbs of Kansas City with his
wife and two young daughters—whose nascent
love of ‘Star Wars’ makes him proud. A passionate (read: mediocre) golfer, Bill is also a recovering gamer, pleasantly average guitarist, aspiring
pianist, avid reader, film buff, gadgeteer, and
whiskey enthusiast.
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At Deloitte we help our clients harness digital, analytics,
cloud, and exponential technologies to reinvent themselves. This often requires fundamentally evolving existing core technology landscapes and transforming the
IT department’s organization, delivery model, and, in
many cases, its very mission. My charter as Chief Technology Officer is to scan new technologies in order to
understand the “what” and, more importantly, the “so
what”–the potential positive business impacts, implementation complexities, risk factors, and relative maturity of any given space. My goal is to get to the “now
what”—helping clients drive innovation.
I also collaborate with leaders across our organization
to envision and architect Deloitte’s growing technology services footprint. STEM knowledge is a cornerstone
here, requiring fluency in both existing and emerging
technology disciplines, and in engineering principles
to quantify, analyze, frame, and solve problems and
opportunities. This forms the basis for Deloitte’s research
agenda, incubation initiatives and, most importantly,
the evolution of the services we provide to help our
clients on their transformation journeys.
We approach this effort by offering numerous internal
programs designed to raise tech fluency within our
technology practice and beyond. Through our efforts,
we work to increase Deloitte’s relevancy and credibility with our clients and to provide the services and
expertise they need to take advantage of new and
emerging technologies. Moreover, we want to continue adding to the list of increasingly complex services that define Deloitte’s technology footprint. For
example, Deloitte Digital, a full-service digital agency
consultancy, brings together the creative and digital
technology capabilities, business acumen, and industry insight clients need to transform their businesses. As
the founding global leader of Deloitte Digital, it was an
honor to launch a brand and set of capabilities that
have become industry benchmarks—mixing deep
STEM left-brained expertise with creative, design, marketing, and other right-brained disciplines. Our goal is
to imagine, deliver, and run the future for our clients.
Realizing this goal requires a multi-faceted effort that
leverages STEAM (the addition of fine arts disciplines to
our foundational STEM skill sets).
Beyond these responsibilities, I also lead campus recruiting for Deloitte’s technology practice. As a computer
engineer, I recognize the value of STEM education and
training. When students ask me about possible careers
in STEM, I tell them,“A STEM education can lead you on
a career path in which you solve the novel and essential problems of tomorrow.”
©2015 STEMconnector® All Rights Reser ved
Unfortunately, our society is not doing enough to cultivate and encourage the talent of tomorrow. Universities,
in particular, can offer more and varied opportunities
for developing STEM skills, particularly to women, minorities, and other groups currently underrepresented in
STEM-related fields. We are investing in universities to
help them develop STEM-centric curriculums that
feature analytics and data science programs, digital
design, and next-generation ERP. We are also investing
in the development of broad educational curricula
designed to prepare engineers, mathematicians, and
scientists for careers in consulting.
The private sector can bolster such efforts by providing
mentoring opportunities to promising employees and
by making diverse STEM teams the cultural norm within
organizations. At Deloitte, we have certainly seen how
bringing together diverse perspectives and a wide
range of STEM disciplines within teams and practices
can fuel creativity, challenge staid assumptions and, in
many situations, deliver desired outcomes.
Universities and the private sector alone cannot shoulder the entire burden of cultivating tomorrow’s innovators. Indeed, STEM education should begin at home—a
belief I’ve put into practice with my own daughters,
Mae, age 9, and Erin, age 7. During the summer months
we have “Science Sundays,” a time we set aside each
weekend for experiments that cover everything from
robotics to phototropism to DNA extraction to estimating the number of blades of grass in our suburban Kansas City yard. Through these experiments I hope to instill
in my daughters the same love of science and technology that I have. So far, it seems to be working. They
both made enthusiastic assistants last year as I built my
own virtual pinball machine, an effort that combined
woodworking, hardware hacking (for the solenoids/
contactors/analog plungers/shaker/motor), and coding (for table setup and synch between virtual events
and physical feedback).
In my role as CTO for Deloitte Consulting LLP, I have it
easier than most of my clients. I can depend on a talented team of individuals (our CIO Larry Quinlan and
our internal IT department) to drive the company’s
operational IT needs while I and others in the organization focus on the technologies and opportunities of
tomorrow. Most CIOs don’t have this luxury. Running an
IT department effectively day to day—managing people, operations, architecture, vendors, risk and compliance, and security—is challenging. It is also table
stakes for establishing credibility.
To maintain operational credibility while simultaneously working to turn their visions of tomorrow into
reality, CIOs increasingly rely on talented individuals
possessing advanced STEM and artistic skills sets. It is a
privilege to collaborate with my client CIOs and these
dedicated, knowledgeable staff members in a cycle
of innovation: We dream in order to design; design to
build; build to run; run to improve; and use improvement opportunities as fuel for tomorrow’s dreams.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 97 Deloitte LLP
These are singular times for technology. Shifting markets and the rapid-fire pace of innovation require
companies across industries and geographies to
become technology companies in order to thrive.
Consequently, many organization purposefully nurture
and leverage science, technology, engineering, and
mathematics expertise to meet today’s challenges
while pursuing tomorrow’s opportunities.
Mike White
Senior Vice President &
Chief Technology Officer
Disney Consumer Products and
Interactive Media
Disney Consumer Products and Interactive Media (DCPI) is the
business segment of The Walt Disney Company (NYSE:DIS) that
brings our company’s stories and characters to life through
innovative and engaging physical products and digital
experiences across more than 100 categories, from toys and
t-shirts, to apps, books, and console games. DCPI comprises
two main lines of business: Disney Consumer Products (DCP),
and Disney Interactive (DI). The combined segment is home
to world class teams of app and game developers, licensing
and retail experts, a leading retail business (Disney Store), artists
and storytellers, and technologists who inspire imaginations
around the world.
Michael White was named senior vice president and chief technology officer for Disney
Consumer Products and Interactive Media
(DCPI) in August 2014. White leads the technical direction and serves as an advisor to
senior leadership teams on trends relating to
technology and consumer products. In this
role, Mike enables a culture of innovation and
collaboration across both business segments
and the development of groundbreaking
new products and consumer experiences
that drive future growth.
Prior to this role, White was the chief technology officer at Disney Interactive where he
led technical direction and platform development for Disney.com, Disney Interactive
Family, and Disney Interactive Games (virtual
worlds, social games, mobile games/apps
and console games). Additionally, he oversaw the development of a portfolio of consumer products, cloud infrastructure, business
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proprietary game engine technology.
Before joining Disney Interactive in 2011,
Michael served as CTO and CIO of the Apollo
Group (Fortune 500), where he created the
product strategy and development of academic social networks, mobile applications,
and the creation of an educational-adaptive
learning platform for third parties and universities to leverage.
From 1999 to 2009, Michael worked at Yahoo,
where he held high-level positions in product
development, engineering, and global operations. Previously, White worked in technology
at Geocities until the company was acquired
by Yahoo in 1999.
Michael holds a Bachelor of Arts degree from
The Ohio State University.
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I’m particularly proud of the key STEM initiatives across
our business, spanning a range of issues that include
community engagement, internal evangelism, and
attracting a diverse talent pool within our tech organization. The first initiative helps inspire young coders through STEM education by supporting Code.
org’s “Hour of Code” program, a global movement
to broaden participation in computer science during
Computer Science Education Week and beyond. Last
year, we launched a “Frozen”-inspired coding tutorial
that was completed over 13 million times. This ongoing
initiative integrates STEM education through a fun program, while providing a channel for our employees to
be involved and get excited about their work.
©2015 STEMconnector® All Rights Reser ved
Hack Days is another initiative that promotes teambuilding and innovation through STEM. The inaugural
event in 2014 brought together more than 350 tech
and non-tech employees to collaborate on concepts
that can be put to actual use in their day-to-day
lives. Employees from across departments and fields
were able to leverage each other’s backgrounds to
build spectacular and imaginative “hacks.” The winning project last year was an interactive virtual-reality
experience, which enabled a player to control a fountain and light show. The creative and morale-building moments from Hack Days continue to inspire our
employees, and we hope to go above and beyond
with this year’s event as well.
Finally, Women & Technology is an outstanding
employee resource group that drives innovative
opportunities tied to STEM. It is ultimately a grassroots
effort that explores partnerships to advance women
and girls in technology both within our organization
and the community. The group attracts a diverse talent pool of the best and brightest, while driving initiatives focused on developing tech products for girls and
women.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 99 Disney Consumer Products and Interactive Media
As one of the world’s largest creators of high-quality
digital experiences, Disney Consumer Products and
Interactive Media (DCPI) produces multi-platform
video games, online short form video, mobile and
social games, and digital destinations across all current
and emerging media platforms. While it’s important to
bring together different backgrounds, perspectives
and experiences to build great products, our team
shares a common openness, appreciation, and understanding of the importance of STEM training. Our business invests in STEM through various programs across all
disciplines, while cultivating diverse ideas and ways of
thinking.
Paula Tolliver
Chief Information Officer &
Corporate Vice President of
Business Services
The Dow Chemical Company
Dow combines the power of science and technology to
passionately innovate what is essential to human progress. The
Company is driving innovations that extract value from the
intersection of chemical, physical and biological sciences to
help address many of the world’s most challenging problems
such as the need for clean water, clean energy generation
and conservation, and increasing agricultural productivity.
Dow’s integrated, market-driven, industry-leading portfolio of
specialty chemical, advanced materials, agrosciences and
plastics businesses delivers a broad range of technologybased products and solutions to customers in approximately
180 countries and in high-growth sectors such as packaging,
electronics, water, coatings and agriculture. In 2014, Dow
had annual sales of more than $58 billion and employed
approximately 53,000 people worldwide. The Company’s
more than 6,000 product families are manufactured at 201
sites in 35 countries across the globe.
Paula Tolliver has built a thriving career on
putting expertise in information technology
to use in maximizing organizational success.
As Chief Information Officer and Corporate
Vice President of Business Services for The
Dow Chemical Company, Tolliver drives strategy for IT solutions and analytics that deliver
competitive advantage for Dow. Tolliver has
global responsibility for Information Systems,
Procurement, Business Process Service Centers, Customer Service, Advanced Analytics,
Facilities Management, and the Dow Services
Business, which sells services beyond Dow. Tolliver’s interest in STEM fields began when she
was growing up in Ohio. She went on to earn
a bachelor’s degree in business information
systems and computer science from Ohio
University.
Tolliver joined Dow in 1986 in the corporate
Information Systems group in Midland, Michigan. After progressive leadership roles with
that group,Tolliver moved to Human Resources
in 1990 and was instrumental in the startup
of the Dow Elanco joint venture (later Dow
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held a broad range of leadership roles in Dow
AgroSciences and moved to France in 1996
to lead its Europe Information Systems group.
In 2000, Tolliver was named global Business
Information Systems Director for Dow AgroSciences as well as a member of the Corporate
Management Committee. Tolliver then joined
Dow Purchasing in 2006, leading the transformation strategy for the function and setting
the stage for breakthroughs in strategic sourcing. Tolliver served as global director of Strategic Sourcing for Dow, driving global sourcing
strategies and supplier relationships for Raw
Materials, External Manufacturing, Global
Trading and Corporate Services. In 2009, she
was named vice president of Purchasing, and
assumed her role as corporate vice president
of Business Services and Information Systems
in August 2011.
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Dow supports a number of initiatives that help students
feel connected to what they are learning. FIRST Robotics, for instance, offers high school students an opportunity to work in teams to create robots that compete
in thrilling head-to-head competition. Students design,
build, program and drive the robots, allowing them to
put a wide range of STEM skills into practice. In 2015,
more than 75,000 students on 3,000 teams took part
in FIRST Robotics competition. Dow sponsored several
of those teams, as well as many of the events at which
they participated. We are proud to be a FIRST Strategic Partner, because we understand the impact it has
when students can put their skills into action.
I am extremely proud of the Dow STEM Ambassadors,
a growing network of Dow employees who use their
energy and expertise to help the public – especially
students – learn about science and the exciting potential of STEM careers. For many years, individuals within
our company have been involved in various outreach
activities. But for the most part, each person acted
as an individual, doing whatever seemed appropriate. Then some folks within Dow AgroSciences, where I
spent a number of years, decided to organize their outreach efforts to make them even more effective. They
built kits with instructions, so an employee could visit a
school or a science festival without having to gather
materials or worry about how to do a demonstration.
They held meetings to brainstorm new presentations
and creative ways to publicize their activities. They
actively recruited new members. And it worked so well
that we have expanded it to sites all over the country,
including Michigan, Louisiana, Delaware, Pennsylvania,
Massachusetts, Texas, California, and Hawaii, and even
several sites overseas. In each location, Dow employees can easily take part knowing their time and effort
will be well spent. Dow STEM Ambassadors is especially
effective because of three important elements:
©2015 STEMconnector® All Rights Reser ved
Training: All STEM Ambassadors go through special
training to maximize their success. Ambassadors don’t
have to be scientists – everyone from accountants to
office professionals to truck drivers to sales people is
welcome – so they all learn about the basics of the science behind each demonstration. At the same time,
even a person with an extensive science background
might not know the best way to explain the important
principles in a way that is most engaging, so they all
benefit from some education training.
Curriculum-Centered Content: Working with educators and highly respected researchers, STEM Ambassador leaders have developed demonstrations that
connect with school curricula, so that a visit to a classroom can be an enhancement to lessons, not a break
from them.
Safety: Using Dow’s world-class safety standards
means all STEM Ambassador demonstrations meet the
highest levels of safety.
Combining these strengths with the power of the wonderful people at Dow – what we call the Human Element – enables Dow STEM Ambassadors to have a
positive impact on future generations.
Once students discover the potential of STEM fields,
they need support to be successful in continuing with
their education. This is especially true of women and
underrepresented minorities, who don’t see enough
examples of people from similar backgrounds enjoying the fruits of a STEM education. As a woman in the
male-dominated technology field, I can attest to the
challenges that can present. Many times, I was the
only woman in the room, and that can be intimidating
for anyone. I was fortunate to have a level of confidence, instilled in me by my parents, that allowed me
to stay on course. Building that confidence in today’s
students offers the promise of a more creative, effective workforce. Dow has an extensive system of mentorship, internship and apprenticeship programs that
have proven successful in smoothing the path for students, especially those who don’t have enough role
models to follow. This year, we launched an expanded
apprenticeship program at sites across the United
States, partnering with community colleges to provide
paid, on-the-job experience while students receive
classroom instruction. As their confidence grows, and
as they see more and more examples of the diversity
that exists in the modern workforce, these students will
be increasingly prepared to follow through on their
interest in STEM careers.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 101 The Dow Chemical Company
To get the most out of our STEM education system, we
have to make it real for students. Theoretical concepts
are important, but today’s students won’t be fully
engaged unless they feel a connection to what they
are learning and see how it can change their world.
When I was growing up, I gained wonderful insight
from my father, a self-taught engineer who founded a
machine products company in Nelsonville, Ohio. When
my homework was done, he and I would do story problems together. It allowed me to see math as more than
just a series of numbers, but also a way to solve problems and make things happen in real life. If we can
help students view STEM subjects as a path to changing people’s lives, they will be on their way.
Kim VanGelder
Chief Information Officer
Eastman Kodak
Eastman Kodak is a technology company focused on
imaging. We provide hardware, software, consumables and
services to customers in graphic arts, commercial print,
publishing, packaging, electronic displays, entertainment and
commercial films, and consumer products markets.With our
world-class R&D capabilities, innovation solutions portfolio,
and highly trusted brand, Kodak is helping customers around
the globe to sustainably grow their businesses and enjoy their
lives.Though Kodak has mostly been known for its historic role
in photography, the company has served imaging needs of
numerous industries since the early 1900s. Kodak’s current
portfolio is based on deep technological expertise developed
over the years in materials science, deposition and digital
imaging science.Using this expertise, the company that
delivered the first roll film and the first digital camera is now
delivering leading solutions for today’s business customers.
Today we are building new growth businesses based on our
technology and the value of the Kodak brand.
Kim VanGelder joined Kodak in 1984. In 2004,
she was appointed Chief Information Officer.
The Board of Directors elected her a corporate vice president in 2004 and senior vice
president in 2014. She reports to Chief Executive Officer Jeff Clarke.
VanGelder’s early responsibilities included
leading the Corporate group responsible for
defining Kodak’s global IT architecture and
standards. In 1996, she was appointed Director of the Global ERP Competency Center,
where she built the organization responsible
for supporting Kodak’s worldwide SAP implementation. In 2000, she was appointed Director of Information Technology for Kodak’s
Research & Development organization,
where she was responsible for the strategic
and operational aspects of IT for worldwide
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R S I N S T E M R&D. In addition to her role as CIO, in 2007
she was asked to lead a set of initiatives
focused on the transformation of key business processes across the company. In 2011,
she assumed the additional role of Director of
Worldwide Customer Operations, responsible
for driving a more customer-centric, streamlined, and information-enabled go-to-market
operating model.
VanGelder holds a B.S. in Mathematics from
the Rochester Institute of Technology. She is a
member of RIT’s Board of Trustees, the Dean’s
Council for RIT’s Golisano College, and the
Board of Directors of the Rochester Area
Community Foundation.
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Kodak also supports the development of scientists and
engineers through a long-standing Kodak sponsored
fellowship program at Stanford University. Selected
Ph.D. candidates are working on new STEM related
research topics in areas as diverse as multi-media
information processing, organic semi-conducting films
and protein hydro-gels for drug delivery. Our relationship with Stanford and other universities provides a
great opportunity for soon-to-be professionals to see
real world challenges and face them.
Mr. Eastman understood the power of these academic
disciplines more than anybody. He also understood
that the real agents of change were the people who
used STEM to make the breakthroughs that helped
Kodak become one of the biggest brands in history.
Beyond PhD level commitments, we have several volunteers from our research and development department that help students on the FIRST Robotics teams
as mentors during the plan & build phases as well as
being there during the competition. In fact, our Chief
Technology Officer Terry Taber continues to serve on
the Executive Advisory Board for the FIRST (For Inspiration and Recognition of Science and Technology) Finger Lakes Region.
George Eastman began giving to academic institutions when his salary was $60 a week - with a donation
of $50 to the Mechanics Institute of Rochester, now the
Rochester Institute of Technology.
He was an admirer of the Massachusetts Institute of
Technology (M.I.T.) because he had hired some of
its graduates, who had become his best assistants.
Eventually this led to an anonymous gift of $20 million to M.I.T. from a “Mr. Smith,” later revealed to be
Mr. Eastman himself.
His generosity was not just altruistic - it was pragmatic.
By supporting schools focused on education in STEM,
Eastman enriched the well from which he drew some
of Kodak’s greatest minds. With this focus he built
one of the worlds greatest and most memorable
companies.
And despite the challenges of the last few years,
Kodak has never waivered in its dedication to supporting STEM in academia. Thanks to our visionary founder,
it’s who we are and who we’ve always been.
As Kodak’s Chief Information Officer, I see the minds
that speak the language of STEM drive innovation
every day.
This is no more apparent than at the Kodak Research
Labs where we are dedicated to supporting the development of the next generation of practicing scientists.
We regularly invite advanced degree (Ph.D.) candidates to work side by side with our research scientists
for 10 to 16 weeks. During this time candidates focus
on chemistry, materials science, device physics and
computational science in a hands-on research setting.
Time and time again we’ve heard just how invaluable
these hands-on experiences can be for students.
Kodak’s Research Labs are headed by Dr. Nancy Ferris, who joined Kodak after receiving her Ph.D. degree
in Inorganic Chemistry from the University of Texas at
Austin. Throughout her career, Nancy has also personally supported STEM educational initiatives for young
women at the high school level and continues to serve
as an advisor to the Chemistry Department at the University of Texas at Austin.
©2015 STEMconnector® All Rights Reser ved
Terry also serves as Chair of Roberts Wesleyan College
Board and leader of the Board effort to expand Science & Nursing schools through modern lab facility
including virtual (simulation) labs for nursing.
Additionally, as we rebuild and develop our talent
pipeline, we are focusing on building a diverse pool of
candidates both at the college and mid-career level.
Indeed, a diversity of thoughts, ideas, perspectives,
and experiences truly leads to excellence in innovation. Throughout Kodak’s history, this is always been
the case. Our goal today is to have a more integrated
approach where diversity and inclusion are truly part
of our culture. Diverse perspectives enrich science and
are critical to creating innovative solutions.
You see, STEM isn’t just about hiring people with a background in science, technology, engineering and math.
It’s about supporting institutions that develop brilliant
minds, just as Mr. Eastman did more than 100 years ago.
As a Trustee for the Rochester Institute of Technology, I
have the opportunity to continue our tradition of linking our company with great minds in academia. By
finding ways to support diverse students in STEM, we
position ourselves to meet the challenges of our world.
Kodak is ready to meet these challenges. We have
so much to be excited about these days. 3D printing and touchscreen technology are just some of the
areas where we are mining for advancements and
breakthroughs. At the end of the day, we are an imaging company in world that understands itself through
images. Continuing to invest in our future through students studying the principles of science, tech, engineering, and math will always be key to our success.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 103 Eastman Kodak
These days there is a surprising number of people who
don’t know the Kodak story. For those who remember,
the yellow Kodak box once held the moments and
memories that our smartphones and computers do
today. Our name was synonymous with photography
and brand recognition on the scale of Nike and CocaCola. But long before that, it was our founder George
Eastman who used science, technology, engineering
and mathematics (STEM) to revolutionize the world’s
relationship with images.
Steve Fisher
Senior Vice President
& Chief Technology Officer
eBay Inc.
eBay delivers one of the world’s largest online marketplaces
to customers via any connected device, connecting people
with the things they need and love. With 157 million active
buyers globally, eBay is one of the world’s largest online
marketplaces, where practically anyone can buy and sell
practically anything. Founded in 1995, eBay connects a
diverse and passionate community of individual buyers and
sellers, as well as small businesses. Their collective impact on
ecommerce is staggering, and approximately 800 million
items are listed on eBay.
Steve Fisher is Senior Vice President and Chief
Technology Officer (CTO) at eBay. Steve
reports to eBay President and CEO Devin
Wenig and serves as a member of the executive team. Steve leads a team of software
developers, quality engineers and infrastructure engineers powering eBay’s multi-screen
experiences, core marketplace capabilities,
big data insights, and the next generation
commerce ecosystem.
With more than 20 years of industry experience, Steve joined eBay from salesforce.com
where he served as Executive Vice President, Technology. He led a team of software
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R S I N S T E M developers, quality engineers and infrastructure engineers for its entire award-winning
application and platform product line, which
is used by more than 100,000 companies
around the world, including eBay. Steve also
held engineering positions at Apple and AT&T
Labs. He also founded and served as CEO
for NotifyMe Networks, an interactive voicealerting platform application service provider.
Steve graduated with a bachelor’s degree in
Mathematical and Computational Science
and a master’s degree in Computer Science
from Stanford University, and holds 21 patents.
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With a global community of 157 million active buyers
who browse and buy from approximately 800 million
listed items, our technology charter is to create the
most innovative, scalable commerce platform in the
industry. With security, search, structured data, mobile,
site availability and technology architecture all within
our domain, the scope, scale, and complexity of our
work is virtually unparalleled.
As eBay’s chief technology officer, my organization
enables eBay’s diverse community of buyers and sellers to transact reliably, securely and seamlessly, across
multiple screens. We are writing the next chapter in
eBay’s history by advancing our technology strengths
and focusing on our Purpose to empower people and
create opportunity.
Delivering on these commitments takes high-caliber skills and abilities of a diverse group of technologists, who work together to innovate eBay’s
world-class global commerce platform on behalf of
our customers.
Why we need diverse talent in STEM
Why a diverse group of technologists? Simply put,
diverse groups of technologists bring different and
more ways of viewing problems, and faster and better
ways of solving them.
And yet, somewhere along the way, the technology
industry, and the STEM field in general, has failed to
adequately cultivate the interest of girls and invest
meaningfully in the careers of female technologists,
depriving our industry and the STEM field of untold
efficiency and improvement gains. Our industry, technologies, and work teams are the poorer for the lack
of gender diversity.
As the CTO of eBay, I believe that hiring, developing,
and advancing diverse talent in technology roles
is both a business imperative and the right thing to
do. This dual purpose speaks to eBay’s mission and
our business success. After all, eBay’s success is tied
to our social purpose—creating more opportunities
and enabling others to win while making a positive
social impact.
• eBay has a strategic talent initiative with the goal of
enabling eBay to be a place where women can build
lasting careers. As a part of the Women’s Initiative Network (WIN), we focus on growing the number and representation of women in technology leadership roles.
A key part of WIN is executive leadership commitment
to mentor and/or sponsor 3 women annually.
• I support eWIT, eBay Women in Technology, our
employee-founded and -led community that offers
networking, development and speaker opportunities
to our female technologists in 6 locations globally.
• I partner with the Anita Borg Institute for Women in
Technology and sponsor the annual Grace Hopper
Celebration of Women in Computing conferences in
both the U.S. and India.
• Through Girls Who Code and Hackbright Academy,
we host and nurture an interest in technology for girls
through 1-1 mentoring, internships, shadowing the role
models, hackathons, and coding camps.
There are many other wonderful rewards in pursuing
a technology career: the constant ability to learn
and grow, take on new challenges, solve difficult and
complex problems, and make a meaningful impact
in the lives of others. With technology, individuals can
truly change the world. In the course of a technology
career, it’s likely one will learn persistence, and also the
ability to make adjustments when necessary, to learn
from mistakes, and to invest in the potential of others. Those interested in a challenging, fulfilling career,
should consider and explore a STEM career.
STEM careers offer the ability to learn and grow as a
career evolves. It requires enthusiasm about new things,
excitement about technology, and dedication to the
impact of technology and its value on our everyday
lives. It means to passionately believe in a new way
of doing things and be able to stand one’s ground
amidst naysayers to convince them. STEM teaches
persistence, flexibility and the importance of making
adjustments when necessary, risk-taking and the ability
to move forward even when things go wrong, and the
commitment to giving back.
STEM careers are not easy – but nothing worthwhile
is. It is fun, exciting and rewarding and for every STEM
woman we have in our company we can have three
more follow her as role models in her footsteps in the
near future.
Some of the programs I invest in to hire, develop and
advance female technologists at eBay include:
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 105 eBay Inc.
Technology is core to eBay’s global business and commerce platform. As one of the world’s largest online
marketplaces, eBay connects people with the things
they need and love via any connected device.
Thod Nguyen
Chief Technology Officer
eHarmony
California-based eHarmony, Inc. (www.eharmony.com) is
a pioneer in using relationship science to match singles
seeking long-term relationships. Its service presents users with
compatible matches based on key dimensions of personality
that are scientifically proven to predict highly successful
long-term relationships. Peer-reviewed research published in
Proceedings of the National Academy of Sciences (PNAS)
ranks eHarmony as number one for producing the most
marriages and the most satisfied marriages. Of all meeting
places measured, eHarmony also had the lowest divorce rate.
On average, 438 people marry every day in the U.S. as a result
of being matched on eHarmony, nearly 4% of new marriages.
Currently, eHarmony operates online matchmaking services
in the United States, Canada, United Kingdom, Australia, and
other international markets. eHarmony employees includes
experts in both psychology and technology: research
scientists, psychologists, family therapists, data scientists, and
software engineers.
Thod Nguyen oversees the technical development, innovation, operation and growth
of eHarmony. eHarmony has transformed
itself into a leading technology powerhouse
through the design, implementation and
global operation of industry leading cloudbased computing capabilities and large
scale big data systems. Under Thod’s leadership, eHarmony’s Technology division has
developed full-featured internal APIs and new
cutting-edge technology for web, matching,
and mobile platforms.
Thod previously served as the Chief Technology Officer for MyLife.com where he was
responsible for the company-wide technology vision. Prior to joining MyLife, Thod served
as the Chief Architect at United Online Inc.,
whose brands include FTD, Classmates,
MyPoints, Juno, and NetZero. In addition, Thod
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R S I N S T E M has a recognized expertise in large-scale
enterprise application architecture and innovative enterprise IT Infrastructure solutions.
Other areas of expertise include mobile, big
data and advanced analytics, data science,
machine learning, NoSQL, matching technologies, search engines, SEO, business intelligence, and Cloud computing/virtualization.
Thod has a proven record of accomplishment in planning, developing, and leading
innovative enterprise, social media, mobile
and web-based products/services for a number of enterprise organizations over the past
21 years. He earned his bachelor’s degree in
Electrical Engineering, with a minor in Management, from McGill University, and is a
member of IEEE.
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Our recruiting team uses the latest technologies
and approaches. For example, eHarmony recently
joined three other companies in contracting an
agency to hold a widespread, virtual Hackathon
that will net us leads to several hundred of the best
Hackathon participants.
Over our 15 years in business, we’ve seen remarkable
achievements. On average, 542 people marry every
day in the U.S. as a result of eHarmony, nearly 5% of
new marriages*. Our systems handle an enormous
amount of data:
We like to expand our focus, looking beyond traditional
pedigree (that is, a specific degree in a specific field)
and more to demonstrated experience and original
ideas, even coming from different formal fields of study.
For instance, the best software developer I’ve ever
known had a Masters in Music Theory, but an amazing
aptitude for programming; the best Data Scientist had
an PhD in Psychology, and the best Mobile Android
engineer had no college degree.
•10 billion matches created since inception
•15 million matches per day globally
•29 Dimensions of Compatibility calculated
between each match
•1.05 million communications per day between users
•200 terabytes of data
To support this scale of operations, we’ve implemented the latest software technologies and IT infrastructure. We are on the leading edge in Big Data and
Machine-Learning, which we leverage to enhance our
intricate matching Compatibility Matching systems
and complex data models. We implement innovative
data analytics to extract business value from our massive data repositories. A private cloud infrastructure
leverages server blade technology to streamline our
data centers.
Believe it or not, this vast, complicated operation is
powered by just over 200 employees! We are so successful at this scale because we hire only the highestperforming technology workers, then we foster their
innate capacity to innovate.
Talented professionals who can create, operate, and
innovate in our complex technical environment are at
a premium in this competitive marketplace for employers. As a relationship company, we also understand the
importance of a strong cultural fit for our employees.
Traits that we particularly value at eHarmony include
competence and intelligence, and also compassion, kindness, and a willingness to lend a hand. Our
employees tend to be more expressive than usual for
a technology company, which plays into our culture in
very positive ways.
To drive our hiring process in this competitive market,
we invested in an exceptional Talent Acquisition team,
and made them a key proactive business partner
within eHarmony, along with our department heads
and executive stakeholders. Hiring decisions are made
as a team, with well-trained interviewers and hiring
managers. No one person has the right to make a hiring decision autocratically; our process allows all interviewers and team members an equally weighted vote.
©2015 STEMconnector® All Rights Reser ved
When the qualified candidates at a senior level aren’t
available, then we look for opportunities to promote
from within and hire less senior people to backfill them.
The cost is additional training for the promotion candidates and additional time to get them to where we
need them to be, but the benefit is a huge morale
boost, loyalty, and being able to backfill with more
junior level people. We’ve found that people typically
rise to meet our expectations.
Having hired the best available technical teams, we
then nurture their ability to innovate. Innovation literally
means “something new”, so expecting innovation from
the same sources using the same methods is counterintuitive. For example, we schedule regular in-house
Hackathons where cross-functional teams suggest
and implement new applications. Because the teams
include not only engineers, but testers and designers,
sometimes a graphic designer winds up writing code!
We always find that innovation comes from unexpected places, and we usually incorporate a lot of the
Hackathon ideas into our products. This gives us great
new product direction, and fosters a sense of ownership in our employees, plus establishing strong crossfunctional relationships.
These days, employees with STEM-related skills are in
a position to choose their workplace carefully, and
to leave if they find the environment uncongenial or
the company mission uninspiring. A recent State of
the Workplace report from Gallup determined that 70
percent of employees are “not engaged” or “actively
disengaged” from their workplaces in the USA. In fact,
eHarmony has even launched a new business, Elevated Careers by eHarmony. Using our highly developed compatibility technology, we are matching
companies and employees on the basis of skills, culture, and personality. After all, the more people are fulfilled, engaged, and happy working in technology, the
more attractive technical careers will become.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 107 eHarmony
eHarmony’s mission is to create more meaningful connections that lead to fulfilling, enduring marriages. We
use cutting-edge technologies to analyze the science
of relationships, and feed the findings into systems
that enable our users to form highly compatible long
term partnerships.
Ina Kamenz
Senior Vice President
& Chief Information Officer
Eli Lilly & Company
Lilly is a global healthcare leader that unites caring with
discovery to make life better for people around the world.
We discover, make, and deliver life-changing medicines,
improve the understanding and management of disease,
and give back to the communities where we live and work.
As a company built on scientific discovery, Lilly recognizes the
critical role of early education programs in STEM to inspire
the next generation of diverse STEM professionals. We are
the leading company in Indiana for funding and hands-on
support of STEM curriculum strategy, teacher professional
development, internship programs and mentoring. Through
our participation in Change the Equation, Council of State
Science Supervisors, and prominent relationships with the
Merck Foundation, Burroughs Welcome Fund, Carnegie
Foundation, Battelle and Achieve, Lilly is recognized as a key
contributor and influencer in STEM education nationwide.
Ina Kamenz is senior vice president and chief information officer (CIO) for Eli Lilly and Company. She
is leading the global Lilly IT function that drives
innovation throughout the organization.
Her
organization is responsible for global delivery of IT
operations, products and services. In support of
Lilly’s business objectives, she has established a
long-term strategic IT plan, ensuring information
technology is being optimally leveraged across
the organizations five Global Business Units plus
Manufacturing, and Lilly Research Laboratory to
improve operational efficiency globally. Ina has
brought together the IT Lead Team to build a
Modern IT Ecosystem based on their Digital Reference Architecture.
Before joining Lilly in May 2014, Ina was vice president and CIO at Thermo Fisher Scientific. With
responsibility for the company’s global information technology, including IT / business relationship
management organizations for four groups and
14 divisions, Ina implemented a highly successful IT transformation strategy, replacing an inefficient decentralized organization with a shared
services model, driving down costs 30 percent
while increasing infrastructure performance for
increased systems demand.
Prior to joining Thermo Fisher, Ina served as vice
president and CIO for Tyco International. In that
position, she provided leadership to the compa-
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IT organization through the separation of a $40
billion company into three publicly traded organizations while achieving adherence to new regulatory compliance mandates.
Previously, Ina was a senior vice president and chief
information officer at Marriott International. During
her time at Marriott, she was the CIO for the Senior
Living Services and Courtyard / Fairfield Inn divisions, where she had accountability for support of
six brands in 800 hotel and senior living residential
facilities. She led the development and execution
of the IT strategy and plan to support business transformation and new product innovation to create
Marriott Lodging.
Ina holds a bachelor of science in mathematics
and biology from Wake Forest University, and an
MBA from Queens University. She has also participated in the Executive Development Program
at the Colgate Darden School of Business at the
University of Virginia. Recognized as a thought
leader in systems development methodology
and program management, Ina has published
articles and delivered keynote presentations at
industry events. She is currently an advisory board
member with Globespan Venture Capital. Ina has
been active in Women’s Leadership Forums and
development of STEM based programs for girls
and women in the community.
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Left unaddressed, these disparities will have dire consequences for our country and innovation-driven organizations, including biopharmaceutical companies such
as mine.
Like many of today’s most vexing societal challenges, solutions will require coordinated, multi-sector
approaches—ones that place higher value on STEM
education, inspire the next generation of diverse STEM
professionals and cultivate those already in the field,
especially women and minorities. I believe the private
sector has an important role to play, and failure to do
so is at our own peril.
Inspiring Young Minds
As a company built on scientific discovery, Lilly recognizes the critical role that early education programs in
STEM play in igniting passion and curiosity in our youth.
The first step in preparing students and closing the skills
gap is helping to develop our teaching professionals.
As a society, we must invest more in great teachers
who know their subject matter and can inspire students. To this end, Lilly convened a taskforce of experts
representing seven states to outline a professional
development strategy and request national funding
for sustainable/scalable online professional development that could be replicated nationally.
When it comes to inspiring kids to pursue STEM education, it’s critical to start as early as possible in the education process—from kindergarten on up—and help
kids make the connection between STEM subjects and
the miracles of the modern world.
That’s why Lilly hosted and sponsored a summit to kick
off the Indiana Science Initiative (ISI), a reform effort
in Indiana helping kindergarten through eighth-grade
teachers effectively integrate proven inquiry-based
learning curricula into their classrooms. These engaging approaches that allow students to explore and
problem-solve provide opportunities to learn in ways
that generate energy, excitement and curiosity. We
have seen positive results. In just one year, the overall
percentage of students passing ISTEP Science in our
schools participating in the ISI program exceeded the
state average. The Lilly Foundation has provided $1.5
million in funding to expand the ISI and extend it to
more schools in our state.
Inspiring Diverse Minds
As of today in the U.S., 74 percent of STEM workers are
male. And of all STEM workers, only 26 percent consists
of women or minorities. This lack of diversity leaves us
with vast untapped potential and threatens our ability
to compete in an increasingly global marketplace.
©2015 STEMconnector® All Rights Reser ved
As a woman in a male-dominated field, I know how
challenging getting into—and staying in—a STEM
career can be. In fact, for every 100 female bachelor
students, only 12 will graduate with a STEM major, and
only three of those women will be working in a STEM
field 10 years after graduation. Numbers such as these
speak to the critical need to mentor young STEM professionals—especially women and minorities—to help
get them and keep them in the workforce.
This opportunity to expand and strengthen the STEM
workforce is one reason I’ve started or served on women’s initiatives and committees in all the major companies where I’ve served in a senior executive role.
At Lilly, diversity is a corporate priority, and it’s one of
the many reasons I joined this company. We strongly
believe that the interests of our company are best
served by a team that reflects the diversity represented
in our communities and that takes full advantage of
the unique perspectives, talents and experiences of
every person whom we engage in our work.
Lilly has a number of educational initiatives to get
more minorities and women interested in STEM. Some
of these initiatives, including work study programs, are
in partnerships with organizations including the Indiana Chapter of the Society of Hispanic Engineers and
with universities including historically black colleges
and universities. Our Lilly Women’s Network, Women in
India and Women in Lilly Drug Discovery are among
employee resource groups that address challenges
and opportunities for women in science.
I also encourage and endorse my IT leadership team
to support STEM diversity. Lilly’s chief technology officer
is on the board of a local Indianapolis high school with
a mission to provide a college preparatory experience
in STEM to economically disadvantaged youth. He has
been an avid supporter of the school’s work-study program and has championed technology donations to
the school.
One of our senior IT directors serves as an advisor for
the Black Data Processing Associates at a national
level. Lilly was recognized at the national conference as the 2015 Outstanding Company of the Year
because of our diversity achievements and advancements, including successful diversity IT recruiting, leadership development and local community support of
youth STEM programs.
While encouraging progress is being made, much
more is needed to close the STEM skills gap in the U.S.
The public and private sectors must work together to
mobilize all available resources to empower strong
teachers, inspire more and more diverse kids to pursue
math and science education, and nurture those who
choose this noble profession.
If we fail, the numbers simply don’t add up.
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The alarm bells have been ringing for many years now.
We have a serious gap in the number of people being
properly prepared for careers in science, technology,
engineering and math (STEM) compared with the
expected number of future jobs requiring these very
skills. And when looked at through the lens of diversity,
our STEM challenge in the U.S. is all the more daunting.
Rhonda Vetere
Chief Technology Officer
Estée Lauder Companies, Inc.
The Estée Lauder Companies Inc. is one of the world’s leading
manufacturers and marketers of quality skin care, makeup,
fragrance and hair care products. The Company’s products
are sold in over 150 countries and territories under brand
names including: Estée Lauder, Aramis, Clinique, Prescriptives,
Lab Series, Origins, Tommy Hilfiger, M•A•C, Kiton, La Mer, Bobbi
Brown, Donna Karan New York, DKNY, Aveda, Jo Malone
London, Bumble and bumble, Michael Kors, Darphin, GoodSkin
Labs, Tom Ford, Ojon, Smashbox,Ermenegildo Zegna, AERIN,
Osiao, Marni, Tory Burch, RODIN olio lusso, Le Labo, Editions de
Parfums Frédéric Malle and GLAMGLOW.
Rhonda Vetere is the Chief Technology Officer at The Estée Lauder Companies. In this role
since 2013, she is responsible for the Company’s
global technology, insourcing and outsourcing infrastructure, strategy, mobility, enterprise
architecture and security. During her career,
she has led 17 successful global mergers, and
her ability to consistently deliver results has
earned her six industry nominations for implementations of global data centers.
As a results-oriented, client-focused executive,
Rhonda drives value by delivering technology
that improves cost and customer satisfaction.
Prior to joining The Estée Lauder Companies,
Rhonda served as SVP for Global Infrastructure
at AIG and was the Global Head of Enterprise
Service Management for HP. She was also a
Managing Director for Global Infrastructure
and Global Production Services at Lehman
Brothers/Barclays, where she executed a
global plan to migrate non-strategic sites that
brought significant savings to the firm.
the Industry Award for “Top Women in Technology/Cloud.” She is an author of a “Dummies”
book about Enterprise Service Management
and has spoken at various global conferences
and several colleges including Smith Tuck/
Dartmouth, George Mason University, Wharton
and Ohio State University. She currently serves
on the Dean’s Council and Advisory Board at
George Mason University and Longwood University, where she helps to shape the education curriculum. She has also been executive
sponsor for Diversity at Barclays, and actively
participated in speaking engagements at HP,
AIG and within the financial sector.
She has a degree in Business and Communications from George Mason University and in
her downtime, Rhonda enjoys swimming, running, scuba diving and golf along with time
with friends and family. She lives outside of New
York City with her husband in Greenwich, CT.
Rhonda is active in many global organizations, including the Society for Women’s Health
Research and Women in Technology and won
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In order to foster STEM education, we must encourage leaders to take equal interest in promoting it by
investing dollars, resources and time to provide mentorships and guidance to students of all ages, and to
encourage an entrepreneurial spirit and innovative
way of thinking. In the US, continuing to be at the top
of global innovation requires that we develop robust
education programs across all elementary, junior high,
high school and college curriculums to “seed feed”
the industry’s career needs. In addition, the top Fortune 500 companies should set aside two percent of
their budget on innovation. If we intend to use private
or public partnerships to help tackle these challenges,
I think it would benefit from a holistic approach with all
sectors involved – and not just one area.
There should be a clear career path framework tied
to a college curriculum. The way we teach technology topics today does not support a clear academic
future or career path. Encouraging students to continue their study of STEM subjects is essential to generating genuine excitement within – and outside of – the
classroom for today’s generation. Providing mentorships, especially to encourage women and minorities to embrace STEM development, is also necessary.
Equally as important is leveraging CIOs and CTOs in a
cross-functional STEM that promotes an industry “community.”
I believe wholeheartedly in mentorships, both inside
and outside the workplace. I was mentored early on
in my career and continue to have mentors. In order
to strengthen the STEM pipeline, we must leverage
these mentorships and my recommendation is the
creation of a CIO advisory board across the industry
that is anchored into STEMconnector® so we can all
network across different industries. It is critical that we
learn from each other.
The STEM initiative that The Estée Lauder Companies
has supported that makes me most proud is their sponsorship of the woman’s prize for the “Dream it. Code it.
Win it” contest. This is a contest put together by TradingScreen Inc. and The MIT Enterprise Forum of New
York. The student coding competition rewards and
promotes creativity, diversity and literacy in the field
of computer science. There isn’t a week that goes
by that I don’t get asked – “how did you get into this
field as a woman?” I believe the future success of
STEM will depend on tripling the pipeline of students
and engaging women and young millennials. These
two groups should find several mentors across different industries and leverage the academic system to
forge connections. We don’t want young talent to be
steered away from STEM because it doesn’t appear
slick. By engaging the diverse communities that currently make up some of the top CIO/CTO roles, we will
help to promote of the future of STEM careers.
Currently The Estée Lauder Companies has a dedicated team focused on the topic of STEM and how
best to engage our colleagues.
It takes understanding and commitment, two key traits,
for leaders today to advance STEM education. I try to
lead by example and incorporate these traits into my
professional as well as personal life as I serve on Dean’s
Councils to help colleges map out a curriculum for
STEM in BA and Master’s Degrees.
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 111 Estée Lauder Companies, Inc.
In this day and age, the key to smart STEM investments
is to build a pipeline of STEM advocates, develop a
career path framework for it and show a return on
investment.
Don Prodehl
Chief Technology Officer
EverFi
EverFi, Inc. is the education technology innovator that
empowers learners with the skills that prepare them to be
successful in life. With backing from some of technology’s
most innovative leaders including Amazon founder and
CEO Jeff Bezos, Google Chairman Eric Schmidt, and Twitter
founder Evan Williams, EverFi has built a comprehensive
critical skills platform focused on Financial Education, Digital
Citizenship, Cyberbullying, STEM Readiness, Entrepreneurship,
Alcohol Abuse and Sexual Assault Awareness. The
EverFi Education Network is powered by over 1,200
partner organizations across all 50 states and Canada
and has certified over 12 million students. Learn more
at www.everfi.com.
Don has been in the technology industry for
over 20 years and has successfully launched
several SaaS products ranging from Digital
Learning, ERP, Crowd-Funding and Event Management offerings. He has a passion to create great software and build strong technical
teams. Don came to EverFi after leading
the Research and Development, and Prod-
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undergraduate degree in Math and Science
and has a MBA in Finance. A transplant from
the Midwest, Don now resides in Arnold, MD.
Where he enjoys the water, a nice glass of
wine while boating on the bay and having a
good time with family and friends.
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hours and a liberal approach to tele-communings as
ways to bring out the best in our engineering teams.
Each engineer is a bit different and it is the mutual
responsibility the company’s management and the
employee to find the right balance. Hiring and retaining employees in great demand, be it engineers or
others, offers unique challenges. Modern day software
companies like EverFi need to continue to evolve and
provide opportunities, challenges and rewarding work
experience to young professionals.
CTO (Chief Technology Officer) of EverFi Don Prodehl
obviously agrees that Technology and Technology
companies are integral to the success and further
development of STEM initiatives within schools and corporations in the States and across the world. Explaining that the title of CTO carries many responsibilities, he
highlights one very important aspect of the position,
outreach. Don believes that technology is the bridge
that connects learning with the means it requires to be
able to better prepare our youth for more skilled, highpay opportunities. His main responsibilities as CTO are
to educate, develop and implement application that
enable schools to provide digital learning initiatives to
their students that augment traditional methods.
In regards to STEM, Don is a huge proponent of teaching children early. In a world where technology rules,
children are less and less inclined to go into fields that
guarantee jobs in the future. Don believes that by utilizing STEM, as well as encouraging corporations to
partner with local schools, financial assistance and
shaping programs that provide specific tracks to high
skill/high paid/high demand careers (application
development, data analysis, program management,
etc) will reinvigorate students to these areas of study,
a difference can and will be made. Children must be
immersed in STEM programs early in their development, this will offer more opportunity as well as make it
easier for employers to find candidates to fill the growing technical roles. Even if technical careers are not
your passion - STEM programs offer basic life skills that
are imperative in our world today.
Security and privacy are priorities
Technology is one of the main pillars of success at
EverFi, going hand in hand with Education, Content
Management, Sales and Marketing. As Don affirms,
technology and a technically competent workforce
are critical to the success of EverFi, and both need to
continue to grow, evolve and adapt for continued success.
Don has also noticed important trends in relation to
data. Understanding how data impacts our lives is critical. From kids understanding how merchants, mobile
providers and social media sites use data, to businesses crunching “big data” to make strategic decisions, data affects us all. A basic level of competence
is required to understand how “data” impacts us on a
personal and professional level, in order to be successful today.
Don is very straightforward when it comes to principle. Whether at home or in the office, the mantra
is the same, the opportunity is always there for you
to grab it regardless of age, gender or background.
Diversity is welcomed as EverFi and Don provides the
opportunities, the tools to succeed, and a cooperative
work environment that is flexible yet structured. All the
pieces are available for an employee to succeed, and
it is up to them to rise to the challenge. This accounts
for the diversity seen within EverFi, rendering the work
experience more enjoyable and insightful. Relating
to engineers, Don has a goal to provide a workplace
that enables engineers to be more successful and to
maximize productivity. Providing an environment that
is challenging, yet comfortable and flexible - we use
open work spaces, comfortable lounge areas, flexible
©2015 STEMconnector® All Rights Reser ved
By intercepting the issue early, and formulating strategies to assist our future workforce, a STEM generation
can be brought into the working world; where it is
sorely needed. The affect STEM has will not only show
within the workplace, but a generation with the critical skills augmented by EverFi goals as well as companies’ efforts will spawn a group able to tackle global
challenges that go far beyond business competitiveness. The focus will instead spread to major human
challenges including health, poverty, environment sustainability and more. The modern world is becoming
increasingly dependent on technology, and with Don,
EverFi and hundreds of other corporations, the shift will
be effortless.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 113 EverFi
The modern world is becoming increasingly dependent on technology. Within the United States as well
as around the world, STEM (Science, Technology, Engineering, Math) is creating new fields of competition,
whether it be in the field of alternative energy, or in
Tech development in Silicon Valley. Occupations are
changing, the onus shifting to STEM rather than a
more hands-on, industrial based approach that was
common as late as a mere decade ago. STEM and
technology in general is bringing an exponential proliferation of innovation and opportunity, yet corporations
and educational institutions must identify the shift and
adjust accordingly.
Gary Wimberly
Chief Information Officer
& Senior Vice President
of Information Technology
Express Scripts
Express Scripts manages more than a billion prescriptions each year
for tens of millions of patients. On behalf of our clients – employers,
health plans, unions and government health programs – we make
the use of prescription drugs safer and more affordable. Express
Scripts uniquely combines three capabilities – behavioral sciences,
clinical specialization and actionable data – to create Health
Decision Science, our innovative approach to help individuals make
the best drug choices, pharmacy choices and health choices.
Better decisions mean healthier outcomes. Headquartered in
St. Louis, Express Scripts provides integrated pharmacy benefit
management services, including network-pharmacy claims
processing, home delivery, specialty benefit management, benefitdesign consultation, drug-utilization review, formulary management,
and medical and drug data analysis services. The company also
distributes a full range of biopharmaceutical products and provides
extensive cost-management and patient-care services.
As Chief Information Officer & Senior Vice President of Information Technology for Express
Scripts Holding Company, Mr. Wimberly is
responsible for ensuring that Information Systems are aligned with Express Scripts’ business
strategies. His focus is on the overall IT strategy and performance specifically related to
defining and focusing the organization on
delivering innovative solutions, driving process
improvements, improving productivity and
building a superior team.
With over 30 years experience in Information
Technology, Mr. Wimberly has experience in
multiple industries including retail, software
development, manufacturing, management consulting, consumer packaged goods
and healthcare.
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R S I N S T E M While at Express Scripts, Mr. Wimberly has held
several positions of increasing responsibility
including Vice President of Supply Chain Systems and Vice President of Corporate Client
& Patient Systems.
Prior to joining Express Scripts, Mr. Wimberly
held key leadership positions in logistic systems
and manufacturing systems for Mallinckrodt
Worldwide, a division of Tyco International.
Prior to joining Tyco, Mr. Wimberly served as a
senior manager with Ernst & Young, LLP with
responsibility for several key accounts and
the regional Oracle Service Line.
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A recent visit reminded me of my own student experiences with science, technology, engineering and math
(STEM). As president of my high-school math club and a
graduate of the first class to receive computer-science
degrees from my alma mater, I didn’t realize at the time
how much and how often I would apply STEM to my
work and career.
I couldn’t have imagined how well it would prepare
me to serve as chief information officer (CIO) of the
world’s largest IT healthcare company. Perhaps no
other business model I have seen more uniquely combines IT, healthcare technology and big data than
Express Scripts.
We are reminded every day how important STEM is to
our quality of life. Innovation in healthcare can originate anywhere because the STEM community speaks
the common languages of math and science. Critical
career fields like healthcare need more voices to join
that dialogue, where their skills and knowledge are in
high demand and short supply.
Studies demonstrate a troubling disparity between the
need for STEM professionals and the number of American students studying STEM disciplines. One national
study projects 60% of emerging jobs will require some
application of STEM expertise. However, only 20% of the
workforce currently possesses that expertise.
As a result, our country has fallen behind and is not
creating enough next-generation STEM leaders,
who are desperately needed for now and tomorrow.
This trend has been cause for concern throughout
American business, and is felt profoundly across the
healthcare landscape.
Express Scripts is among the companies working to
encourage and increase interest and participation in
math and science education. Staying at the forefront
of STEM achievement will allow our nation to lead globally. These efforts include dedicated outreach to underserved and female students, who have not traditionally
pursued STEM courses of study.
I am gratified and honored my role as a STEM leader
at Express Scripts and in healthcare allows me to share
my love of math and science with others and create
opportunities for a new generation of visionaries. Some
will join us at Express Scripts, taking up our mission of
making healthcare more accessible and affordable.
That’s our most direct impact. Beyond that, we also
look to support efforts in the more than 80 communities
nationwide where we work, so that we foster a love of
learning and demonstrate the exciting career possibilities that exist in STEM.
©2015 STEMconnector® All Rights Reser ved
We sponsor and participate in several significant initiatives focused on STEM awareness, education and
related career opportunities. Often we bring students
and teachers on site, where STEM knowledge and skills
can be seen and discussed in practical application:
Pathways for Teachers
Affiliated with Pathways to Prosperity, Pathways for
Teachers is a non-profit organization that sponsors student and teacher visits to businesses built on STEM disciplines and significant STEM workforce representation.
Express Scripts hosts several Pathways groups annually.
The Pathways program trains teachers in STEM curriculum design and strategies to drive student interest
in STEM education and careers. Additionally, Express
Scripts employees frequently participate in Pathways
tours of our campus, discussing how they use STEM as
part of their job and the STEM-related degree programs
they pursued.
STEMPact
STEMPact was created by leaders at companies like
Express Scripts to support STEM education. The program
includes a two-week teacher workshop on STEM lesson planning and classroom tactics for engaging and
encouraging student interest in STEM education.
Express Scripts also hosts STEMPact-sponsored forums
with STEM leaders who discuss how they turned their
love of math and science into a fulfilling career. Our
most recent discussion included two women from
minority groups who addressed the importance of
female representation in STEM education and careers.
BESt Program
Co-founded by Barnes-Jewish Hospital, Express Scripts
and St. Louis College of Pharmacy, BESt is a summer
program that immerses high-performing diverse students from St. Louis high schools in STEM academics
for six weeks. Focused specifically on healthcare and
pharmacy careers, BESt offers sophomores, juniors and
seniors an opportunity to interact with STEM professionals in a corporate setting.
In addition to these programs, the Express Scripts Foundation regularly awards grants to organizations actively
engaged in STEM education, especially females and
students who might not traditionally pursue science
and technology careers. The Girl Scouts and the Challenger Learning Center in St. Louis are using creative,
hands-on approaches to encourage science-related
learning and career choices.
During my career in technology, I’ve seen many gamechanging applications of STEM, but none more transformational than those in healthcare over the past five
years. At Express Scripts we improve patient quality of
life daily, through the fast, easy and efficient delivery of
care and services, striving always to find better ways to
deliver that care.
That aspiration would be impossible to realize without
STEM, which serves as the foundation of everything we
do in healthcare, and everything we strive to do in making the patient experience even better. I’m proud to be
part of it every day, and in making an investment in the
future leaders who will carry that commitment forward.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 115 Express Scripts
A Passion for Patient Care and Learning
Several times a year, students and teachers visit our
Express Scripts Innovation Lab, a cutting-edge collaboration and solution development center where
data analysts and clinical specialists identify strategies
to improve the healthcare experience for the 85 million patients we serve. These visits allow educators and
their students to see up close how we use math and big
data, technology and in-depth healthcare expertise to
deliver great service and care.
Maureen Osborne
Global Chief Information Officer
EY
EY is a global leader in assurance, tax, transaction and advisory
services. The insights and quality services we deliver help build
trust and confidence in the capital markets and in economies
the world over, and we play a critical role in building a better
working world for our people, for our clients and for our
communities. We base our business on sharp analytical skills,
and offer diverse career opportunities to STEM-educated
professionals, with degrees in accounting, engineering,
finance, mathematics and technology. In addition, EY has
a strong commitment to STEM education. Our Academic
Resource Center develops time-critical learning materials
for university faculty. Many of our corporate responsibility
initiatives aim to strengthen education and build STEM skills.
For example, we are a sponsor of Cyberchase, the PBS awardwining series that teaches math and problem-solving. Our
professionals bring those lessons to life through the Cyberchase
Volunteer Program.
Bringing her talents and vision to EY,Maureen G.
“Mo” Osborne is the Global Chief Information
Officer and a key member of the EY Global
Services (EYGS) executive team. Comprised
of more than 4,000 employees in more than
150 countries worldwide, the IT organization
has direct responsibility for resources, assets
and all IT activities within Ernst & Young’s
global network of firms, including IT strategy,
with an annual budget of approximately
$1.5 billion.
Prior to joining EY, Mo was a valued leader at
JP Morgan Chase (JPM) where she played
a number of strategic roles. Mo served as
the Chief Operating Officer for Treasury and
Securities Services, one of JPM’s largest global
businesses. She was responsible for improving
efficiency, driving results and setting the
future Technology and Operations strategies.
During her tenure at JPM, Mo was also the
Global Chief Procurement Officer where she
streamlined processes, delivered significant
savings and set the overall procurement
strategy for the firm.
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R S I N S T E M With an expertise gleaned from thirty years of
business experience, Mo has a reputation for
leading large complex global organizations
that are going through significant change
and transformation.
She is very resultsoriented with a key focus on building strong
teams and gaining operational efficiencies.
She graduated from Loyola University in
Chicago with a Bachelor of Science degree
in Mathematics and Computer Science, and
subsequently earned an MBA in Finance from
Loyola’s Graduate School of Business.
Mo lives in Chicago and has been married to
her husband John (Ozzie) for 27 years. She
has two children – Colleen and John.
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The response to the unprecedented global downturn
was a sharply increased focused on cost savings,
rationalization and consolidation — everything
possible to make IT operations more efficient and
cost-effective. Then, as we came out of the financial
crisis, we found ourselves in a “perfect storm” that has
completely changed the role of the CIO. We are seeing
the “consumerization” of IT and the market response
to the generational shift as children raised in a digital,
media-saturated world enter the workforce. IT has
emerged as a “service” with the speed and capability
to fuel the highly competitive race to “digital” within
the corporate landscape.
Today, as EY CIO, I oversee a global workforce of more
than 7,000 with objectives of market and service
growth, globalization and investment in people across
our four service lines (Assurance, Tax, Transactions,
Advisory). My team heads up our global IT function,
which has direct responsibility for resources, assets and
all IT activities within EY’s global network of firms, with
an annual budget of approximately US$1.5 billion.
Technology as a competitive advantage
Within the professional services industry, EY has
been rapidly globalizing. We are becoming more
acquisitive, building new services to take to market
and embedding new technology into all our services.
Technology is increasingly becoming a competitive
advantage for us, rapidly evolving from its historical
position as a back-office function. And technology
is playing a more integral role in the services we sell
to our clients. Today, we have moved away from
investing most of our IT dollars in such back-office
functions as finance and HR. We are now in the front
office, where technology is embedded in the client
solution itself and helps drive revenue and improve our
employees’ productivity.
IT as a differentiator
The role of the CIO has been elevated within EY because
there is an acknowledgment that IT is fundamental to
everything we do now — it will be key in differentiating
ourselves in the market and winning new business.
Every year, we increase our IT budget with the focus on
our service lines and the business looking to the CIO for
leadership, education and innovation.
helping the business understand the opportunities new
technologies provide. And, perhaps most importantly,
the CIO must now demonstrate how these can be
shaped into new or enhanced services that contribute
to the bottom line. The only way companies today
will really innovate and leapfrog their competition is
through new and disruptive business models where
technology is at the center.
A vision of the future
Today’s CIO also needs to think about the workforce of
the future and the importance of STEM education —
and to look at the basic building blocks in developing
our future IT leaders and employees. For this reason,
I’m extremely pleased to be a part of EY’s College
MAP (Mentoring for Access and Persistence) initiative,
another powerful example of how radically the
CIO role has expanded to include participation in
corporate responsibility initiatives.
College MAP provides essential support to underserved
high school students as they consider the dream of
higher education. The program helps students navigate
the application and financial aid process, provides
access to resources, and exposes them to the benefits
of higher education. The College MAP curriculum
includes monthly workshops, college visits and tutoring
tied to financial skills that will help students succeed in
college and make the most of their financial futures
in general. The program has a unique approach — it
matches small groups of EY professionals with groups
of students, so all volunteers work in teams.
Since launching the program as a pilot in 2009, EY
professionals have mentored more than 850 high school
students. The program is having an impact — more
than 90 percent of students who have participated
in College MAP have enrolled in a two- or four-year
institution. In addition, the EY College MAP Scholarship
Fund, introduced in 2013, has distributed more than
$220,000 to College MAP graduates to date.
A key role across the organization
Today’s successful CIO needs both business and
technology. Increasingly, the position requires an ability
to play a key role in driving new business services and
contributing not only to the bottom line but also to the
organization’s overall mission. In this new definition of
what it means to be CIO, I am excited to have the
opportunity to lead a truly global IT function and play
a part helping EY deliver its ambitious and exciting
vision to help build a better working world.
Shaping business strategy
Today’s CIOs and their key leaders must have a
seat at the business leadership table. This is because
the CIO is now expected not only to design, build
and operate systems that support our clients to the
highest standards, but also to play a significant role in
©2015 STEMconnector® All Rights Reser ved
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Although my current role as EY’s CIO lies within the
professional services industry, I have seen how the
global financial crisis affected everyone and changed
the role of the CIO completely and across all industries.
Dan Greteman
Chief Information Officer
Farm Bureau Financial Services
Farm Bureau Financial Services and its affiliated insurance
companies have an extensive history of partnering with
organizations to foster a passion for technology. For example:
Our HyperStream partnership with IBM and a local middle
school was recognized at the 2014 Prometheus Awards
hosted by the Technology Association of Iowa (TAI). We
provide an on-site classroom for a local high school’s
Advanced Professional Experience program. Fifteen juniors/
seniors are participating in the financial services strand this
year. FBFS helps sponsor a special Tech Camp where FBFS
employees volunteer and provide hands-on experiences
for young at-risk learners. FBFS employees serve on advisory
boards and assist with curriculum design to ensure that
real business needs continue to be addressed at the
collegiate level. We are proud to collaborate with partners
from education, business and the community, providing
students with a unique, immersive experience that results in
highly skilled global innovators and leaders.
Dan Greteman is the Chief Information Officer for Farm Bureau Financial Services, and
has worked in the technology field for more
than 28 years. After graduating with a Bachelor of Science degree in Computer Engineering from Iowa State University, Dan began his
career in the Communications and High Tech
division at Accenture, a global management
consulting, technology services and outsourcing company. During this time he gained
diverse experience in large-scale IT delivery,
sales, relationship management, telecommunications, IT operations and program management disciplines, and was named partner
in 2000.
After Accenture, Dan joined Nationwide’s
Allied Group where he ultimately served as
Senior Vice President and Chief Information
Officer. Dan led several key distribution channels and product lines for Nationwide, including customer service, billing, commercial,
farm, specialty, and excess and surplus. Dan
was responsible for delivering a multi-year,
post-merger integration program to improve
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commercial lines products, processes and
technology platforms, reducing expense and
facilitating geographical expansion.
In addition to his duties at Farm Bureau
Financial Services, Dan has served on both
the Foundation and Operating Boards for
Orchard Place, and has played leadership
roles in support of United Way, the Des Moines
Technology Sector and the American Heart
Association. In 2011, Insurance & Technology Magazine recognized Dan as an “Elite 8”
executive, an honor given to eight outstanding senior insurance carrier executives each
year for leadership in successful use of technology to support business goals and objectives. Dan has also worked with DMACC, Iowa
State University and the Technology Association of Iowa to develop programs specifically
focused on generating more technologists.
Dan currently serves as an Executive Board
Member and Secretary of the Technology
Association of Iowa and is a Board Member
for Living History Farms.
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Greater computing power and the universal access
to the Internet are helping technology and our world
evolve faster than ever. The speed of enablement
and broad-reaching nature of technology requires a
response. We need a workforce that is both large and
able to keep up with the evolving world. We need
to continue to evolve our existing workforce and we
need to get more people interested in technology as
a career. STEM education is the vehicle through which
we will respond.
STEM education is key to enabling greater creation and
application of technology. Creating more technologists and having them focus on enabling and applying
technology in new and exciting ways will help drive
our economy. We need more people who are passionate and involved, more who see the potential and can
combine existing technologies to enable new models.
The coming decades will bring huge automation and
improved quality of life. The United States needs to
drive this change.
The Internet and Internet of Things are creating an
environment where almost anything can be tracked
and monitored; thus, the importance of advancing
STEM careers is vital. There is so much potential for
reducing the risk of theft and destruction of property.
This monitoring could enable users to respond to issues
proactively and at a much lower cost than if they
responded reactively.
Consider an example – creating small computers,
not much larger than a grain of sand, which have the
ability to recognize fire and send an alert. Millions of
these tiny computers could be sprinkled over forest
fire-prone areas. When fire is detected, the computers
would share information. Large areas could be covered at a low cost; potentially devastating fires could
be contained before they reach deadly proportions,
saving companies and consumers millions.
The United States already has the technological building blocks to drastically change our world. The Internet
of Things, search capabilities, data analytics, telematics and artificial intelligence, to name a few, exist. The
U.S. has what it needs to connect everything to everything, anytime, anywhere. We need technologists to
bring it all together.
Consider an example – who would have thought a
tractor would be able to drive itself just 10 short years
ago? Using building blocks like GPS and automation,
a tractor now has the ability to drive and plant to
optimize yield.
Over the next 25 years, computers will continue to
get smaller and they will continue to grow in computing power; they will continue to be more prevalent in
all aspects of our lives. They will help us monitor information, live healthier lives, and ultimately allow us to
respond to issues earlier and at a lower cost.
However, in order to use all the resources we have at
our disposal, we need to concentrate on nurturing talent in STEM fields. Unemployment in technology fields
is less than 1%. Even during the economic crisis in 20082009, the demand for technology-capable resources
was high. In some respects, this is a nice problem to
have; full employment gives people purpose and
helps grow tax revenues. In other respects, it is a significant and growing issue. Without skilled resources, the
economy will slow and struggle.
The strategy of gaining access to technology talent
by taking resources from other companies isn’t sustainable and it isn’t good business. If the United States’
economy is to grow and thrive, we need to respond
to the current shortage of technologists. We need to
produce more out of college talent and retool our
existing workforce. STEM education will enable greater
economic fuel through capable resources.
The technology impact is growing exponentially and
our workforce must keep pace. The cycle begins with
STEM education early in children’s lives so they can
see the value of life-long exploration, discovery and
dynamic employment. Technology is changing our
world; these young folks are the future leaders we’ll
rely on to harness the power of technology and keep
America’s businesses growing.
Recognizing where a computer could monitor and
alert other computers or humans to the change of a
sensor’s status (going from no fire to a fire in my earlier
example) could open the door to massive application
of technology to lower the risk and/or cost of an event.
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 119 Farm Bureau Financial Services
There are few to no aspects of our world today where
technology does not play a part. Most businesses rely
heavily on technology. In most cases, they cannot
operate without technology. This dynamic coupled
with the impact of Moore’s Law (the observation that
transistor density doubles every 24 months and with it
computing power) creates the potential of technology having exponential impact on our world, and this
is exactly why STEM education, coupled with workforce development, is a critical component of our
nation’s future.
Marcy Klevorn
Vice President
& Chief Information Officer
Ford Motor Company
Ford Motor Company, a global automotive industry leader based
in Dearborn, Michigan, manufactures or distributes automobiles
across six continents. With about 195,000 employees and 66 plants
worldwide, the company’s automotive brands include Ford and
Lincoln. Ford is a longtime supporter of STEM initiatives, from high
school FIRST robotics teams to university solar car and electric vehicle
teams. Ford Next Generation Learning is nationally recognized
for engaging school districts and employers, as well as workforce,
economic development and other local organizations in developing
career-themed academies within existing public high schools. The
new Powered by Ford STEM Academies are an innovative way
to invest in the future workforce. By 2020, Ford expects to have 20
academies serving 7,000 students in cities where the company has
assembly plants, as well as other places in the United States. For 31
years, the company’s High School Science and Technology Program
has given students the opportunity to spend time at Ford’s Dearborn
campus meeting with researchers, technicians and other experts to
experience the real-world applications of science and engineering.
Marcy Klevorn is vice president and Chief
Information Officer (CIO) effective Jan. 1,
2015. In this new role, she will oversee the
information technology services for all of the
company’s operations globally. Klevorn also
has been elected a corporate officer. She will
report to Ford President and CEO Mark Fields.
Previously, Klevorn served as Director, Office
of the CIO, a position she was appointed to in
September 2013. In this role, she was responsible for managing Ford’s global IT business
applications, architecture, data centers,
web-hosting requirements, engineering and
infrastructure services.
Klevorn has spent her entire career in IT with
Ford, serving in a variety of positions in The
Americas, Ford of Europe and Ford Credit.
She began her career at Ford in 1983 in Telecommunications Services and worked at various positions within Ford IT and Ford Credit
through August 2003. In late 2003, as consulting program manager for the purchasing
business systems initiative eVEREST, Klevorn led
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legacy systems.
In 2005, she was appointed Product Lifecycle Management global director and
implemented process changes in data and
information management across product
creation. In 2006, as Enterprise Defragmentation director, Klevorn led the strategy and
implementation of infrastructure defragmentation, data center consolidation and overall systems management at Ford. From May
2006 through September 2011, she led Ford’s
IT Infrastructure organization.
From September 2011 through September
2013, Klevorn served as IT Director forFord of
Europe, andwas a member of the Ford of
Europe Operating Committee (EOC).
Klevorn, born in October 1959, earned a
bachelor’s degree in business from the University of Michigan, Stephen M. Ross School of
Business, Ann Arbor, Michigan.
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Our ability to be competitive moving forward will
largely depend on having a work force skilled in the
areas of science, technology, engineering and math.
These are core skills necessary to serve our continuously
connected customers. That is one reason we continue
to increase our commitment to a variety of STEM
programs. This is a way to support our communities
while helping students make a connection between
classroom learning and strong career opportunities.
We are facing a societal dilemma today in the U.S.
Even though most people in their teens and even
younger could not imagine life without a smartphone
and tablet, the same technology-savvy group shows a
dangerously declining level of interest in STEM-driven
areas of study. University registrations are on the decline
– especially for females.
At Ford, we have strong partnerships with many
universities, but we also know we must push support of
STEM education to lower grades in the school system.
Earlier this year, we announced that – in collaboration
with the UAW – we will be accelerating our efforts to train
future engineering, manufacturing and IT professionals
by adding four career academies in Detroit to serve
an additional 1,400 high school students.
These academies will join our Powered by Ford STEM
Academy network. Today, we have academies in
Volusia County, Florida; Louisville, Kentucky; and Utica,
Michigan. By 2020, we expect to have 20 academies
providing opportunities to 7,000 students around
the U.S.
We provide financial and technical support along with
mentoring, training and professional development. For
example, students at the academy in Jeffersontown
High School in Louisville learn math and science
in the context of issues they would encounter in
a manufacturing facility such as Ford’s Louisville
Assembly Plant.
Our dealers also support STEM programs. For example,
this spring our north Texas Ford dealers and the Ford
Motor Company Fund combined efforts to award
$350,000 in local scholarships. 80 percent of the student
recipients plan to pursue STEM degrees.The scholarships
were the culmination of work done between dealers
and high schools in their neighborhoods.
©2015 STEMconnector® All Rights Reser ved
This year, Ford opened a new Research and Innovation
Center in Palo Alto, California. We now have one of
the largest automotive presences in Silicon Valley
and have an integrated presence in the innovation
ecosystem of Silicon Valley. We also have several
academic relationships there, including one with
Stanford University. Stanford students are working on
projects from research in advanced battery design, to
autonomy and user interface design.
Ford may not seem a natural choice for these Stanford
students to consider as they enter the job market, but
this shows another example of why it is so important
to be in the community. As the students learn about
Ford’s determination to deliver leading efforts in
connectivity, mobility, autonomous vehicles, the
customer experience and use of big data, they can
see the automotive industry is a tremendously exciting
place to be, where experimentation is vital to future
success. Our work is about more than moving from
point A to point B, it is about human progress.
While IT has historically been a support function
focused on continuous improvement of efficiency
and productivity, today IT is integral to every piece of
technical innovation occurring at Ford – from Silicon
Valley to the plant floor in Louisville. That again points
to the changing skill sets needed as we move forward,
along with the responsibility we all have to help
develop and attract talent to our companies.
To that end, all of us seen as role models need to
take time to act as mentors. At each step along my
journey, I have tried to turn around to give back. One
way is through formal programs such as the Michigan
Council for Women in Technology, an organization that
is dedicated to inspiring young women in information
technology. However, giving back is also about being
present in the community and being consistently
approachable to those seeking advice or assistance.
I am often asked what advice I have for young women
seeking STEM careers. My personal story is that I got into
IT almost by mistake. As a marketing manager, I found
that while I liked developing relationships, I equally
enjoyed solving problems with technical solutions. So
I advise young women to be willing to try things to
find out what they really enjoy and where they can
excel. I also advise them to be more confident than
they naturally feel; people almost always exceed
their own expectations. We all need to believe in our
own abilities and seek the support of those around us
– most people are interested in sharing and helping
you succeed!
We are in one of the most exhilarating phases of
development in the nation’s history. At Ford, we look
forward to working together in partnership with other
leaders in business, education and government to
ensure we are creating great jobs and supporting the
education needed to create a skilled work force.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 121 Ford Motor Company
Today at Ford, we are taking a company known as
a leading industrial manufacturer and transforming
it into a technology-led business that is focused both
on automotive and mobility. One of our top priorities
throughout Ford is to drive innovation in every part
of our business. We are working to drive the business
today while anticipating and delivering customer
wants and needs up to 15 years down the road. I’m
proud to say that IT is helping lead the way through this
exciting time of change.
Rob Lux
Executive Vice President
& Chief Information Officer
Freddie Mac
Freddie Mac was established by Congress in 1970 to provide
liquidity, stability and affordability to the nation’s residential
mortgage markets. Freddie Mac supports communities across
the nation by providing mortgage capital to lenders. Today
Freddie Mac is making home possible for one in four home
borrowers and is one of the largest sources of financing for
multifamily housing. Freddie Mac has been a long-time
sponsor of the Anita Borg Institute’s Grace Hopper Women
in Computing Conference. Freddie Mac has sent IT and
other employees to this conference to receive professional
development and to recruit prospective STEM candidates to
the company. As a major player in the secondary mortgage
market, Freddie Mac’s STEM careers span IT, economic
modeling, finance, accounting, and audit. Freddie Mac also
sponsors and supports Women in Technology and Girls in
Technology in the greater Northern Virginia area.
Robert (Rob) Lux is the executive vice president and chief information officer at Freddie
Mac. He is a member of the company’s senior
operating committee and reports directly to
CEO Don Layton.
Lux is responsible for the company’s Information Technology (IT) assets and services. In this
capacity, he oversees end-to-end technology solutions that ensure delivery of strong
operational platforms and integrated services throughout Freddie Mac’s businesses.
Prior to coming to Freddie Mac, Lux was a
Principal at Towers Watson, a leading global
professional services company, where he
was responsible for leading teams on three
continents in the delivery of commercial
risk modeling applications for the Insurance
industry. Prior to that, Rob was Chief Architect for GMAC Financial Services and Chief
Technology Officer (CTO) for GMAC Residential Capital (GMAC RESCAP). While at GMAC
Financial Services, he also held the position
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speaker on Enterprise Data Management.
Lux has also held IT leadership positions at EDS
and Reuters. He has over 30 years of experience in the IT industry and has over 10 years
of experience in the mortgage industry. Lux
is a current member of the MBA’s Residential
Technology Steering Committee and earned
the MBA’s Certified Mortgage Technologist
(CMT) designation. His leadership has been
recognized through Evanta’s Breakaway
Leader CIO Award and Wall Street & Technology Magazine’s CIO Elite 8 Award.
Lux earned an M.S. in Management of Technology from the University of Pennsylvania
and a B.S. in Commerce and Engineering
from Drexel University in Philadelphia, PA.
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We strive to achieve our goals through our people, and
are committed to making Freddie Mac the best place to
work for IT professionals. We strive to be a diverse and collaborative team focused on a common vision and goals.
Diversity is a strength and competitive differentiator and
we aim to be the most inclusive IT organization. We also
work to build a fun, challenging environment where everyone contributes and is recognized for their contributions.
We will constantly improve our IT team by focusing on
three objectives:
1. Attracting the best internal and external people
2. Training people so they continuously improve
3. Retaining the best people by making IT a place they
want to work.
Attracting the Best People
As we aspire to be a World Class IT organization, it’s important to us to identify a pipeline of top internal and external technology talent. We do this through forming strong
relationships with a number of STEM programs at nearby
leading institutions, including Virginia Polytechnic Institute,
Penn State University, Georgetown University, and James
Madison University.
Our team leverages their connections as alumna at these
schools to raise awareness of our Technology Analyst program, through which we annually hire 40-50 recent graduates. We recently resumed our college intern program
to further strengthen our relationships with STEM programs,
by providing students with the opportunity to gain on-thejob skills that strengthen their education.
And because we value diversity, we are a long-standing partner with the Year-Up program, which provides
low-income, urban young adults with technology skills
and experiences to help them grow in STEM careers.
We co-sponsor an Autism Internship Program with the
Autistic Self Advocacy Network (ASAN), and recently
spoke at a United Nations panel about our participation in the program. And we were recognized this year
through local television for working with Sharp Decisions on our V.E.T.S. program, through which veterans
work as IT testers, gaining a valuable jumpstart for their
civilian careers.
Through our recruiting processes, we carefully screen
potential team members, often providing both internal
and external candidates with a multi-tiered interviewing
experience. This includes interview panels and meeting
some of our top performers, as we believe top performers
attract other top performers – and we pride ourselves on
attracting “A players” who excel in the STEM fields.
Continuously Improving Through Training
Our commitment is to provide our team members with
challenging work and learning opportunities so they can
©2015 STEMconnector® All Rights Reser ved
build their resumes and advance their careers. We offer
a robust training program that helps our team members
expand their STEM focus through coursework in areas
such as Java, ITIL, Agile, Big Data, and Oracle.
Through our CIO Speaker Series and Cybersecurity Expert
Series, leaders from highly respected companies volunteer their time to share their technology expertise and
leadership best practices with our team members. And
our team members share their knowledge with each
other through brown bags and small group meetings,
helping each other learn the complicated technologies we support. We annually sponsor a select number of
employees to pursue their degree through Georgetown
University’s Master of Professional Studies in Technology
Management.
We believe that our team members need to strengthen
their leadership and professional development competencies. Our Technology Analyst program includes a
robust learning curriculum with required reading, training, and networking. Selected high performing managers
and directors participate in specially designed training
programs to help them hone their soft skills and become
even better leaders.
Retaining the Best People
We strive to empower our people and challenge them to
make Freddie Mac IT the best place to work. We’re working to help our employees identify their career path—
starting with setting attainable stretch goals each year,
measuring progress and gaining feedback and recognition from management and peers along the way. We’re
also helping each employee identify a career path,
ensuring they understand the opportunities available to
help them grow in their roles.
We believe in creating a diverse and inclusive workplace
as a way of strengthening our workforce. Our employees
participate in nine different Employee Resource Groups
(including Women’s Interactive Network (WIN), the Abilities Network, and Asians Supporting Inclusion and Awareness (ASIAN)), learning how to celebrate our differences
by increasing our cultural awareness and creating networking opportunities across the company. In 2014, the
IT division was ranked one of the top three divisions that
“exceeded expectations” in diversity and inclusion.
Freddie Mac IT listens to our team members—we value
courageous, innovative individuals who speak up to
challenge the status quo and bring new ideas to our
team. Our people will practice intelligent risk taking
and experimentation to provide innovative solutions
that benefit our customers. We host annual innovation challenges, such as Code Jam, to inspire employees to develop creative ideas and solutions. And we
carefully review and respond to employee survey
comments and look for opportunities to encourage
active dialogue.
We expect much from our people, and reward those
who deliver with more responsibility and the best assignments. We believe that we are continuing to move the
bar in making Freddie Mac the best place to work for
IT professionals.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 123 Feddie Mac
Freddie Mac IT’s vision is to become a World Class IT organization that enables Freddie Mac to achieve its mission
to make home possible for America’s families by providing a constant stream of mortgage funding that helps
people rent, buy, and own a home. Although we are primarily known as a financial institution, technology is a key
enabler for our business. We build technology, not just for
our firm, but also for the mortgage industry.
Vince Campisi
Global CIO for GE Software
General Electric
GE and the GE Foundation are committed to building a world
that works better. We’re empowering the next generation
of diverse, innovative STEM leaders with the workforce
skills necessary to succeed. The GE Foundation has been
recognized for its STEM leadership by the National Science
Teachers Association and Columbia University’s Teacher
College, among others. The work spans K-12 and college
and career-readiness. GE Volunteers power the Foundation
by engaging and empowering students globally and locally.
One of the largest skill-based programs within GE is at GE
Lighting in Cleveland, Ohio, where in 2008, MC2 STEM High
School became the first high school to be embedded in a
corporate campus. Local GE employees support education
through skills based volunteering and supporting the schools
real-world project based learning.
Vince Campisi is the global CIO for GE
Software, and leads the Software & Services
Technology (SST) organization, which focuses
on delivering software & analytics-based
outcomes to drive enhanced customer
productivity and value.
Campisi has been with GE since 1998 and has
completed assignments across GE Power &
Water, GE Energy Management, GE Capital,
and GE Corporate. He has progressed through
leadership roles in Software Development,
Information Technology, and Product Quality/
Operations. Prior to GE Software, he was CIO
& Lean Leader for GE Intelligent Platforms
and CIO & Quality Leader for GE Water &
Process Technologies.
strategy. He is also a member of GE’s IT Council,
which focuses on driving company-wide
initiatives such as GE’s cloud transformation
efforts and the company’s efforts around big
data analytics.
Campisi is a committed partner and advocate
of STEM programs at GE. He believes these
programs help educate today’s young talent
in learning what’s possible with technology,
including how the Industrial Internet can drive
efficiencies and productivity across major
industries that will ultimately make people’s
lives better.
As a member GE’s Services Council, he
focuses on leveraging software & analytics to
craft better customer solutions and services
in alignment with GE’s Industrial Internet
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There’s a sea change taking place at the point where
industry and technology intersect that, in my view, will
make the Industrial Revolution and the rise of the Internet
look like baby steps for humanity by comparison. This
collision of the physical and digital worlds—bringing
together the nuts and bolts of industrial machines with
the ones and zeros of software—has the potential to
yield more benefits than even I can imagine. It’s called
the Industrial Internet and the innovations it will deliver
have direct application in sectors accounting for $1015 trillion of the global GDP.
The Industrial Internet combines intelligent machines,
advanced analytics, and people at work in ways that
promise to dramatically improve productivity and
efficiency. And even if it results in a very conservative
one-percent improvement in efficiency, the results will
be impressive. For example, we estimate that a savings
of one-percent in fuel costs would save the commercial
aviation industry $30 billion in 15 years. A similar rise in
efficiency in our gas-fired power plants could save $66
billion in fuel costs. In health care, the savings would be
$63 billion; for the freight industry, $27 billion. I could go
on, but you get the idea. And the benefits transcend
financial savings. The Industrial Internet literally has the
potential to help reduce carbon emissions, to improve
quality and access to healthcare that saves lives, and
to transform entire economies for the betterment
of humankind.
The U.S. is an early leader in the Industrial Internet,
but our position can only be sustained by the ready
availability of an exceptionally strong talent pool, not
just in the traditional STEM “silos,” but with new, hybrid
skill sets.
Traditionally, in order to achieve the sort of efficiency
and performance gains I mentioned, we had to defy
the laws of physics with breakthroughs in mechanical
engineering,
electrical
engineering,
chemical
engineering, science, technology, and math. But the
Industrial Internet enables us to further defy the laws
of physics through amazing feats in the digital worlds
of software engineering and data science. These
disciplines, a critical part of STEM, are essential to
unlocking the next era of industrial innovation, growth
and productivity.
©2015 STEMconnector® All Rights Reser ved
Since opening our center in San Ramon in 2012,
GE Software has hired more than 1,000 men and
women with backgrounds in math, computer science,
engineering, data science, user design experience and
other relevant fields. This is a new kind of STEM workforce,
aligned in their common pursuit of connecting the
world of intelligent machines with people and data.
At GE, we are committed to thinking differently and
collaborating in ways that take put our incredible
depth of expertise, insight and industrial know-how to
good use. But without our simultaneous commitment
to STEM, our ability to face and meet the coming
challenges would be severely compromised.
That’s why we invest in STEM programs like Girls Who
Code and GE Girls, which help spark the imaginations
of our next generation of engineers, data scientists,
software developers, and technologists.
It’s why we’ve developed mentorship and leadership
programs, which open doors for young leaders, inspiring
and empowering them to create brilliant approaches
to solving the world’s toughest challenges.
It’s why our GE Foundation pursues its vision of
building a better world by empowering a diverse
new generation of innovative STEM leaders with the
workforce skills necessary to thrive. The Foundation’s
work, spanning K-12, college and career-readiness,
has been recognized for its STEM leadership by the
National Science Teachers Association and Columbia
University’s Teacher College, among others.
And it’s why we developed one of the largest skillbased programs at GE Lighting in Cleveland, Ohio,
where in 2008, MC2 STEM High School became the first
high school to be embedded in a corporate campus.
At GE, we believe every industrial company is going to
be a software & analytics company, because the next
era for industries like energy, healthcare, and aviation
will require companies to bring together the world of
physics and the world of analytics.
So when you step back and think about the talent
we’ll need to digitize every major industry, it’s clear
that the demand for folks with strong disciplines in
science, technology, engineering and math is going to
be exponentially higher than it has ever been before.
If we don’t continue to invest in STEM talent it won’t be
the laws of physics preventing us from breaking new
technical boundaries it will be a lack of the necessary
talent to help us challenge and redefine what
is possible.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 125 General Electric
As a society we’ve only just scratched the surface on all
the ways technology will transform our world in positive
and amazing ways. But new technology doesn’t just
appear out of thin air. It flows from the ingenuity of
brilliant, educated people who have the vision and
know-how to turn their ideas into solutions for the
world’s biggest challenges. The promise technology
holds for transforming our future can only be realized
if we have the talent to invent it, shape it and put it
to work for the good of all. Providing outstanding
educational opportunities in the STEM disciplines is an
essential part of delivering on that promise.
Randy Mott
Senior Vice President,
Global Information Technology
& Chief Information Officer
General Motors
As a preeminent global automotive powerhouse, with more than
218,000 employees working in 396 facilities spanning six continents,
the General Motors business teams rely on technology strength as
the core of their innovation. GM is undergoing one of the largest
product and company transformations in history. The company is
also deep into a three-year unprecedented modernization of its
Information Technology function. Covering 12 strategic initiatives,
the IT transformation includes insourcing ~90 percent of IT work,
building four innovation centers strategically located in the United
States, and fusing the labyrinth of GM’s customer, vehicle and
logistical data stored in two new, state-of-the-art data centers.
Within the communities that we serve, GM invests in educational
efforts that support the next generation of leaders and innovators.
This is true particularly in the areas of science, technology,
engineering and math (STEM), information technology and other
fields important to the global automotive industry.
Randy Mott was named senior vice president and
chief information officer, Global Information Technology (IT) in February 2012, responsible for the company’s global IT strategy and all IT assets. He is a
member of the Executive Leadership Team, reporting to CEO Mary Barra.
Prior to his current position, Mott served since 2005
as executive vice president and chief information
officer of Hewlett-Packard, where he was responsible for all IT, including company-wide application
development, data management, technology infrastructure, data center operations and telecommunication networks worldwide.
From 2000 to 2005, Mott was senior vice president
and chief information officer for Dell, Inc. He was
responsible for managing the company’s global IT,
which included the backbone of its extensive Internet and web-based capabilities. Mott significantly
enhanced the company’s IT executive talent and
focused the organization on global, scalable and
common systems.
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Inc., where he held a variety of technical and management positions and pioneered retail and supplychain systems automation. In 1994, Mott was named
senior vice president and chief information officer.
For the next six years, Wal-Mart almost tripled in revenue and its IT group earned a “best-of-class” reputation as it cost-effectively leveraged global and
common IT systems. In 1996, Mott was promoted to
Wal-Mart’s executive committee and in 1997 InformationWeek named him “Chief of the Year.”
In June 2007, he received the “Roger Milliken Career
Achievement Award” from the Voluntary Interindustry Commerce Solutions Association.
Mott has a bachelor of science in mathematics from
the University of Arkansas, Fayetteville. In 2005, he
was named in the Fulbright College Alumni Academy as a Distinguished Alumni. Mott was elected to
the Board of Directors for Dun & Bradstreet in June
2015, and serves on the Audit Committee and Innovation & Technology Committee.
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That’s particularly true at General Motors, where an
historic transformation of its global information technology organization is underway and new college
hires from STEM fields play a critical role. During the
past three years GM IT has hired more than 1,600 new
college graduates from universities across the United
States as part of its strategic hiring practice. Recent
graduates apply their newly developed skills and work
side by side with seasoned IT professionals to support
GM’s global business partners.
“Technology contributes to every area of the business, but it’s only one of three elements of a successful
career,” said Randy Mott, GM senior vice president and
CIO. “It’s equally important to have business acumen
and strong leadership skills.”
GM employs more than 20,000 engineers and 10,000 IT
professionals worldwide who work together with business partners to design, build and sell the best cars,
trucks and crossovers. Bringing in graduates from STEM
fields has been an ongoing focus for GM IT during the
past three years and supports the company’s priority
to insource 90 percent of IT work previously done by
third parties.
New college graduates bring energy and passion to
the organization and, importantly, a unique perspective when it comes to implementing innovative technology in a global business environment. Another part
of the GM IT transformation is the opening of four innovation centers in strategic locations across the United
States. Those facilities in Warren, MI; Austin, TX; Roswell,
GA; and Chandler, AZ, are within 200 miles of more
than 50 percent of the nation’s top computer sciences
schools to access the brightest new talent and optimize recruiting efforts.
New GM IT hires kick off their careers with in-depth
training in “boot camp” sessions, and have ongoing
career development through Innovation Days, “Hacka-Thons,” computer-based-learning, lunch-and-learns,
and many other opportunities to grow their business
acumen and leadership abilities.
On the job, IT teams work on cutting-edge innovation
projects ranging from World Platform, which includes
all of the branded .com sites for GM worldwide, to a
sophisticated SAP environment that runs the company’s finances and back-office functions, to the
computer-aided design tools used by product development and engineering teams to design and engineer new vehicles.
•The GM Foundation actively promotes education in
STEM fields through the Buick Achievers program. Since
its inception in 2011, 3,400 students have received
more than $27 million in support to make their educational dreams come true. Of that nearly $23 million
has gone to STEM, and more than $11 million has gone
to women pursuing STEM careers. In 2014 alone, the
GM Foundation awarded 100 new scholarships totaling $2.3 million for students to pursue careers related
to the automotive industry.
•Over the last decade,the GM Foundation has awarded
nearly $31.3 million in grants to support leading universities and partnering organizations across the country
through its University/Organization Partner Program.
The initiative provides funding to advance secondary
education curricula in STEM and other fields important
to the automotive industry. Through this annual program, the GM Foundation helps prepare more students
to graduate with STEM-related degrees. The funds also
support design and manufacturing degree programs,
diversity initiatives, student organizations, and career
development resources.
•The GM Foundation also supports programs that reinforce math and science skills among schoolchildren
like Teach for America, MathCounts, Camp Invention,
FIRST Robotics and the SAE Foundation’s A World in
Motion initiative.
•GM was an inaugural sponsor of the Million Women
Mentors initiative in 2014, a ground-breaking collaborative effort designed to engage one million
STEM mentors to educate and empower girls and
young women to actively pursue STEM education
and careers.
•GM IT is a major sponsor for both professional- and
university-organized Women in IT conferences in Michigan and Texas, providing financial support and participation in panel discussions and information sessions
about STEM career opportunities.
•The GM STEM Council, sponsored by the GM
Diversity organization, provides support to external organizations and initiatives that encourage education and professional development in
technical fields.
The ties between GM and STEM-related activities have
been cultivated over many years.
“I realized early on that computers and programming
would be a key part of the future,” Randy said. “That
coupled with IT professionals getting exposure to virtually every facet of a company – logistics, product
development, engineering, sales, and marketing –
means STEM careers are great opportunities.”
Overall, GM’s ties to STEM career cultivation run deep,
spanning both IT and engineering communities.
Among notable connections:
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 127 General Motors
With technology deeply rooted in every successful company today, careers in science, technology,
engineering and math (STEM) are more important
than ever.
Isaac Sacolick
Global Chief Information Officer
& Managing Director
Greenwich Associates
Greenwich Associates provides data and insights to help our
clients improve business performance and gain a significant
competitive advantage. Our client base includes more than
250 leading banks and fund manager firms, plus the more
than 50,000 corporations and institutions who participate in
our research. We are the leading provider of research-based
consulting solutions in the financial services industry. We offer
more than 100 action-oriented research and consulting
programs that cover investment management, fixed income,
equities, investment banking, large corporate banking, foreign
ex-change, derivatives, commodities commercial banking,
capital markets, securities and trading, and insurance.
Greenwich also has a dedicated and experienced Customer
Experience Management (CEM) team and through its
subsidiary Javelin conducts in-depth primary research studies
in four practice areas: Omnichannel Financial Services,
Payments, Fraud & Security and Mobile.
Isaac Sacolick is the Global CIO and a Managing Director at Greenwich Associates, a
leading provider of global market intelligence
and advisory services to the financial services
industry. Isaac is leading Greenwich’s Business
Transformation Initiative and implementing
business intelligence platforms, upgrading its
CRM processes, and leading a digital transformation of Greenwich’s marketing practices.
Isaac Sacolick was most recently CIO of
McGraw Hill Construction and responsible
for its technology strategy and execution.
He oversaw the development of new technology products including Dodge Global
Network, Dodge Bid Pro, and three Dodge
Business Intelligence products. He was a contributor to Engineering News Record, sat on
the content board of the FutureTech technology conference, and led Construction’s CIO
Council for AEC CIOs.
Isaac has been recognized as an industry
leading, agile, innovative CIO. In 2015 he was
interviewed by Forbes on 5 Things to do When
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listed on their Top 20 Social CIOs. In 2013, he
received TechTarget’s CIO award for Technology Advancement. In 2015 and 2014, he was
listed on Huffington Post’s Top Social CIOs.
He is an industry speaker on many business
enabling topics including innovation, enterprise agile, and big data analytics. He writes
a blog, Social Agile and Transformation that
covers topics on CIO technology transformation, agile execution, big data, innovation,
and digital marketing.
He joined The McGraw-Hill Companies in
2007 as VP of technology for BusinessWeek.
Isaac was also founder and chief operating officer of TripConnect, a web 2.0 social
travel website and CTO of PowerOne Media
and AdOne, companies that provided SaaS
applications to newspaper companies.
Isaac holds a bachelor’s degree in electrical
engineering from Binghamton University, and
a master’s degree in electrical engineering
from the University of Arizona.
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Is a STEM background that important? If you’re working
in a scientific research company or one that delivers
technology products and services, then your answer is
likely an obvious yes. But is it also critical to the success
of the average IT department or enterprise that works in
other sectors such as financial services, manufacturing,
publishing, or consumer products?
Sometimes, numbers can be misleading. According to
Gartner, the average company spends 3.2% of revenue
on information technology and the number peaks at
6%+ for financial services and software companies. This
sounds like a small target of opportunity for our nation’s
computer science, math, and engineering graduates
looking for career opportunities.
Yet, when you look underneath the hood of the
average mid-size through Fortune 500 companies,
there are many problem solvers, data crunchers, even
application developers outside of the traditional IT
departments. In addition, as more IT departments
participate in more product development initiatives,
technology driven business optimization programs,
or data intensive supply chain collaborations there
is far greater need for applying engineering and
mathematics skills and practices.
I think what you’re seeing today is that the many
successful companies are applying more science and
mathematics driven principles across the organization.
As a former CTO of several startups and now a veteran
CIO, I’ve witnessed the most productive and innovative
departments are the ones that are applying critical
thinking and are very data driven in their decision
making. Some examples:
•Operations teams that have strong six-sigma black
belts that measure inefficiency and quality and are
self-sufficient with business intelligence tools to collect
metrics, analyze, and implement improvements.
•Marketing departments that were once perceived
as creative playgrounds must now experiment (and
apply scientific process to the experimentation) with
multiple digital marketing methodologies to attract
new customers and to measure the end to end
customer experience.
•Sales teams that have to be hyper efficient with their
use of mobile technologies and their ability to research
prospects to gain a competitive edge.
•Software engineering teams that are pushing
the edge on computing intelligence whether it’s
automating thousands of big data cloud computing
servers, embedding artificial intelligence into their user
©2015 STEMconnector® All Rights Reser ved
experience, or leveraging predictive analytics in their
dashboard applications.
•Global organizations that work round the clock by
applying agile business practices and leveraging
social/collaboration tools.
The DNA of these organizations starts with talent.Startups
are notorious for their difficult interview practices driven
by their need to hire few and maximize opportunity.
They are looking for fast thinkers and people who get
things done, but equally as important are people who
can show their work and educate others. I don’t just
want to know your answer, but what problems were
you solving, what solutions did you explore, how did
you arrive at the answer, why did you think the solution
was optimal, and what would you do given more time
and resources?
Larger organizations have caught on and many
look for entrepreneurial and innovative people with
scientific mindsets. They will put equal often greater
emphasis on diversification looking to hire more
women and minorities. They will consider individuals
coming from different industries and experiences.
Many organizations are beginning to use advanced HR
systems with machine intelligence to help sort out new
candidates, develop talent, and source global teams.
These same organizations are becoming flatter and
expecting more ideas, innovations, and improvements
to come from the staff.
So when I see that 70% of jobs will require core STEM
skills I think that number is low and inadequate. Our
nation needs to target a higher percentage and
probably raise the bar on what it calls “core STEM
skills” because more jobs across the organization in
many more industries require critical thinking, data
intelligence, and scientific methodology skills.
Can you prove a theorem? Are you able to apply some
basic statistics on the data that you’re analyzing? Do
you have the skills to break down a large problem into
a series of smaller problems? Can you separate out
inputs from outputs when trying to understand how
something is behaving? Have you built or created
something from scratch? Do you have any idea
how your web browser or mobile device works? Tell
me about something that you learned on your own
researching on the internet without the aid of an
instructor? What are some of your most useful mobile
applications and how would you make them better?
Have you mentored anyone and what did you teach
them? What chore do you dislike the most and how
would you automate it? How would you go about
analyzing your spending habits?
These are some of the basic skills I hope undergraduates
have engrained in them before they come on
an interview or work with me on the job. STEM is
everywhere in today’s organization but it just may
not look like a lab experiment, a physics problem, or a
mathematical equation.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 129 Greenwich Associates
The single most important thing you learn with a STEM
education and degree is how to think and solve
problems. In other words, how to ask questions, think
logically, capture and analyze data, theorize, and
provide substantive answers. The most important
achievements, inventions, innovations, and solutions
achieved over the last thirty years and likely over the
next thirty require more individuals with critical thinking,
scientific methodologies, engineering principles and
mathematical foundations to work collaboratively on
challenges of growing scale and importance.
Krishna Mikkilineni
Senior Vice President, Engineering,
Operations & IT
Honeywell
Honeywell invents and manufactures technologies to
address some of the world’s toughest challenges initiated by
revolutionary macrotrends in science, technology and society.
A Fortune 100 company, we create solutions to improve the
quality of life of people around the globe: generating clean,
healthy energy – and using it more efficiently; increasing
our safety and security; enabling people around the world
to connect, communicate, and collaborate; and equipping
our customers to be even more productive. With more than
127,000 employees worldwide, including more than 22,000
engineers and scientists, we have an unrelenting commitment
to quality and delivering results in everything we make
and do.
Dr. Krishna Mikkilineni is Senior Vice President,
Engineering, Operations and IT. He leads the Honeywell Operations and Technology Leadership
Councils and oversees the effectiveness of the
company’s research, development, engineering, supply chain, and operations, strengthening the ability to create differentiated products
and solutions for our markets across the globe.
Krishna is responsible for expanding the Honeywell Operating System (HOS), driving Velocity Product Development (VPD), and increasing
dedication to quality and delivery throughout
the organization. He also leads companywide
adoption of HOS Gold, an end-to-end business
system that institutionalizes the Honeywell Operating Model, and is intended to deliver and sustain exceptional growth along with productivity
improvements. Krishna drives General Manager
training for HOS Gold and the Honeywell User
Experience, both critical focus areas of our fiveyear plan.
More recently, he is enabling the company’s
Information Technology (IT) function to leverage
contemporary technologies, and create differ-
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customers, businesses, suppliers, and employees.
Since joining Honeywell more than two and a
half decades ago, Krishna has been instrumental in leading globalization initiatives, establishing worldwide processes, successfully executing
large-scale, multi-location projects, and leveraging talent in high growth regions to meet
Honeywell product development needs. As
the President of Honeywell Technology Solutions (HTS), he grew the organization to nearly
9,000 engineers across China, India, and Eastern
Europe and established operations at SEI-CMMI
Level 5, PCMM Level 5, AS9100, BS7799, ISO90012000, and ISO14001 quality standards, among
many other certifications.
Krishna holds a bachelor of engineering degree
in electronics and communications, and earned
a Ph.D. in electrical and computer engineering from the University of Florida. He also has
received a number of recognitions at Honeywell,
including the Lund Award and the Senior Leadership Award, the company’s highest honor.
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Innovation in information technology is especially
critical, and to reach our full potential, we need innovators in this area who will make a significant global
impact. We need to make careers in technology interesting and desirable. While young people are some
of the most prolific technology users, we find that not
enough of them are choosing technology careers.
Through our Honeywell Hometown Solutions STEM programs, we are trying to reverse that trend. We also
partner with colleges, universities, and non-profit organizations to encourage students to pursue careers in
information technology.
Honeywell has designed numerous programs to make
STEM education interesting and fun, and to inspire students and teachers globally. Our innovative educational programs have delivered real results, touching
the lives of thousands of future scientists, technology
innovators, and engineers. The Honeywell programs I
am most proud of are:
Honeywell Leadership Challenge Academy: This
week-long event is available to high school children
of employees where students have the opportunity
to develop their STEM and leadership skills through
science-oriented workshops, lectures and team exercises. Since 2010, more than 1,400 students from 47
countries and 37 U.S. states have participated.
Honeywell Educators at Space Academy: In partnership with the U.S. Space and Rocket Center, in
Huntsville, Alabama, selected middle school math and
science teachers participate in classroom, laboratory and training time, focused on science and space
exploration. More than 2,300 teachers from 56 countries and 52 U.S. states and territories have graduated
since 2004.
FMA Live!: Created by Honeywell and NASA, this
award-winning hip hop science education program is
designed to inspire middle school students to pursue
studies in STEM. Since 2004, 425,000 students from more
than 1,300 U.S. middle schools have participated in
the program.
Honeywell Initiative for Science and Engineering:
A global program that reaches universities in India,
China, and other emerging regions through lectures
with Nobel laureates. Students get one-on-one access
to the laureates and Honeywell’s top engineers, allowing them to see how what they are studying today can
impact the world. Honeywell has sponsored 43 Nobel
laureate events since 2006.
To meet the challenges of the information economy
driven world, government and business leaders must
work together to re-emphasize the importance of
learning both information and physical science. This
combined learning can be imparted effectively
©2015 STEMconnector® All Rights Reser ved
through inter-disciplinary approaches rooted in core
science and math fundamentals. This must be supported by developing and retaining a high-quality
STEM teaching workforce.
We need to increase our commitment to strengthen
American innovation and competitiveness through
basic research in the sciences. This investment must
be augmented with innovative educational techniques that blend physical and virtual tools to
stimulate learning.
Most of all, we need to make education fun and interesting, applying design-thinking principles. We want
young people to get inspired to innovate and create and Honeywell’s STEM programs do a great job in
inspiring this kind of curiosity and interest in both students and teachers.
To ensure we inspire students globally to study science and math, we need committed, visionary teachers who are well equipped to guide them. With the
right tools, they can return to their classrooms with a
renewed strength to help and inspire students.
We can equip teachers with innovative cyber-physical tools and provide teaching aids, including experiential learning kits, internet-based Massive Open
Online Curriculum (MOOC), and other teaching aids.
Investing in these tools with a focus on creating a
unique incentives to women and minorities can help
them develop an advantage and pursue STEM with
more confidence.
To ensure our future workforce is prepared to meet
future challenges that sustain our industrial base, Honeywell created a series of STEM initiatives supported
by Honeywell Hometown Solutions, our award-winning
global approach to corporate citizenship and social
responsibility. We build STEM programs that deliver
results we can quantify by applying the same rigor
and business tools we use in our business. These programs are delivered to multiple levels of education,
from middle through graduate school. We also partner with many universities to support science and
technology-based research and applications and
internship programs.
To ensure our nation remains competitive, we must
make a concerted effort to evolve STEM education
continually, and invest in significant research, technology, and entrepreneurial initiatives. Our job is to inspire
future generations of technologists and ensure the
teachers who educate them have the right tools.
Honeywell recognizes the importance of dedicating resources to share our passion for innovation and
technology. We continue to support STEM education
and make an impact in educating and connecting
people to STEM issues. Honeywell’s future workforce
relies on our collective ability to train and educate
future technologists.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 131 Honeywell
The road to success is paved by innovation, and
STEM education is key to the future of our nation.
We must help prepare future generations to meet
the challenges of an integrated world and develop
new products and processes that can help us
remain competitive.
Ralph Loura
Chief Information Officer
HP
Hewlett Packard Enterprise will focus on the enterprise, both
large and small. With the broadest technology portfolio
spanning software, services and IT infrastructure, Hewlett
Packard Enterprise delivers solutions for customers’ most
complex challenges in every region of the world. Through
our R&D unit, Hewlett Packard Labs, we conduct research
that drives technology to commercialization in the areas
most important to our customers and society. We are driven
to create solutions that transform data into value, bytes
into experiences, noise into knowledge. We invest in current
technologies like the cloud, security, and mobility, as well
as future computing platform and capabilities.We look at
emerging trends to understand where our industry - and
our world - is headed, invest in a forward-looking, ambitious
research agenda for tomorrow, and build a pipeline to fuel the
next generation of products, services and solutions, delivering
breakthroughs that can transform current businesses and
create new ones.More information about Hewlett Packard
Enterprise is available at http://www.hpe.com.
Ralph Loura is a key member of the newly
formed Hewlett Packard Enterprise, serving
as CIO for the Enterprise Group and Hewlett
Packard Labs. Ralph’s objective is to help
drive growth through a focus on the customer
and partner experience and on meaningful outcomes through world-class processes,
tools, and data. He believes IT functions should
serve as value creators rather than cost centers, and that the path to value comes from
business outcomes tied to user experience.
Before joining HP in 2014, Ralph most recently
served as SVP and CIO of The Clorox Company where he transformed IT from an underperforming cost center to an organization
that is closely involved with shaping and supporting company strategy. Ralph has with a
wealth of experience and an understanding of the enterprise systems space, having
served in IT leadership roles at Cisco, Symbol,
Lucent and AT&T Bell Laboratories.
Breakaway Leader by Evanta in 2012, and a
Computerworld Premier 100 IT leader in 2012.
In January 2015, Ralph was named one of
HuffPost Tech’s Top 100 Social CIOs, and in
July 2015 RobertHalf and LeadTail counted
him among the 20 people most Retweeted
by IT leaders.
Ralph holds a master’s degree in computer
science from Northwestern University and a
B.S. degree in computer science-mathematics from Saint Joseph’s College. He serves
on industry boards including the Technology
Business Management Council and still finds
time to support non-profit boards, such as Big
Brothers Big Sisters of the Bay Area and Alameda County Community Food Bank. When
he’s not working, Ralph enjoys time with his
wife and four children, bikes 30-40 miles on
most weekends, and makes his own wine – a
true renaissance CIO.
He has been recognized as Consumer Goods
Technology CIO of the Year 2013, a Top 10
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In the Classroom
Because of a greater focus on technology in the
classroom, schools are devoting more attention
than ever to STEM education at all levels. Early
exposure to technology and mathematics provides a strong foundation on which to build. In
the K-12 years, it’s important that public school
districts provide adequate access to computers
and well-equipped science laboratories to capture students’ interest at an early age. In general,
I believe students in grade 6 and above need
full-time access to a notebook computer for
their classroom coursework and homework. This
prepares students for the types of assignments
they’re likely to receive in college and in the business world; and trusting them with an expensive
piece of technology they can call their own instills
a sense of trust and responsibility.
Online Learning
Access to a notebook computer offers students
of all ages a platform for consuming online education resources. Not only are the research tools
for traditional assignments more readily available,
but students can act on inspiration and access
learning experiences beyond what is being
taught in school. The right combination of tools
and applications can help schools offer a highly
personalized, effective, and stimulating educational experience for each student. Educational
applications offer interactivity on a virtually unlimited range of subjects, and can engage students
while objectively assessing their comprehension
and skills. While not every student who is encouraged and nurtured in technology, the sciences,
and mathematics ends up pursuing a STEMrelated education or career, a good foundation
in technology can benefit anyone entering the
workforce of today (and the future).
Secondary education institutions are extending
enrollment to a much broader audience than
ever by offering online courses. A January 2013
study by the Babson Survey Research Group
revealed that the proportion of all students taking
at least one online course was at an all-time high
of 32 percent. Online offerings can enable people
who work full time or might otherwise be unable
to attend class an opportunity to advance their
education.
©2015 STEMconnector® All Rights Reser ved
In my organization, I see many more full-time
employees attending college than ever before
because of this ability to take classes outside of a
traditional classroom setting. There are those who
entered the workforce without a degree and
now have an opportunity to receive a college
diploma without having to leave their job. Others
have the opportunity to complete post-graduate
degrees they might never have received, all due
to scheduling flexibility. In IT, I see the impact of the
skills and expertise these individuals bring back
into the workplace to benefit the company as a
whole.
Educating the Workforce
As a technology leader, I see the benefits of continuing education and Knowledge Management
systems on a regular basis. Whether onboarding
a new employee, deploying security training, or
encouraging new skill development; curricula
are easier than ever to develop and consume.
It’s also easier than ever to deploy knowledgesharing platforms for employees, ensuring best
practices are shared and knowledge transfer is
accomplished. Employees are able to consume
training and share knowledge when it fits their
schedule, rather than having to choose between
receiving training and meeting a deadline.
Many companies are also embracing internal social media platforms in the interest of
Knowledge Management as well as employee
engagement. Employees create groups based
on common work themes, functions, or processes
as well as geographic, personal interest, and
other topics. Such tools foster engagement across
groups or individuals who might not have another
means of connecting or sharing skills.
I’m involved with the Big Brothers Big Sisters of the
Bay Area, and one of the most rewarding things
I get out of my experience with this organization is watching a child “light up” when they try a
new technological gadget or learn a new skill. As
teaching methods and learning principles evolve
to accommodate more and more technology,
it’s more important than ever that parents, teachers, business, and community leaders advance
STEM education and opportunities. The students
of today come from all ages and levels of experience, and benefit from technology as never
before. A good foundation in STEM equips students for lifelong learning, and ensures we inspire
the technology innovators of tomorrow who will
continue to evolve the ways we learn.
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As an IT leader for a Fortune 50 technology company, I work in an extremely dynamic industry. We
are in the midst of an unprecedented time of discovery and disruption, which is one of the things
I enjoy most about working in technology. This
advancing pace of technology is also changing the way people of all ages learn, and it offers
educational resources and opportunities where
barriers previously existed.
Alex Zoghlin
Global Head of Technology
Hyatt Hotels Corporation
Hyatt Hotels Corporation, headquartered in Chicago,
is a leading global hospitality company with a proud
heritage of making guests feel more than welcome.
Thousands of members of the Hyatt family strive to make
a difference in the lives of the guests they encounter
every day by providing authentic hospitality. The
Company’s subsidiaries develop, own, operate, manage,
franchise, license or provide services to hotels, resorts,
branded residences and vacation ownership properties,
including under the Hyatt®, Park Hyatt®, Andaz®,
Grand Hyatt®, Hyatt Centric™, Hyatt Regency®, Hyatt
Place®, Hyatt House®, Hyatt Zilara™, Hyatt Ziva™, Hyatt
Residences® and Hyatt Residence Club® brand names
and have locations on six continents. As of June 30, 2015,
the Company’s worldwide portfolio consisted of 618
properties in 51 countries. For more information, please
visit www.hyatt.com.
Alex Zoghlin was appointed Global Head
of Technology for Hyatt Hotels Corporation
in March 2013. Zoghlin leads the company’s
network and systems operations, technology
support and risk management, technology
architecture, global planning and field services, E-Commerce and marketing systems
portfolio, reservations and sales systems planning portfolio, property systems portfolio, and
corporate systems portfolio.
Zoghlin has more than 20 years of technology expertise, most recently as chief executive officer of VHT where he was responsible
for the development of innovative technology solutions for the real estate industry. Prior
to this role, Zoghlin was founder and chief
executive officer for G2Switchworks, an alter-
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automated ticket exchanges, ticket refunds
and ticket price changes. In 2000, Zoghlin was
founder and chief technology officer of Orbitz LLC, where he oversaw all aspects of the
company, including strategy, design development and operations. Zoghlin also served
as founder, chief executive officer and chief
technology officer in 1999 for SportsGear.
com, a business-to-business sporting goods
distribution company.
Zoghlin also held a series of technology
positions at Venture Capital Firm, Neoglyphics Media Corp and the National Center
for Supercomputing Applications, as well as
a cryptographic technician for the United
States Navy.
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What is your vision for the future of STEM careers
through diversity?
My vision centers around STEAM versus STEM. Everyone
learns differently so it’s shortsighted to discount art,
design, music, etc. and I am pleased to see that more
studies are supporting this way of thinking and learning. By expanding ways to trigger the right-brain skills
that help drive a passion for technology, we create a
diverse workforce who can help drive innovation.
I think a great example of this is Apple – the technology has shifted the way the world lives and our relationship with technology. But I think one of the crucial
components of driving the irrational loyalty the brand
has achieved is due in large part because they so brilliantly blended technology with sleek design.
What do we need to do in the U.S. to continue to be
at the top of innovation?
Innovation is so broad so first, it’s important to remember what innovation is. The dictionary definition is literally to introduce something new or different. But the
thing about innovation is that it has to be relevant to
people’s lives to be meaningful.
At Hyatt, our innovation efforts are focused around
empathy. Before we undertake any technology effort,
our first question is always, “how will this help care?”
So we can build and test things and experiences all
day, but those efforts would be misspent because they
©2015 STEMconnector® All Rights Reser ved
don’t help us achieve success. It can be easy to mistake insert technology everywhere because the tech
option is sexy. But a tech-forward option might not
always be the best solution – for us, the key learning
is to come back to the core issue so we are using our
team’s creativity in a productive way.
So for the U.S. to be at the top of innovation, I think that
we need three key elements:
•An emphasis on STEAM versus STEM – this helps
spur creativity and provides a natural intersection for
right and left brained thinkers to really drive meaningful innovation. As Steve Jobs once said, “Technology
alone is not enough. It’s technology married with liberal arts that yields us the result that makes our hearts
sing.”
•Solve for the human factor – this is why I love design
thinking. It encourages the team to think beyond themselves. There’s an example we use internally to demonstrate this: Grad students at the Stanford d.School, who
Hyatt worked with to introduce design thinking to the
company, took on a project to improve infant mortality
in developing countries. At first, they set out to build a
lower cost incubator but found that these infants were
born too far from cities to get help in time. So they
shifted their perspective to helping parents in remote
areas. That tweaked language shifted the solution to
helping parents give their infants a greater chance at
life rather than create a device for hospital use.
•Bring great thinkers inside the organization – it’s
hard to think of any company that shouldn’t be focusing on innovation. At Hyatt, we have brought innovation in-house so with the goal for it to be part of our
culture and an expected part of everyone’s job. This
will be critical for driving disruptive innovation and has
already helped solve numerous small annoyances for
guests and colleagues, with the purpose of creating a
more loyal customer base and more engaged workforce.
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What do corporations need to do fill existing technology jobs?
In my opinion, corporations need to recruit differently –
there is a well-documented lack of minorities, including
women, in technology. So rather than only recruiting
on college campuses, I think it’s important to consider
an approach that’s more well rounded. For example,
Hyatt works with YearUp, an organization committed to
providing urban youth with the opportunities to build
marketable job skills through hands on experience.
Patty Hatter
Vice President & General Manager,
Intel Security and Software Group IT
& CIO, Intel Security Group
Intel Corporation
Intel Security’s mission is to give everyone the confidence to
live and work safely and securely in the digital world. Security
today is an essential ingredient in all architectures and on
every computing platform. Our “Security Connected” strategy,
innovative approach to hardware-enhanced security, and
unique Global Threat Intelligence intensely focuses on
developing proactive, proven security solutions and services
that protect global systems, networks, and mobile devices for
business and personal use. The job of today’s IT organization
is to stay ahead, with technology enhancements that employ
measures for a more secure computing environment for our
business. We continue our transformation to better provide the
innovation, collaboration, and service offerings that directly
support evolving business needs. We do all this with the worldclass security measures that have become synonymous with
the Intel name.
Patty Hatter is the Vice President and General
Manager, Intel Security and Software Group IT
& CIO, Intel Security Group, at the Intel corporation in Santa Clara, California.
Patty is a woman with a rare combination
of deep technology experience and strong
organizational and people skills. Even though
she began her career in a very technical
organization, she did not pursue the traditional (albeit rare for a woman) career of rising through the technical ranks. Instead, early
in her career she addressed the outward-facing aspects of business. Her business acumen,
insight and uncanny ability to knit together
solutions to complex problems have led her,
over the years, to be able to bring unprecedented levels of leadership to the organizations she manages.
erate revenue, market position and profitability. A proficient profit and loss manager
and executive leader of sales, partner experience, operations and IT organizations. She
drives large scale transformation by developing and implementing creative strategies that
boost productivity, speed to new capabilities,
employee engagement and customer equity.
Patty has been Senior Vice President of
Operations and Chief Information Officer at
McAfee, Vice President of Business Operations at Cisco and Vice President and Client
Partner at AT&T – to name a few of her most
current executive positions.
She holds a Masters of Science in Mechanical Engineering, Carnegie-Mellon University,
and a Bachelors of Science in Mechanical
Engineering, Carnegie-Mellon University.
Patty is known as a Visionary operations and
IT change agent who designs and deploys
strategies for global companies that accel-
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Technology integration in all aspects of our lives has
made digital literacy essential to a person’s sustained
economic self-sufficiency. When working in concert,
education and technology can be truly transformative, breaking the cycle of generational poverty and
driving catalytic change across the planet.
Education is a fundamental right for everyone, and is
the single most powerful tool we have for unlocking
economic opportunity and building the foundation
for a successful future. Technology plays an increasingly critical role in that equation, improving options
for and the quality of education for millions around
the world. Over the past decade alone, Intel and the
Intel Foundation have invested more than $1 billion
and Intel employees have donated close to 4 million volunteer hours toward improving education in
more than 100 countries. We do so for the betterment
of the global community and the positive impact on
future innovation.
The ubiquity of technology is changing the world we
live in at an ever-increasing rate. Innovation is opening
up new avenues for learning and economic empowerment for millions around the world. As a result, new
industries are emerging, world-changing innovations
are being deployed, and new jobs are being created. Today, businesses, and in fact entire industries,
can sometimes rise and fall in a relatively short period
of time. These changes call corporations such as Intel
to empower youth with skills that will prepare them to
keep pace with the evolving opportunities. Those willing to lead today’s youth will set themselves apart by
helping define how we turn these opportunities into
real and lasting progress.
Today’s students will be the innovators of tomorrow,
and if our schools and teachers are to adequately
prepare them, new instructional approaches, skills, and
pedagogies will be needed. Educators are the heart
©2015 STEMconnector® All Rights Reser ved
of this process, and Intel is helping to bring these educational tools into the classroom and public learning
spaces in order to reach a new generation of diversely
talented, creative technologists around the world. We
help educators inspire students, support schools in
achieving educational excellence, and enable better manageability by administrators. Intel delivers holistic technology solutions – based on experience with
more than 300 million students and 12 million teachers in 100 countries – that include hardware, software,
content, infrastructure and professional development.
Our solutions seamlessly integrate into the classroom
and support teachers with professional learning that
empowers them to unlock student potential.
Intel strives to ignite imaginations and enable positive
change, making people’s lives better and more interesting. Today’s students are the innovators of tomorrow. We’re helping to empower the next generation
of scientists, engineers, and entrepreneurs by sponsoring competitions and recognizing schools that demonstrate excellence in innovative math and science
programs. The Intel International Science and Engineering Fair (Intel ISEF) rewards scientific discovery and
innovation. At Intel ISEF, awards are based on students’
abilities to tackle challenging scientific questions, use
authentic research practices, and create solutions for
the problems of tomorrow. Each year, approximately 7
million high school students around the globe develop
original research projects and present their work at
local science competitions with the hope of making it
to the Intel International Science and Engineering Fair,
a program of Society for Science & the Public. Only
the best and brightest—nearly 1,700 winners of local,
regional, state, and national competitions—are invited
to participate in this week-long celebration of science,
technology, engineering, and math. At the event, these
young innovators share ideas, showcase cutting-edge
research, and compete for more than five million dollars in awards and scholarships.
As a global technology and business leader, we are
committed to doing the right things, the right way.
We strive to positively impact the world through our
actions and the application of technology, and have
embedded STEM education into Intel’s vision, objectives, and long term goals. We believe that this integrated approach creates value for Intel as well as our
customers and society.
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Intel was founded and built by inventors, which is why
we believe that education, innovation, diversity and
entrepreneurship are key to driving economic growth
and improving social conditions around the world. We
believe young people are the key to future innovation,
and a solid foundation in science, technology, engineering and math combined with skills such as critical
thinking, collaboration and digital literacy are vital for
their success. This foundation fosters the crucial talent
corporations and startups need to drive their business
and contribute to economic development.
Kim Stevenson
Corporate Vice President
& Chief Information Officer
Intel Corporation
Intel is a world leader in computing innovation. The company
designs and builds the essential technologies that serve as
the foundation for the world’s computing devices. As a
leader in corporate responsibility, Intel this year set a bold
new hiring and retention goal to achieve full representation
of women and under-represented minorities at Intel by 2020.
Full representation means Intel’s U.S. workforce will be more
representative of the talent available in America, including
more balanced representation in senior leadership positions.
Intel is also investing $300 million to help build a pipeline of
female and under-represented engineers and computer
scientists; to actively support hiring and retaining more women
and under-represented minorities; and to fund programs to
support more positive representation within the technology
and gaming industries.
Kimberly “Kim” Stevenson is corporate vice president
and Chief Information Officer (CIO) of Intel Corporation. Her IT organization capitalizes on information
technology to accelerate Intel’s quest to bring smart,
connected devices to every person on Earth. More
than 6,000 worldwide IT professionals are protecting
Intel’s assets, driving competitive advantage, and providing IT solutions under Stevenson’s leadership.
Stevenson currently leads the Intel Network of Executive Women (INEW) as the Subcommittee Chair for
External Thought Leadership and Outreach to channel
her passion for engaging girls and women in Science,
Technology, Engineering and Math (STEM) and speaks
on the topic both internally and externally. She was
recognized by STEMconnector® as 100 Diverse Corporate Leader, who is actively contributing to incorporate more diverse STEM professionals and changing
the pipeline based on strong STEM education.
Previously, Stevenson held the position of vice president and general manager of Intel’s Global IT Operations and Services, where she led both the strategic
and tactical support of Intel’s worldwide infrastructure
components, including data centers, network and
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client computing and a 24x7 internal service desk.
Prior to joining Intel, Stevenson spent seven years at the
former EDS, now HP enterprise services, holding a variety of positions including vice president of Worldwide
Communications, Media and Entertainment (CM&E)
Industry Practice, as well as the vice president of
Enterprise Service Management, where she oversaw
the global development and delivery of enterprise
services. Before joining EDS, Stevenson spent 18 years
at IBM in several executive positions including vice
president of Marketing and Operations of the eServer
iSeries division.
In 2014, Stevenson won numerous awards including Silicon Valley Business Journal’s Best CIO, an Evanta Top
10 Breakaway Leader, Huffington Post’s Most Social
CIO as well as the CIO 100 award by CIO.com for four
years in a row.
Stevenson earned a bachelor’s degree from Northeastern University and holds a master’s degree in business administration from Cornell University. She serves
on the board of directors of Cloudera.
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Research shows that as girl’s progress through school,
their interest in math and science diminishes, while the
opposite is true for boys. Specifically, 55 percent of girls
between the ages of 15 to 18 are attracted to engineering, which is about even with their male counterparts. But that number drops to 46 percent of women
between the ages of 23 to 25, who are attracted to
engineering, compared to 62 percent of men.
Women actively pursue higher education; and they
are the major purchasers of consumer electronics. But
not enough of them are creating technology. Case
in point, forty-eight percent of global college grads
are women, however, only 18 percent of engineering
grads are women. Even more puzzling, while 18 percent of engineering degrees are awarded to women,
only 13 percent pursue an engineering career.
Here begins the problem referred to as the leaky pipeline. At each step of personal decisions and career
advancement, more women than men fall off the
technical career track.
That’s not to say women don’t have a proud history
of creating break-through technology; they absolutely
do! Fran Allen pioneered the field of optimizing compliers. Dr. Shirley Jackson created the break through that
enabled touch tone phones, caller ID and call waiting.
Radia Perlman created the spanning tree protocol fundamental to network bridges. Sophie Wilson designed
the Acorn Micro-Computer, and I could go on.
At Intel we’re investing to build a pipeline of underrepresented engineers and computer scientists, all
the while fostering the hiring and inclusion for women
and underrepresented minorities within the company.
We’re funding programs to stop this leaking pipeline
and to get more women on the technical career track.
Intel also invests in a wide range of STEM initiatives,
including Intel’s science fairs (Intel Science Talent
Search and the Intel International Science and Engineering Fair), maker faires, and the Intel Computer
Clubhouse Network. Intel has also partnered with
organizations such as Girls Who Code, TechGYRLS @
TechShop, and NCWIT Aspire that are providing fully
immersive experiences for girls with hands-on projects that they choose to work on and find personally
relevant and meaningful. These programs also do an
excellent job of incorporating peer and “near-peer”
role models with exposure to real professionals excelling in these careers.
Efforts to bring more women into technology doesn’t
just benefit them individually, it’s also smart business.
Teams with both women and men are more profitable
and innovative. Studies have found that mixed-gender teams produced information technology patents
that are cited 26 percent to 42 percent more often
than the norm, according to NCWIT. In his 2013 annual
letter to shareholders, Warren buffet wrote, “Imagine
what will happen when we go full blast with 100 percent. It’s incumbent on everybody to try to help people achieve their potential. And women have every
bit the potential men do.”
However, big companies cannot solve this alone. All
of us need to pitch in and provide early positive experiences with computing activities by getting involved
with organizations like Girls Who Code – a national
nonprofit organization working to close the gender
gap in the technology and engineering sectors or participating in events like the Maker Faires.
The technology industry has demonstrated courage
by stepping up to this issue and taking action. We’re
trying new things and learning as we go. Some things
will work, others may not, but success can only come
from trying. Just look at the courageous example of
Malala Yousafzai who risked her life to promote education for girls in her country and, in doing so, ignited a
global movement and won her the Nobel Peace Prize.
If a teenager like Malala can make a difference, we
can too.
For example, In March 2015, Intel, Rebecca Minkoff,
and UN Women announced an effort to expand the
pipeline of female engineers, support positive representations of opportunities for women in technology,
and connect women around the world to opportunities to learn and lead through science, technology,
engineering, and mathematics (STEM) education
and careers.
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By 2020, there will be more than 1.4 million computingrelated job openings in the U.S. At current rates, we
can only fill 30 percent of those jobs with qualified U.S.
candidates, and only five to six percent of those candidates will be women. Understanding the reasons for
this deficit of women in tech is a hot research topic,
and a serious contributing factor appears to be a
“leaky pipe.” Meaning, the problem starts early.
Cora Carmody
Senior Vice President,
Information Technology
Jacobs
Jacobs is one of the world’s largest and most diverse providers
of engineering professional services; in fact, the disciplines we
apply to our customers’ projects represent an extremely wide
coverage of STEM disciplines, from environment engineering,
aeronautical engineering, pharma-bio, etc. We provide STEM
educational opportunities and activities that interest students
in the possibilities of future careers with our company. We
are involved in multiple interactive approaches to interest
young people in all aspects of STEM; ranging from K-12
students, to internships, apprentice programs, and Jacobs
“STEM ambassadors.” One of the programs is the Technology
Goddesses™, a unique program that builds upon the work
of the Girl Scouts of the USA. Internally, our Jacobs Future
Network targets our younger employees, providing a strong
platform for professional networking and development of
early career skills. The combination of these initiatives resulted
in our 2013 recognition with ComputerWorld’s “Engaging
Youth in IT” Award.
As the Senior Vice President, Information Technology, Cora Carmody provides leadership
for Jacobs’ mission-critical IT Systems including Enterprise Resources systems such as HR,
Financial, Operational support systems such
as project control, engineering/design and
collaboration, infrastructure systems and services such as networks, servers, desktops and
web/social and collaborative systems. During her career, Cora has accomplished many
notable achievements and received widespread industry recognition. Highlights of her
achievements include:
•Recipient of NASA’s Manned Flight Honoree
Award for work on Space Station Freedom
Software Build Process, 1991
•Named a ComputerWorld’s “Premier 100,”
Top IT Leaders of 2002
•IT group recognized in ComputerWorld’s
“Top 100 Places to Work in IT,” 2000 and 2005
crystallizing PRC’s culture of continuous
improvement
•She is a life-time member of the Girl Scouts
of the United States of America and is the
founder of Technology Goddesses, a Girl
Scout oriented program to mentor girls of all
ages in all manners of information technology.
Cora’s insights on technology and STEM are
frequently sought, and her work has been
included in the 25th edition of “The Leadership Challenge,” Kouzes and Posner, 2013 and
“The US Technology Skill Gap,” Beach, 2013.
Cora has an M.S. degree in Computer Science from Fairleigh Dickinson University (1985)
and B.A. and M.A. degrees in Mathematics
from the Johns Hopkins University (1978). She
and her husband, Colonel Kevin O. Carmody
USMC retired, live in Southern California and
have four children.
•Led Litton/PRC to CMM Level 3; then supported maturity increase to CMM Level 5,
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We integrate aspects of program management and
leadership into Technology Goddesses™ - without
labeling those principles, yet seeing the positive impact
on retention, especially during late junior high and
high school, where many youth-oriented programs see
a drop in enrollment. This has the impact of imbuing a
sense of belonging and technical confidence; a support community which reinforces the Jacobs Culture
of Caring, as well as the societal value of technology.
In fact, many of our girls continue with the program as
adult volunteers during college, allowing us to continue
to mentor and assist in internship and career placement. Two of the very first Technology Goddesses™
who were in 7th grade when the program was started,
have worked in Jacobs IT since they graduated from
college 3 years ago.
We communicate the richness, variety, fulfillment
and economic attractiveness of IT and engineering
careers, through both career panels and field trips to
places such as NASA JPL and Qualcomm, and local
offices of companies such as Microsoft and Google.
Our program provides safe, fun, technologically current,
useful and widely varied activities and exercises, such
as cloud-based access to shared files and applications, use of open-source software for graphic design
and web design, audio visual production, programming desktop publishing, animation, smart phone/
tablet usage, robots, geocaching/GPS technology
and social media - supporting attendees of multiple
skill levels and encouraging non-structured time to
explore specific technologies. Teaching technology
solely within a school setting is often very structured
and inflexible, which can mean some students are left
behind, and some are not challenged enough. Keep-
©2015 STEMconnector® All Rights Reser ved
ing up with changing technologies is also a challenge
for some educational institutions, both due to the slow
change of curriculum, and the cost to upskill staff and
procure new technologies. Having volunteers who
work with technology and emerging technology daily
makes for a credible program that can move beyond
the abstract utility of technology and show real-world
applications. We’ve structured Technology Goddesses™ so that there is give and take and equality
among participants, regardless of age or position – the
ideas of individual girls can impact the program with
an agility not often seen in conventional class rooms.
Improving diversity and inclusion motivates Jacobs
in both hiring practices and internal programs. In an
effort to balance the age diversity of our workforce,
we provide internships to hundreds of students around
the world, with a mutual hope of future employment. Our recruiters are active at many of the world’s
engineering schools.
Jacobs has an internal social network called JacobsConnect, on which the many formal and informal
affinity groups have spaces and can share ideas
with the global Jacobs community. Our established
Employee Resource Groups (ERGs), such as the Women’s Network and JacobsFuture (for new grads), have
spaces, as do groups of people with common interests,
such as “Engaging Youth in STEM” group. This space is
for inviting involvement, promoting activities, and sharing ideas and educational resources for our STEM
volunteers around the world. Many of the clients we
support are pleased and often impressed by the volunteer work we do around the world, as their desire to
show corporate social responsibility aligns with ours.
Mentoring is fundamental to our growth as professionals, and we believe mentoring benefits both the mentor and the protégé. The support we provide to STEM
education programs is a natural extension of this philosophy. We have both formal and informal mentoring
programs, including giving some of our millennials the
opportunity to be executive interns for two year assignments. Our Global IT function has a group mentoring
construct in place called Cross Functional IT Mentoring teams – teams that meet together (virtually, as
participants are from all over the world) for one hour
a month for either 6 months or 12 months, following a
scripted set of meetings to help them to get to know
themselves and each other and grow in their careers.
Global IT also has a monthly series called “Leadership
in Work and Life,” a mentoring series that covers technical, business or self-enrichment topics, including Town
Halls with executives such as the Chairman and the
CEO.
At Jacobs, we truly believe that people are our greatest asset, and are always looking to retain and attract
current and future employees.
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In an effort to address the continuing issue of low
numbers of women in technology-related college
degrees and careers, Jacobs Engineering CIO Cora
Carmody founded the Technology Goddesses™ program in 2002. The program focuses on providing Girl
Scouts of all ages with exposure to the vast range of
technology-related disciplines. One key component of
the program brings the older girls into mentorship positions with elementary school-aged girls. This provides
a sustaining chain of mentorship that many STEM programs lack; our 3rd graders look up to the 5th graders, our 5th graders are influenced by 7th graders who
think technology is cool, and our high school students
believe it is natural to pursue technological majors
and careers, and to continue involvement as adult
volunteers during college and afterwards. In short,
this program takes the long view of developing future
STEM employees by sustaining interest and involvement in technology from an early age (preschool at
our summer camp); many corporate-sponsored programs wait until high school to engage students, but
by that point your chances of engagement have
radically decreased.
Dick Daniels
Executive Vice President &
Chief Information Officer
Kaiser Permanente
Kaiser Permanente is committed to helping shape the future
of health care. We are recognized as one of America’s
leading health care providers and not-for-profit health plans.
Founded in 1945, Kaiser Permanente has a mission to provide
high-quality, affordable health care services and to improve
the health of our members and the communities we serve.
We currently serve more than 10 million members in eight
states and the District of Columbia. Care for members and
patients is focused on their total health and guided by their
personal physicians, specialists and team of caregivers. Our
expert and caring medical teams are empowered and
supported by industry-leading technology advances and
tools for health promotion, disease prevention, state-of-the-art
care delivery and world-class chronic disease management.
Kaiser Permanente is dedicated to care innovations, clinical
research, health education and the support of community
health. For more information, go to: kp.org/share.
Dick Daniels is executive vice president and
chief information officer (CIO) for Kaiser Foundation Hospitals and Health Plan, Inc.
In this role, Daniels is responsible for the
ongoing leadership of Kaiser Permanente’s
Information Technology vision, strategy and
execution. Daniels reports directly to Bernard J. Tyson, chairman and chief executive officer, and is a member of the national
executive team.
Prior to Daniels’ appointment to the role of
executive vice president and chief information officer, Daniels served as senior vice
president of Enterprise Shared Services, which
includes End User Services, National Facilities
Services and National Pharmacy Operations.
Daniels joined Kaiser Permanente in May
of 2008 as Kaiser Permanente’s Information Technology senior vice president and
business information officer of Health Plan
and Hospital Operations. In that role, he
was accountable for developing the strategy and ensuring the delivery of innovative,
leading-edge capabilities that drive Kaiser
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areas. Leading a diverse team that included
the Regional Business Information Organizations, National Facilities IT, Pharmacy IT, Enterprise Architecture, Information Management
and Innovation, Consulting and Analytics
and IT Compliance, he was accountable for
the strategic alignment across regional and
national IT initiatives and the regional implementation of all national IT projects.
Daniels has more than 30 years of shared
services and information technology leadership experience. Before joining Kaiser Permanente, he served as senior vice president
and divisional CIO for Capital One. In addition, as senior vice president at JP Morgan
Chase, he was responsible for maintenance
and support for all investor services business
applications globally.
Daniels has a bachelor’s of applied arts and
sciences degree from Southwest Texas State
University (now Texas State University). In 2007,
Computerworld honored him as one of the
Premier 100 IT Leaders.
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When I think broadly about STEM education, and more
specifically about the development of tomorrow’s
technical workforce, several factors come to mind
that need to converge: The competitive need for
STEM-educated talent; a steady supply of technically
trained and well-rounded individuals ready to enter
the workforce; and the need for organizations to create opportunities and work environments that excite
and motivate these individuals.
First, let me comment on the competitive need for
STEM. Technical talent and capabilities are a competitive necessity. This is often considered in the context of
national security. This is important, as is the economic
competitiveness of a nation’s business sector. Health
care is not the only industry that is becoming more
and more enabled and reliant on technology. This is
true from agriculture, to manufacturing, to transportation, and across all service industries.
Businesses are increasingly looking to technology to
advance process efficiency, innovation, and workforce productivity, as well as meet the evolving
expectations customer have for convenience and
speed. These demands are a big part of driving competitiveness between businesses and with industries
between nations.
Businesses, as well as government entities, also need
technology talent and solutions to protect critical
systems and sensitive data to address the increasing risk of cyber crime. All of these competitive and
security needs are feeding the demand for a pipeline of technical talent, and thus STEM education to fill
that pipeline.
STEM education is an essential, foundational component of technical capability. It is how we create a
steady supply of talented individuals with the technical
skills and education they need to enter the workforce.
To be effective, STEM education needs to engage the
interest and passions of today’s youth. I’ve seen reports
that the proportion of STEM college graduates in some
other countries surpasses that in the U.S. One article
from a few years ago stated that China had three
times the number of STEM graduates as the U.S. that
year. We clearly have work to do.
It is also important that technology training not be
presented and perceived as only for those who are
good at math or began programming at an early
age. The modern demands of technology are very
diverse, and one does not have to be great at math
to excel in an information technology career. In fact,
technology training should be part of a well-rounded
education. Businesses today need technical professionals who can understand business problems and
opportunities, work creatively on solutions, and communicate effectively. Understanding the flexibility and
breadth of what an individual can do and influence in
a technical career can inspire more students to pursue
STEM education.
The next important factor is what businesses can do
to attract and nurture technical talent. Required are
multiple recruiting sources, from on-campus engagement to social media platforms, to link applicants with
opportunities. The more visible this process is, the more
it serves as encouragement for students to pursue
STEM education and a critical link between talented
individuals and jobs.
Businesses then need to create specific opportunities
for early-career individuals. Our IT organization at Kaiser Permanente, for example, has a thriving internship
program that invites college students and recent college graduates to work with us for the summer. This provides essential exposure, real experience, and often
leads to employment opportunities.
Once technology professionals enter the workforce,
it’s imperative that organizations invest in the engagement of these individuals. At Kaiser Permanente, we
have thriving networks, such as for IT interns, that connect early-career professionals with each other. These
individuals also have challenging work and a variety
of opportunities to grow through training and on-thejob experience.
From my perspective, the bottom line is that we have
an opportunity and a need in the U.S. to regain our
leadership in STEM education. This requires all parts
of the equation, including the education system and
business, to do their part. By doing this, we can engage
and inspire more individuals to make STEM a stronger
part of a well-rounded education and to pursue the
vast, diverse, and rewarding opportunities afforded
them by careers in areas like information technology.
In the case of technology education, STEM education needs to leverage the fact that young people
are growing up with many forms of technology and
to inspire their imaginations about what is possible in
the future. It must connect the dots that individuals
passionate about technology can work towards an
exciting career, and that taking advantage of STEM
educational opportunities can help them get there.
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1 0 0 C I O / C TO L E A D E R S I N S T E M | 143 Kaiser Permanente
As CIO for a large not-for-profit health care system, it
is easy to see the value of STEM education and the
resulting technology talent that enables an organization like Kaiser Permanente to function and thrive. In
today’s health care, technology is everywhere and
behind every successful engagement with our members and patients.
Harry Moseley
Managing Director
& Chief Information Officer
KPMG LLP
KPMG is one of the world’s leading professional services
firms, providing innovative business solutions and audit, tax
and advisory services to many of the world’s largest and
most prestigious organizations. Our people share a sense of
purpose in the work we do, and a strong commitment to
community service, diversity and inclusion, and eradicating
childhood illiteracy. KPMG LLP is the U.S. member firm of KPMG
International Cooperative (“KPMG International”), a Swiss
entity with a global network of 162,000 professionals serving
clients in 155 countries. Each KPMG firm is a legally distinct
and separate entity and describes itself as such. Among our
many offerings, we provide a range of integrated technology
services to assist our clients and to help advance today’s CIO
and broad technology agenda. We help support the business
agenda through enabling technologies and addressing issues
of risk, governance and data security.
Harry Moseley is a managing director and
the Chief Information Officer of KPMG LLP. In
this role, he leads the firm’s KPMG Technology Services organization. He works closely
with KPMG’s Management Committee and
business leaders on all aspects of the firm’s
technology platform and capabilities, including internal support and client-facing technology service offerings. Since joining KPMG
in 2012, Harry has focused on transforming
the firm’s technology platforms to use data
captured at the source and replicated in
real time where needed. He has led digital
transformation in terms of providing mobile
solutions and harnessing big data, and is introducing a technology innovation program to
grant professionals time to work on their own
ideas and solutions, allowing them to pursue
projects outside of their normal projects that
benefit the firm.
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R S I N S T E M Harry’s technology career spans more than 30
years and has been primarily focused within
the financial services industry. Before joining
KPMG, he was the Chief Information Officer
of The Blackstone Group, a premier global
investment and advisory firm. Prior to joining
Blackstone in 2005, Harry was Executive Vice
President of technology for Mantas, a Herndon, VA based enterprise software company
providing compliance and anti-money laundering solutions. His career also includes five
years as a Managing Director with Credit
Suisse First Boston and Managing Director/
Chief Technology Officer-Americas with The
Union Bank of Switzerland (UBS) for 14 years.
Additionally, Harry has been a strong supporter of The Leukemia & Lymphoma Society
for the past 14 years. He and his colleagues
are active in the cycling program to fundraise
and build awareness for this cause.
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For our nation to remain competitive in the global
marketplace, the children of today must become the
educated, well-prepared workforce of tomorrow. We
at KPMG are committed to building a sustainable,
diverse talent pipeline for our organization and the
broader market by continuing to make long-term, strategic investments in programs from early childhood
and throughout the education continuum including helping to build a cadre of diverse professors
in academia.
Because U.S. global competitiveness directly correlates with the future success of our nation’s children,
STEM education and workforce development in the
United States needs to improve significantly to ensure
a pipeline of talent to compete in the global economy. Organizations like KPMG must not only support
programs that help students prepare for the future, but
foster development in STEM education as well. Most
of KPMG’s STEM hiring is done through our Advisory
practice, where we fill roles with an emphasis on technology. The increased focus on Data and Analytics is
transcending all of our service lines and will also create
a demand for STEM-type majors including those that
rely heavily on math.
Additionally, KPMG Technology’s Talent Management
team has established a growing intern program and
new graduate hire program. By leveraging new and
diverse talent, we are able to create a demographic
within our technology organization that reflects the
consumer environment, with a strong focus on hiring young talent, veterans, and individuals from other
inspiring talents pools.
KPMG is committed to building a sustainable, diverse
talent pipeline for our organization and the broader
market by continuing to make long-term, strategic
investments in programs from early childhood and
throughout the education continuum including helping to build a cadre of diverse professors in academia.
Some of these programs include: KPMG’s Family for
Literacy program, which is dedicated to fighting childhood illiteracy in low-income communities; our work
with Junior Achievement’s Finance Park program,
which expands to financial literacy for middle-school
students; our work to inspire interest in the accounting profession among high school students through
the National Academy Foundation’ 250 Finance
Academies; our focus on STEM education; and our
PhD project, which helps encourage minorities to
pursue doctoral degrees and has increased diversity in the teaching ranks nearly four-fold at business
programs nationwide.
©2015 STEMconnector® All Rights Reser ved
In 2014, I was invited to a White House roundtable discussion hosted by the U.S. Office of Science and Technology Policy and the National Economic Council.
Representing KPMG, I shared how the firm is managing
its IT talent pool and how we continue to elevate our
hiring standards.
The cadence of change in technology has been and
will continue to be dramatic. Therefore, we will need
to adapt to changes in the talent pool, client expectations and the requirements of our professionals. Our
hiring strategy includes campus recruitment, veterans,
and individuals from diverse backgrounds along with
a growing intern program and a new graduate hire
program. By leveraging new and diverse talent, we are
able to create a technology organization that reflects
the marketplace. We also work with a non-profit
organization called NPower that helps place technology professionals into open positions, and have
most recently focused on establishing KPMG Technology’s presence (and creating jobs) in economically
challenged cities.
In addition to all of these initiatives, we are equally
focused on investing in our existing staff through training, mentoring and offering other talent development
programs. We do so knowing that happy and fulfilled
employees will pay forward what they’ve gained, and
so, the community benefits.
Our firm’s priority has always been delivering the best
performance, service and results to our clients. KPMG
is proud to foster a high-performance culture that’s
defined by having the best people, with the skills and
determination to deliver above and beyond. From
a business perspective, attracting and retaining a
diverse workforce with varied backgrounds, perspectives and experiences is a strategic imperative for our
firm and a key contributor to our success.
We actively seek out strategic alliances that enable
us to further enhance the value proposition for current
and prospective employees, and prepare future talent to replace the current workforce. These alliances
include our relationships with organizations like Ascend,
the Association of Latino Professionals in Finance and
Accounting (ALPFA), First Book, Junior Achievement,
the National Academies Foundation, and the National
Association of Black Accountants (NABA).
Another key element that helps to embed a cultural
focus is our strong mentoring culture and its evolution
to sponsorship ensuring that high-potential, diverse
individuals are “credentialized” through career-defining growth opportunities, which range from assignments on the most important clients to having senior
leaders serve as their advocates. We’re proud of
the progress we’ve made toward fostering a diverse
and inclusive work environment, and of the fact that
our efforts continue to be recognized in the marketplace. This is evidenced by our consistent placement
on several prestigious lists, including DiversityInc’s Top
50 Companies for Diversity, Working Mother’s Best
Companies for Multicultural Women, and the Human
Rights Campaign’s Corporate Equality Index, among
many others.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 145 KPMG LLP
With over 27,000 people in more than 100 locations
across the United States, KPMG has a profound impact
on the communities in which we live and work. We
believe corporate citizenship enables us to sustain our
communities by creating shared value. These initiatives comprise volunteerism, philanthropy, corporate
giving through the KPMG Foundation, and strategic relationships with non-profits. While they cover
a broad range of issues, our main focus is youth and
education and sustaining our communities through
workforce readiness.
Francesco Tinto
Vice President, Integrated Business
Services & Chief Information Officer
Kraft Foods Group
Kraft Foods Group, Inc. (NASDAQ: KRFT) is one of North
America’s largest consumer packaged food and beverage
companies, with annual revenues of more than $18 billion. The
company’s iconic brands include Kraft, Capri Sun, JELL-O, KoolAid, Lunchables, Maxwell House, Oscar Mayer, Philadelphia,
Planters and Velveeta. Kraft’s 22,000 employees in the U.S. and
Canada have a passion for making the foods and beverages
people love. Kraft is a member of the Standard & Poor’s 500
and the NASDAQ-100 indices. For more information about
Kraft, visit www.kraftfoodsgroup.com and www.facebook.
com/kraft.
Francesco Tinto is the Vice President, Integrated Business Services and CIO at Kraft
Foods Group. He leads the company’s
business services, technology, and shared
services operations, including enterprise
services, business process execution, and
information systems.
Francesco has 22 years of extensive experience within the Consumer Goods and Packaging industry. His 13 years at Kraft include
roles spanning across the globe. Notably, his
role in successfully leading the Information
Systems – Americas organization during Kraft
Foods Group separation from Mondelēz International in 2012.
American Information Systems organizations,
Sales and Marketing systems, Global Centers
of Expertise, Customer Service and Logistics,
Research & Development and Business to
Business systems.
Prior to Kraft, Francesco held several leadership positions at Procter & Gamble’s Italy
location within their Information Systems
function, responsible for local, regional and
global efforts.
He is a member of the Information Systems
Steering Committee for the Grocery Manufacturers Association and holds an Electronic Engineering Degree from Politecnico di
Bari Italy.
Francesco joined Kraft Foods in 2002 as
the Information Systems Director for Kraft
Foods Italy and advanced through positions of increasing responsibility for global
sales and supply chain systems. Through his
years at Kraft, Francesco’s responsibilities
have spanned a worldwide footprint, including leading the North American and Latin
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The role of IT in enabling business change is more pronounced than ever before. In the Consumer Packaged Goods industry, how we go to market, how we
market to consumers, how we collaborate with channel partners – all of these and more are being transformed by IT.
It is clear that in order to win, as an IT team, as a company, as a nation, we have to excel in how we apply
IT to drive change in most everything we do. And if we
intend to excel, then we need to have an organization
with the right technical, business and leadership skills.
As a result, I see organization development being critical to my success as CIO.
There are three key challenges that I believe we need
to address: developing a workforce that is gender,
race and generation diverse, maintaining employee
skill currency, and adapting to changes in how employees learn and operate. I would like to explore each of
these in a little more detail.
Diversity
As a company, we firmly believe that the composition of our workforce should reflect the communities in which we operate. And, frankly, it is just good
business sense to draw on the broadest talent pool
available, to encourage diversity of thought and to
harness the market and consumer understanding of a
diverse workforce.
I believe that Kraft does an outstanding job of supporting women, ethnic minorities and millennials in
the workplace through our employee resource groups
(ERG’s) which include [email protected], KAAN (Kraft
African American Network), OLA! (Organization of
Latin Americans at Kraft) and YPK (Young Professionals at Kraft) and I encourage our IT employees to fully
participate and to play a prominent role in leading
these ERG’s.
However, the challenge remains that women in particular are underrepresented (and declining) in computer
science programs in tertiary educational institutions as
well as in IT in the workplace.
IT in 2015 is very different from when I first entered the
workforce and equally appealing as a career choice
for both men and women. I believe that the IT Industry
must partner with Education to paint a more contemporary and compelling picture of IT in order to address
the challenge of diversity.
©2015 STEMconnector® All Rights Reser ved
Skill Renewal
All of us who work in the IT industry recognize that
the half-life of technology skills is short and getting
shorter. Software and hardware vendors are continuously enhancing and evolving their solutions. The ‘New
IT’ forces of cloud, social, mobile and big data are
changing how we deploy and operate technology
while causing us to rethink much of what we thought
we knew.
We understand too that one of the best ways to motivate and retain talent is to ensure that employee skills
remain current and marketable.
Our approach at Kraft to employee skill renewal is twopronged: strategic workforce planning enables us to
identify future capability gaps as well as competencies where we anticipate reduced emphasis so as to
construct high-level development plans to prepare
our organization for the future; employee career and
development planning focuses employees on taking
accountability for personal growth and development
while ensuring that their skills remain current.
Whereas we may need to seed new capabilities (e.g.
user experience, big data analytics with external hires
or business partners), renewing the skills of our existing
employees is a cost-effective way of developing the
skills we need with the attendant benefit of strengthening employee engagement.
New Learning
We embrace an industry 70-20-10 model for development which recognizes that most of our development
occurs on the job, that coaching and feedback from
the manager and others is the bulk of what remains
and that formal learning (e.g. classroom training, online
learning etc.) represents only a small part of development. In addition, formal learning has undergone, and
continues to undergo, a major transformation enabled
by IT.
When I need to learn something new, I am far more
likely to turn first to YouTube or Google for help, than
to traditional resources. And my attention span is short
– I need instant gratification. Who can afford to spend
three days off-site in a classroom anymore? Incremental learning is more effective - teach me what I need
to get started and fill in the gaps over time.
In fact, I see my kids and recently hired millennials
learning the same way and I start to realize that the
way we have approached formal learning in the past
is no longer competitive – it is time for us and our learning partners to recognize the changes and to bring
something new to the table.
IT has become increasingly important in enabling business transformation. The CIO and the IT organization
are presented with both an opportunity and a challenge to more strongly influence business strategy and
drive business outcomes.
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Information technology (IT) continues to advance at
a phenomenal pace. The constant increase in raw
computing power allows us to process almost inconceivable volumes of digital data and the continually
shrinking footprint has resulted in computers being
everywhere: in our homes, in our workplaces and traveling with us.
Qingtong Zhou
Senior Vice President
& Chief Information Officer
Lenovo
Lenovo is a $46 billion global Fortune 500 company and a leader
in providing innovative consumer, commercial and enterprise
technology, serving customers in more than 160 countries.
Dedicated to building exceptionally engineered PCs and mobile
internet devices, Lenovo’s business is built on product innovation, a
highly-efficient global supply chain and strong strategic execution.
Our portfolio of high-quality, secure products and services covers
PCs (including the legendary Think and multimode YOGA brands),
workstations, servers, storage, smart TVs and a family of mobile
products like smartphones (including the Motorola brand), tablets
and apps. Furthermore, Lenovo is dedicated to global education
initiatives to improve the lives of individuals by helping expose
students to various science, technology, engineering and math
programs through innovative curriculum and technology. For
example, Lenovo is involved in National Academy Foundation
(NAF), YouChange China Social Entrepreneur Foundation, Enactus
World Cup, [email protected] Week, STEM Alliance and the Center for
STEM Education for Girls.
Qingtong Zhou is a Senior Vice President and
the Chief Information Officer for Lenovo. In
this position, Mr. Zhou is responsible for ensuring that Lenovo has the core systems in place
to enable all Lenovo customers do business
with Lenovo smoothly and all employees to
work seamlessly in a virtual global workplace
that is unified, productive and efficient.
He is also responsible for driving business
transformation at Lenovo, and is part of the
company’s executive team leading integration efforts following the recent acquisitions
of Motorola Mobility and IBM’s x86 server
business. The inclusion of a Business Model
Transformation team in the CIO organization
allows Mr. Zhou to directly oversee both the
strategy of transformation and the teams that
create the fundamental tools and processes
required to make transformation a reality.
CFO of Lenovo Emerging Markets Group,
among other roles in finance.
Mr. Zhou received his bachelor’s degree in
engineering from Tsinghua University where
he also received an MBA in General Management and, in between serving in Lenovo’s
strategic planning department and leading
the company’s financial strategy, he earned
an MBA in Finance from the University of Chicago’s Booth School of Business.
Having roots in engineering has allowed him
to bring a unique perspective to managing
both financial and technology aspects of
Lenovo’s business. He credits a background in
STEM as a contributor to successfully working
across business and technology teams, connecting with Lenovo’s end user community
and meeting the needs of today’s internetplus era.
Prior to being appointed to CIO, Mr. Zhou held
several positions at Lenovo including: head
of strategy and planning, CFO of China, and
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A great example of our commitment to STEM education is an innovative, multi-year program we have
undertaken with the National Academy Foundation
(NAF) to bring a robust mobile app development
curriculum and delivery program to NAF academies
across the U.S. Known as the Lenovo Scholar Network,
the program is designed to enrich high school students with an intensive application development curriculum to enable the next generation of developers
and entrepreneurs.
This new IT professional requires a different set of skills.
Through investment in STEM education and workforce
development we can help empower young people
with technology and build future leaders – not only for
the US, but on a global scale.
The Lenovo Scholar Network encourages greater interest among underserved high school students in STEM
subjects while providing them with high-tech skills to
succeed in the 21st century. As part of their coursework
over the 2014 – 2015 academic year, Lenovo Scholar
Network students were given Lenovo PCs and tablets
and tasked with designing, coding, developing, and
testing a mobile app and creating a business plan to
take the app to market. Students used the MIT Center
for Mobile Learning’s App Inventor, a web-based tool
for creating Android apps, to build and test their apps
on Lenovo devices.
Engineering and science are critical areas for a
nation’s competitiveness in the global economy. The
speed at which technology is advancing is in large
part due to these roles. Technology is improving peoples’ lives every day. We enjoy things today we could
not have imagined a few years ago.
Through education, we can encourage students
to pursue STEM careers by introducing them to
the many different elements and offerings of various technologies fields, which will ultimately help
drive competitiveness.
Beyond developing core STEM baseline skills, a lot of
change is happening in how young people perceive
careers in technology. Globally there is a great deal
of interest in technology startups. This is driving interest
in getting an education that will support a career in
technology. Technology careers are becoming sought
after and “people are proud to be a geek.” It’s great
that there are opportunities for young people to make
money in technology.
In terms of producing candidates for technology jobs,
there are really two parts to the education system. First
there are the technology skills. The teaching of these
skills may always be a little behind what is considered
cutting edge as the nature of developing curricula
keeps what is being taught a version behind. However, the second part, teaching critical thinking skills
could be improved. We teach students how to get to
a known answer with a certain formula or method but
we don’t do as good of a job teaching students how
to solve problems with no definitive answer. We need
to do a better job of teaching students how to problem-solve as part of a team and how to lead.
At Lenovo, we do not limit the scope of our education related social investments, but rather take a more
pragmatic approach in considering each opportunity
based on its own merits. We support education-related
programs and initiatives through our industry-leading
products and technologies, community investments
and program sponsorships. This includes donating
equipment, providing financial contributions and lending expertise to schools and related organizations
across all global markets. Lenovo supports global education investments in both K-12 and higher education
with the goal of advancing, enhancing and extending
education at all levels.
©2015 STEMconnector® All Rights Reser ved
Additionally, in 2012 Lenovo expanded its relationship
with The Harpeth Hall School for girls in Nashville, Tennessee, elevating The Center for STEM Education for
Girls to an international scale. The partnership is providing the needed resources to collect and disseminate
research in best practices in STEM classrooms at the
secondary level, to attract international researchers
and educators to an annual STEM conference, and
to provide scholarship funds for both educators and
students to participate in the Center’s STEM Think Tank
and Conference and Summer Institute.
These are both incredibly valuable initiatives to drive
interest in STEM education in the U.S. to a diverse audience of boys and girls, but even more so on a global
scale where we can align these initiatives with Lenovo’s overarching corporate strategy to leverage diversity as a key competitive advantage.
Lenovo is a truly global company. Our leadership
team is diverse and balanced with 7 nationalities in
our top 12 leaders, while the top 100 executives hail
from about 20 countries. This diversity in leadership and
talent allows us to drive innovation and creativity at
Lenovo by leveraging both the similarities and differences of our diverse, talented and global workforce.
Our culture, which is grounded in diversity, is what has
enabled us to consistently raise the bar on delivering
breakthrough innovations, award-winning designs and
strong financial performance.
We call it The Lenovo Way — it’s the values we share
and the business practices we deploy. It’s how we
address our day-to-day commitments and is embodied in the statement: “We do what we say and we own
what we do.”
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At Lenovo, we view STEM education and its role in
workforce development and talent management as
critical to the future success of our company, our economy and maintaining global competitiveness. We’ve
reached a transformational time in our industry: the
Internet-plus era is changing the way to do everything
from creating devices, using big data and connecting.
IT is now linked much more directly to the consumer
than in the past and as a result is positioned to play a
much larger role in companies’ ultimate success.
Victor Fetter
Managing Director,
Chief Information Officer
LPL Financial
LPL Financial, a wholly owned subsidiary of LPL Financial
Holdings Inc. (NASDAQ:LPLA), is a leader in the financial
advice market and serves $485 billion in retail assets. The
Company provides proprietary technology, comprehensive
clearing and compliance services, practice management
programs and training, and independent research to more
than 14,000 independent financial advisors and more than
700 banks and credit unions. LPL Financial is the nation’s
largest independent broker-dealer since 1996 (based on total
revenues, Financial Planning magazine, June 1996-2015), is one
of the fastest growing RIA custodians with $105 billion in retail
assets served, and acts as an independent consultant to over
an estimated 40,000 retirement plans with an estimated $120
billion in retirement plan assets served, as of March 31, 2015. In
addition, LPL Financial supports approximately 4,300 financial
advisors licensed with insurance companies by providing
customized clearing, advisory platforms, and technology
solutions. LPL Financial and its affiliates have 3,352 employees
with primary offices in Boston, Charlotte, and San Diego. For
more information, please visit www.lpl.com.
As managing director, chief information
officer, Victor Fetter has oversight of the
LPL Financial Business Technology Services
business unit. He is responsible for bringing to
life the company’s commitment to investing
in the people and processes necessary to
deliver the best technologies in the industry
for LPL Financial advisors and employees.
Prior to joining LPL Financial in 2012, Mr. Fetter
was vice president and chief information
officer for Dell Online, where he led the
digital transformation of Dell’s approach to
providing global, multichannel solutions for
consumers and commercial customers. His
accomplishments include driving IT efficiency
with a focus on increased innovation,delivering
highly scalable infrastructure solutions, and
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including the architecture of global online,
mobile, and social commerce capabilities.
Earlier, Mr. Fetter worked at Mercer Human
Resource Consulting, where he served as
director of global applications development,
chief information officer, and ultimately global
chief information officer during his tenure. He
held previous positions at Hewitt Associates
LLC and Electronic Data Systems.
Mr. Fetter has a Bachelor of Science in
computer information systems from Spring Hill
College in Mobile, AL.
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It makes sense for those who have an interest in
STEM to look into this career path. Jobs in STEM are
vast and deep, and companies need a wide variety
of skill sets to be successful. For example, some may
see LPL Financial as a career path for strictly Finance
majors; however, our technologists on my team prove
differently. Technology drives our society and our businesses, and as the world evolves, STEM disciplines will
become an even more vital part of every organization. Job seekers will find that many STEM jobs require
more than just technical skills; these positions can also
allow you to simultaneously pursue other passions, such
as writing, management, psychology or even sports. I
can personally testify that at LPL we are always looking
for applicants with a diverse and well-rounded knowledge base to join our Information Technology team.
Expanding the STEM education/workforce is critical
to the success of our nation. Henry Ford said, “If I had
asked people what they wanted, they would have said
faster horses.” We all have the ability to think creatively,
but a background in STEM allows you to put those
thoughts in motion. Our students are struggling in these
STEM proficiencies; the U.S. is ranked 35th in mathematics and 27th in science out of 64 countries. History must
be taught so we don’t repeat our mistakes, and at the
same time, STEM must be a priority to ensure our kids
can embrace and lead the future.
I grew up in a southern suburb of New Orleans, Louisiana. St. Bernard Parish is primarily an oil and fishing
town and was among the areas hardest hit by Hurricane Katrina. It was, and still is, a small town where
family life was valued and almost all live paycheck to
paycheck. Growing up here, it was more common for
children to follow their parents’ trade than pursue a
college education. However, I was lucky to have great
mentors through my parents and grandparents who
100% supported my love of learning and computers.
They always had time to listen, even when I carried on
about how I was teaching myself coding on my Commodore 64. With their support, I was able to be the
first member of my family to graduate from college,
©2015 STEMconnector® All Rights Reser ved
charting a new path and giving hope to my family
who never thought a college education was attainable. Education has opened doors that my parents
and grandparents would have never thought possible.
Similarly, I want others to have this same opportunity.
Since arriving at LPL, I’ve partnered closely with our
LPL Foundation and its quest to “Lift People Locally”
through our local summer college internship program,
high school mentorship program, and job shadowing
initiative. For the past three years, the technology team
has sponsored more than 25% of LPL’s interns—who are
all underserved students in our local communities—to
give them workplace experience. My team and I also
support LPL’s “Explore Your Future” job shadowing program, where we connect with Title 1 students and share
our thoughts on technology and opportunities that are
out there. Some of these students never considered a
career in technology before walking through the doors
of LPL, but many have changed course once they saw
the possibilities that a STEM career could offer. It is truly
an honor to be able to help shape these bright minds.
I am also a supporter of bringing technology education into the schools through programs such as code.
org and was excited to have my two younger children
participate in that curriculum. This love of STEM must be
cultivated from an early age, as our nation’s ability to
drive innovation and be competitive long term in this
global economy is being threatened. No longer does
a college degree equate to a golden ticket, as nearly
half of recent college grads work in jobs that do not
require a degree. We need to excel in these crucial
areas, as the market for these jobs are in high demand
and low supply. For example, by 2020 projections show
1,000,000 more job openings than computer science
students. Many schools still have a blind eye toward this
shifting need, as 25 states still do not count computer
science as a requirement for high school graduation.
Let’s give our students the best opportunity to live out
the American dream and perhaps even be the next
Mark Zuckerberg or Bill Gates. Companies, including LPL, can always benefit from more STEM talent.
In fact, nearly 30% of LPL’s open requisitions have a
major technology component. And, we can expect
that number to continue to grow as we work toward
creating technology solutions that are smarter, simpler,
and more personal to enable advisors and institutions
to help more Americans achieve their financial goals
and continue to make LPL a great place to work.
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There is a tremendous opportunity for the youth of our
nation to pursue a career in Science, Technology, Engineering and Mathematics. There are more than twice
as many job postings for STEM careers as non-STEM for
college graduates. In addition, STEM careers, on average, pay more (a 26% premium), which is helpful to
college graduates who take out student loans and
average nearly $30,000 in debt.
Rob Reeg
President, MasterCard
Operations & Technology
MasterCard
MasterCard (www.mastercard.com), is a technology
company in the global payments industry. We operate the
world’s fastest payments processing network, connecting
consumers, financial institutions, merchants, governments
and businesses in more than 210 countries and territories.
MasterCard’s products and solutions make everyday
commerce activities – such as shopping, traveling, running a
business and managing finances – easier, more secure and
more efficient for everyone.
Robert Reeg is president, MasterCard Operations & Technology. He oversees the strategic processing platform, global network and
quality of technology operations at MasterCard. Based in St. Louis, Missouri, he is a member of the company’s Executive Committee.
Under his leadership, the MasterCard network
processes billions of transactions each year.
Mr. Reeg serves on the University of MissouriSt. Louis’ Leadership Council, Washington
University’s Professional Degree Programs
Academic Advisory Board, the United Way
of Greater St. Louis’ Technology Committee, and on the board of directors for Junior
Achievement USA.
Prior to joining MasterCard, Mr. Reeg held IT
and business leadership positions with Sprint
Corp., Cleveland Pneumatic, Totco Inc., and
Conoco Inc.
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Reigniting Interest in STEM Skills for Students, Teachers and Families
As the president of a technology company, it’s our
responsibility to reignite the interest students have in
STEM skills, and make sure they know that careers in
technology beyond coding. There are so many different jobs out there, in a lot of specialty areas – but many
require specialized training to be able to take them on.
Companies like MasterCard play an important role in
creating interest and engagement in STEM roles. We
dedicate funding and volunteer opportunities toward
the goals of advancing interest and engagement in
STEM skills. We look for a variety of programs to support,
including those that help teachers understand how
to teach STEM skills differently for increased engagement to programs that provide students with hands-on,
experiential STEM learning opportunities and more. We
fund programs that help families learn about STEM skills
together – to help foster better discussions at home
about the opportunities available.
What We’re Doing to Reach out to the Community
to Find the Next Generation of STEM Leaders
There has never been a more critical time to make a
really big deal about the opportunities that come with
pursuing education in the STEM skills. But the discussion
has to be compelling for your audience – you can’t just
tell kids to take more advanced math, science, technology and engineering courses. You have to show
them, their parents, and teachers what is compelling
about those classes – through experiential learning,
demonstrations and networking with people who are
actually in roles that use these skills each day – that’s
what helps influence thinking and changes minds.
Last year, MasterCard introduced a program called
Girls4TechTM, aimed at helping young women in middle school understand technology roles available now,
and those that are on the horizon. It’s done through
experiential learning and coaching from MasterCard
employees. We invite the students to our technology
offices, so we can shape their perceptions of technology careers – something that might be less if they
weren’t seeing it in person.
The results are compelling. Young women may begin
the day saying things like “I don’t think careers in technology are for me…” tell our volunteers at the end of
the day “I can absolutely do this – and I can’t wait for
my career in technology to start!”
We’re At a Pivotal Time in Technology
Now, more than ever, there are an ever-increasing
number of jobs available in STEM-based fields. And,
the individuals that are ready to come in and fill these
roles need to reflect the diversity and different needs
©2015 STEMconnector® All Rights Reser ved
of consumers around the globe – to produce the next
technology innovation.
If you’re a student, parent or teacher, there are
resources available for you. Your local school may offer
a coding club, such as Girls Who Code. There may be
opportunities to meet with mentors or make connections through organizations like Women 2.0.
Students, when it comes to pursuing your education
– seek out mentors in the jobs that look interesting to
you. People are very willing to talk about their own
career paths, and offer advice on what they think will
help in your own career.
Finally, take the more challenging math, science, technology and engineering courses. This advice goes for
students, parents and teachers alike! Take them on,
learn what you can, and make the time to hear from
speakers that come to your school. Ask questions, and
try new things. You may discover a passion for a career
that you didn’t even know existed – and you’ll know
the path to get there!
How mentorships and apprenticeships to build and
strengthen the STEM pipeline
For those of you already in STEM careers now, thank
you! You’re making a difference – and you can continue to do so by looking for mentoring opportunities.
And, whether you mentor students or colleagues you’ll likely get just as much, if not more, from the experience as the person you’re mentoring!
And, think beyond the traditional processes when it
comes to recruiting new talent. Not everyone who
will be an excellent technologist follows the traditional
route to come to you. Some skip college in favor of
going right into the working world, eager to begin their
career with a start-up, or lead their own companies.
And that’s ok! Some people transition to technology
careers after working in other fields – because they’ve
always had an interest in the space, but haven’t had
the time to pursue a specific degree. Also ok – the
diversity and backgrounds people bring to the table
are important.
For example, MasterCard works with an organization
called Launch Code. Launch Code helps to connect new talent to corporations for apprenticeships.
This arrangement lets the company train and test out
the employee (who has received tech training from
Launch Code) during a fixed time period, and the
company can decide whether or not to hire him/her
after the apprenticeship concludes.
Moving Forward
We have an important challenge ahead of us – and
we’re doing a lot of good things to help reignite that
interest in STEM careers. When companies, schools, and
families work together to demonstrate and encourage
students to these emerging careers – the results – well,
they’re priceless.
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Why STEM Skills Matter
The pace of technology and change will only continue to increase. Students graduating from college
today and going forward need to have the appropriate qualifications to take on the types of roles that will
be generated.
Kathy McElligott
Executive Vice President,
Chief Information Officer,
& Chief Technology Officer
McKesson Corporation
McKesson is in business for better health. As a company working
with stakeholders across healthcare, we are charting a course
toward a stronger, more sustainable healthcare system that
delivers better care to patients in every setting. As the oldest and
largest healthcare company in the nation, McKesson plays an
integral role in healthcare and has a unique vision for its future.We
serve more than 50% of American hospitals, 20% of U.S. physicians
and 96% of the top 25 health plans, and we deliver one-third of all
medications used every day in North America. McKesson keeps
the business of healthcare moving. Our distribution software,
automation technology and business services help address the
challenges healthcare organizations face today — and shape
how they’ll overcome the new challenges of tomorrow. We
connect people and organizations, are committed to higher
quality and improved clinical outcomes, and help healthcare
businesses run better. And that drives better patient health.
Kathy McElligott is Executive Vice President,
Chief Information Officer and Chief Technology Officer of McKesson Corporation.
As CIO, McElligott is responsible for all technology initiatives within the corporation. As
CTO, McElligott guides the overall technology direction for the company’s healthcare
technology products, and provides support
and guidance for application development
processes companywide.
Prior to McKesson, McElligott served as the
CIO of Emerson, a St. Louis-based global manufacturing and technology company, where
she managed the company’s information
technology strategy and information security
for its global operations, including hardware,
software, and services, as well as its telecommunications and data center infrastructure.
In her 15 years at Emerson, McElligott held a
variety of executive positions including vice
president of Information Technology for Emerson Industrial Automation and vice president
of Information Technology for Emerson Power
Transmission. Previously, McElligott spent 22
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information systems leadership roles, ultimately becoming CIO of supply chain for GE
Aircraft Engines.
McElligott was recently appointed to the
board of directors at ArcBest, a publicly
traded $2.6B freight transportation and
logistics company and also serves as board
member for Connections to Success, an organization that encourages disadvantaged
men and women to achieve economic
self-reliance. While in St. Louis, McElligott was
a member of the board of trustees for Fontbonne University, the industry advisory council
of Washington University and member on the
St. Louis CIO Board. McElligott is also a member of the CIO Strategy Exchange, a small
and selective multi-sponsor program for chief
information officers from the most forwardlooking companies.
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By 2020, it’s predicted that the United States needs an
additional 5.6 million healthcare workers. 82 percent
of those jobs will require postsecondary training and
education, many of which fall into STEM curriculum.
The healthcare industry needs medically trained professionals who understand and utilize technology to
speed up diagnosis and improve outcomes as well as
technically skilled individuals who will build these innovative solutions and analytical models.
In order to fulfill the roles of tomorrow, we will need
to increase the population of students pursuing
STEM degrees. Talent in these fields is already in short
supply ,which creates fierce competition across many
industries. Looking forward 5 to 10 years, the drought of
this skilled talent will slow down our pace of innovation
and impede our progress towards continuing improvements in the cost and quality of healthcare.
Changing the trajectory requires inspiring a new generation of leaders and it starts in our schools. Educators
and business leaders should collaborate to spark curiosity and interest in STEM with students at a very early
age and continue to nurture that from grade school
through high school and into college.
Engaging with schools to act as a mentor, host workshops and promote co-op/intern opportunities for students are all great ways to help spotlight STEM careers
and education for students.
STEM at McKesson
The strategic value of technology at McKesson is
what keeps our business moving forward and ensures
we remain relevant to our customers and ultimately,
patients. Our success relies on the collective talents
of technical teams – engineers, developers, analysts,
architects and data scientists to innovate and achieve
our goals. There are many pressure points on healthcare today; doctors need to solve for better outcomes,
hospitals discharging patients without regression, payers becoming more efficient and productive, all forcing technology to be front and center.
©2015 STEMconnector® All Rights Reser ved
Since all of these individuals and organizations are our
customers, technology plays an important role in our
strategy. Internally, we use technology and automation as part of our operational excellence focus to
ensure that medicine and medical devices arrive reliably and precisely where and when they are required.
We also provide a broad set of technology solutions
designed to help lower the cost of healthcare, allow
doctors to spend more time with their patients and
collaborate with other medical professionals to provide exceptional patient care.
Interoperability is a good example of collaborative
partnerships and a major area of focus for our company, customers and patients. Without the information structures in place and the services to support
it, we may miss insights and lose efficiencies in the
healthcare practices. Providing a platform to make a
patient’s information visible across touchpoints (hospitals, doctors, clinics, patients, etc.) will ensure all of
a patient’s health providers are working with a consistent and complete view of the individual. That is one
way that McKesson is promoting better health.
My STEM Story
Technology was not on my radar when I started college. In fact, I selected my university based on their
strength in photojournalism, in hope of becoming a
National Geographic journalist. As luck would have it, I
took a computer science class and ended up enjoying
it so much, I changed my major. I found problem solving with technology to be engaging and challenging,
while still feeding my need for creativity. That combination pulled me from my original focus and eventually
landed me where I am today.
Had I not taken a computer science course, I may have
never known my true passion. My accidental discovery
causes me to promote the importance of technology
and the impact it can make. While technology is very
important, I also feel there are a few other helpful hints
to share with those I mentor:
1. Having technical skills is not enough. You need
to know how to develop a business case, be able to
clearly communicate to a non-technical audience
the value of your proposal and then execute to complete your project.
2. Step out of your comfort zone. I was lucky to have
mentors that encouraged me to apply for positions
that I may not have considered otherwise. I encourage others to seize opportunities that build on their
strengths and also stretch themselves in areas they
have not yet tackled.
3. Have a vision of where you want to go. If you
have a defined goal, including where you want to be
in your career in 5 or 10 years, your chances of reaching that goal are far higher than someone who has not
developed a vision. That said, if you focus too much on
the next promotion, you may miss out on other opportunities to grow, including some in your current position.
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STEM in Healthcare
Every aspect of our lives has technology woven into it,
and healthcare is no exception. In fact, the success of
the healthcare industry is dependent on it. Healthcare
professionals are able to research, detect, diagnose
and more importantly, cure from the advances we’ve
seen in technology. Likewise, patients are now able
to review their medical records online, email doctors
with non-urgent questions, video conference with a
specialist across the world, and find out what genetic
disorders they may carry with one blood test. Technology is changing at a rapid pace and with it, we need
leaders in STEM who will leverage these innovations
and promote education in the fields that will shape
healthcare and our world.
Mike Hedges
Vice President
& Chief Information Officer
Medtronic
As a global leader in medical technology, services and
solutions, Medtronic improves the health and lives of
millions of people each year. We believe our deep clinical,
therapeutic and economic expertise can help address the
complex challenges — such as rising costs, aging populations
and the burden of chronic disease — faced by families and
healthcare systems today. But we can’t do it alone. That’s why
we’re committed to partnering in new ways and developing
powerful solutions that deliver better patient outcomes.
Founded in 1949 as a medical repair company, we’re now
among the world’s largest medical technology, services and
solutions companies, employing more than 85,000 people
worldwide, serving physicians, hospitals and patients in
more than 160 countries. Join us in our commitment to take
healthcare Further, Together. Learn more at Medtronic.com.
As Chief Information Officer, Mike oversees
the Global IT function and provides strategic
IT leadership for the company.
Mike has spent the last 15 years of his career
at Medtronic and is respected across the
organization for his pragmatic leadership and
vision. Under his leadership, the company has
been successful in implementing a global IT
organization, including enterprise-wide systems such as SAP. Before being named CIO
in 2008, Mike held positions as international
information technology director and vice
president for enterprise applications.
During his tenure as CIO, Medtronic has
received many industry awards and honors,
including Computerworld Top 100 Best Places
to Work in IT, InformationWeek 500, and Pilot-
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named a Top 10 CIO Breakaway Leader by
the CIO Leadership Network in 2014 and 2010.
He is also a champion for STEM-related education opportunities, partnering with Genesys
Works to provide IT internships for underprivileged high school students.
Prior to joining Medtronic, Mike held IT leadership positions at Prime Computers, British
Aerospace, Shell Oil, and Eastman Kodak. He
also served as a technical communications
specialist in the British Army.
Mike has a degree in computer science
and an MBA from Oxford Brookes University
Oxford England.
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solve real problems, and see firsthand what a career
in a STEM-related field is like. The benefits to Medtronic
are significant, too – students report to their internships
with enthusiasm and a hunger to learn. They bring a
fresh perspective as digital natives who never knew a
world without the World Wide Web.
The application of STEM knowledge has evolved over
the years. Engineers who may have gotten their start
designing hardware, gadgets or circuits are now tackling issues of a global nature, like transportation planning, addressing global warming, or creating life-saving
medical devices.
It’s no secret that there’s a shortage of women in
IT. Look at these education trends reported by the
National Center for Women in Technology: In 1985,
37 percent of computer science bachelor’s degree
recipients were women. The number was down to
18 percent in 2013. A computer science degree isn’t
the only path to a career in IT. Education in virtually
any STEM-related field can be applied. At Medtronic,
we have a Women in IT initiative focused on getting
women into IT-related roles, and once they are there,
developing as leaders in the company through formal
mentoring and an annual summit.
As companies grow and change, so, too must the role
of CIO. Today, technology leaders must truly provide
leadership to a company in the broad and complex
use of technology. With digital technologies now integrated into just about every aspect of a business,
we must find business-savvy candidates able to take
on highly technical roles. But this is a real challenge,
because STEM education and literacy continues to be
at low levels in the United States and beyond.
CIOs can help pave the way for more young people
to enter STEM-related careers. At Medtronic, we work
with a local organization to hire underprivileged high
school students as interns in our Global IT department.
The students get hands-on corporate experience, help
©2015 STEMconnector® All Rights Reser ved
Medtronic mission is to alleviate pain, restore health
and extend life for patients around the world. Today,
we are able to help millions of people with our therapies. With tomorrow’s STEM leaders, we will be able to
help even more.
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Medtronic is the global leader in medical technology.
We were built on the practical application of science,
technology, engineering and mathematics (STEM).
That same knowledge is also the foundation of my
world in information technology, as Medtronic’s chief
information officer.
Clark Golestani
Vice President
& Chief Information Officer
Merck
Today’s Merck is a global healthcare leader working to help
the world be well. Merck is known as MSD outside the United
States and Canada. Through our prescription medicines,
vaccines, biologic therapies, and animal health products, we
work with customers and operate in more than 140 countries
to deliver innovative health solutions. We also demonstrate
our commitment to increasing access to healthcare through
far-reaching policies, programs and partnerships. For more
information, visit www.merck.com and connect with us on
Twitter, Facebook and YouTube.
Clark Golestani, executive vice president and chief
information officer (CIO) at Merck, is responsible
for the company’s global information technology.
Clark is a member of Merck’s Executive Committee, Innovation Venture Board, and reports to Merck
chairman, president and chief executive officer,
Kenneth C. Frazier.
Previous responsibilities included global head of
IT for Merck’s Research & Development division
including Basic Research, Pre-Clinical, Clinical and
Regulatory, spanning target identification through
post marketed trials/ pharmacovigilance; Vice President, Corporate IT supporting Finance, HR, Procurement, Legal, Public Affairs, Site Services, Real Estate,
and Shared Business Services operations; leadership and development of the Company’s IT strategy, portfolio, and enterprise architecture as Chief
Architect; leadership of the company’s global computing services, eBusiness, and information security
as Exec. Dir., IS Global Computing Services; leadership of the company’s technology architecture as
Sr. Dir., IS Architecture; and various leadership and
management roles within Merck’s Research Labs as
IT Director.
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for establishing and managing strategic client relationships from business development through consulting services engagement delivery as a principal
with Oracle Corporation’s consulting practice.
Clark serves as a director on the Board of Directors of Liaison Technologies (www.liaison.com),
NPower (www.npower.org), and serves on Sierra
Ventures CIO Advisory Board and the Oracle President’s Council. Previously, he served on the Stevens Institute of Technology Service Management
and Engineering Masters Program Advisory Board,
Intel’s Enterprise Advisory Board, Carnegie Mellon
University’s CyLab / Sustainable Computing Consortium Board of Governors, PhRMA Foundation Informatics Advisory Committee and Juice Software’s
Advisory Board.
Mr. Golestani has a degree in Management Science from Massachusetts Institute of Technology Sloan School of Management, and is a
co-founder of Cross Road Technologies, Inc., in
Cambridge, Massachusetts.
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Let me give you an example from my own organization.
We realized that there was a tremendous opportunity
for IT to innovate and add even more value to Merck,
and to the healthcare industry at large. But in order to
capitalize on that opportunity, we had to rethink the
traditional organization structure, and move to one
that allows IT to focus on both near term and long-term
innovation, and both top-line and bottom-line value.
As such, I structured my organization across three horizons. Each of those horizons plays an important role,
and each requires a different mix of talent.
Horizon One – Optimizing the Core
In this horizon, our teams look at maximizing the value
of the existing capabilities we have. The goal is to
drive productivity throughout the company, while taking costs out. These teams must have a broad understanding of the company’s technology footprint, while
keeping an eye on trends that are reshaping our industry. For example, they might look at how the enterprise
could leverage the cloud to drive better systems of
engagement or the right end-to-end security standards that will ensure compliance while managing risk.
Horizon Two – Drive the business
In this horizon, we look at how information and new
technology can help our business colleagues overachieve on their goals. How can digital platforms
help us connect better with our customers? What big
questions can an analysis of unstructured data help us
answer? The exciting thing about this horizon is that I
am seeing more crossover from other business areas
than ever before. As divisional colleagues rotate into
IT to advance their technical acumen and provide
unique perspectives, traditional IT employees are moving into other areas of the company. This cross-pollination is an excellent way to increase the overall skill sets
of our teams and our company.
Horizon Three – Disruption
Teams in this horizon help us look ahead and forecast what changes are coming that can disrupt our
industry. What new capabilities will we need? What
new revenue streams might evolve? They also look at
where there may be long-term value in some of our
intellectual properties or solutions.
The Rise of Analytics and Big Data
One area that is becoming hypercritical to all three
horizons is analytics.
As a healthcare company, we consume scientific data
to advance our medicines, as well as business data
to drive operations. More recently, we established a
cross-functional Analytics Practice to help use business
performance analytics to deliver even greater value
to the company.
But it does not end there. We’ve seen health data
grow at breakneck speeds with the proliferation of
electronic medical records, the growing ubiquity of
biosensors and the affordability of genome sequencing. Data scientists can now detect depression based
on an individual’s changes in movement and phone
call patterns. They can also predict illness the day
before onset due to mobile devices sensing less physical movement of their owners. As more and more data
are created, companies need data scientists now
more than ever to not only make sense of it all, but
to ask – and answer – bigger questions than we ever
thought possible.
Employee Growth
None of our successes would be possible without
our talented employees, and we have implemented
many programs focused on their growth. For example,
we have an emerging talent program, where recent
graduates spend two years rotating through various
divisions and teams to broaden their knowledge base.
We also have leadership development programs that
help drive change across a large, global enterprise.
And, like many companies our size, we have knowledge sharing platforms and communities to leverage
our varied backgrounds.
The importance of STEM
I cannot stress enough how important it is to foster a
passion for STEM education – not only across the Millennial/post-Millennial generations, but across experienced professionals as well. I sit on the board of a
company called nPower (whose volunteers work with
schools and nonprofits across the country to help them
use technology more effectively and inspire the next
generation of science, technology, engineering and
math professionals) and I am energized every time I
hear a success story from one of their graduates. A
STEM background can provide a strong foundation for
a rewarding career, not only in IT, but any other area
as well.
We have a broad mix of talent in this horizon, and have
hired people with accounting, tax, marketing, legal
and other backgrounds. Most of them share an entrepreneurial mindset and are always looking at what’s
next. This horizon presents even more opportunities for
people to get involved in healthcare technology that
might not have a traditional IT background.
©2015 STEMconnector® All Rights Reser ved
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We are at the precipice of major information technology shifts, especially in the healthcare and life sciences industry. That makes it an exciting time to be in
these arenas, and it also provides many opportunities
for those in the STEM space.
Joel Jacobs
Vice President
& Chief Information Officer
The MITRE Corporation
The MITRE Corporation is a not-for-profit-organization that
provides systems engineering, research and development,
and information technology support to the government.
MITRE operates federally funded research and development
centers for the Department of Defense, the Federal Aviation
Administration, the Internal Revenue Service and Department
of Veterans Affairs, the Department of Homeland Security, the
Administrative Office of the U.S. Courts, and the Centers for
Medicare & Medicaid Services, with principal locations in
Bedford, MA, and McLean, VA. To learn more, visit www.mitre.
org.
Mr. Joel Jacobs is vice president and chief information officer of The MITRE Corporation. He leads
the Center for Information and Technology (CI&T),
the organization providing comprehensive information technology, corporate communications,
knowledge management, and enterprise architecture services to the corporation. As CIO, Mr.
Jacobs is responsible for advancing IT services,
including technology adoption, infrastructure
operations, and the use of information technologies that enable MITRE staff to effectively serve
the company’s government customers.
Under Mr. Jacobs’ leadership as CIO, MITRE has
been recognized for its innovative IT practices
and for its outstanding work environment for technology professionals.
Mr. Jacobs has more than three decades of
experience working both at MITRE and in industry
on complex information technology topics. Since
joining MITRE in 1981, he has held positions with
steadily increasing levels of responsibility, managing internal information systems development
efforts and directing a variety of network, secu-
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Center, as department head of Advanced Information Systems Technology, as a principal investigator in information systems research, and as
executive director of Information Technology and
Services. He also led several projects in which the
government adopted commercial open systems
standards, including the first large-scale purchase
of commercial Internet Protocol components.
From 2003 to 2009, Mr. Jacobs was deputy CIO.
In 1996, Mr. Jacobs left MITRE to serve as vice
president at Concept Five Technologies. In 1998,
he joined Onsett International Corporation, an IT
management consulting firm, as practice director
of Technology and Security and later served as
the company’s president and CEO. He rejoined
MITRE in 2003.
He holds a bachelor’s degree in psychology
and natural science from the University of Pennsylvania. In 2004, he completed the Program
for Management Development at Harvard
Business School.
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Organizations should also embrace—not shy away
from—automation and efficiency. Hearing these words
makes people apprehensive, but it shouldn’t. Innovation enables staff to perform routine tasks better and
faster, and that is the key to staying competitive. A sign
in a print shop in Harvard Square said, “Good. Fast.
Cheap. Pick Two.” Having experience or a degree in
STEM gives people the skills to do all three. Those are
the people who will keep our nation competitive
and innovative.
There are outstanding job candidates in the MITs and
Stanfords of the world, but there’s also a wealth of talent at the high school level that should not be overlooked. Take, for example, Pooja Chandrashekar, who
for the past two summers interned in MITRE’s Nanotechnology and Emerging Technologies Summer Student
Program, where she did research on diagnosing mild
traumatic brain injuries. This year, Pooja was accepted
to 14 universities, including all eight Ivy League schools.
We hope she’ll return to MITRE upon graduation, and
if she doesn’t, perhaps her time with the company will
inspire her to pursue a career where she can continue
helping others.
MITRE participates in STEM events to reach students,
and recently took part in the 18th Annual Youth Summit on Technology at Bowie State. MITRE also sponsors
the annual STEM Young Women in Engineering Day
and Take Our Children to Work Day.
I would tell minorities and women just starting out to
earn a seat at the table. To get there, speak up without
worrying that someone will disagree or not endorse
your ideas. And just be yourself. Having a diversity of
opinions helps us solve the hard problems. When we
view the same challenges through different lenses,
everyone benefits, so you should try to stretch beyond
your comfort zone.
This next piece of advice applies to many people—
including women and minorities. “Imposter syndrome”
is something I have personally experienced. Researchers coined the term because so many of us—up to
70 percent—have suffered from a fear of others discovering that we’re not as smart, talented, or capable as we appear to be. Recently, I heard Natalie
Portman’s speech before the graduating class at her
alma mater—Harvard—about this topic. She often
felt unworthy to attend Harvard, despite being a top
student. And even after earning an Academy Award,
she admitted to doubting her acting abilities. We can
all relate to her story, but earning a seat at the table
means putting those insecurities aside, finding your
voice, and raising it.
My last piece of advice is for business leaders. Create
a safe place where employees can take chances and
speak freely without fear. We need diversity of thoughts
and disruptive ideas to spark innovation. Isn’t that what
science is about? Foster an open environment where
everyone is welcome—you’ll be pleasantly surprised
at what happens there.
Translating innovation to practical applications
At MITRE, we’re always looking for the next big innovation, and consider every opportunity with the potential
to heighten performance, gain efficiencies, or both.
When we find it, we can apply those benefits and savings to other projects. For instance, MITRE transitioned
its Intranet portal—the most critical software application in the company—from a commercial product to
an open source platform. This enhanced users’ experience overall and was less expensive to run. In addition, we went from having 15 physical servers to six
virtual servers, drastically reducing our footprint in this
area. This example illustrates how we translated innovative thinking and ideas to a practical application—
enabling MITRE to consistently meet the ever-changing
needs of its sponsors and employees.
Building the STEM pipeline also means providing
opportunities to students. In 2015, MITRE has sponsored
approximately 247 interns, including high school and
college students. This number includes cooperative
education opportunities that are offered to college
students throughout the year and last approximately
six months.
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 161 The MITRE Corporation
To stay competitive and advance technology, our
nation needs an educated, technically skilled workforce. Chief information officers and their teams strive
to continuously advance their information technology
(IT) environments, which includes, among other things,
making routine tasks more effective, efficient, and
faster. Employees with a science, technology, engineering, and mathematics (STEM) background play a
critical role in planning, analyzing, and executing these
types of endeavors. When MITRE automated its build
and deploy processes, the IT team rolled out software
configuration changes in minutes—when it used to
take days. When MITRE switched from manual to automatic patching, it gained capacity, reduced costs,
and enhanced security. These examples illustrate how
improving processes frees staff to spend more time
performing higher value activities. Yet, none of these
successes would be possible without the right people
(e.g., those with a systems engineering background),
who can identify opportunities for innovation and
implement such solutions.
James Swanson
Chief Information Officer
Monsanto
Monsanto is committed to providing a broad range of
solutions to help nourish a growing world. The company
produces a variety of seeds, ranging from fruits and
vegetables to key crops – such as corn, soybeans, and
cotton – as well as tools to help farmers grow better harvests.
Monsanto collaborates with farmers, universities and other
nonprofit groups to invest in STEM education and develop a
pipeline to meet the agriculture industry’s future needs for
STEM talent. These include but are not limited to the White
House TechHire initiative, in which St. Louis serves as one of
five pilot cities working to develop technology talent in urban
areas, and Black Data Processing Associates, which provides
scholarships for students pursuing computer science careers.
Monsanto also sponsors an employee group called Women
in IT, which offers development opportunities and visits
schools to encourage women and girls to join information
technology fields.
James (Jim) Swanson is Chief Information
Officer for Monsanto, a leading sustainable
agriculture company focused on helping
farmers grow better harvests while conserving
natural resources, such as water and energy.
Jim, who began his tenure at Monsanto as
CIO in 2013, leads a global team of more than
1,200 information technology employees for
the company’s operations, which span more
than 60 countries. Jim is responsible for helping
to transform Monsanto into an informationbased company and deliver IT capabilities
across Monsanto’s global business. He is a
member of Monsanto’s Corporate Strategy
Leadership Team, Global Business Operations
Leadership Team and Executive Team
Operations Council.
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and scientific roles at Merck, Johnson &
Johnson and SmithKline Beecham. He
holds a Bachelor’s degree in Bioscience
and Biotechnology and a Master’s degree
in Computer Science, both from Drexel
University in Philadelphia. He is a member of
the St. Louis CIO Board, Washington University’s
Information Technology Advisory Council
and the External Advisory Committee of the
McDonnell International Scholars Academy
at Washington University. In addition, he
volunteers with Greater St. Louis Honor Flight,
which supports veterans by helping them visit
memorials in their honor. Jim lives in St. Louis
with his wife, Dana, and three daughters.
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Our global population will top 9.5 billion people by the
year 2050, and meeting the demands of that growing
population will depend largely on our ability to do two
things: innovate and collaborate.
That means we must work together to bring more
young people from all backgrounds and regions into
STEM-related fields, including agriculture, plant science,
programming and analytics.
That mission has to start at the top, with chief technology
and chief information officers building a culture that
values diversity and integrity.
Developing a STEM-centric talent pipeline is critical
in all industries, particularly agriculture. We need the
world’s next generation of farmers and scientists
to tackle challenges from a number of integrated
perspectives – using agronomy, data solutions and
sustainable technology to feed, clothe and fuel our
growing world.
How do technology leaders build that foundation? We
invest in programs to train, attract and retain a diverse
set of talent in STEM-related fields – programs such as
America’s Farmers Grow Rural Education initiative,
which has provided more than $7 million to enhance
math and science education in rural school districts.
We encourage STEM career development for groups
that are often under-represented (especially women
and minorities) through programs like the White House
TechHire initiative and LaunchCode, which places a
diverse set of up-and-coming computer programmers
with a network of more than 150 employers. We invest
in scholarships, such as those awarded by Black Data
Processing Associates (BDPA), to encourage the pursuit
of STEM careers. We reach out to elementary and
middle schools to encourage girls to pursue computer
sciences. We create and support resource networks
for young people, veterans and LGBT employees,
to name a few. And we recognize that solutions to
common problems may come from a variety of
unexpected sources.
Take the role of data in farming, for example. Today, we
are on the cusp of a Green Data Revolution that will
drive significant improvements in the sustainability of
our global food supply. At Monsanto, we work with data
and agronomy experts who believe the application of
data science can help farmers make more informed
decisions about their operations, growing better
harvests and using resources more efficiently.
That means more precise planting, more efficient
use of resources like water and nutrients, and more
targeted uses of soil preservation methods like crop
rotation – all of which can lead to better harvests and
more sustainable practices. We are ultimately working
to provide a system where software, hardware and
services all work together to support farmers as they
make critical decisions in their fields.
In any industry, applying data science requires
maintaining high standards of trust and transparency.
That’s why we’ve worked with industry groups to
develop a set of consistent principles for data use
and privacy. We make sure farmers own the data they
create, and that basic services are free – so growers
can create, store and access their data on their
own terms, with additional offerings for sharing data
across platforms.
And this is just the beginning. Precision planting will
continue as one tool in a set of traditional and hightech solutions to help growers use resources more
efficiently. We believe this is the definition of sustainable
agriculture, and we know that getting there will require
continuous innovation.
That’s what makes STEM education so important,
not just in agriculture but in all industries. Tomorrow’s
workforce will continue to use STEM to solve economic,
humanitarian and environmental challenges around
the world.
But the next generation will have to do something
better than its predecessors, and it has nothing to do
with developing technology. They will need to better
engage with the world around us to recognize and
support the value of science in our daily lives.
We live in a rapidly changing world, and the
prerequisites for the STEM-centric workforce are
changing just as quickly. We not only need to be able
to solve age-old problems with new technology, we
also must be able to explain our work in a way that
builds confidence in the science that sustains our
world. Whether it’s the chemistry that supports life’s
natural processes, the engineering of a new medical
treatment, the technology to create more renewable
energy or the empirical trends that drive us to address
climate change, we must get better at standing by
science and its role in improving lives.
I’m confident that through collaboration within the
STEM community – public institutions, universities,
corporations and other partnerships – the next
generation of global thinkers will help us tackle
the world’s most pressing issues through science,
technology and innovation.
Here’s how. The world is made up of about 3.8 billion
acres of farmland, and every foot of soil and row of
crops is unique. During the growing season, remote
sensing systems in equipment can enable real-time
monitoring of actual field conditions, helping farmers
get to know the characteristics and needs of every
acre. That data can be fed directly to farmers through
wireless technology, informing their decisions in
real time.
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 163 Monsanto
As we face global challenges like hunger, climate
change and dwindling natural resources, there’s never
been a more important time to develop a strong,
sustainable STEM-centric workforce – both in the U.S.
and around the world.
Cynthia Stoddard
Senior Vice President
& Chief Technology Officer,
Customer Solutions
NetApp
Leading organizations worldwide count on NetApp for
software, systems and services to manage and store their
data. NetApp believes science, technology, engineering
and math (STEM) skills are becoming more important
for every type of job in the workforce and are vital for our
future. NetApp is investing to help students and professionals
understand not only today’s evolving IT environments but also
how STEM is shapes our everyday experiences. Therefore, in
addition to some of its own programs—NetApp University,
Women in Technology Group, NetApp Certified Storage
Associates certification (NCSA)—NetApp continually partners
with external organizations including the Anita Borg Institute,
National Center for Women & Information Technology,
Veterans organizations and universities across the U.S. Through
these programs and partnerships, NetApp helps deliver the
next generation of products, services, and solutions.
Cynthia Stoddard is senior vice president and
chief technology officer (CTO) of Customer
Solutions at NetApp. As CTO, she is responsible for leading the end-to-end execution
of NetApp clustered Data ONTAP adoption
for current and prospective customers while
being NetApp’s number-one customer advocate. She is the executive sponsor of the
NetApp on NetApp and Customer-1 initiatives, both designed to share IT’s experiences
using NetApp technologies and to enable
NetApp customers to succeed.
In her previous role, Cynthia was the chief
information officer (CIO) at NetApp. Since
she became CIO, in 2012, she evolved IT to
deliver business value beyond traditional
boundaries by focusing on innovation, service delivery, and strategic partnerships. While
CIO, Cynthia won the 2014 Computerworld
Premier 100 IT Leaders Award and was twice
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Social CIOs. Under her leadership, NetApp IT
was recognized in the Information Week 500
(in 2012 and 2013) and the Information Elite
100 (2014).
Cynthia has over 25 years of business experience providing IT expertise leading large
global organizations in supply chain, retail,
and technology companies. Before joining
NetApp, she was group vice president of IT
at Safeway, Inc. Other positions she has held
include group CIO for NOL Group, the parent
of APL Ltd.; as well as executive roles in other
global transportation companies.
Cynthia holds a bachelor of science degree
in accounting from Western New England University, from which she graduated cum laude,
and an MBA from Marylhurst University.
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Millions of girls around our country constantly try to
fit in. Whether it’s in the classroom or in the hallways,
girls struggle to understand where they fit in the gap
between being a smart kid and being a cool kid.
Where did we get the idea that being a smart girl
means that you’re a nerd or worse, that being a smart
girl isn’t cool?
According to engineeringdegree.net, only 12% of engineering students are women and only 20% of women
who received a math or science degree actually work
in their field of study. Given the scarcity of female role
models, the peer pressure to be cool, and the notion
that math and science are traditionally “male” fields,
it’s easy to see why girls lose interest in science, technology, engineering, and math (STEM) opportunities.
Why does this belief start so early? When girls are very
young, most are fearless when it comes to learning.
Consider something as simple as learning to walk.
When taking that first step, toddlers hear parents’
encouragement and support. They are empowered to
keep trying, even if they fall down. When they learn to
count by 10s, build a pyramid with blocks, or discover
a faster way to play on an iPad®, the same holds true.
Kids—including girls—have boundless creativity and
are excited about what they do.
Research shows that to keep girls interested in STEM,
we must preserve the same determination found in
early childhood. We have to influence all children to
bridge the gap and make geeky cool.
Here are four important things I believe we can do
today to change the current paradigm:
1. Catch them while they are young
Little girls are naturally very eager to learn about science, technology, engineering, and math. This interest
and passion must be nurtured. We can start by showing
young girls all of the exciting possibilities of STEM and
then convince them that they can learn and do anything if they work hard enough. Too often, girls are not
encouraged to develop the confidence they need to
continue in higher-level math and science courses in
high school.
Also, it’s important to tell young girls about the different STEM careers that stretch beyond the data center
and the laboratory. STEM career options encompass
all types of cool jobs, such as being a zookeeper, a
meteorologist, a doctor, a crime scene investigator,
and even a baseball statistician who helps scouts
judge talent.
©2015 STEMconnector® All Rights Reser ved
2. Make STEM a hands-on learning experience
In my experience, children and young adults like to
solve problems. What is more, finding a solution to a
problem builds confidence, and it also encourages
exploration. With this in mind, I am a firm believer that
we need to provide hands-on STEM learning in addition
to standard textbooks. STEM students should be given
opportunities to explore with their hands, whether it be
participating in an engineering design process, building a video game, or studying water usage at their
school. These types of projects can help improve critical thinking, communication, and collaboration skills.
As a high school student, I used my skills to design
mouse mazes for science fair competitions. We used
complex algorithms to calculate how the different
shapes slowed a mouse down. It was challenging, fun,
and cool. And I was able to become more confident
in my skills by demonstrating them to others.
3. Say “Math is cool”
I’ve always loved math for as long as I can remember.
Early in my childhood and throughout my career, math
has helped me solve problems. If solving a math equation was challenging, my teachers taught me to keep
trying. I learned early on that my math skills improved
with repeated practice. And with practice my overall
disciple and critical-thinking skills also improved. This
helped set me on a path to the cool world of STEM.
4. Be a mentor and a role model
It’s incumbent on those of us in STEM careers to be
active as role models and mentors and to talk with
young girls who love STEM disciplines but might be
afraid to show it. We need to tell them that it’s cool
to be good at science and math. We need to show
the possibilities to girls who believe that they aren’t
naturally good at STEM disciplines. By sharing our experiences, lessons learned, and mistakes, we can help
develop future talent and learn something about ourselves at the same time.
Personally, one lesson I like sharing as a mentor is that
success comes from hard work, preparation, and selfconfidence—not just intelligence. No one should tell us
that we’ll fail or aren’t good enough or that someone
can do it better than we can. If someone does, I say it’s
an opportunity to prove that person wrong.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 165 NetApp
Bridging the “Cool” Gap
Karl Gouverneur
Vice President
& Chief Technology Officer
Northwestern Mutual
For nearly 160 years, Northwestern Mutual has been helping
families and businesses achieve their financial goals. Through
a distinctive planning process, our financial representatives
help clients identify goals and develop a personalized plan
using a wide range of insurance and investment solutions.
With more than $230 billion in assets, $27 billion in revenues
and $1.5 trillion worth of life insurance protection in force,
Northwestern Mutual delivers financial security to more than
4.3 million clients. Northwestern Mutual is proud to be an awardwinning employer for IT professionals and actively invests in
STEM initiatives in southeastern Wisconsin. The company’s
internship program employs exceptional college-level
technology students, many of whom become employees.
The company is a strong partner and sponsor of events and
programs that encourage students at all levels to pursue STEM
careers.Northwestern Mutual is the marketing name for The
Northwestern Mutual Life Insurance Company-Milwaukee, WI
and its subsidiaries.
Karl Gouverneur is vice president and chief
technology officer for Northwestern Mutual, and
head of the company’s enterprise technology
management department. In this role, Gouverneur
oversees a team that sets the company’s
technology
direction, manages
technology
innovation and governance, ensures a reliable
operations infrastructure, and manages information
risk to protect the company’s brand and reputation.
Gouverneur focuses on providing technology
that leads to efficiency and flexibility for business
processes to enrich the experience of the company’s
clients, financial representatives and employees. He
partners with business areas across the enterprise to
integrate technology with the company’s business
strategies and objectives.
In addition to his other responsibilities, Gouverneur
leads an award-winning technology innovation
program which evaluates technology-based ideas
for rapid development and funding
Insurance, where he built an IT architecture practice
and identified over $110 million in business value.
Before his role at Safeco, he was the chief architect
at Chicago-based CNA Financial, where he focused
on business alignment, IT strategy and IT standards,
and strategic and innovative IT solutions including
a claims transformation program, service-oriented
architecture, voice over IP, strategic sourcing and
enterprise content management. He started his
career at Ernst & Young, where he progressed
through the ranks to become a senior manager.
Gouverneur is a graduate of the University of Florida,
where he earned a Bachelor of Science degree in
business administration & computer science. He
is currently a member of the CTO Research Board
and the ALPFA National Corporate Advisory Board.
In the Milwaukee community, Gouverneur serves
on Marquette University’s Global Sourcing Advisory
Board and is an active member of the Discovery
World Board. He is also an advisor to the Northwestern
Mutual Hispanic Employee Resource Group.
Prior to joining Northwestern Mutual in 2006,
Gouverneur was the vice president and chief
technology officer at Seattle-based Safeco
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To meet the numbers of new workers this country will
demand—both in the near and more distant future—
we’ll need to find new ways to get more students
engaged in STEM topics. We’ll especially need to
reach out to girls and young women, and other groups
that are currently underrepresented.
It’s best to start promoting STEM to kids in grade school,
when their minds are more open. At this stage in their
development, mentors—not just parents but also
teachers, counselors, and other adults—can play an
important role in shaping children’s perspectives on
science and math. Once a young person gets past
middle school, it can be tougher to change their minds
if they’ve decided they don’t like these subjects. We
need to make sure that our schools are encouraging
all students to embrace these subjects, not just those
who have already shown an interest in or special
talent for them.
We also need to find ways to make STEM part of
kids’ lives from an early age. Computers, tablets, and
other gear can be fun toys, but they also help build
understanding of the power technology has. My own
interest in technology had a lot to do with some of the
first-generation home computers and other gadgets I
had when I was young.
Class selection at school matters, too; electives should
include challenging STEM courses. But the lessons need
to go beyond the classroom. During summer vacations,
there are a number of camps with STEM-related
academic courses and activities, some of which are
specifically targeted at building girls’ interest. Yearround reinforcement is key to keeping kids engaged in
these subjects.
One of our biggest challenges is overcoming the
myth that girls are just not good at math and science.
My own daughter fell into this trap in her late middle
school and early high school years. Even today, the
myth is still out there, and we all have a responsibility to
help break it down.
That takes time, but there are a lot of solutions
available. Parents might consider hiring a tutor—
someone who can not only help kids learn, but also
encourage them to succeed. Other alternatives are
activities that help children understand what they can
create themselves, and put the power of scientific and
technical knowledge in their own hands.
©2015 STEMconnector® All Rights Reser ved
That’s why programs like Cyber Girlz and Girls Who
Code are important. They can help bring classwork to
life by giving students not just instruction, but also the
opportunity to go hands-on and build applications
and games. Activities like this can reach kids when
they’re younger, and by the time they’re well into their
teens, they’ve already developed a passion for these
subjects. When that happens, parents don’t have to
push so hard. In fact, our job then is to just get out of
the way!
Another way to keep kids engaged in STEM studies is to
get them involved in some sort of science competition.
There are programs like the Science Olympiad, which
holds local, state, and national competitions each
year. They’re team-based—so kids experience not
just the joy of STEM-related content, but also the
teamwork, collaboration and rewards of working in a
team. Those are skills that will help them in whatever
field of study or career they ultimately choose. We’re
used to kids being encouraged to participate in
sports. I say, let’s encourage science sports too. They’re
engaging and fun—and more kids can have careers
in science and technology than will ever make it as
professional athletes.
If we want more kids to prepare for STEM jobs, we need
to show them the connection between what they’re
learning now and the future opportunities it opens up
for them. A lot of students don’t understand the full
range of career possibilities that a solid foundation
in STEM subjects makes possible. For those of us who
are already enjoying these rewarding careers, it’s our
job to take time and help them see what their future
could hold.
As those kids grow into young adults and enter the
workforce, I am a firm believer in mentoring. Typically
I take it a step further with what I call “sponsorship.”
Participating in a sponsorship engagement with me
is more than just meeting occasionally. Together we
identify activities and create action plans that will lead
to self-development with the ultimate goal of not only
career advancement and professional development,
but also life learning and engagement.
I tend to focus on sponsoring women and minorities,
as they’re currently underrepresented in our industry.
In order to develop the number of technology
professionals this country will need in coming years
and decades, we need to reach out to these groups
as well as those who have more traditionally chosen
STEM careers. For me, it’s very personal. I benefitted
from the support of a sponsor who took an interest in
my career and development, so I like to pay it forward.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 167 Northwestern Mutual
If we’re going to address the shortage of professionals
in STEM disciplines in this country, one of the keys will
be to start talking to young people very early in their
lives. I’ve taken this approach with my own son and
daughter, who are now 16 and 18. The need for action
is real. According to the U.S. Department of Education,
only 16% of U.S. high school students are both proficient
in mathematics and interested in a STEM career.
Scott Hine
Vice President of Operations
& Chief Information Officer
Novus International
Novus International, Inc. is headquartered in metropolitan
St. Louis, Missouri, U.S.A. and serves customers in over 100
countries around the world. A global leader in developing
animal health and nutrition solutions, Novus International’s
products include ALIMET® and MHA® feed supplements,
ACTIVATE® nutritional feed acid, ACIDOMIX® preservative
premixture, CIBENZA® enzyme feed additive, MINTREX®
chelated trace minerals, SANTOQUIN® feed preservative,
AGRADO® feed antioxidant and many other specialty
ingredients. Stratum Nutrition, a division of Novus Nutrition
Brands, LLC, focuses on human nutrition through specialty
and functional ingredients for manufacturers of foods,
beverages and dietary supplements (www.stratumnutrition.
com). Novus is privately owned by Mitsui & Co. (U.S.A.),
Inc. and Nippon Soda Co., Ltd. For more information, visit
www.novusint.com.
Scott Hine is the Vice President of Operations
and Chief Information Officer at Novus International, Inc. He is responsible for establishing
and managing global corporate-level strategic planning and implementation of Operations, Information Technology matters and
Regulatory Affairs. Scott ensures profitability
maximization by optimizing operational costs
and making long-term investments to achieve
business targets and priorities. In addition,
Scott manages Novus’s global Carotenoids
business, which primarily provides pigmentation solutions for the poultry industry.
Scott joined the company in 2007. During
his time at Novus he has implemented the
global SAP project, currently leads the Crisis
Management Team, and developed Novus’s
internal process to cascade its critical success
factor into tangible, annual goals for every
employee. He has 25 years of experience
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and has lived and worked in a multitude of
countries—including China (Hong Kong), Australia, Germany, Switzerland, Canada and the
United States.
Scott’s career started with Kraft Foods R&D in
1989 in the USA. He became a Manager with
Accenture in 1998. At Accenture, Scott was
chiefly responsible for transformational projects involving both business process change
as well as IT implementations. He also led
a ground-breaking, retail research project
regarding fresh food consumption behaviors
in Asia.
Scott received his MBA cum laude from The
Richard Ivey School of Business, Asia (Hong
Kong) in 2004 and his Bachelor of Science in
Chemical Engineering from the University of
Michigan in 1989.
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Globally, animal agriculture production faces significant challenges of all kinds, and Novus remains committed to help solve those issues while “Helping to Feed
the World Affordable Wholesome Food and Achieve a
Higher Quality of Life”. Our customers want solutions to
their animal agriculture challenges, as well as worldclass quality and service – this requires strong STEM
skills in order to help them become more productive,
profitable and sustainable. When we engage globally
with our customers through technical conferences,
trade shows, symposiums and training events, we help
them stay ahead of their challenges. Learning from our
stakeholders makes us more proactive by researching and developing long-term solutions. STEM skills are
critical in this process and at all levels within Novus
and our industry - they guide how we respond to the
ever-changing challenges presented by customers,
the myriad of regulations the industry faces, as well as
opportunities to help improve how we feed the world.
One of the key roles we can play in supporting the vitality of our industry and its ability to continue to meet the
world’s needs for food and nutrition is to help attract
young people to work in agriculture. With urbanization
levels projected to reach close to 70 percent within the
next 20 years, as well as the increasing allure of information technology and financial services professions,
agriculture may be a less appealing career choice for
many of today’s students. We feel that agriculture is
one of the most critical sectors for a thriving planet.
The global food industry will need to improve productivity by 70 percent and feed over nine billion people
by 2050, according to Food and Agriculture Organization (FAO) estimates. This is a massive challenge,
and STEM education is integral to the solution. Novus
shares a responsibility to attract the best and brightest
minds and passions to help advance methods, practices and collaborative approaches within all parts of
the food value chain. Some of the specific aspects of
our positive impact on the animal agriculture industry
include a reduction in food waste and improvement
©2015 STEMconnector® All Rights Reser ved
of land use as a result of a more efficient food chain.
As an example, by improving the value of our customers’ feed ingredients through the use of enzymes, we
can reduce the use of agricultural resources such as
land to grow soybeans. In the U.S., for example, nine
billion broiler chickens are produced every year that
require around 40 million tons of feed, which includes
ten million tons of soybean meal. By replacing part of
the soybean meal in feed with enzymes that increase
the availability of protein to the animal, the total soybean requirement to deliver a ton of animal protein
is reduced. If the entire U.S. market added one of our
enzymes, the benefit would be around one million acres
of land that could be used to produce other crops for
other needs. Of course, this is a theoretical calculation;
however, the underlying principle and opportunity to
improve is undeniable. STEM education is an absolute
requirement to help feed the world more affordable
wholesome food and meet the needs of a growing
population.
Novus is dedicated to growing the agri-talent pipeline.
Each year, we make many educational investments
by supporting our current employees with training and
development opportunities, as well as future generations that plan to work in animal agriculture. A few
examples include the John Brown Scholars program,
Novus Graduate Scholars (NGS), and the AWARD program, as well as multiple other scholarships around the
world.
At Novus, our Vision is to help feed the world affordable,
wholesome food and achieve a higher quality of life.
Our Mission is to make a clear difference in sustainably
meeting the growing global need for nutrition and
health. These guiding principles ground my daily activities in the real needs of feeding our growing planet. I
strive to exhibit behaviors that align with our Vision and
Mission, develop plans and objectives that shape our
work culture and interactions with all stakeholders.
One of the most important parts of STEM, however,
aligns to a NOVUS Core Value, “We act with integrity.
We treat all of our stakeholders – including employees, customers, suppliers, business partners, our owners
and the public – in a fair and ethical manner.” Acting
in a fair and ethical manner is what all stakeholders
expect. STEM gives us the grounding and basis to make
scientific assessments with integrity and confidence. All
of the STEM subjects force us to ask ourselves about
facts – facts allow us to work with all stakeholders in a
fair and ethical manner.
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A foundational understanding of Science, Technology,
Engineering and Math (STEM) is the minimum standard
for global competition. These are critical skills for understanding complex problems and finding innovative
solutions, improving productivity and creating sustainable competitive advantage. Our stakeholders have
an interest or concern in our company and expect us
to align our resources to their needs – balancing social,
environmental and economic impacts. We value
stakeholders as partners and want to work with them
to align their needs to our business goals.
Robert Dixon
Senior Vice President
& Global Chief Information Officer
PepsiCo
PepsiCo products are enjoyed by consumers one billion times a day
in more than 200 countries and territories around the world. PepsiCo
generated more than $66 billion in net revenue in 2014, driven by a
complementary food and beverage portfolio that includes Frito-Lay,
Gatorade, Pepsi-Cola, Quaker and Tropicana. PepsiCo’s product
portfolio includes a wide range of enjoyable foods and beverages,
including 22 brands that generate more than $1 billion each in
estimated annual retail sales. At the heart of PepsiCo is Performance
with Purpose – our goal to deliver top-tier financial performance
while creating sustainable growth and shareholder value. PepsiCo
investment in STEM education includes the Spirit of Innovation
Challenge, in which PepsiCo partnered with the Conrad Foundation
to invite students to use STEM skills to develop commercially viable
products addressing real-world issues, and membership in the STEM
Food & Ag Council, which leverages the collective intellect, wisdom
and resources of its members to identify clear actions plans that
connect and create careers in food and agriculture.
Robert Dixon is senior vice president and global
chief information officer for PepsiCo, Inc., a global
food and beverage powerhouse with net revenues of more than $66 billion. Robert joined PepsiCo as Global CIO in 2007 and leads PepsiCo’s
information technology function, a global network of 6,000 employees and strategic supplier
partners known internally as Business + Information
Solutions (BIS). Dixon’s team supports PepsiCo’s
275,000 employees and the diverse and complex
business units and brands of PepsiCo. Dixon has
positioned the IT function to Digitize PepsiCo for
Growth, his vision to deliver technology capabilities that automate business processes, enable
associates to connect and collaborate more
easily, and collect and mine data for analytical
insights, improving business and financial performance across every aspect of the company’s
value chain.
of Technology in Atlanta and continues to
champion STEM education and careers for our
next generation of leaders.
Dixon is a strategic partner to all of PepsiCo’s business leaders. Before PepsiCo, Dixon was a vice
president in Procter & Gamble’s Global Business
Services, where he was a five-year member of
P&G’s global business council of top executives
and diversity advisor to the CEO.
• Distinguished Engineering Alumni, Georgia Institute of Technology
Dixon is a passionate advocate for the STEM
disciplines of science, technology, engineering
and mathematics. He earned his degree in
electrical engineering from the Georgia Institute
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• Board member, Anthem, Inc.
• Member, CIO Strategy Exchange
• Member, IT Senior Management Forum
• Member, The Cash CIO Forum
• Member, IBM Board of Advisors
• Member, College of Engineering Advisory Board,
Georgia Institute of Technology
• Former member, President’s Advisory Board,
Georgia Institute of Technology
• Transformational CIO Leadership Award, 2012
“ Top Ten Breakaway Leader Award
“ Global CIO Executive Summit, 2012
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I am proud that PepsiCo is a STEMconnector Platinum
member, helping to ensure that STEM gets the appropriate resources and attention within our company and in our
society. It is important that we promote STEM in the US and
globally, creating a diverse workforce with diverse thinking capable of solving today’s problems and anticipating
tomorrow’s challenges.
To advance PepsiCo’s STEM vision, I have created and
led several STEM initiatives, including these three that are
focused on improving the talent and solutions of our technology organization:
• An aggressive college intern and new-hire program;
• An IT career model that provides STEM education and
growth opportunities;
• A mentoring program that pairs junior associates with senior
leaders to provide professional advice and support
The college intern and new-hire program is changing the
demographics of our IT function in PepsiCo. We are recruiting digitally native millennials who will develop the next generation of technology solutions and are already providing
fresh insights. My goal is to have these millennials challenge
PepsiCo to act more like a technology start-up and use our
company’s vast resources to move faster than our competitors. Over the past five years, we have brought more than
100 young professionals into PepsiCo through this program.
The IT career model, called Careers in Motion, is a comprehensive program that provides education, career “tracks”
and job opportunities for our approximately 3,500 IT employees globally. The career model defines specific STEM paths,
such as data and analytics, to propel our employees into
areas of growth and equip them to be successful. The career
model also highlights critical experiences needed to succeed as an information technologist of the future, along with
providing personal success stories that demonstrate there is
no one path to senior leadership. More than 2,100 employees are enrolled in our IT career model this year.
Our IT global mentoring program pairs accomplished executives with our younger generation professionals to provide
career guidance and support. Mentors and mentees are
matched through online profiles, ensuring that associates
in every corner of our organization have the opportunity to
engage with and benefit from our senior IT talent. STEM education and careers are a frequent topic of conversation, as
we work to develop the talent and skills to realize our vision
to Digitize PepsiCo for Growth. The mentor program currently
has more than 400 mentor pairs across 17 countries.
In addition to those three programs, I take every opportunity to champion STEM initiatives across PepsiCo. As an
example, I have assigned one of my most senior leaders –
Joan Pertak, senior vice president and chief information
officer for PepsiCo Americas Beverages - to participate
on PepsiCo’s STEM Council. The STEM Council is composed
©2015 STEMconnector® All Rights Reser ved
of PepsiCo executives across multiple functions and business units globally. This year the Council is focused on three
signature programs:
• New York Academy of Science (NYAS): The PepsiCo
Foundation has donated $1 million and partnered with NYAS
to create an Innovation Challenge for students. The challenge is open to all students and seeks ideas for feeding the
world’s population and providing clean, safe water. I have
asked one of my most promising associates to be an expert
advisor to the students, in addition to being a member of the
judging panel.
• STEM Career Accelerator Week: PepsiCo is developing
a program to provide high school students with a day full
of exciting and motivating immersion into STEM careers. The
initial focus will be on underserved students in New York, Illinois, Texas and Mexico City, Mexico, with plans to expand the
program in 2016.
• Million Women Mentors (MWM): Two senior female leaders on my team are defining this STEMconnector program
for PepsiCo. PepsiCo’s MWM will support STEMconnector’s
engagement of 1 Million Women Mentors to increase the
interest and confidence of girls and women to succeed in
STEM careers. MWM provides a host of services, ranging from
branding to programmatic to systems and best practice support in operationalizing the program.
Outside PepsiCo, I have been active for years with these
organizations that promote STEM education and careers,
especially in underserved populations:
• NPower is a non-profit whose mission is to mobilize the tech
community and provide individuals, nonprofits and schools
opportunities to build tech skills and achieve their potential.
Earlier this year I was proud to represent PepsiCo as an event
sponsor at the inaugural NPower Jazz Dallas, a fundraiser
benefiting technology education for U.S. Armed Services
veterans. In Dallas alone, NPower has trained more than 300
veterans, achieving an 80% job placement success rate.
• The IT Senior Management Forum (ITSMF) is a professional association whose mission is to fill the pipeline with the
next generation of African-American IT executives. I was the
founding dean of the ITSMF’s Executive Academy leadership
development program, and I have been honored to represent PepsiCo at numerous ITSMF events and for PepsiCo to
be a corporate sponsor.
• The Links Inc. is an international, not-for-profit corporation led by women of color who are committed to enriching,
sustaining and ensuring the culture and economic survival
of African Americans and other persons of African ancestry. I was thrilled to recently co-host with my wife, Sheree,
a STEM session at PepsiCo for 50 Dallas-area high schoolage girls. They spent the day learning about technologies
that support collaboration and PepsiCo’s “make, move
and sell” operations, which are real-life priorities for our
technology organization.
I take my role to increase STEM education and careers globally very seriously. I have dedicated, and will continue to
dedicate, personal and professional resources to ensure that
we are developing young professionals with the power, vision
and skills to improve our world.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 171 PepsiCo
It is impossible to understate the importance of STEM education and professions to our global economic health and
the wellbeing of all of us as citizens of the world. In today’s
dynamic environment, we depend on science, technology,
engineering and mathematics to survive and thrive. As an
engineer and information technology executive, I am personally and professionally invested in and passionate about
STEM. It is my privilege to advocate for STEM programs on
behalf of future generations.
Kathy Fish
Chief Technology Officer
Procter & Gamble
Innovation has been P&G’s lifeblood for more than 175 years.
We serve nearly five billion people around the world with our
brands, which include Tide, Pampers, Crest, Olay, Pantene,
Swiffer, Gillette and others. Our 8,000 R&D employees are
at the heart of our innovation pipeline. They are technical
masters who use their expertise in digitization, modeling,
simulation and prototyping to bring world-class innovation
to our consumers. We have more than 40,00 active granted
patents worldwide, and invested more than $2 billion in
research and development in 2014. We believe innovation
starts with the consumer. We gain insights into their everyday
lives so we can combine “what’s needed” with “what’s
possible.” Our goal is to provide them with product options at
all pricing tiers to drive preference for our products and provide
meaningful value.P&G operates in approximately 70 countries
worldwide. For the latest news and information about P&G
visit www.pg.com.
Kathy Fish was elected as P&G’s first female
Chief Technology Officer on February 1,
2014. In his role, Kathy brings over 35 years
of Research & Development experience
and expertise.
In 1979, after graduating from Michigan State
University with a B.S. in Chemical Engineering,
Kathy joined P&G in process development
and has a broad range of experience across
process, products research, technology and
packaging. Early in her career, she worked on
World Liquid, which became the initial launch
of Heavy Duty Liquid for Tide and Ariel globally. Following this, Kathy moved to Hair Care
where she worked on 2-in-1 shampoos for
Pert Plus and Pantene. While in Hair Care, she
also worked on efficacy upgrades to Head &
Shoulders and on the styling business.
Kathy managed R&D for the global Downy/
Lenor business from 1999 to 2002 before moving to Baby Care. There, she led the upstream
program before becoming R&D Vice President leading Pampers to strong and steady
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tier, Baby Stages of Development and strong
growth in Low Income Markets. She returned
to Fabric Care in 2009, and led the R&D team
on the launch of Tide/Ariel Pods in NA and
Greater Europe and Downy Unstopables in
NA and Japan.
Kathy is committed to leading the R&D
organization. She is focused on driving new
capabilities and technologies to deliver discontinuous innovation that creates enduring
brands and enables the long-term growth of
the business.
Kathy is a member of the University of
Michigan
Engineering Advisory
Board
and was previously President of the Board
of the Cincinnati Marlins competitive
swimming team.
Kathy is a native of Fort Worth, TX and grew up
in South Bend, IN. She lives in Cincinnati with
her husband Stephen and has two adult children, Bryan and Margaret.
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For us, innovation starts with the consumer. We gain
insights into their everyday lives so we can combine
“what’s needed” with “what’s possible.” Our goal is to
improve consumer’s lives around the world everyday
with products that deliver a delightful experience and
offer a meaningful value.
Diversity plays a powerful role in driving innovation.
Innovation doesn’t happen in a straight line. We are
successful when we bring together individuals from
different backgrounds, cultures and thinking styles in
order to connect seemingly unconnected ideas. The
healthy tension that comes from a diverse, well-functioning team is what’s needed to deliver big, breakthrough innovations that lead to the long-term growth
of our business.
Diversity in our STEM fields, such as Research & Development (R&D) and Engineering, is an essential part of
how we drive innovation. When I joined the Company
back in 1979, R&D was primarily a male dominated
field. Women had been in management roles for less
than 10 years. There were three women leaders within
R&D that stood out and became pioneers to those of
us who had aspirations for rising to a higher level. They
forged a path for others to follow in their footsteps.
Over time, the representation of women in R&D leadership roles has grown exponentially. Today, we have
over 2,300 women managers within our function, with
over 40% female representation on the R&D Leadership team. The company continues to demonstrate its
commitment to diversity in STEM leadership positions
with my appointment as the first female Chief Technology Officer. I hope this serves as inspiration to our
young female employees.
As a Company, we work hard to support our employees through a variety of teams so everyone can feel
valued, included and perform at their peak. Within
R&D, we established the “Women in Innovation Network” to support the retention and advancement of
women in STEM. This group strives to bridge the diversity gap and foster an environment where women can
succeed and excel both personally and professionally
in the area of innovation.
While we are making strong headway, there is always
more work to do. Our R&D organization is focused on
driving even more women into our most technical disciplines – technology, packaging and process. To do
this, we have established a disciplined approach to
recruiting and training. We offer courses that equip
females with the tools and capabilities needed to
enhance their professional development.These courses
are highly interactive and expose top talent to senior
leadership throughout their career. We believe this is
an important step in retaining strong talent across the
globe. We also strive to make the work environment
more inclusive, leveraging key external thought leaders to strengthen our approach.
©2015 STEMconnector® All Rights Reser ved
But this work shouldn’t start when women apply for
positions at P&G. We must expose females and minorities to the areas of STEM early on in their education. As
an industry, we have an opportunity to invest in programs that promote students to consider STEM careers.
Planting this seed early is important to the success of
our industry, our innovation and our ability to compete
on a global level.
•At P&G, we offer a variety of unique programs and
workshops that are designed to give top diverse students the chance to learn about various careers with
our company – including STEM opportunities.
•Our Research Your Future in Science Seminar allows
students to participate in experiments, tours and presentations while networking with P&G researchers,
research managers and other top science students
from other colleges.
•P&G’s Higher Education Grant Program (HEGP) was
established to support the efforts of regionally accredited U.S. colleges and universities to prepare students
for success. An example of a project supported through
HEGP is Georgia Institute of Technology’s Women in
Engineering Ambassador Program. Ambassadors visit
local elementary and high schools to talk to students
about different engineering disciplines. Acting as role
models, the ambassadors strive to pique students’
interest in math and science, and educate them on
how exciting science can be.
•The Resident Scholar Program introduces high
school students to careers in STEM; 80% of those
who participate in the program go on to pursue a
STEM degree.
Connect+Develop, our open innovation program,
works with key external strategic partners to bring new
ideas and technologies to market. The C+D network
includes more than 2,000 innovation partners around
the world including top universities. Our partnership
with these universities provides us the chance to work
closely with PhD students, including women and minorities. These high performing students are exposed to
the breadth of sciences at P&G, as well as our facilities.
Personally, my goal is to drive diversity in our organization within all roles and at all levels, to create an inclusive work environment where everyone is valued and
making a difference. Having an environment where
we challenge each other openly and transparently
will benefit from the collective power of the organization, and ultimately lead to breakthrough innovation.
This healthy tension can only happen in an inclusive
organization with a high level of trust and respect. We
must be successful in order to deliver the long-term
health of our business supported by innovations that
are meaningful for our consumers.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 173 Procter & Gamble
Since P&G was established in 1837, innovation has been
the lifeblood of our Company. Year after year, decade
after decade, innovation has built brands, transformed
categories, and created entirely new businesses.
Ray Voelker
Chief Information Officer
The Progressive Group
of Insurance Companies
The Progressive Group of Insurance Companies lives up to
its name by being a step ahead of the insurance industry,
by finding new and affordable insurance solutions. From
innovative products and services to goal setting, we look
to the future in nearly everything we do. In early 2013,
our STEM Progress® program launched companywide.
Progressive Crash Courses—lessons we develop for students
in grades 3 through 12—are the program’s foundation.
Progressive employees teach the courses to bring reallife STEM experiences into classrooms. More than 11,300
students in 22 states have participated in our Crash Courses.
We’ve joined with CSU on various STEM education initiatives,
including a student scholarship program, a workshop for
teachers, and baseball-themed curriculum highlighted at
STEM Education Day at Progressive Field in May 2015Our IT
organization partners with nonprofit organizations (e.g., Tech
Corps and HER Ideas in Motion) to promote computer and
technology skills.
Ray Voelker is The Progressive Group of Insurance Companies’ Chief Information Officer,
leading the centralized information technology organization. Voelker’s area of business
responsibilities includes enterprise technology,
application development, IT human resources
and training, and IT control. During his tenure
since he joined Progressive in 1985, Ray has
held several executive IT management positions, including call center technology executive and IT operations executive, and various
application development and infrastructure
technology roles. He became chief information officer in the year 2000. He played a big
role in building the capability for the company to sell insurance directly to consumers,
as Progressive was the first auto insurance
group to have a website and the first to sell
insurance to customers directly over the Internet. Since then, Ray has worked on some of
Progressive’s most successful projects, such
as Progressive’s Snapshot, the company’s
usage based insurance device, and The Business Innovation Garage, an in-house think
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co-workers from all different parts of the business, combining individual areas of expertise
to solve business problems which launched
this past spring. Outside of Progressive, Ray
serves as Board Chair for OneCommunuty, a
nonprofit organization that uses advanced
technology to help transform and establish
Northeast Ohio as a national hub for innovation and economic growth. He also has
been highly involved in several STEM initiatives throughout his career, including serving
on the Board of Directors at TechCorps, a
technology focused organization that works
for all K-12 students to have access to learn
technology skills, programs, and resources
to help them prepare for and be successful in the workforce. Ray has a bachelor’s
degree in computer engineering from Case
Western Reserve University and an MBA from
the Weatherhead School of Management
at Case.
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We officially launched our STEM Progress® program
companywide in the spring of 2013. The Progressive
Crash Courses—lessons we develop for students in
grades 3 through 12—are at the program’s foundation. All courses are taught by Progressive employees
to bring real-life STEM experiences into the classroom.
As of May 2015, more than 11,300 students in 22 states
have participated in our Crash Courses.
The Progressive Parkway lesson for grades 3-5 uses
insurance concepts in board game format to help
develop math skills around risk and probability. CSI:
Claims Scene Investigation and Baseball by Numbers
are two courses developed for grades 6-8. CSI: Claims
Scene Investigation challenges students to adopt the
role of a claims representative and investigate an
accident to determine who’s at fault. Through this, we
help teach algebra, measurement, data analysis, and
experimentation skills to demonstrate how they apply
to real-life situations and jobs at Progressive. In Baseball by Numbers, students use math and data analysis to analyze the stats of MLB players. They then use
these same skills to look at how insurance companies
use driver-related data to determine risk ratings. Two of
our high school course offerings – Pizza Pronto (a webbased driving game) and Physics by Accident - are
currently being tested for release during the 2015-2016
school year.
We’ve also joined with Cleveland State University on
various STEM education initiatives, including a student
scholarship program, a STEM workshop for teachers,
and a baseball-themed four-unit STEM curriculum provided to teachers that culminated with a special STEM
Education Day at Progressive Field on May 14, 2015.
About 660 students and teachers attended this event.
Our IT organization specifically has partnered with several groups to extend our outreach to children, including the one I am most proud of; Tech Corps. Through
Tech Corps, a non-profit that works with business volunteers to help inspire and educate K-12 students
©2015 STEMconnector® All Rights Reser ved
about the technology and computer industry, we
have participated in their coding camps, and Techie
Club, an afterschool program that covers fundamental programing, robotics, and more. We have also been
involved with HER Ideas in Motion, a Cleveland-based
nonprofit focused on helping girls achieve in technology and media arts and hosted a “Bring Your Daughters to IT” event.
This kind of collaboration is important to Progressive.
Our IT department is constantly working with departments across the company to come up with ideas on
how technology and big data can solve problems
for consumers, our internal teams, and the industry. In
fact, that’s how our Business Innovation Garage (BIG)
came to be. BIG exists in the Cloud and in our data
center – it’s staffed by a garage manager and four
“mechanics” who are also IT analysts. The BIG team
works to collect and cultivate new business solutions,
with the end goal of exploring and testing ideas
before we actually invest significant time, dollars, and
resources into the project. BIG employees collaborate
with colleagues in marketing, product development,
and engineering. The garage has been extremely
successful, and experiments involving company innovations such as Snapshot as well as other employeedriven ideas will continue to be tested as Progressive
remains dedicated to its quality of offerings and the
customer experience.
As a CIO, I integrate this kind of collaborative thinking
everyday as it’s important for me to look at Progressive
as a whole and a big part of that is making sure all of
our offerings are digital in format.
One example is taking our legacy policy serving systems built in the 70’s and 80’s and figuring out how
to make it work well with mobile. Another example is
streamlining all of our customer touch-points to give
people the best possible customer service experience with us no matter what platform they are using.
An additional priority is integration with our marketing team. They are constantly looking for strategies for
advertising campaigns and other consumer contact
points, and the IT team works to find solutions to help
optimize these efforts through data and better get our
message across to potential and current customers.
Capabilities and tools are fine, but they’re not of
much use without smart people to be problem solvers. Through our involvement in STEM programs; using
top tech tools in the field; providing perks like our Gainshare bonus program and on-site fitness classes; and
an ever-evolving training program, we continue to
build a team of the most talented and forward-thinking IT professionals in the field.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 175 The Progressive Group of Insurance Companies
Progressive has always been a forward-thinking company. With innovative products and services, we look
to the future in nearly everything we do. This is especially true when it comes to investing in the future
of our communities through our education-related
efforts. Encouraging students at all levels to develop
skills in science, technology, engineering and math
remains a key focus of our social responsibility efforts.
Progressive is fueled by the work of thousands of analysts, actuaries, programmers, and engineers. Through
the programs we have offered, such as STEM Progress®
and our Progressive Educational Partnership Program
(PEPP), we strive to help young people better understand how these skills apply to real-life situations and
can lead to careers.
Dele Oladapo
VP, Global Business & Technology
Solutions / CIO, Law and Compliance
& Corporate Human Resources
Prudential Financial
Prudential Financial, Inc. helps individual and institutional
customers grow and protect their wealth through a variety
of products and services. Since it was founded in 1875, a
strong sense of social responsibility has been embedded
in the company, guiding efforts to help customers achieve
peace of mind and financial security. Prudential carries
out this mission by providing innovative solutions to complex
financial challenges. As a purpose driven company, Prudential
uses its skills and resources to ensure that everyone has the
opportunity to achieve economic success. In 2015, Prudential
ranked No. 5 among large corporations on Computerworld
magazine’s list of the 100 Best Places to Work in IT. It was the
seventh consecutive year Prudential was named to the list.
Prudential offers IT employees the opportunity to work with
cutting-edge business technology. Prudential has a business
and technology solutions center in El Paso, Texas and in
Letterkenny, County Donegal, Ireland.
Dele Oladapo is a vice president in the Global
Business & Technology Solutions Department
(GBTS) at Prudential Financial, Inc. and Chief Information Officer for the Law and Compliance and
the Corporate Human Resources departments.
Oladapo is responsible for implementing technology strategy and delivering information technology services such as governance, architecture,
systems automation and end user experience
for these departments. Oladapo also leads the
Business Solutions Center and the Enterprise Information Management and Design and Development Solutions teams. Oladapo also oversees the
Office of Veterans Initiatives and is an executive
sponsor of Workforce Opportunity Services, a nonprofit training and hiring program that partners
with Prudential to prepare military veterans and
urban youth for careers in information technology
and business operations. Oladapo was responsible for the development of a new business and
technology center that opened in April 2014 in El
Paso, Texas that services Prudential’s U.S. business
operations. Previously, Oladapo led a global team
of specialists that provided software connectivity
for mission critical platforms in trading and call
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R S I N S T E M center applications. He also was involved in the
company’s demutualization, the Prudential of
Japan/Gibraltar data center migration, and business continuation technology planning efforts.
Oladapo has worked as a systems manager in
Actuarial Systems and in Individual Life Systems,
where he was responsible for implementing policy
administration technology, customer relationship
technology, service delivery technology, financial
systems, business continuation architecture and
infrastructure and other distributed platforms.
Oladapo has a BS degree in electrical engineering from Polytechnic University and an MBA from
Columbia University. He is a member of the Information Technology Senior Management Forum.
Oladapo was co-chair of the Black Leadership
Forum business resource group at Prudential, and
is currently the executive advisor of its Information
Technology Committee. He is also a member
and board member of CALIBR and is active with
Alpha Phi Alpha fraternity.
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In addition, in 2015, Prudential ranked No. 5 among 56
large corporations who were listed in Computerworld
magazine’s “100 Best Places to Work in IT”. This honor
validates our strategy of offering IT employees the
opportunity to work with a mix of cutting-edge and
traditional business technology in a work environment
that offers flexible options to help satisfy their need for
work/life balance. Not only are our employees responsible for providing virtual desktop technology, remote
access capabilities and applications that support the
mobile workforce, they also are avid users of this technology. We’re proud of them and they, in turn, take
great pride in Prudential’s brand and reputation.
Last year, our early talent identification program
exposed more than 40 summer interns to the field of
technology. Some of them were from such schools
as Rutgers, New Jersey Institute of Technology and
Seton Hall University; others were from the Girl Scouts
of Northern New Jersey. And for the past two years, we
provided work/study opportunities and exposure to
technology careers to students at the Cristo Rey Preparatory school in Newark. This year we are also working with a special summer program that focuses on
exposing girls who are high school juniors and seniors
to the world of information technology.
Our focus on employee opinions, talent management
and overall concern for people shows consistent dedication to our most important asset – our employees.
Our success comes from the extraordinary efforts of an
extremely talented employee population. Our focus
on talent has yielded the recruitment and retention of
difference makers at all levels in the firm.
They will learn that technology plays a crucial role in
today’s business environment to empower business
units to be innovative in terms of products and services.
The role that technology plays to support the business
is crucial. New opportunities to leverage technology
are anchored in new concepts around Big Data and
Digital. A recent McKinsey report found that: “. . . the
U.S. labor force is aging, resulting in a fall in labor force
participation. To compensate, the U.S. must accelerate
productivity growth by more than 30 percent, reaching a rate not seen since the 1960s, to maintain historic growth rates in per capita GDP.” McKinsey feels
Big Data can easily handle this task. The innovative
thinking that will be required to harness the promise
of Big Data may result in game changing competitive
advantages for firms that can unlock the value in Big
Data and Digital.
Currently, there is a noticeably smaller number of students who are interested in or aware of careers in
information technology. To help reverse this trend, a
decade ago Prudential entered into a partnership
with the nonprofit organization Workforce Opportunity
Services (WOS) to develop a work/study program and
provide IT career opportunities at Prudential for high
potential urban students from the Newark area, where
Prudential is headquartered. And five years ago, we
added veterans who are transitioning from the military
to the civilian workforce to the WOS program.
A pronounced focus on innovation is required to be
successful in the business world of tomorrow. At Prudential, innovative thinking has served the firm from
inception to date. When we were founded in 1875,
it was with the bold vision that we could deliver insurance products to middle class Americans at a time
when life insurance was normally a benefit reserved
for the wealthy. Today, innovations in our technology
and products, our focus on talent and our international
strategy, have helped make Prudential one of the most
admired firms in the country.
Through partnerships with local high schools, colleges,
youth organizations, veteran support organizations,
government offices and local military bases, recruits are
offered scholarships to attend a training and certification program at a local university. The recruits become
paid consultants of WOS while working at Prudential.
At the end of the training period, Prudential has the
option to maintain the consultancy or extend full-time
offers for employment based on business needs.
Ten years ago social media outlets such as Facebook,
Twitter, Flickr and Pinterest did not exist. Today, these
four media outlets have an estimated collective 2.3
billion subscribers. Today mobile usage accounts for
21percent of website traffic and is estimated it will
exceed the use of traditional desktop devices by 2020.
Execution of a digital strategy is the bridge between
the supply (products, talent and thought leadership
research) and demand (social media population –
customers and advisors). The advancement of technology, digital application and desire to develop more
customer-centric business strategies centered on big
data requires consistent enhancement is a critical element in a strategy of innovation.
In April 2014, Prudential opened a business and technology services center in El Paso, Texas that offers
meaningful training and quality job opportunities to
military veterans, military service members and their
families and people from diverse backgrounds. For the
past two years, Military Times magazine has named
Prudential a “Best for Vets” Employer for its commitment
to providing job training and opportunities for veterans,
and support for military personnel on reserve duty.
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 177 Prudential Financial
The culture at Prudential is one in which respect, work
life balance and kindness are commonplace. Prudential delivers value to its customers, shareholders and
employees while remaining trustworthy, innovative and
a shining example of sustainable performance excellence. We were pleased this year to be named one
of the “World’s Most Ethical Companies” by the Ethisphere Institute in recognition of our ethics-based business practices and corporate culture.
Jane Wachutka
Executive Vice President,
Product Development
PTC
In the IoT era, PTC’s customers are bringing to market
increasingly smart and connected products which generate
new sources of value for customers and manufacturers as
streams of data are captured, analyzed, and shared in realtime. PTC is a global provider of technology platforms and
enterprise applications for smart and connected products,
operations, and systems. PTC’s enterprise applications serve
manufacturers and other businesses that create, connect,
analyze,operate and service products.Led by its award
winning ThingWorx application enablement platform, PTC’s
platform technologies offer its customers a means to establish
a secure, reliable connection to their products as well as a
platform to rapidly develop applications for maintaining and
operating them - and ultimately help them deliver new value
emerging from the Internet of Things. An early pioneer in
Computer Aided Design (CAD) software, PTC today employs
more than 6,000 professional serving more than 28,000
businesses worldwide.
Jane Wachutka is the executive vice president of Product Development at PTC. In thisrole she is responsible for leading over 2000
research and development team members
for the company’s core product families
including: PTC Creo®, PTC Windchill®, PTCArbortext®, PTC Mathcad®, PTC Integrity®, and
PTC Servigistics®. In addition, Jane leads the
PTC Office of the CTO.
Jane has been with PTC since 1998 when she
joined as a member of the Windchill acquisition. Through organic growth and more acquisitions, the PTC Windchill R&D team grew from
5 to 1500 software engineers worldwide who
design and build the software products that
make up PTC’s enterprise product portfolio.
Jane considers her contribution to PTC’s lead-
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R S I N S T E M ership in the world of enterprise software the
highlight of a career in software development
that spans work on super computer operating
systems, specialized parallel processing systems and compilers, as well as email, fax and
PDM software solutions. Jane never ceases to
be amazed by human ingenuity in product
design and manufacturing and she appreciates the opportunity to work with PTC’s great
customers who are dedicated to improving
our world via innovation in the automotive,
aerospace, industrial, medical device, and
many other industries.
Jane has a Master’s of Science degree in
Software Engineering from St. Thomas University and a Computer Science degree from St.
Cloud State University.
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STEM education is critical to our nation’s ability to foster a culture of innovation and create prosperity for its
citizens. We must never be satisfied with the status quo
and should constantly challenge ourselves to continue
a proud heritage of invention and discovery.
PTC decided many years ago to focus its community
outreach on schools and to partner with organizations
who lead in developing STEM programs and content.
Through PTC’s partnership with FIRST, my ability to contribute to the FIRST mission “to show students of every
age that science, technology, and problem-solving
are not only fun and rewarding, but are proven paths
to successful careers and a bright future for us all” has
been life changing. I’ve witnessed how young people who participate in this program come to believe
in their own ability to solve any problem – to work
together to face down the unexpected disappointments, to fail fast, and to move on to what will get the
job done. When asked how corporate, government,
and nonprofit sectors can work together to build a
strong pipeline of STEM educated talent, my suggestion is to adopt FIRST’s mission across all parties wanting
to make a difference and at the highest level of government. The FIRST model is proven around the world.
FIRST has shown that making science fun is a key aspect
to capturing the imagination of boys and girls from all
economic means and ethnic origin. FIRST gives over
500,000 children opportunities to experience the exhilaration of problem solving and discovery through collaboration and thus helps participants to work on their
social skills as well. Education professionals among my
family and friends have shared with me their concern
that our nation’s focus on standardized reading and
mathematics testing, leaves little time for hands-on science projects. Providing teachers with content that
can be used to further those basic skills in a fun and
creative way, sponsoring science specialists for the
classroom, and funding science camps are all ways in
which the corporate community can help schools to
give all students more access to STEM opportunities.
©2015 STEMconnector® All Rights Reser ved
To gain the benefits of a diverse workforce, we must
ensure that all children have equal access to STEM programs and that we provide opportunities at every education level. Early childhood education, after school
daycare, summer school, and community education
programs all provide additional venues for introducing activities that can augment classroom activities.
At PTC we have a team who are building content
to inspire young people in their ability to design and
quickly build systems that harness the Internet of Things
to invent new solutions to everyday problems.
Corporations can play an important role in higher education too. The rapid pace of technological advancement requires universities to constantly update their
STEM curriculum and the resources made available
in college classrooms and labs. Via our internship program, PTC has discovered that there is much for us to
do in assisting school in their efforts to educate and
prepare STEM professionals.
To create greater diversity, our higher education institutions are recognizing the need to provide focused support, mentoring, and support groups to first- generation
college students, i.e., those who are the first in their
families to pursue a college education. Corporations
supporting these efforts recognize the value that these
motivated students, who have already overcome personal adversity, can bring to the workplace. Our success as a nation is based on the knowledge that we
are a land of opportunity, and these programs are critical to continuing that heritage and tradition.
What I have learned as a mentor to students and
young professionals is that I will inevitably gain more
than I give. By staying connected to young people, executives gain an appreciation for the ways
in which we can build a welcoming workplace that
allows people of every generation to achieve their
potential. PTC is working to create affinity groups to
support people who face similar challenges. We are
starting with an affinity group to give women more
visibility to career opportunities, but the plan is to create a model that can be used by other groups as well,
including our military veterans who re-enter the workforce. Through these affinity groups we hope to match
people who are at different stages in their careers for
mentoring opportunities.
My vision for the future of STEM careers within the
United States is that all corporate leaders recognize
the need for and the value of partnership with schools,
teachers, and organizations like FIRST as a way to create the diverse and inventive teams they need to build
success while bringing positive change to the world.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 179 PTC
In my role leading PTC’s office of the CTO as Executive Vice President of Research and Development, I
have the honor of channeling the collective creativity
and energy of the ~2000 employees worldwide (out of
over 6200) who build the software products that fuel
PTC’s business and bring value to our diverse customer
community. Throughout my career I have enjoyed the
opportunity to mentor others, both men and women.
As the first female EVP in PTC’s history, and hearing from
many young women that my promotion is a sign that
the world holds more promise for them as well, I have
taken a more active role in raising the issue of diversity
at the highest level of the company.
Phil Garland
Chief Information Officer
PwC US
A leading global network of professional services firms, PwC
delivers quality and excellence in audit and assurance, tax,
and advisory services. PwC’s global network has more than
195,000 people in member firms located in 157 countries
who make a difference for all of its stakeholders—clients,
people, the capital markets and our communities—by
unlocking potential and creating lasting value. Our firm has
a long-standing history of delivering exceptional services to
our clients. Our industry sector professionals deliver research
and points of view on emerging trends and regulatory
changes, develop performance benchmarks, and share
methodologies that address key business issues. The firm also
provides industry-focused services for public and private
clients. It takes extraordinary people to make a firm like
PwC. We attract the best people globally because we offer
the opportunity to grow careers while working on exciting
assignments with outstanding clients alongside the brightest
minds in our profession.
Philip Garland is a Partner at PwC and
serves as Chief Information Officer for
the US firm. In this capacity, Mr. Garland is
responsible for the design of an enhanced
technology infrastructure for the firm’s
future, improving the user experience and
establishing technology that appropriately
aligns with and enables the firm’s businesses
and strategic support functions. He is also
responsible for PwC’s IT team operational
efficencies to facilitate PwC to be an early
adopter of technology, respond to change
with agility and create value for our clients.
Since being named PwC’s US CIO in
September 2012, Mr. Garland has focused
on enabling the firm’s business goals by
developing and implementing a technology
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R S I N S T E M strategy based upon disruptive technologies
in four key areas: social, mobile, analytics and
cloud. Mr. Garland is leading PwC through a
multi-year business transformational journey
that includes: embracing the consumerization
of IT with an emphasis on mobility, launching a
bring your own device (BYOD) strategy, shifting
PwC’s IT team to focus on data, analytics,
and application programming interfaces
(APIs) , and helping the firm embrace the
cloud in a manner consistent with our
values around security, agility, innovation,
simplicity, and economies of scale, while
driving the global alignment of IT services
for PwC. Mr. Garland has over twenty five
years of experience in management and
technology consulting.
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The advent of cloud (C) has provided mass scale of
computing at affordable cost. The explosion of data
from social media (S), mobile devices (M), and analytics (A) provides an incredible array of digitized audio,
visual, and sensory input. Taken together as SMAC, the
vast quantities of data can feed millions of virtual neurons, creating an artificial mind. Academic curiosities in
AI are fast becoming a reality.
The demand for people who understand these systems, can analyze data, communicate and map robot
capabilities to business needs, and lead and motivate
people to change is incredible. We call these people polymaths – they see all disciplines as merely languages to interact with the world. Leonardo daVinci,
Steve Jobs, Isaac Newton were all polymaths; future
success will rely on our ability to inspire and recruit
these polymaths.
We are experiencing a significant supply shortage of
polymaths. The industry fights over the same shrinking
set of skills, often paying a significant wage premium.
This further drives wage inequality and eliminates jobs.
PwC alone will aim to hire 100,000 professionals with
these skills over the next decade. If we guess that one
out of ten high school students who express interest
actually graduate with a STEM degree, we need 10
million students interested in STEM-related work with
the potential to become polymaths.
We need to address this shortage.
We began a research program code-named
“DaVinci” in 2014 to address the skill gap caused by
growth in SMAC technologies. We partnered with
a startup founded by Chris Williams, a young leader
dedicated to democratizing access to technology in
many facets.
Our research team hypothesized that fun and engaging experiences that blend man with machine could
ignite interest in STEM at any age. Chris and PwC saw
this first-hand at professional technology conferences.
People of all walks of life were excited, programming
and controlling their environment with little to no experience or special tools. Engagement between parent
and child was off the charts. We sought to bottle this
up and scale it globally.
Together, we set out to create a program where anyone could coach a roomful of professionals, young
adults, and/or students, building and controlling robots
together. The experience would involve simple programming, manufacturing, design, mechanics and
electronics - a rich brew of STEM and art. And when
the learners complete the program, they would keep
their robot creations, allowing them to continue their
exploration and growth.
©2015 STEMconnector® All Rights Reser ved
The “DaVinci” classwork consists of five tasks: build,
control, design, do, and share. The build phase involves
simple mechanical assembly and 3D printing, exercising physical dexterity. The control phase involves simple drag and drop interfaces on a web browser, plus
simple scripts in JavaScript to make a quadcopter or
robot move up, down, left, right, swim, hover or more.
The design phase teaches learners how 3D designs
can be created and modified within a browser, and
then easily printed and/or shared with the world. The
do phase encourages students and adults to explore
on their own, exercising their own creativity with more
complex building programming, and design. The
share phase is an opportunity for learners to reflect on
what they have accomplished, along with how it will
apply to their lives and future careers. This phase often
includes a fun competition, such as “sumobot” where
robots try to push one another out of a Judo circle.
The conclusion of this phase enumerates resources
like GitHub and MakerSpaces through which they can
continue their journey outside of the classroom.
The cost point of $50 per student inclusive of all hardware and software allows the program to scale to millions of students and makes the program accessible
to all socio-economic segments. Sponsorship of this
program is an effective utilization of recruiting and
retention resources, reigniting a passion for technology
in the existing workforce, while inspiring the polymaths
critical to the future workforce.
The “DaVinci” program is being piloted at three schools,
ranging from tough inner city environments to wealthy
suburbs. We are working with pilot schools in Virginia
and California to map each of these components to
Common Core Standards, Standards of Learning, and
Career and Technical Education. The resulting lesson
plans can be shared and modified openly, approved
by academics for use in classroom settings.
The program has deeply engaged students that have
historically been disconnected from traditional curricula. Students leave the class asking if technology
can be a permanent part of their education. Parents
are spending hours engaged with their children. Cellphones and computing resources move from passive engagement to active instruments of education
and exploration.
We plan to share the results of these pilots more
broadly in the fall, and to make the “DaVinci” programs available through open source. Our goal is to
reach as many students and adults as possible, igniting
interest in modern technology in a fun, engaging way.
This program is an example of how the problems facing corporations, hiring of talented individuals, can be
solved with mass societal benefit including the easing
of income inequality and preparing a labor force for
the rise of intelligent machines.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 181 PwC US
We read about robots every week, from a leisurely
scan of the Sunday paper, to popular web sites, to Hollywood films and ebooks. Robots and software seem
to be “eating the world.” Their artificially intelligent (AI)
systems are performing ever more complex tasks that
we once thought were the realm of human beings.
Matt Grob
Executive Vice President
& Chief Technology Officer
Qualcomm Incorporated
Qualcomm Incorporated is a world leader in 3G, 4G and nextgeneration wireless technologies. For more than 30 years,
Qualcomm’s ideas and inventions have fueled major technology
trends, transforming the way people work, live and play. Qualcomm
is committed to foster STEM education for students of all ages,
to expand opportunities for underrepresented students, and
to reduce the engineering gender gap. Qualcomm does this
through programs including its own Qualcomm® Thinkabit Lab™,
a “makerspace environment” where students from all cultural
and socio-economic backgrounds access hands-on experiences
in engineering. Qualcomm also provides financial support, and
several of its employees and engineers volunteer to support the
FIRST Robotics competitions around the globe. The Company
also sponsors programs in schools in various countries for students
of all ages, and supports the Institute of International Education.
Qualcomm engages with other public/private sector organizations
to create and advance the Women Enhancing Technology
(WeTech) program, a Clinton Global Initiative commitment that
links girls to university scholarships in engineering, leadership and
technical opportunities. For more information, visit Qualcomm’s
website, OnQ blog, Twitter and Facebook pages.
Matt Grob is executive vice president and chief
technology officer of Qualcomm Technologies,
Inc. In this role, he is responsible for oversight of
Qualcomm’s technology path, coordination
of R&D activities across the Company, and
development of next-generation wireless
and adjacent technologies. In addition,
Grob also oversees Qualcomm Ventures
and Qualcomm Corporate Engineering
Services, and he is a member of Qualcomm’s
executive committee.
Grob joined Qualcomm in 1991 as an engineer.
In 1998, Grob was promoted to lead the
Company’s R&D system engineering group
and in 2006, he took leadership of Qualcomm’s
Corporate R&D division, now known as
Qualcomm Research. Under Grob’s leadership,
Qualcomm Research efforts have expanded in
scale and scope.
engineering for setting the stage for his career.
Grob devotes his time as a volunteer and judge
at FIRST (For Inspiration and Recognition of
Science and Technology) competitions around
the globe, for which Qualcomm is an official
sponsor and strategic partner. Under Grob’s
leadership, Qualcomm Research spearheaded
the integration of Qualcomm Snapdragon
technology into the new platforms used as
part of the FIRST Tech Challenge (FTC), a FIRST
program targeted to middle and high school
students. Grob also serves on the board for the
Reuben H. Fleet Science Center in San Diego.
Grob holds a Master of Science in electrical
engineering from Stanford University and a
Bachelor of Science in electrical engineering
from Bradley University. He is a member of the
IEEE and holds more than 70 patents.
Grob is a major proponent of promoting and
cultivating STEM education at all levels. Grob
has been building robots since he was six,
and attributes this passion for technology and
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My group, Qualcomm Research, is a world-class
R&D organization comprised of an international
team of forward-thinking researchers collaborating
in 11 different locations around the globe. Our
engineers engage in a wide variety of exciting and
technically challenging projects. We focus on future
technologies and forward-thinking research that is
three to 10 years from commercialization, and work
diligently on advancing research, innovation, and the
standardization of new technologies.
With invention in our DNA, we don’t just talk about
sharing, fostering and developing breakthrough ideas,
we also provide and continuously nurture a trusted
environment that provides the single best setting for
bringing ideas to life. One of our internal programs
is ImpaQt™, which empowers all of our employees
(not only who’s on my team) to think, create, invent,
collaborate and inspire. The program encourages
Qualcomm’s most inventive employees to submit their
best technology ideas. After a process of thoughtful
consideration, we nurture the most promising of those
ideas and then work together to bring them to life, one
step at a time.
We believe that providing recognition to those
employees who come up with new ideas, and giving
them the opportunity to explore and vet them, is
a very important element to continue fostering a
culture of invention. This is how some of our greatest
breakthroughs have been made on the Qualcomm
Research team.
Approximately 70% of Qualcomm’s employee
base is in technical positions and many have a very
high degree of specialization (including PhDs), it is
imperative for us to constantly look at innovative ways
to identify, hire and retain the best talent available, as
well as to inspire students to pursue STEM education
and become the inventors of tomorrow. We do this
through different internal and external programs.
Qualcomm engages with top engineering and
science universities around the world in different ways,
ranging from founding R&D projects, labs, facilities,
to providing scholarships and internships. We work
closely with several of these institutions on shaping and
developing their curriculum, as well as encouraging
our employees to volunteer their time as teachers.
This close collaboration also gets us the opportunity
to identify outstanding students who could become
strong candidates to hire.
Additionally, our University Relations Program helps
to build stronger partnerships with universities and
collaborate with PhD students to help foster the
continued growth of research. Qualcomm Innovation
Fellowship (QInF) is another program through which
©2015 STEMconnector® All Rights Reser ved
the Company invests in university PhD students and
their forward-thinking ideas.
Another way in which we encourage and inspire
young people to continue their development in STEMrelated fields, is through our internship program, which
is one of the top ranked in the country. Students from
across the US and select international locations get
the opportunity to join Qualcomm each summer for
meaningful and challenging project work that allows
them to work alongside industry experts.
Now, when it comes to inspire the inventors of
tomorrow around the globe, I am very proud of our
support of FIRST Robotics. Since 2007, Qualcomm
has provided more than $3.5 million in charitable
donations, volunteers and countless hours of staff time
to FIRST Robotics competitions in the United States,
Canada, Israel and most recently in China. Several
senior managers at Qualcomm, including myself, are
actively involved with the organization as advisors and
judges, and our employees volunteer as mentors for
teams of young inventors and as judges at regional
competitions around the world.
Qualcomm was presented with the FIRST Founder’s
Award at the 2014 FIRST Championship, which award
recognized the Company for exceptional service
in advancing the ideals and mission of FIRST. As a
Strategic Partner, we have worked with the organization
to develop robust communication systems for the
FRC and FTC programs, and have helped ensure
quality wireless communication environments at the
Championship in past years. Qualcomm was the
Presenting Sponsor for 2015 FIRST Championship in St.
Louis, Missouri and is providing increased support for
the promotion and development of the international,
K-12 robotics STEM learning organization to include
the FIRST Tech Challenge program, teams, and events
in China.
Additionally, next year, students aged 12 to 18
competing in the FIRST Tech Challenge (FTC) will build
their robots on a new Android platform, which will run on
smartphones powered by Qualcomm® Snapdragon™
410 processors. Kids who may have been intimidated
by the technical learning curve will instead be able
to work with an object that they’re already intimately
familiar with—the smartphone.
In conclusion, STEM education is essential for invention,
and Qualcomm is a strong and committed player to
continue inspiring and enabling current and future
inventors. As a technology leader we know about
the importance of dedicating resources to nurture
STEM education at all levels, in order to continue to
advance as an industry and a society overall. Experts
in these disciplines are critical to our business and
crucial for communities everywhere that want to
grow sustainably, improve the quality of life for their
residents and meet the challenge of doing more with
fewer resources.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 183 Qualcomm Incorporated
At Qualcomm, we believe in the power that technology
has on our world, and as inventors we are always
pushing the envelope of what is possible in technology,
paving the way for the devices, applications, services,
and business models of tomorrow. Innovation is one
of the most critical things that Qualcomm has to do
well to thrive, and for that we need the best minds in
this field.
Alan Stukalsky
Chief Information Officer
Randstad North America
Randstad US is a wholly owned subsidiary of Randstad
Holding nv, a $22.9 billion global provider of HR services. As
the third largest staffing organization in the United States,
Randstad provides temporary, temporary-to-hire and
permanent placement services each week to over 100,000
people through its network of more than 900 branches and
client-dedicated locations. Employing over 5,300 recruiting
experts, the company is a top provider of outsourcing, staffing,
consulting and projects and workforce solutions within the
areas of engineering, finance and accounting, healthcare,
human resources, IT, legal, manufacturing & logistics, office &
administration, pharma and sales & marketing. Learn more at
www.randstadusa.com and access Randstad’s panoramic
U.S. thought leadership knowledge center through its
Workforce360 site that offers valuable insight into the latest
economic indicators and HR trends shaping the world of work.
Alan Stukalsky is CIO of Randstad, North America,
part of Randstad Holding nv, the world’s second
largest provider of HR services and staffing. Stukalsky is responsible for information technology plus
voice and data communications in the United
States and Canada. He oversees all facets of
technology, including strategy, applications, infrastructure, support and execution.
Stukalsky’s main objective is to steer technology
that drives innovation, generates economies of
scale and develops best practices for all Randstad businesses. His primary areas of focus include
all customer and employee-facing applications,
back office technologies, business intelligence,
infrastructure and various third-party applications. Stukalsky also directs Randstad’s Real Estate
group and oversees a staff of more than 200
internal employees.
During his tenure, Stukalsky has held additional
positions such as Director of Global Applications
for Randstad Staffing and earlier in his career he
served as CIO of Church’s Chicken, a $1 billion
restaurant chain.
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R S I N S T E M Stukalsky holds a BS Mechanical Engineering from
Georgia Institute of Technology and a BS Mathematics from Emory University. He is passionate
about raising awareness of STEM careers with students and actively participates in STEM-related
activities at the primary, secondary and college
levels, including work with Junior Achievement,
Georgia State University, Women in Technology, iD Tech Camp, a high school robotics team
and more.
Stukalsky sits on the board of the Atlanta CIO
Executive Summit, Atlanta Governing Body; The
Georgia CIO Leadership Association, Advisory
Board; Omicron, Advisory Board; and Staffing
Innovation Exchange, Steering Group. His industry affiliations include membership or participation in Atlanta CIO Executive Summit (Atlanta
Governing Body), Omicron: The Center for Information Technology Management, TechBridge,
Technology Association of Georgia (TAG), Year Up
(partner) and Atlanta Technology Professionals
(former member).
Born in Argentina and raised in Miami, Stukalsky
enjoys playing soccer, football and spending time
with his family.
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As a partner to companies hiring IT talent across the
country, Randstad is acutely aware of the struggle
organizations face in sourcing candidates who meet
a job’s experience, skills and academic requirements.
We have also seen firsthand how companies can
impact their talent strategies by adjusting the lens on
some long-standing, status-quo hiring requirements
and creating a level of flexibility to broaden their reach
and build effective teams.
For example, in today’s STEM-stretched candidate
environment, many hiring managers can bring on
highly skilled candidates by relaxing requirements for
specific college degrees and instead focusing on skillsets and certifications. By thoroughly assessing what
education level is truly necessary for each IT position,
employers can tap into new sources of talent who are
primed to succeed, even if those individuals lack the
“required” university diploma. Vocational programs
and trade schools often produce candidates who
are as equally qualified in STEM skills as those coming
out of four-year programs. Students in these academic
settings frequently work on projects that simulate realworld scenarios and complete entry-level, on-the-job
internships that boost their workplace readiness.
Additionally, the broad-based STEM coalition is expanding academic opportunities through teaching and
learning models that enable students to successfully
meet STEM-focused college and career-ready standards outside of the traditional university environment.
By easing the necessity of specific college degrees, hiring managers can focus on sourcing candidates who
bring the all-important ability to learn IT-related skills
despite limited talent sources, especially for entry-level
jobs or to support emerging technologies. We also see
companies recruiting outside of strict IT disciplines to
attract professionals with aptitude from other STEM
fields and supporting them with on-the-job training.
Retaining the Talent
Retaining valuable IT employees remains a challenge,
particularly in today’s tight talent market. Our recent
study of IT hiring managers across the country reveals
that despite having retention incentives and programs,
60 percent struggle to keep their best team members
from leaving. Additionally, we know that employees
generally are more satisfied if they know their daily
activities impact their organizations’ core business and
if their organizations visibly support their career growth.
IT executives can impact these aspects of employee
satisfaction by proactively cultivating their current
teams and providing opportunities for individuals to
grow and learn new skills.
©2015 STEMconnector® All Rights Reser ved
Inherent in this discussion is the need to address the
workplace preferences of different generations now
working side by side in many organizations. Employers can gain great insight by simply asking employees
about their learning and communication preferences.
For example, in a recent generational survey, we found
that the newest workers, Generation Z (ages 16 to 20),
prefer to have a mentor and learn hands-on. Although
Generation Y (ages 21 to 32) likes hands-on learning
as well, these employees also have a strong desire to
work independently and are more interested in online
courses than Gen Z.
Planning for the Future Workforce
Data from the U.S. Bureau of Labor Statistics shows
STEM employment is projected to grow to more than 9
million between now and 2022. Therefore, while organizations need skilled workers now, it is crucial to proactively plan for tomorrow’s workforce, especially for
IT talent. For example: For the first time, U.S. News and
World Report’s annual ranking of jobs reports that the
number one job overall isn’t a health care job. It’s a
tech job.
Raising students’ and their parents’ awareness of STEM
opportunities is a “must-do” if we are to proactively
target our future workforce. And once students are
interested in STEM, we must keep them engaged and
interested all the way through graduation and as they
begin their careers.
Connecting the Industry to Classrooms
New approaches to how STEM courses are delivered
and perceived — including leveraging new technology — will help inspire students (as young as kindergarteners) and improve outcomes.
Randstad joins the efforts by partnering with Nepris,
whose mission is to connect STEM professionals to every
classroom and reduce the barriers between industry
and education.
Nepris’ web-based platform enables a meaningful
virtual experience in which students have interactive
discussions with industry experts. These frontline practitioners can help students evaluate projects and educate on the many STEM roles that students may not
have considered.
Randstad is also helping to pilot STE(A)M Truck™, a
mobile innovation lab that travels to schools and
engages students through fun, interactive experiences
with science, technology, engineering, arts and math.
For adult learners, “massive open online courses”
(MOOCs) are available to anyone who wants to take
a university-level course, often with little or no cost.
Offered by numerous colleges and prestigious universities alike, these flexible learning models can be especially beneficial to working adults who want to add
specific IT or other STEM-related skill sets to their resume.
The STEM puzzle is complex, but both employers and
employees have great opportunity to work together to
build and sustain the STEM talent pipeline.
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Talent Pipeline: Strategies for Building a Successful
STEM Workforce
As IT leaders increase efforts to raise awareness about
STEM careers, they’re also re-defining the hiring strategies that build their talent pipelines. These emerging strategies represent a paradigm shift in how the
industry attracts and retains a strong workforce and
puts into question a number of assumptions about the
qualifications and experience candidates must bring
to the table.
Mark Russell
Vice President of Engineering,
Technology, & Mission Assurance
Raytheon Company
Raytheon Company, headquartered in Waltham, MA, is a
technology and innovation leader specializing in defense,
civil government and cybersecurity markets throughout the
world. With a history of innovation spanning 93 years, Raytheon
provides state-of-the-art electronics, mission systems integration
and other capabilities in the areas of sensing; effects; and
command, control, communications and intelligence systems,
as well as cybersecurity and a broad range of mission support
services. Raytheon believes that strengthening education
enhances global innovation and that technology companies
have a responsibility to act in the best interest of building
tomorrow’s workforce. Raytheon’s broad-based STEM program,
MathMovesU®, is an initiative committed to increasing student
interest in math and science education. Since the program’s
inception in 2005, the company has invested more than
$100 million in STEM programs, scholarships and grants that
impact students from kindergarten to college, as well as
STEM educators.
Mark E. Russell is vice president of Engineering,
Technology and Mission Assurance for
Raytheon Company. In this role, he provides
leadership and guides the company’s vision
in technology and research, engineering,
operations,
performance
excellence,
programs security, Raytheon Six Sigma™ and
Mission Assurance.
Russell has more than 32 years of experience
in the defense industry. He has worked in
design engineering, operations, field testing
and project and program management for
many of the company’s advanced systems.
Russell serves on Raytheon’s Executive
Diversity Leadership Team, which drives
diversity strategy, programs and projects
across Raytheon. He serves as an advisor
for Raytheon’s Young Employee Success
Network, an employee resource group
focused on encouraging and assisting earlycareer employees to build strong workplace
and community connections.
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R S I N S T E M Russell chairs the board of directors for the
National Action Council for Minorities in
Engineering and serves on the boards of
trustees for Worcester Polytechnic Institute
and the Joslin Diabetes Center.
Russell has received 37 U.S. patents and has
written numerous peer-reviewed papers
on radar, missiles, communication systems
and other technologies. He earned a
bachelor’s degree in electrical engineering
from the University of Massachusetts Lowell,
and a master’s degree in electrical and
computer engineering from the University of
Massachusetts Amherst.
Russell was named as a Fellow by both
the American Institute of Aeronautics and
Astronautics and the Institute of Electrical
and Electronics Engineers. He has also
been awarded an honorary doctorate
in engineering from the University of
Massachusetts Amherst.
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If we can make tech jobs more welcoming to underrepresented groups in STEM – i.e., minorities and women,
– we can increase the diversity of our workforce,
leading to the diversity of ideas that make our corporations more innovative. Regardless of what a company produces, it’ll be more competitive if produced
by a workforce that includes the best people from
all backgrounds.
Untapped top talent also exists with our returning veterans. These men and women are uniquely qualified to
fill the skilled labor gap. Military service prepares them
for STEM-based careers. Veterans have much to contribute to some of the fastest-growing STEM fields, such
as cybersecurity.
To fill the tech jobs of tomorrow, we need to inspire
students throughout their academic lives. Raytheon’s
MathMovesU program is a great example of providing STEM advancement opportunities at all stages of a
child’s education; through programs like Engineering
is Elementary, MATHCOUNTS, and the Team America
Rocketry Challenge.
An educated population, particularly in STEM, is vital for
America’s future. Students need confidence to pursue
STEM disciplines later in life. We must reach them during
their formative school years and continue to foster that
connection through college.
Through my work with the National Action Council for
Minorities in Engineering, we help underrepresented
minorities succeed within a STEM discipline through
scholarships and STEM education advocacy. NACME
helps each scholar to grow and develop within their
select STEM field while contributing to an engineering
workforce that “looks like America.”
For our STEM professionals, job rotations can help to
round out an employee’s development. For example,
through the Raytheon Engineering Leadership Development Program, we’re building tomorrow’s engineering leaders. This differentiator not only attracts STEM
talent early, it gives employees leadership experience
to help them succeed.
Before we enter the workforce, educators have often
been our mentors. They have the ability to inspire the
next generation of STEM talent. I think many STEM professionals can remember a teacher who had a profound impact on their education and career choice.
It is critical that students from all walks of life have the
opportunity to excel in STEM, and educators play an
important role in this.
I’m proud that many of our STEM professionals are giving back to their communities as mentors. They volunteer for MathMovesU programs, such as mentoring
and tutoring, science fairs, math team coaching and
school visits. Raytheon also awards scholarships and
grants to students, teachers and schools at all levels to
support STEM achievement. As a parent of a college
©2015 STEMconnector® All Rights Reser ved
student in a STEM-related field of study, it is rewarding
for me to see the excitement and satisfaction my child
experiences through success in STEM pursuits, much as
I did.
Strengthening education enhances our nation’s global
competitiveness and leadership in innovation. Corporate America has a responsibility to inspire our nation
and our citizens to act in the best interests of building
tomorrow’s workforce. A highly skilled and robust technology workforce is essential not only to our national
security, but also to our economic prosperity. Our need
for U.S.-developed technical talent is particularly critical to ensure a world-class aerospace workforce ready
to lead in a global economy.
Within Raytheon, we encourage innovation with a
variety of programs. One in particular is our annual
Raytheon Innovation Challenge. This challenge solicits
solutions from across Raytheon to a set of challenge
problems of importance to our customers. We want to
identify a diverse range of new approaches that have
the potential to extend our current technical capabilities or lead to new products for Raytheon.
As a technology leader, we are always looking for
opportunities to partner with the public sector to help
fuel research and development. One example is our
partnership with the University of Massachusetts Lowell. We recently launched the Raytheon UMass Lowell Research Institute (RURI) – a joint research facility
focused on the advancement of innovative technologies, including flexible and printed electronics. RURI
serves as a launchpad for collaboration and learning
among UMass Lowell faculty and students and Raytheon employees.
Raytheon employees represent our talent, identity
and future. As one component of our Diversity & Inclusion program, Raytheon’s Employee Resource Groups
(ERGs) provide a cross-business, collaborative structure
that supports both employee and company needs.
Raytheon’s ERGs bring new perspectives to the table,
where leveraging these insights help us to deliver the
right solutions for our customers.
We partner with our nine Raytheon ERGs for community and diversity talent outreach. With more than
20,000 employee members, these groups offer a forum
where employees can build their networks and share
experiences. Our employee resource groups include
the Raytheon American-Indian Network, Raytheon
Black Employees Network, Raytheon Women’s Network, Gay, Lesbian, Bisexual, Transgender and Allies,
Hispanic Organization for Leadership Advancement,
Raytheon Asian-Pacific Association, Raytheon Persons
with Disabilities Association, Young Employee Success
Network and the Raytheon Veterans Network.
We attend numerous STEM-related national diversity
conferences, where recruiting is a top priority. All of our
ERGs are involved in Community Outreach, much of
which is related to STEM, including tutoring in math and
science locally or conducting MMU workshops at conferences locally, regionally and nationally.
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Recruiting STEM talent at our nation’s colleges and
universities and seeking to fill today’s technology jobs
is becoming increasingly challenging. We need to
recommit to tapping into the potential within underrepresented STEM groups, military veterans and our
nation’s youth.
Lee Congdon
Chief Information Officer
Red Hat
Red Hat is the world’s leading provider of open source software
solutions, using a community-powered approach to reliable
and high-performing cloud, Linux, middleware, storage and
virtualization technologies. Red Hat also offers award-winning
support, training, and consulting services. As the connective
hub in a global network of enterprises, partners, and open
source communities, Red Hat helps create relevant, innovative
technologies that liberate resources for growth and prepare
customers for the future of IT. Learn more at http://www.redhat.
com. At Red Hat, we believe in preparing the next generation
of professionals to contribute to the future of technology. Red
Hat leaders and associates volunteer at STEM expos in their
local areas, speak in schools on careers in IT, and contribute
community relations funding STEM programs.
Lee Congdon is responsible for Red Hat’s
global information systems, including the
technology strategy, enterprise architecture,
information technology governance, solutions delivery, and systems operations supporting the company. His role includes enabling
Red Hat’s business through services such as
technology-enabled collaboration, knowledge management, technology innovation
and process improvement. Under Lee’s leadership, the Red Hat IT team uses many Red
Hat and open source products and shares
associated use cases with Red Hat customers. He also frequently speaks at conferences
on business-driven IT, the evolving role of CIOs
and how they can maximize their impact on
the business.
Congdon has extensive experience as an
IT leader. Prior to joining Red Hat® he was
managing vice president, Information Technology, at Capital One where he developed and delivered IT solutions for the firm’s
corporate functions and Global Financial
Services group.
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R S I N S T E M Before Capital One, Congdon was senior
vice president, Strategic Initiatives, at Nasdaq,
where he led the organization’s efforts to
identify, implement, and operate technology
solutions for Nasdaq Japan, Nasdaq Europe,
and other strategic global ventures.
Earlier, at Citicorp, Congdon led multiple
global technology initiatives for the private
bank and the corporate bank. Congdon
began his career at IBM as an operating system developer and held several technology
and technical marketing positions of increasing responsibility with that firm.
Congdon holds a bachelor’s and a master’s degree in computer science from Purdue University and an MBA from the Kellogg
School at Northwestern University. He tweets
as @lcongdon.
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Red Hat supports STEM programs as a way of ensuring that we contribute to building the future workforce
and equip future technology workers with the skills and
broad thinking required to drive open source projects
and the technologies they develop. In a March 2014
article in the Triangle Business Journal, Red Hat CEO
Jim Whitehurst emphasized the importance of encouraging schools to add computer sciences classes to
their curricula. “Even giving high school kids access to
Advanced Placement computer science classes and
exams would be a nice start. I think it’s (also) important
to urge our states to recognize computer science as
more than just an elective. Only nine states, including
North Carolina, count computer science courses as a
math or science high school graduation requirement.
While that says a lot about the path N.C. is on, we still
have work to do.”
One of the ways Red Hat associates contribute to STEM
initiatives is through volunteer efforts in their local communities. Cross-functional teams and individual contributors donate their time to leading STEM program
activities, speaking in area classrooms, and taking part
in STEM workshops and conferences. From individual
contributors who volunteer to work one-on-one with
students to managers who lead YMCA STEM-based
initiatives to our CIO and other senior-level leaders,
who speak about careers in technology throughout
the year, Red Hatters are investing their time and talents to STEM programs. Through these efforts, we hope
to encourage students to consider careers that have
foundations in STEM.
As part of Red Hat’s STEM efforts, we are also ensuring
that the programs where we participate serve diverse
groups of students. A group of IT team members at the
Red Hat Raleigh, NC headquarters volunteer with one
of the local YMCAs, which focuses its STEM program on
at-risk young people and provides the program at no
cost to students or their families. The YMCA program
is affiliated with St. Augustine’s College, a nearby his-
©2015 STEMconnector® All Rights Reser ved
torically black school. Through this program and others, Red Hatters have seen first-hand that sharing STEM
programs with diverse groups of students inspires them
to think more broadly about the school work they do
today and their opportunities for tomorrow.
Supporting STEM programs not only helps Red Hat support the communities where their associates live and
work, it also gives those associates leadership and
development opportunities that provide real benefits
for Red Hat as well as for the students served by the
STEM programs. Red Hat CIO Lee Congdon highlights
the importance of these opportunities for associates
in his organization. “Taking part in STEM programs
is an excellent way for Red Hat to give back to our
local communities, but the benefits don’t end there.
Our associates who take part in these programs gain
experience in public speaking, sharpen their critical
thinking skills, and are often reminded why they chose
careers in the technology field. I hear from our STEM
volunteers on a regular basis that they enjoy spending time with students and that they learn perhaps as
much as the students they are serving. Participating in
STEM programs is more than a pet project for Red Hat
-- it represents a very real opportunity to cultivate our
future workforce while enabling current Red Hat associates to share thought leadership and gain valuable
skills that benefit our organization today.”
Red Hat has built our business model on a different approach to developing technology -- one that
encourages open and diverse thinking and recognizes
contributions from across the community. Red Hat’s
focus on community-powered innovation is at the foundation of what we do each day. Our continued support
of STEM programs in the communities where we live is
an example of that kind of innovation. We believe that
the work we do in STEM programs is very well-aligned
with open source thinking. When we support these programs, we enable students to think in a variety of ways
and be creative in their approach to problem-solving,
both inside and outside the classroom. We also give
our associates a wealth of opportunities to serve and
to develop their own skills and leadership abilities. For
Red Hat, supporting STEM programs will continue to be
a priority, and we look forward to seeing new generations of students join these programs, and someday be
part of the future technology workforce.
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As a leading tech company, Red Hat knows that developing the technology workforce is critically important
for our future. Contributing to STEM programs is one of
the key ways that companies like Red Hat can help
develop both current and future technology workers and leaders. At Red Hat, we focus on communitypowered innovation -- the idea that when we learn
something, we want to share it. That thinking drives our
contributions to STEM programs in the communities
where we live and work.
Robin Beinfait
Chief Enterprise Innovation Officer
Samsung
For more than 70 years, Samsung has been dedicated
to making a better world through diverse businesses and
industries that today span a wide-reaching spectrum courtesy
of ground-breaking advanced technology. With its flagship
company, Samsung Electronics, the organization leads the
global market in high-tech electronics manufacturing and
digital media. And, as Samsung looks to the future, boosting
enthusiasm for science, technology, engineering and math
(STEM) among our youngest students is a critical priority for
helping foster further discoveries leading to the innovations of
tomorrow that in turn lead to an even better world. Through
innovative, reliable products and services; talented people;
a responsible approach to business and global citizenship;
and collaboration with our partners and customers, Samsung
is just beginning the journey of taking the world in imaginative
new directions.
Robin holds a bachelor’s degree in engineering from Central Missouri State University and an associate degree in business
from Maryland University – European Division (Cambridge University, UK). She is also a
graduate of the Georgia Institute of Technology with a master’s degree in management
of technology.
Robin is a member of a number of professional
organizations including: the National Action
Council for Minorities in Engineering, Georgia CIO Leadership Association, Atlanta CEO
Council, Tech America, TechBridge, American
Red Cross Tiffany Circle and Metro Atlanta
Chamber of Commerce. She also serves on
several boards; Global Aviation Company,
X-span Results and Georgia Tech College
of Management.
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R S I N S T E M Her personal philosophy includes three tenets
that promote value to any organization: keep
the customer at the center of everything you
do; you are only as good as your team; and
being successful doesn’t always mean moving up, it sometime means moving laterally so
that you can learn and grow. Robin consistently lives these tenets and they have made
her the remarkable and multi-talented business leader she is today.
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The first and biggest area of opportunity lies in sparking
creativity in the classroom among our youth now that
will lead to keeping them engaged in and wanting to
pursue a promising STEM-based career. Through our
Solve for Tomorrow program created in 2010, Samsung
has encouraged innovation while specifically addressing the technology gap that exists in many classrooms
across the country.
By developing a nationwide contest that encourages
students and teachers to share the wonder of STEMbased education, the students dive in applying handson STEM learning to solve real-life issues impacting their
communities. The contest is designed to raise enthusiasm in these subjects by making them fun and interesting. The goal is to boost STEM proficiency among U.S.
children, ultimately strengthening the nation’s future
competitiveness. We are partnering in this effort with
several leading education non-profits, including the
National Environmental Education Foundation and
the National PTA, as well as with leading technology
companies such as Adobe and DIRECTV.
Using Samsung technology in exciting new ways, students create videos that address the challenge,“Show
how STEM can be applied to help improve your local
community.” The top five winning schools win $140,000
in Samsung technology and other software, while the
entire contest awards more than $2 million in technology. Educators recognize our deep commitment to
improving STEM education in the United States, with
the contest receiving more than 1,600 submissions
last year.
Our second key area of focus is backed by studies
that have shown young girls reach a critical decision
on whether they will pursue the sciences in the fourth
and fifth grades. To encourage girls at this critical time,
Samsung has developed an after-school and summer program called emPOWER Tomorrow to get them
excited about engineering and computer science. If
we can reach these young girls, we hope to close the
workplace gender gap by introducing and empowering girls with STEM studies.
In order to continue development and stave off summer learning loss, Samsung’s third area of STEM focus
is offered through the Mobile App Academy—a fully
immersive five-day program that provides high school
juniors and seniors the opportunity to work with and
learn from the mobile app industry about the many
facets of mobile app development and about career
opportunities in the growing field of mobile technology. Academy participants also have the opportunity
to win $35,000 in college scholarships.
In addition to the fourth area of STEM focus serving as
an advocate for young women, I am very proud of
Samsung’s work with 20 Boys & Girls Clubs of America
to expose our youth to STEM learning and supporting
that learning with the latest advancements in Samsung
Technology. In order to make sure that these children
have an inviting learning space, we recently collaborated with celebrity designer Carter Oosterhouse to
transform the Boys & Girls Club in Southern Louisiana
into the first of many planned Tween Tech Centers.
In this national technology partnership with Samsung
and Oosterhouse, each makeover hinges on design
concepts that complement and incorporate Samsung technology, an initiative that supports the brand’s
dedication to exposing the nation’s youth to STEM principles in a fun and inspirational environment.
In addition to the Tween Tech Centers, 120 clubs across
the country will receive custom STEM curricula and
e-books on Samsung tablets to enhance education
and improve literacy. Each tablet will have a custom,
preloaded app to provide tweens with a virtual community, where they can invent and share their engineering-based solutions for community needs.
For those of us in the field, particularly those of us in
STEM leadership roles at Samsung, we are highly
encouraged to be visible in the industry, advocate
and share success stories of women in engineering. I
believe it’s important for all of us who have been on
this path to talk openly about the ways we overcame
challenges early in our career, build confidence in
young women and encourage perseverance in tough
times by keeping an eye on the big picture. Having
role models who are succeeding in STEM related industries is critical to fostering that interest and building a
strong and empowered workforce.
Samsung’s emPOWER Tomorrow program is exactly
about that: getting young girls excited about STEM.
Making learning fun is the goal, so Samsung’s women
scientists volunteer to work directly with the young girls.
Samsung takes it another step by donating Chromebooks, so students can interact with the latest technology while also learning on the computers outside the
context of the program. The objective is to get these
girls excited about technology, the future, and their
place in both. And it’s working.
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Tomorrow’s economies will be forged by students who
are proficient in Science, Technology, Engineering and
Math (STEM) subjects. Samsung is dedicated to helping
people discover a world of possibilities, so we’ve made
it our mission to raise student interest in STEM subjects
nationwide through innovative programs with our partners that will help us all build a better tomorrow.
Armistead Sapp
Executive Vice President
& Chief Technology Officer
SAS Institute Inc.
SAS is the leader in business analytics software and services,
and the largest independent vendor in the business
intelligence market. SAS focuses its philanthropic efforts on
education initiatives geared towards increasing the STEMskilled workforce. SAS uses a multi-pronged approach to
provide support through many channels and using its resources
to develop creative instructional materials. Examples of this
approach include providing free interactive, standards-based
curriculum software for grades 6-12 as well as free SAS software
to students, professors and researchers at the university level.
SAS collaborates with higher education institutions around the
world to create degree and certificate programs in analytics
and related disciplines, including the first Master of Science
in Analytics program, at North Carolina State University. By
supporting efforts that prepare more graduates for college,
work and success in the 21st century, SAS continues to play a
vital role in the global community.
As head of SAS’ Research & Development
Division, Armistead Sapp leads R&D
employees worldwide to produce the highest
quality software in areas such as business
intelligence, advanced analytics, data
management and customer intelligence, as
well as industry-specific solutions and mobile
applications.As CTO, he actively engages with
and encourages SAS’ development teams to
take full advantage of modern computing
platforms that deliver value to customers.
Sapp is involved in many of the company’s
STEM education initiatives, which seek to
prepare students for today’s workforce
opportunities. Many of those opportunities are
in data science, driven by the rise of Big Data.
Sapp oversaw the creation of SAS Analytics
U, a higher education initiative that provides
free SAS software, active user communities
and learning resources to professors, students
and others around the world.
Sapp also leads SAS’ P-20 division, which
supports the advancement of data-driven
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R S I N S T E M decision making for administration and for
teaching and learning. The division also
develops SAS® Curriculum Pathways®
(free Web-based curriculum resources),
SAS University Edition (free software for
teaching and learning), and mobile learning
applications such as SAS Flash Cards, SAS
Math Stretch, SAS Read Aloud and others.
He sits on the board of “Ready by 21,” which
helps communities improve the odds that all
children will be ready for college, work and
life. He works with the Duke University School
of Medicine’s Department of Pediatrics –
Division of Neonatology, researching best
practices and safety using SAS data mining
tools. He is also on the advisory board of the
Energy Production and Infrastructure Center
(EPIC) at UNC Charlotte.
Sapp is a graduate of the University of North
Carolina at Chapel Hill and co-authored
the book, “Implement, Improve and Expand
Your Statewide Longitudinal Data System:
Creating a Culture of Data in Education.”
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Today in the United States, SAS is working with BusinessHigher Education Forum (http://www.bhef.com/) to
establish undergraduate programs in data science.
These will be multi-disciplinary certificates or degrees
that will prepare graduates for jobs on the front lines of
data science. The goal is to build out programs at a
number of universities based on a common template.
Each university can share and contribute and not have
to invent a program in a vacuum. This should mean
many more programs can be established so that Data
Science education can be scaled to a national program quickly. As soon as the template is developed,
SAS will help share it worldwide. If successful, developing these programs could be like a moonshot for
data science.
Finally, last year we made SAS software and learning
materials available at no charge to all learners worldwide. We hope that will spark the initiative of people
to learn SAS programming who otherwise would have
to have an employer or a degree-granting program
provide the software. This software, called SAS University Edition (http://www.sas.com/en_us/software/university-edition.html), has been downloaded hundreds
of thousands of times.
That said, at the instructional level, we must consider
how technology is taught. The best way to teach technology is project-based learning (http://en.wikipedia.
org/wiki/Project-based_learning), where
students
work together on a problem, solve it, and then demonstrate the solution. Most STEM jobs are projectbased. Teaching technology in this way not only
teaches the course’s concepts, it helps students learn
to work together toward a common goal. Developing these skills is important, since nearly every technical job requires the ability to communicate and work
in teams.
Another approach that is gaining some traction is
flipping the classroom (http://en.wikipedia.org/wiki/
Flipped_classroom). In a flipped classroom the lectures are online and the students watch them outside of class and projects are worked on during the
class time.
Finally, the last decade has seen the rise of the
smartphone – around 6.8 billion phones can access
the internet. Every phone can be turned into a
learning platform.
So how do we measure success, overall? Building a
national longitudinal data system known as a P20W
system (P is Preschool, 20 are grades K-12 and up 8
years of post-high school education, and W is Work)
would allow the United States to track students over
time and see what works and what doesn’t.
If we were to look at students who, in 9th grade, indicated interest in a STEM career, we could follow them
as a cohort until the 5th year of work. We could see how
many actually entered STEM careers, and see what
those who did not enter STEM careers finally chose to
do. By definition, longitudinal means repeated measures over time. Building a system that reported on
groups, but could also track at the individual student
level would allow us to track outcomes and intervene
when a program isn’t working.
Learning is lifelong. Many people retrain multiple times
in their work lives. Having a national longitudinal data
system could answer questions like “how did people in
the biotechnology retraining program in North Carolina do in securing jobs in biotech in the first 2 years
after the training and are those people still in their jobs
in year 5 and 10?”
I am so passionate about educational longitudinal
data systems that I co-authored a book titled “Implement, Improve and Expand Your Statewide Longitudinal Data System: Creating a Culture of Data in
Education” on how states could implement one.
The US Department of Education is funding a SLDS
in each state (http://www2.ed.gov/programs/slds/
factsheet.html). I strongly believe that gathering the
data and reporting on cohorts of students and their
outcomes will help us improve education. If we cannot measure how a system is working we cannot make
evidence-based changes to those systems.
Today, most higher education courses are taught via
lecture and lab... each student learns and works alone.
Moving to a project-based approach makes learning
more interesting and challenging. Many STEM majors
drop out of programs in the first year saying the work is
not interesting or challenging. I think we still are teaching STEM the way it was taught a hundred years ago,
and it’s not working with 21st century students.
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 193 SAS Institute Inc.
The rise of Big Data has created a skills gap where
there is insufficient analytics talent being produced
to meet the high demand from employers. SAS is
working with higher education institutions to not only
address our own workforce needs, but those of our
customers. We have assisted in the establishment of
Master’s degrees in Advanced Analytics at universities
around the world. These programs teach students to
use tools of data analytics and data science, including machine-learning techniques, to solve real world
problems at scale. The graduates from these programs are prepared to make a contribution from the
first day of work at their new job. SAS helped establish one of the first of these programs at North Carolina
State University – The Institute for Advanced Analytics
(http://analytics.ncsu.edu).
Tony Tocco
Senior Vice President and
Chief Information Officer
Sodexo, Inc.
Sodexo, Inc., the leading Quality of Life services provider in
the U.S., Canada, and Mexico, delivers On-site Services in
Corporate, Education, Health Care, Government and Remote
Site segments, as well as Benefits and Rewards Services and
Personal and Home Services. Sodexo, Inc. is headquartered
in Gaithersburg, Md. and funds all administrative costs for the
independent and charitable Sodexo Foundation — granting
more than $25 million since 1999 to end childhood hunger in
America. Visit the corporate blog at SodexoInsights.com. Visit
Sodexo on Facebook and follow on Twitter @SodexoUSA.
Tony Tocco is Senior Vice President and Chief
Information Officer for Sodexo, Inc., a leading food and facilities management services
company in the U.S., Canada and Mexico. In
this capacity, Tony provides strategic direction
and leadership to the Information Systems
and Technology (IS&T) teams who work in
Applications and Development, Information
Management, Customer Service, and Operations & Infrastructure.
Tony has been with Sodexo for 10+ years serving in various IS&T leadership roles, including
CIO since 2007. Prior to his CIO role, Tony was
Vice President of Operations & Infrastructure
(O&I) where he led Sodexo’s IT team through
a period of rapid growth and change. During
this period, Tony’s IS&T teams designed and
implemented technical platforms to support
the company’s networks, data centers, information security, and customer service infrastructure. Under Tony’s leadership, Sodexo IT
has attained ISO 20000 certification, a worldwide standard for IT Service Management.
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R S I N S T E M As CIO, Tony has led the development of
new IT strategies and application architecture designed to meet Sodexo’s business
objectives. He has led the transformation of
the IT team in order to achieve the progressive IT strategic goals. Tony has instituted
key process improvements and metrics for
project delivery, business engagement, IT
Governance, and project portfolio management to ensure achievement of the IT roadmap. Key accomplishments include design
and delivery of a global enterprise asset
management tool based upon IBM Maximo, enterprise-wide reporting and dashboard platform, and establishing a target IT
architecture that enables integrated business processes using enterprise application
integration technology.
Prior to joining Sodexo, Tony spent 12 years
with Electronic Data Systems. He began his
career as a practicing engineer in the aerospace and automotive industries. Tony is a
graduate of the State University of NY at Buffalo with a Master of Engineering degree.
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So what is Big Data and why is it critical? Every day,
we create 2.5 quintillion bytes of data — so much that
90% of the data in the world today has been created
in the last two years alone, according to IBM. This massive accumulation of information is commonly referred
to as Big Data. Predictive analytics or other advanced
methods are used to extract value from Big Data that
has the potential to help organizations make faster,
more intelligent decisions. And better decisions can
mean greater operational efficiency, cost reductions
and reduced risk.
Organizations have an unprecedented ability to
capture data about both their facilities and their
workforce’s activities and parley that information
into greater performance. As CIO of one of the largest facilities management outsourcing companies
in the world, I have a keen interest in how Big Data
will improve facilities management (FM), particularly
how Smart buildings, Smart management and Smart
behavior will all work together to raise performance
levels and improve quality of life.
According to a recently published white paper entitled Enhancing Employee Productivity and Quality
of Life with Big Data, the most exciting aspect of Big
Data is the potential for remote sensors to capture and
transmit useful information automatically (and at very
low cost), enabling all kinds of predictive and preventive intelligence to enhance employees’ performance
as well as their quality of life, and to reduce risks. For
example, though not technically a workplace example, consider smart concrete that can warn drivers of
ice patches on the road ahead. What could this technology, utilized in a smart building tell us about their
physical condition that would help determine preventive maintenance, minimize costs, and reduce the risks
of accidents and physical deterioration?
From a behavioral perspective, there are now smartphone apps that can monitor and report on the tone
of voice that individuals use during phone conversations. That may seem a little unsettling and more than
a bit invasive, but it is also possible to imagine that
©2015 STEMconnector® All Rights Reser ved
a group-based emotional assessment could alert
management to a brewing controversy or lapse in
employee engagement. The important management
question, of course, is how this kind of data collection
enhances individual and organizational productivity
as well as positively impacts employee quality of life.
The promise of Big Data is powerful; it presents opportunities for deep learnings about how, where and why
work gets accomplished – learnings that can lead to
significant redesign of work flows, office layouts and
dramatic improvements in office ergonomics. It also
offers the ability to enhance the quality of the work
experience and to mitigate workplace risks (e.g., liability insurance costs, health insurance costs, business
continuity planning).
For facilities, there are also significantly more opportunities to closely monitor building data, producing more
effective management of variables like air quality,
temperature variations, energy costs, lighting impact,
and a wide variety of safety and maintenance
issues. These environmental factors can have a major
impact on performance, productivity, satisfaction
and engagement.
When organizations implement Big Data strategies,
they must build commitment and understanding of its
implications across the entire organization. Management must ensure that there are proper controls and
comprehensive supervision policies and practices in
place, both to leverage the data and to be certain it is
interpreted and applied in a meaningful way.
Big Data also presents an opportunity for FM to become
much more forward- looking, offering strategic counsel
and anticipatory leadership to the larger organization
rather simply reporting historical data. The past is far
less important now because conditions are changing
so rapidly. Research and benchmarking have taken on
a different focus; the kind of research we do, and the
things we benchmark, must be re-examined from the
ground up.
Just as consumer product companies have learned
to define and market to small market niches, Big
Data is helping FM learn more about the connections between workplace design and individual work
styles and their association to greater productivity. In
the future FM may find itself under pressure to provide
custom-fit (but cost-effective) workplaces for specific
project teams and even individual knowledge workers.
The exciting aspect is that data to inform those design
decisions will be plentiful and readily available.
In the end we want to enable FM leaders to be more
successful at ensuring that the built environment provides cost-effective support to their organizations
and employees. FM will be judged on the outcomes
it produces relative to the cost it takes to achieve
those outcomes.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 195 Sodexo, Inc.
Information is the next big frontier in STEM. Success will
belong to those who can find it, understand it and
know how to use it. Organizations need to identify new
ways to harness more and more information. There is
an ever-increasing demand for highly skilled computer science, IT and data experts to make to make
that happen, all while remaining competitive and
agile in the marketplace. In fact, InformationWeek just
reported that a recent report from CEB predicts up to
19 million new tech- and engineering-related jobs will
be created worldwide during the next 15 years. Guess
what area tops CEB’s list? Big Data! CEB’s report said
the Big Data talent pool will increase more than 500%
by 2030, which would make it the second-most popular STEM field.
Martin Davis
Executive Vice President
& Chief Information Officer
Southern Company
With more than 4.5 million customers and approximately 46,000
megawatts of generating capacity, Atlanta-based Southern
Company (NYSE: SO) is the premier energy company serving
the Southeast through its subsidiaries. A leading U.S. producer
of clean, safe, reliable and affordable electricity, Southern
Company owns electric utilities in four states and a growing
competitive generation company, as well as fiber optics
and wireless communications. Southern Company brands
are known for excellent customer service, high reliability
and prices that are below the national average. Through
an industry-leading commitment to innovation, Southern
Company and its subsidiaries are inventing America’s energy
future by developing the full portfolio of energy resources,
including nuclear, 21st century coal, natural gas, renewables
and energy efficiency, and creating new products and
services for the benefit of customers.
Martin Davis is executive vice president
of Southern Company Services and chief
information officer of Atlanta-based Southern Company, one of America’s largest
energy companies.
technology integration in the history of U.S.
financial services. Davis has served in a wide
range of technology leadership roles, including serving as Wachovia’s corporate chief
information officer.
Davis leads more than 1,000 experts in information technology strategy development,
operations and delivery across 120,000
square miles and supporting Southern Company’s nine subsidiaries, including the electric
utilities Alabama Power, Georgia Power, Gulf
Power and Mississippi Power.
Davis serves on the board of trustees at Winston-Salem State University and on the American Heart Association’s Mid-Atlantic region
board. He has been recognized as one of
the “50 Most Important African-Americans in
Technology” by U.S. Black Engineers & Information Technology magazine and one of the
“75 Most Powerful African-Americans in Corporate America” by Black Enterprise.
Davis has spent nearly 30 years leading
complex technology organizations in highly
regulated environments. He most recently
served as head of enterprise information
technology, executive vice president and
chief technology officer at Wells Fargo. He
was instrumental in the financial institution’s
integration of Wachovia, leading the largest
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R S I N S T E M Davis holds a bachelor’s degree in business
administration from Winston-Salem State University and is a graduate of the Young Executives Institute and the Wachovia Executive
Leadership Program at the University of North
Carolina, Chapel Hill.
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And what a future it will be. Southern Company is building today for a better tomorrow – leading development of the full portfolio of energy resources (nuclear,
21st century coal, natural gas, renewables and energy
efficiency), partnering with top innovators to advance
technologies such as energy storage and establishing
centers to explore products and services that make
things better for the customers and communities our
system serves.
With energy being one of the main engines of our
economy, successfully serving customers in this new
environment means that we must strengthen an inventive culture and step up efforts to attract the best and
brightest employees to our business. As a company
that for more than a century has relied on engineering
expertise, we know very well the importance of STEM
education. STEM aligns with our core business of providing millions of customers with clean, safe, reliable
and affordable energy.
As CIO, I lead a team that is central to integrating new
technologies into the business and must be an innovation leader within the company. I see that as a key part
of my role, and I take it very personally.
One of Southern Company’s top priorities is to “value
and develop our people.” We are committed to giving employees the tools and support they need to be
the best they can be. With an average of 3,000 hires a
year – about half of which are for externally focused
positions such as line crew operations, plant operators, engineers and customer service – the Southern
Company system takes a coordinated approach to
increase awareness of energy careers, build talent
pipelines and leverage strategic partnerships.
With respect to STEM, Southern Company and our subsidiaries, working with a variety of external partners,
reach out “early and often” – especially in the four
states of our traditional utility service territory.
A few examples: In Alabama, we sponsor Summer
Engineering Experience for Kids (SEEK), a summer
school STEM program targeting students in grades 3-5.
In Georgia, we are part of an intensive training program available to middle and high school science
and math teachers. Our outreach in Mississippi includes
providing classrooms with “Power Pack” science activity kits for students in grades 5-8. And in Florida, a team
of our engineers recently squared off with a group of
fifth-graders in a robot-building competition.
©2015 STEMconnector® All Rights Reser ved
At Plant Vogtle, one of our system’s three nuclear energy
facilities, college students working as interns and coops recently took a turn as teachers at an “academy”
designed to teach rising ninth-graders about potential
careers in engineering and energy. We also regularly
facilitate tours of our Technology Showcase in Atlanta,
where visitors of all ages can experience firsthand the
latest robotics and other technologies that are fast
reshaping the energy industry.
A particularly successful program is “iCan,” which was
developed in 2008 by a group of female engineers at
our Alabama Power subsidiary to encourage middle
school girls to consider careers in engineering. The program connects students with female engineers who
can be role models and includes activities that demonstrate how STEM fields are both challenging and fun.
These as well as other efforts reflect our belief that a
diverse, technology-oriented workforce with new skill
sets and fresh ideas is critical both to our company
and to the nation’s future. We have to be proactive
about making it a reality. Here at Southern Company,
we call that “playing offense.”
Facing major changes in demographics, technology
and shifting grid and generation requirements, energy
companies must build a diverse, contemporary workforce. Not the least among the challenges is a trend of
declining enrollment among women in college engineering programs.
We’ve got great things happening in the United States.
We’re ahead of the game in terms of technology innovation. But it’s an area in which we could lose ground if
we don’t develop new talent. With a rising awareness
of the importance of STEM and creative efforts underway to connect with students at every level, I am very
confident we will not only maintain but expand our
national leadership in innovative solutions.
Before joining Southern Company this year, I spent
most of my career in the banking industry, where every
product and service we sold was technology-oriented.
Energy is certainly moving that way, and it is an exciting place to be.
In a relatively short period of time, we have seen in the
energy industry, as in other fields, information technology shift from a back-office function to a key driver of
leading-edge innovation. That’s right where it belongs,
with STEM in the forefront, as we aim to nurture our
industry’s next generation of innovators.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 197 Southern Company
The technology transformation is in full force for energy
providers. At Southern Company, we are focusing on
innovation to invent America’s energy future.
Anil Cheriyan
Executive Vice President
& Chief Information Officer
SunTrust Banks Inc.
SunTrust Banks, Inc., one of the nation’s largest financial services
organizations, is dedicated to Lighting the Way to Financial
Well-Being for its clients and communities. Headquartered
in Atlanta, the company serves a broad range of consumer,
commercial, corporate and institutional clients. As of March
31, 2015, SunTrust had total assets of $189.9 billion and total
deposits of $144.4 billion. Through its flagship subsidiary,
SunTrust Bank, the company operates an extensive branch
and ATM network throughout the high-growth Southeast and
Mid-Atlantic States and a full array of technology-based,
24-hour delivery channels. The company also serves clients
in selected markets nationally. Its primary businesses include
deposit, credit, trust and investment services. Through its
various subsidiaries, the company provides mortgage banking,
asset management, securities brokerage, and capital market
services. SunTrust’s Internet address is suntrust.com.
Anil Cheriyan is Executive Vice President and
Chief Information Officer at SunTrust Banks,
Inc. He is responsible for SunTrust’s Enterprise
Information Services (EIS) division, the organizational unit that provides the company’s
overall technology, operations and information-related support.
ing IBM in 2002, he was a partner with PricewaterhouseCoopers Consulting and served
in leadership roles including global, industry
and technology practices. Previously he was
a senior consultant with Electronic Data Systems (EDS) and information services manager
for TVS Clayton, Ltd.
In this capacity, he oversees the planning,
prioritization, design, development and
operations of all of the bank’s applications
data and infrastructure needs.
In addition, Mr. Cheriyan has responsibility for the
bank’s operations including contact centers,
digital channel operations, payments and
deposit operations.
Mr. Cheriyan plays an active role in the business and technology communities. He is on
the Board of Oglethorpe University, Viewpointe Archive Services, TechBridge and the
Georgia CIO Leadership Association. Additionally, he is a member of the Research Board
and the Wall St. Journal CIO Network.
Prior to joining SunTrust in April 2012, Mr. Cheriyan was a senior partner at IBM Global Business Services, where he served financial
services industry clients and most recently led
the Insurance Industry Practice. Before join-
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R S I N S T E M Mr. Cheriyan earned his Master of Science
and Master of Philosophy Degrees in Management as well as a Bachelor of Science
in Electronic and Electrical Engineering from
The Imperial College in London, UK.
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At SunTrust, our clients are the “why”, and our technology is the “how.” Our overarching strategy and purpose
as an organization is to light the way to financial wellbeing for our clients, helping them gain the confidence
and control they are seeking over their finances.
Through our research, we’ve found that our clients want
to bank when, where and how they want. To respond to
their needs, we’ve developed an integrated strategy
that allows clients to choose how they want to bank-whether online, in a branch, on their mobile device, or
via phone-- resulting in a seamless experience and a
higher level of service to our clients.
Innovation Culture
We’ve also created a new test-and-learn site -- called
the SunTrust Innovation Branch -- which tests our newest banking technology and provides a real-world
environment for clients to tell us which channels best
meet their needs. By observing how they use this technology, we can determine how these new channels
should be implemented in other branches.
The Innovation Branch includes a fully automated,
robotic safety deposit box system – the first of its kind
in the U.S. – that allows clients to access their valuables
using their debit card, PIN and biometric hand scan.
Additionally, a tablet bar with Apple and Android tablets provides access to Mobile, Tablet and Online Banking; an interactive 80-inch Microsoft Surface touch
screen provides clients with information regarding their
SunTrust accounts and services; and Teller Connect
machines that combine the convenience of an ATM
with the personal touch of a live teller to self-service on
various transactions.
We are constantly exploring and testing new technologies and are always looking for opportunities to delight
our clients with new products and services. We have
launched several innovation programs which have
been highly successful, including:
• Innovation Hub – a real time hub allowing technology teammates to collaborate, share ideas, solve
problems and think outside the box.
• Innovation Fridays – facilitated sessions where 30-50
teammates from across the Bank focus on creating
new critical process solutions.
• Real Time Answers – my key leaders and I spend an
hour with the technology team on a collaboration site
answering questions from teammates.
• Gauntlet - teams outline a problem, draft a business
plan, and propose a realistic roadmap to deploy the
idea in six months. The top six teams pitch their ideas
to a “shark tank” and the winning teams will receive
the funding, time, and support to turn their idea into a
functioning, real-world solution.
• From Branch to Boardroom - a program that brings
great ideas from all of SunTrust. Teammates have figured out all kinds of smart ways to improve their work
and offer new experiences to our clients.
Some truly innovative ideas have come from these
initiatives. However, we are purposeful in our decisions
and ensure that any new technology we introduce
is simple, seamless and improves our clients’ sense of
financial well-being. We quantify the business value
our IT projects create, not just in the amount of revenue
generated through our digital channels, but in the efficiencies we support for the bank.
Big Data
The amount of data available is growing at an unprecedented pace. New technologies allow us to move
from data gathering to more strategic data analysis.
Our data strategy is focused on building the capability
to consolidate data to deepen our understanding of
markets, clients, products, services, channels, and risk.
We look for deep client and business knowledge, as
well as analytical ingenuity and creativity to support
our client-focused data strategy, and ultimately create
the singular offerings and interactions for our clients that
define competitive advantage. However, the technology is not the strategy. The hard part is defining what
we want technology to help us achieve, identifying
necessary changes to underlying business processes,
and ultimately guiding new ways of thinking and working that unleash the power of these new technologies
to create significant business value. This will continue to
be an important objective moving forward.
Operational Transformation
Many people don’t realize that I am also responsible
for leading the operations of the organization including contact centers, digital channel operations, payments and deposit operations
As we improve the technology in support of our clients and teammates, we also need to transform the
business operations and processes across the Bank. I
established a head of operations role – who reports
to me – and an Operations Leadership Council with
operations leaders across the Bank.
We have embarked on a three-year transformation
journey focused on process reengineering, center
consolidation and business process outsourcing. That
transformation is focused on encouraging innovation
and looking for more efficient and effective ways to
deliver technology.
• RISE – a hackathon in which teams from across SunTrust go from idea to prototype in six weeks with no
investment. Winning teams are provided investment
dollars to implement.
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 199 SunTrust Banks Inc.
Innovative Technology You Can Bank On
The environment in which SunTrust operates has
changed significantly in recent years due to evolving client preferences, tighter regulations and more
challenging operating environments. To improve our
competitiveness and create value for our clients,
teammates and shareholders, we have to think differently about how we operate while continuing to keep
a best-in-class client experience front and center.
Sheila Jordan
Senior Vice President
& Chief Information Officer
Symantec
Symantec Corporation (NASDAQ: SYMC) is one of the world’s
largest software companies with more than 18,500 employees
in more than 50 countries. We provide security, storage and
systems management solutions to help our customers –
from consumers and small businesses to the largest global
organizations – secure and manage their information-driven
world against more risks at more points, more completely and
efficiently than any other company. Our company’s unique
focus is to eliminate risks to information, technology and
processes independent of the device, platform, interaction
or location. In fiscal 2014, it recorded revenues of $6.7 billion.
Symantec also believes corporate responsibility and creating
a positive societal impact are core to our business success. Just
as we are consistently pushing the boundaries in engineering
to develop the most innovative and advanced technologies,
we continuously invest in our employees, strive to reduce our
environmental impact, and support philanthropic projects
around the globe.
Sheila Jordan is senior vice president and
chief information officer at Symantec. She is
responsible for driving Symantec’s information
technology
strategy
and
operations
ensuring that the company has the right
talent, stays ahead of technology trends
and maximizes the value of technology
investments. Her goal is to drive increased
productivity, better efficiency and strategic
business partnerships through simple and
intuitive experiences for Symantec’s global
workforce. Sheila’s scope of responsibility also
includes oversight of the company’s Global
Security Office, encompassing data security
and management, and physical security
and safety.
Since joining Symantec in February 2014,
Sheila has set the vision for Symantec IT,
developed an experienced leadership
team, and is leading the effort to insource IT
operations from an outside vendor by building
Symantec’s next generation secure data
center in the company’s virtual private cloud.
She is also responsible for splitting IT operations
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January 2016.
Prior to joining Symantec, Sheila served as
senior vice president of Communication and
Collaboration IT at Cisco Systems. During her
nine-year tenure at Cisco, Sheila’s IT organization was recognized by the industry with
awards presented by CITE, InformationWeek
and CIO Magazine. Earlier in her career she
worked at Walt Disney World in Orlando, Florida, where she was senior vice president of
Destination Disney.
Sheila serves on the Board of Directors for
NextSpace, a Santa Cruz, CA-based firm
that provides innovative physical and virtual
infrastructure for entrepreneurs, freelancers
and creative professionals.
She holds a Bachelor of Arts degree in
accounting from the University of Central
Florida and an MBA from Florida Institute
of Technology.
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My advice for employees who are starting to climb
the executive ladder is to make sure you have a voice.
Use that voice on a variety of important topics – a perspective on your company’s strategy, projects you are
currently managing – and push the envelope beyond
the status quo. Look at how your own work can be
innovative and allow your company to differentiate.
When you do this you will, in turn, differentiate yourself.
Leaders are looking for that diverse perspective and
for employees that offer thought leadership. Understand your business strategy to the degree that you
can really add value. Speak up, speak often, get loud
and be focused. Don’t just “do your job.” Be engaged.
Tackle an assignment with a new approach. And don’t
be afraid that your idea isn’t a good one. Your thinking
can spark others’ ideas – and this might result in a brilliant new concept! Companies value diverse thinking
even if you don’t get it right every time.
Let me give you an example of how the airline industry
took a new approach. For the most part, airlines don’t
have good reputations. The flying experience has
been degraded over time, and most people dread
©2015 STEMconnector® All Rights Reser ved
flying as a result. But consider how all of the new airline apps have improved the experience: you can
view your upcoming flight’s status, boarding position
and gate information; access and save your mobile
boarding pass to your device; book or cancel rental
car reservations; check flight status and set-up text
notifications; check-in to an existing reservation; enroll
in and access your frequent flyer account; and view
travel and weather alerts. This ability makes you feel
like you have a relationship with your airline. It feels personalized. This is the kind of innovation that is needed
in every industry.
And that’s where STEM careers come into play. Technology is playing a bigger role in every company today,
more than ever before. I met recently with the CEO of
a major airline and he told me he wasn’t running an
airline – rather, his business is “a technology company
with wings.” Every company has a way of using technology that they haven’t thought of before. So really
use that STEM background – it is a tremendous asset for
succeeding in business.
Here’s another advantage of STEM careers. Change
in business is constant, it is dynamic, and change is not
changing. It’s happening at a faster pace especially
in STEM areas. The more we embrace that change, the
more we can be the drivers of change.
These practices have served me well in my own career
– and have enabled me to develop, improve, refine
and advance!
1 0 0 C I O / C TO L E A D E R S I N S T E M | 201 Symantec
Much has been written about how to develop a
strong pipeline of leaders, particularly with respect to
opening doors for women and minorities – this ensures
a diverse leadership team and workforce. This is an
important topic, but while most companies are striving
to improve diversity in their ranks, I like to stress that we
also want and need diverse thinking.
Gary King
Executive Vice President
& Chief Information Officer
T-Mobile
As America’s Un-carrier, T-Mobile US, Inc. (NYSE: TMUS) is
redefining the way consumers and businesses buy wireless
services through leading product and service innovation. The
Company’s advanced nationwide 4G LTE network delivers
outstanding wireless experiences to approximately 57 million
customers who are unwilling to compromise on quality and
value. Based in Bellevue, Washington, T-Mobile US provides
services through its subsidiaries and operates its flagship
brands, T-Mobile and MetroPCS. For more information, please
visit http://www.t-mobile.com.
Gary A. King is Executive Vice President and
Chief Information Officer of T-Mobile USA
(NYSE: TMUS), America’s Un-carrier.
From 2004 to 2013, Mr. King was the Executive Vice President and Chief Information
Officer of Chico’s FAS, a specialty retailer of
private branded clothing and accessories.
The company operates 1250 women’s specialty stores operating under the Chico’s,
WhiteHouse|BlackMarket, Soma Intimates
and Boston Proper names.
Prior to joining Chico’s, Mr. King served as Chief
Information Officer for Barnes & Noble from
2002 to 2004. From 1999 to 2002, he served as
Executive Vice President of Operations and
Chief Technology Officer for barnesandnoble.com. Prior to joining Barnes & Noble, Mr.
King was Vice President of Global Information
Technology for Avon Products, Inc. and from
1993 to 1998 was based in the United
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Europe, the Middle East, Africa and India.
Under his leadership, his team provided the
systems infrastructure for starting fourteen
new market entries throughout the region.
Mr. King began his career with Burroughs Corporation and held various systems management and technology positions playing a key
role in integrating the infrastructure of Sperry
and Burroughs to form Unisys.
Mr. King received a Bachelor of Science
degree in computer Science from the University of Florida and attended graduate studies
in business administration at Florida Atlantic University. He is a member of the Board
of Directors/Advisory Board for the following
organizations: Center for Supply Chain Management at the University of Florida and the
Southwest Florida Children’s Charities.
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But, why is this? The education system is what feeds the
talent pipeline for companies. However, this pipeline
isn’t delivering at the speed my business needs. And,
for a company like T-Mobile, which is growing and moving at an unprecedented pace, that is unacceptable.
Technology is all around us. It touches everyone every
day. It is the future. Let’s expose youth to technology,
get them interested in how it works and give them the
opportunities to get inspired and involved. Countries,
like India and China, are cranking out graduates with
exceptional skills, education and drive. And, the US
should be too.
We can do this with a focus on creating career-ready
individuals by exposing kids early to STEM opportunities. T-Mobile counts approximately 57 million people
as customers and one hundred thousand as employees, our CEO has 1.45 million Twitter followers and
we reach millions more through our retail stores and
advertising every single day. We are revolutionizing the
wireless industry and making it easy for consumers and
businesses to interact whenever and wherever they
are throughout their day.
We are a fast-moving technology company. And, our IT
organization is in a period of transformation – becoming mobile first, enabling radical simplification, empowering employees and providing a unified experience.
We need talent with science, technology, engineering
and mathematics experience to support our business.
Along with STEM skills and knowledge, future employees also need communication skills and business savvy.
But, how do we close the gap on getting people interested in STEM fields? Today, everyone is growing up
with and has some kind of experience with technology. The key is to expose kids to science, technology,
engineering and mathematics early and inspire them
to go and study those subjects through real-world
work experiences.
At T-Mobile, we’re investing in our local youth in a
couple of ways.
Non-Profit Internship Program
We’ve partnered with Year Up, a local-Seattle nonprofit, to provide under-privileged students the framework to get to the next level. The students working at
T-Mobile have the opportunity to learn skills very much
in demand across our industry and the opportunity to
learn on the ground with seasoned professionals.
The interns have also earned certifications in MTA OS
Fundamentals, Visual Basic & Database Fundamentals
and MOS Excel. They are gaining confidence to lead
and influence, as well as, to present their work to other
T-Mobile employees. It’s exciting to see the progress
these students are making during their time here
Technology Internship Program
We’re also driving towards a robust technology internship program. As a company, T-Mobile has continuously
hosted internship programs but, this year, we are really
amping up the technology organizations internship
efforts. The program will increase T-Mobile’s visibility
to future graduates and allow for continued relationships with interns who will be a renewable resource for
new hires.
This year will be a building year for the technology
internship program. Working with universities in proximity to T-Mobile, our program is intended to:
• Enhance our Enterprise IT and Technology talent
pipeline and build T-Mobile brand awareness through
university partnerships.
• Strengthen our current workforce by focusing the
intern program on current skill gaps and strategically
needed roles.
• Give students and recent graduates meaningful
employment experiences and provide T-Mobile managers leadership opportunities and a chance to mentor and manage.
Feedback from Technology VPs suggests that current workforce needs extend beyond traditional STEM
focuses to include some non-traditional programs and
workers. Based on this feedback, our internship program looks to recruit students with technical aptitude
and training along with education and skills extending
to areas, such as Business, Finance, Accounting, Information Systems, Marketing, Data Science, Analytics
and Human Centered Design and Engineering.
Not only will the internship program give students and
recent graduates meaningful employment experiences but it will also provide T-Mobile managers
leadership opportunities and a chance to mentor
and manage.
We need our internship and recruiting efforts to be successful. Along with running our business, we need to be
investing in our future talent pipeline as this is what will
drive success in our organizations.
Someday, I hope there is enough talent to fill every one
of my job openings. That is why these types of programs
and these students are so important to me. I’m investing in them and hope to get them invested in technology so one day they can come work for T-Mobile.
T-Mobile’s interns are working in our QA department,
reporting errors in software before it moves to production. We’ve also challenged them with coming up with
solutions to automate certain manual processes. Given
the tools and resources they have, they work closely
with T-Mobile employees who provide guidance, feedback and support.
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1 0 0 C I O / C TO L E A D E R S I N S T E M | 203 T-Mobile
Talent Pipeline
I’ve said it before: one of the most difficult aspects
of my role as Chief Information Officer is finding and
recruiting talent. I run at a constant talent deficit
because I cannot find people with the skills I need to
fill the job openings I have.
K Ananth Krishnan
Chief Technology Officer
Tata Consultancy Services
Tata Consultancy Services (TCS) is an IT services, consulting
and business solutions organization that delivers real results
to global businesses. TCS offers a consulting-led, integrated
portfolio of IT, BPS, infrastructure, engineering, and assurance
services, delivered through its unique Global Network Delivery
Model™, recognized as the benchmark of excellence in
software development. A part of the Tata group, India’s largest
industrial conglomerate, TCS has more than 324,000 of the
world’s best-trained consultants in 46 countries. The company
generated revenues of US $15.5 billion for year ended March
31. TCS has a 40-year history in North America, working with its
first American clients in 1974 and opening its first office in New
York in 1979. In Canada, TCS has been present for more than 20
years, serving its first client in 1991. These customer relationships
span 47 US states, including the District of Columbia and
Puerto Rico and coast-to-coast across Canada.
As CTO, Ananth directs research and
innovation in Tata Consultancy Services.
Ananth has architected a 4E model to make
invention, innovation and co-innovation
at TCS deliver value to TCS business and
its customers. Under his leadership, the TCS
research community has created a significant
portfolio of patents, papers and IP.
Ananth has been a member of the TCS
Corporate Think-Tank since 1999, and has led
several strategic initiatives. He has been a
Principal Architect and Lead Consultant in
the Architecture and Technology Consulting
Practice, and earlier the head of the TCS
Systems Management and the Systems
Software Group.
Ananth is on the Customer Advisory Boards
of several organizations including Symantec
and IBM-Rational, He was elected a Fellow
at the Indian Academy of Engineering (INAE)
in recognition of his contributions towards
engineering in 2013. He is a Senior Member
of the IEEE and a member of the Computer
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the Department of Management Studies at
the Indian Institute of Technology, Madras. He
was an invitee to the quarterly management
review with the TCS Board (the executive
committee of Tata Sons Limited) from April
2000 to March 2004.
Named a Distinguished Alumnus of the
Indian Institute of Technology, Delhi in 2009,
Ananth has been listed in Computerworld’s
Premier 100 IT Leaders (2007). He has also
been chosen as one of Infoworld’s Top 25
CTOs (2007).
Ananth is an M. Tech. in Computer Science
from the Indian Institute of Technology, Delhi.
He also has a Masters degree in Physics from
the same Institute and a Bachelor’s degree in
Physics from Fergusson College, Pune.
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and computer science. goIT exposes students to computer science topics that are inspired by robotics and
innovative education, led by TCS employees.
Advancements in genomics and meta-genomics
promise to personalize medicine, arrest hereditary diseases and otherwise revolutionize the medical field.
And modern engineering has led to the tapping of
previously inaccessible oil and gas reserves, dramatically altering the economic landscape. However, in
order to seize the initiative in this rapidly evolving world,
countries and communities need to focus on STEM
education as a fundamental ingredient in enhancing
economic prosperity.
For teachers: the Academic Interface Program (AIP)
for STEM faculty, builds capacity of teaching staff
engaged in computer science related courses. TCS
employees conduct workshops for academic staff,
using real-world scenarios and problems to demonstrate the application of new technologies. Teachers can then take these real-world examples into the
classroom, where they are more effective as a result of
having seen the technologies in action.
By 2018, the U.S. is expected to face a shortage of
230,000 STEM employees, which presents a strategic challenge for companies and the wider U.S.
economy . It is crucial that STEM education be
emphasized in order to fill this gap and maintain
economic competitiveness.
Sciences, technology, engineering and math influence
a wide variety of human endeavors, from architecture
and design to the behavioral and social-sciences.
STEM education can enhance both national competitiveness and global prosperity – it is not a zero-sum
game. Technologies used to develop hybrid seeds in
the U.S. have led to high-yielding agricultural production across the world in the latter half of the twentieth
century, and the science used to create vaccines and
modern medicine have saved millions of lives globally.
Digital technologies and the Internet are lowering the
barriers to entry for new ventures, spurring the pace
of innovation everywhere. They are also reducing
the information divide and enabling social inclusion.
Enhancing STEM education raises the odds of a thriving, innovative and productive community, improving
economic competitiveness.
TCS has invested considerably in promoting STEM education and practice through our co-innovation network (COINTM), which features research alliances with
leading universities in the U.S. The COIN initiative offers
regular sabbatical and research opportunities at TCS
innovation labs globally, in addition to opportunities for
the exchange of ideas and insights at various forums.
By connecting with startups and venture capital firms,
the TCS-COIN network also offers a multi-stakeholder
platform for innovation and collaboration. We believe
strongly in ‘collaborating to achieve success’ and the
COIN network attests to this faith. Some other ways in
which TCS supports STEM education include:
For students: TCS’ goIT provides year-round, in-school
mentorship and technology career readiness workshops across the nation, bringing TCS volunteer mentors into the classroom to teach technology innovation
©2015 STEMconnector® All Rights Reser ved
TCS hosts a technology-science quiz program, IT Wiz,
with more than 5,000 participating teams from schools
across Asia and the Middle East.
The TCS-PALS (Pan-IIT Alumni Leadership Series) initiative actively reaches out to engineering colleges
across India to arrange speaking engagements with
research leaders, hosts innovation challenges on business and societal issues, and educates students about
career opportunities in research.
For researchers: the TCS-COIN program has strong
relationships with leading universities, startups and
venture capital firms in the U.S., offering beneficial
engagement opportunities to researchers. In India, TCS
sponsors the Research Scholar Program (RSP) for doctoral students in computing programs, funding nearly
20 percent of all doctoral students in the computing
sciences.
For prospective employees: TCS conducts coding competitions on its ‘Code Vita’ platform. Winners
get the opportunity to intern at one of TCS’ research
and innovation labs. Additionally, TCS’ Initial Learning
Program (ILP) is targeted at recent college hires, and
augments their understanding of computer science,
especially in relation to the job they are expected
to do.
As the world continues to embrace digital technologies, there is a tremendous opportunity to make STEM
education more interactive, interesting and engaging
for students around the world. At TCS, we are passionate about STEM and keen to engage with institutions,
working towards enhancing STEM education. We are
currently exploring how to use gaming and social
media to ‘make work more engaging,’ and we are
reworking our internal systems to move from traditional
‘workflow-based systems’ to ‘workshare-based systems,’ This enables teams to work together more collaboratively and productively.
TCS is also building contextual learning systems that
offer real-time information to accelerate employee
productivity and competency. Combined with customized assessment and simulation platforms, a more
engaging and immersive learning experience can be
offered to students across STEM programs.
The U.S. has the significant advantages of a unique
and flourishing innovation ecosystem, and I am confident that given the right support, future generations
of students will seek out challenging and satisfying
careers in the STEM fields, adding to the tremendous
innovation cycle around the world.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 205 Tata Consultancy Services
The pace of innovation has accelerated considerably
across the world, as we build on past knowledge and
successes. From information technology to life sciences
(genomics, metagenomics), transformative inventions
are being churned out with impressive speed. The
‘Industrial Revolution’ was a defining phase of history,
much as 3-D printing promises the same, in fundamentally altering the way modern products are created.
Furthermore, if products begin to be designed and
distributed over the internet, coupled with remote, yet
highly connected teams, it may well lead us to reimagine our modern, densely-packed cities, with remote
industrial parks and co-located offices.
Earl Newsome
Corporate Chief Information Officer
& Vice President
TE Connectivity
TE Connectivity (NYSE: TEL) is a $13 billion world leader in
connectivity. The company designs and manufactures
products at the heart of electronic connections for the world’s
leading industries including automotive, energy and industrial,
broadband communications, consumer devices, healthcare,
and aerospace and defense. TE Connectivity’s long-standing
commitment to innovation and engineering excellence helps
its customers solve the need for more energy efficiency, alwayson communications and ever-increasing productivity. With
nearly 90,000 employees in over 50 countries, TE Connectivity
makes connections the world relies on to work flawlessly every
day. To connect with the company, visit: www.TE.com.
Earl Newsome currently serves as corporate chief
information officer and vice president, Digital, for
TE Connectivity. In this role, Newsome is responsible for transforming and repositioning how TE
drives digital across the enterprise to deliver an
extraordinary customer and employee experience. In addition, he is responsible for partnering
with corporate strategy to ensure IT and technology innovation is a key component of the TE
corporate strategy, helping to create a competitive advantage within the corporate functions leveraging technology, driving architecture
throughout enterprise, and leading IT innovation
and strategy.
Previously, Newsome served as vice president,
Infrastructure and Operations at TE, where he was
responsible for transitioning a long-term IT shared
services strategy into a consumerized offering,
driving innovative thinking and implementation
of new improved processes.
Prior to joining TE Connectivity in 2012, Newsome
served as vice president, Global Shared Services
for the Estee Lauder Companies, responsible for
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security, development, production support, architecture and service management services. Prior
to Estee Lauder, Newsome held key positions at
the following organizations:
• Vice president and chief information officer at
Owens-Illinois General Inc., responsible for directing the information systems strategy;
• Partner at Deloitte & Touche, leading the MidAmerica/Gulf Coast Integration, Development
and Infrastructure and Oracle practices, and
managing the firm’s state-side Knowledge Communities for Enterprise Application Integration
and Enterprise Architecture; and
• Senior director, Strategy and Integration &
Global Operations, at Bowne & Co., responsible
for directing the merger and acquisition strategy of the digital business unit and managing
Global Operations.
Newsome holds a Bachelor’s degree in Computer
Science from the United States Military Academy,
West Point, NY.
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• Align Priorities – make sure the customer is at the
center of our strategy
• Agile IT – have the right operating model, flexibility
and speed to get ahead and stay ahead
• Affordable IT – save money to reinvest into the business or return to the business
• Aptitude – develop talent that blends technical
skills, business savviness and emotional intelligence
(EQ). I call these employees “triple deep” professionals.
Ultimately, our business will succeed by leveraging universal “triple deep” expertise. At TE we focus on ensuring that the right people, technology, products and
culture are helping to drive growth and accelerate
the business. Often, people focus entirely on developing business and technical skills, and let interpersonal
skills fall to the side. In any business, though, people skills
are paramount.
Taking this notion a step further, I always consider developing these skills in terms of how we climb the four-level
competency curve. We start at the lowest level with
unconscious incompetence, where you aren’t aware
of the things you’re incompetent in. Then, you move
along to conscious incompetence, conscious competence and ultimately, unconscious competence.
Unconscious competence is when you excel by habit.
You are doing excellent things unconsciously because
they are ingrained in your DNA. This unconscious competence is the only way to consistently achieve a
competitive advantage.
©2015 STEMconnector® All Rights Reser ved
At TE, we strive for unconscious competence by
engraining programs augmented around inclusion
and diversity and “triple deep” professional skills into
the everyday functions of our business. As we focus on
the workforce of 2020, it’s imperative that we move up
that competency curve.
Taking the pervasive world of digital and the emerging
role of IoT into consideration, the question becomes
how do we better prepare for the future? How do we
attract and maintain the right talent? How can we
actually help grow the potential talent pool?
Supporting STEM efforts is the obvious answer. What’s
critical though, is that we do it beyond the traditional
top engineering universities. We need to incorporate
the immense power of women and minorities into our
talent pool. In order to take advantage of new technologies and innovations, we need the right set of
engineers, visionaries and business leaders. To stay on
the cutting edge of harnessing new technology, we
must groom diverse talent early on.
The best way to accomplish this is to use adaptive
learning techniques. Adaptive learning means using
technology to design delivery strategies and content that work the way the student best learns. This
calls for a complete transformation of our learning
technologies to tailor the learning experience so all
students succeed.
As we continue to help produce, consume and provide IoT solutions and SMART [Sensors, Maker Machines,
Augmented Humans, Robotics and Thinking Machines]
technologies, the need for new talent, new thinking
and new approaches grows. To keep up, we must
strive to hire the best people and provide them with
the tools they need.
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The CIO’s goal is always to accelerate the strategies
of the business to facilitate company-wide growth. We
implement systems (people, processes, technologies
and culture) to facilitate that goal. To enable our Information Solutions organization to support of our company vision and goals, it’s necessary for the CIO to put
the customer at the center of everything we do, and
this is done in four ways:
Warren Kudman
Vice President
& Chief Information Officer
Turner Construction Company
Turner is a North America-based, international construction
services company that first made its mark on the construction
industry pioneering the use of steel-reinforced concrete for
general building, which enabled the company to deliver safer,
stronger, and more efficient buildings to clients. Now, as the
largest general contractor in the United States, with an annual
construction volume of $12 billion,Turner continues to embrace
emerging technologies, update and refine processes, and
make a difference for its clients, employees and community.
At Turner, our company culture prizes diversity and inclusion,
fosters a safe work environment, promotes innovation, and
embraces sustainability. Our people are distinguished by the
passion, creativity and resourcefulness they bring to their work.
They are dedicated to delivering on our promises and earning
recognition as the highest value provider of services in the
construction industry.
Warren Kudman is Vice President and Chief
Information Officer for Turner Construction
Company, a North America-based, international construction services company. As CIO,
Warren is responsible for developing and executing Turner’s IT strategy and delivering solutions that support continuous improvement in
Turner’s core construction business and support functions.
Prior to joining Turner, Mr. Kudman was the
Chief Information Officer of Sealed Air Corporation, a $7 billion global manufacturer of
food and industrial packaging and cleaning and hygiene solutions. During his time at
Sealed Air, Warren also led the Integration Program for Sealed Air’s acquisition of Diversey, a
$3 billion global entity.
time, he advised clients on market strategy,
information technology strategy and management, operations improvement, and sales
force productivity in the transportation, financial services, telecommunications, and pharmaceutical industries.
Warren is on the Advisory Board of IT Central Station, a social network where IT professionals share their experience and expertise
on a wide range of IT products and service.
Warren is also a mentor for candidates in the
Masters of Science in Technology Management program at Columbia University. Warren has an MBA in Finance from New York
University and a BS in Computer Science from
Lehigh University.
Warren also spent six years with McKinsey &
Company in the company’s New York, New
Jersey, and Copenhagen offices. During this
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Consider the fact that even with availability of financial aid, a quality, college-level STEM education is out
of reach for many. An apprenticeship can be a transformative opportunity, changing the trajectory of
someone’s career and life. It can provide income and
experience while enabling the apprentice to pursue
higher education part-time. Under this model, although
it may take longer to earn a degree, an apprentice
will enter the workforce experienced and productive.
Apprenticeships can open up a STEM education and
career to students of all ages who might not have the
chance otherwise.
I have experience with a non-profit called Workforce Opportunity Services that helps disadvantaged
youth and military veterans transition into an IT career
through training, part time work, and pursuit of a college degree. It is somewhat analogous to an apprenticeship model and it has been very successful. It is also
very gratifying to be able to give individuals an opportunity to build a career that offers great experiences
and exposure to a variety of challenges.
Perhaps the most important part of our responsibility as
senior leaders is supporting the professional and personal development of the individuals on our teams. This
includes working to create opportunities for them to
gain experience, grow, build knowledge, and develop
as leaders in their own right. It is actually a great privilege to be a mentor; not to create carbon copies of
who I am but rather to help colleagues leverage their
individual strengths as part of a team. A large part of
my career satisfaction comes from being able to help
others develop and succeed.
For the past few years, in addition to the work I do
within Turner, I have been a mentor to candidates in
Columbia University’s Masters in Technology Management program. It is rewarding to nurture the intellectual
curiosity of these students and it’s also fun – I always
learn something from them, and from the brilliant and
varied projects they work on.
I have been incredibly fortunate to have had both
formal and informal mentors over the years. In fact, I
think a mentor can be a critical factor in long term
career development. My mentors have influenced
how I approach opportunities and challenges, and
how I conduct myself in the workplace. I don’t believe
you are ever too old or too senior to benefit from having a mentor.
©2015 STEMconnector® All Rights Reser ved
Technology is increasingly integral to our everyday
lives, even when we are not consciously engaging with
it. Buildings, roads, machines, and tools have sensors to
transmit vast quantities of information about their location and performance. Homes and cars are becoming
more automated with the expectation that our daily
lives will be easier and that we will become more efficient, both individually and as a society. Ever-increasing levels of computing power and ever-decreasing
costs support daily breakthroughs in engineering, life
sciences, and social sciences as well. The net result is
that there is tremendous economic development and
growth potential coming from advancements in STEM.
We must have a broad, STEM educated talent pool
that is able to harness technology, draw insight from all
the data we are generating and capturing, and use
that technology and those insights to innovate and
create value for us individually and as a society.
It is vitally important that we encourage students to pursue the great opportunities that a STEM career offers.
We need to help them understand the different ways
a STEM career can connect them with a meaningful
and true purpose. Let’s look at what we do at Turner.
Our employees build structures that are unique, iconic,
and can transform the look and feel of a community, a
city, even a country. These recognizable structures will
last for many decades, influencing how people feel as
they work, study, travel, see the doctor, and take in a
sporting event. There is a tremendous amount of pride
that goes with that. The work we do really makes a difference in the world.
Nearly every industry depends in some way on STEM
skills. As we help students consider the type of contribution they want to make, the type of difference they
want to make in the world and in their life, we have to
help them draw the connection between their goals
and careers in STEM.
Although it has been proven that money is not the primary motivator for most people when making career
choices, I don’t think we need to be shy in highlighting
that many STEM careers come with better than average compensation, and that in addition to having purpose and impact, you also have a reasonable chance
at long term financial stability.
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An apprenticeship model is a very powerful and effective way to increase the number of people in the workforce with STEM experience and skills.
Tony Velleca
Chief Information Officer
UST Global
UST Global® is a leading provider of end-to-end IT services and
solutions for Global 1000 companies. We use a client-centric
Global Engagement Model that combines local, senior, onsite resources with the cost, scale, and quality advantages
of off-shore operations. The industry-leading expertise found
within our Centers of Excellence (CoEs) plays a key role in our
success with clients. The CoEs deliver pragmatic IT solutions
that allow clients to consistently achieve their most critical
business objectives. Our Partner Program complements the
Centers of Excellence. The program aims to develop strategic
relationships with best-of-breed organizations to provide UST
Global developers with advance access to new technology
and educational resources.
Tony Velleca is Chief Information Officer of UST
Global, responsible for information technology, communications and security services
for global operations spanning more than 26
countries. Tony was selected by ComputerWorld as one of 2010’s Premier 100 IT Leaders for driving positive change and innovation
through technology.
In addition to his role as CIO, Tony is responsible
for strategic partnerships. The most successful
partners are new, innovative technology that
offer potentially disruptive capabilities. To be
in a position to recommend these capabilities to clients, UST Global often implements
their technology before recommending them
to clients.
He also pioneered an innovative leadership
development program called the personal
brand and thought leadership project. As a
result of this program, many innovative service offerings were created ahead of their
time giving UST Global a first mover advantage around mobile, social, “software as a
service” and advanced analytics.
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R S I N S T E M Prior to his role as VP of Global Services, Tony
was responsible for creating Global Relationship Management. A key part of UST
Global’s differentiation is to be a strategic
partner to our clients. This team of former
CIOs and senior Consultants ensures that
UST Global is consistently offering value to
our clients and has been a key contributor
to UST Global’s perfect client retention and
industry-leading growth.
Tony has been with UST Global since 2000.
Prior to joining UST Global, Tony was a cofounder and the Chief Technology Officer
at huddle247.com, which PC Magazine
had rated among the top virtual workspace
solutions in 2000.
Prior to huddle247.com, he worked for Boeing (formerly McDonnell Douglas) and RollsRoyce, Inc. where he spent most of his career
in conceptual design and optimization of
propulsion systems for next generation commercial and military aircraft.
Tony holds a BS degree in Aerospace Engineering from Georgia Institute of Technology and an MBA (Honors) from University of
California, Irvine.
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At UST Global, we’re tackling this head-on. We’re investing in recruiting, training and employing women from
inner-cities who display the commitment to attend a
community college.
We are working with local community colleges, foundations and civic organizations to identify women who
have the desire and aptitude to be successful in the
program. The selected women will go through intensive training on several aspects of information technology. They will be trained in advanced visualization,
mobility, quality assurance, along with other aspects
of information technology. We have experts, training
curriculum, structure and processes to help assess and
prepare the candidates.
Collaboration is key. We’re hiring many of the people
we’re training, but we can’t hire everyone. So we’re
asking other companies to tell us which skills they need
so we can incorporate those into our training. We’re
recruiting others to serve as mentors for students during and after the training process. We’re inviting corporate representatives to sit on our selection panels to
help interview candidates.
Corporations need to realize there is massive STEM talent hiding in places they probably haven’t yet explored.
It’s typical in IT to hire engineers and mathematicians
– that makes sense. But we’ve realized we can look
©2015 STEMconnector® All Rights Reser ved
beyond those boundaries. We can hire people who
do not have a four-year degree, but who have gone
through community college and have shown that they
have certain key skills that are required in technology
and business – skills like critical thinking, the ability to
inquire, and the ability to communicate.
If someone has those skills, then we can give them
rapid on-the-job training to bring them up to speed in
terms of the technology. The result – knowledge-economy jobs for the individual, and a qualified workforce
for the organization.
We have several large-scale partnerships and programs that help us bring quality IT training and jobs to
populations that don’t have easy access to career
opportunities in technology. Right now we’re training
30,000 people in Mexico through a partnership with
Centro Fox and Former Mexican president Vicente Fox,
we’re rolling out a nationwide STEM initiative to educate and hire 5,000 minority women from U.S. inner cities by 2020, and we launched a program to hire and
train 10,000 people with disabilities in India.
I strongly believe that enterprises have an obligation
to help those who are less fortunate and under-privileged in our society. So at UST Global we’ve taken
that belief and applied it by proactively looking at
ways to bring new opportunities – in the form of STEM
careers – to populations that might not otherwise get
those chances.
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To encourage women and minorities to pursue STEM,
we need to bring the opportunities to them – which
means opening channels for them to get quality training and good jobs.
Nicola Palmer
Senior Vice President
& Chief Network Officer
Verizon Wireless
Verizon Communications Inc. (NYSE, Nasdaq: VZ),
headquartered in New York, employs a diverse workforce of
178,500 and generated more than $127 billion in 2014 revenues.
Verizon Wireless operates America’s most reliable wireless
network, with 109.5 million retail connections nationwide.
Verizon also provides converged communications, information
and entertainment services over America’s most advanced
fiber-optic network, and delivers integrated business solutions
to customers worldwide. For more information, visit www.
verizon.com/news/.
Nicola (Nicki) Palmer is senior vice president and
Chief Network Officer for Verizon Wireless, with
responsibility for planning, engineering, building
and operating Verizon Wireless’ industry-leading
voice and data networks. A premier technology
company, Verizon Wireless operates the nation’s
largest and most reliable 4G LTE network.
Prior to her current role, Palmer was senior vice
president of Global Network Operations and
Engineering at Verizon, responsible for planning,
designing and operating the company’s global
voice, data and IP networks, which span more
than 2,600 cities in 150+ countries on five continents. In that role, she also led the engineering
and operations of the fiber-to-the-premises (FTTP)
network, which enables Verizon’s FiOS data and
TV services.
She has served as vice president of Network for
Verizon Wireless, overseeing design and deployment of the 4G LTE network with responsibility for
network performance, quality assurance, product
and service rollouts and regulatory compliance.
She also served as vice president of Video Services at Verizon, responsible for overall program
management and performance assurance.
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R S I N S T E M Nicki began her career at Bell Atlantic in 1990
and has held leadership positions in engineering,
operations, and project and service management supporting advanced data and IP products
in the consumer and business markets.
Active in a number of organizations including the
National Academy Foundation, Nicki is a staunch
advocate for women in business and promoting
education and careers in Science, Technology,
Engineering and Math (STEM). For the past three
years (2012, 2013 and 2014), she has been named
to the Fierce Wireless list of Most Influential Women
in Wireless. In 2014 she was named as one of the
Working Mothers of the Year by Working Mother
and an honoree of MAKERS, a digital video initiative featuring women’s stories. In addition, the Girl
Scouts of Greater New York honored Nicki with its
2013 Woman of Distinction award.
Nicki earned a bachelor’s degree in Industrial Engineering from Penn State University and
an MBA from the University of Pennsylvania’s
Wharton School.
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majors have the highest median earnings at $92,000 a
year, according to the U.S. Census Bureau’s 2014 report
on STEM graduates. A STEM education can be the
ticket for young women and underrepresented minorities to support themselves and their families and fulfill
the promise of a better life, which can benefit them for
decades to come.
Over the next 10 years, the most robust job growth will
be in fields requiring science, technology, engineering
and math (STEM) skills. The STEM job market is growing
at twice the rate of any other job market - in fact, 62%
of STEM job growth is in technology. By 2018, the U.S will
be graduating only 52% of the needed Computer Science and IT workforce from its universities.
We also know that if we are to be serious about getting more girls into STEM, we have to change societal
attitudes about girls in math and science. That’s why
we partnered with the group MAKERS and produced
a digital campaign called #InspireHerMind. The campaign was highlighted by a video showing a young
girl being discouraged by her parents from pursuing
her love of science. Ultimately, the spot asked viewers
to encourage our daughters to aspire to be not only
“pretty,” but “pretty brilliant,” too.
STEM jobs help young people set themselves up for
careers in solving real-world problems, like climate
change and healthcare. We must use technology to
underpin how we attack these problems and if we
prepare young people to play a meaningful role in an
increasingly tech-based economy.
What challenges and opportunities do you see in
the way we teach technology?
At Verizon, we see that mobile technology has the
potential to play a crucial role in revolutionizing classrooms and sparking interest in STEM subjects. After all,
this is technology that kids love - technology that’s
unique in its ability to put the world into individual students’ hands, no matter where they live.
Through our Verizon Innovative Learning Schools (VILS),
we’re bringing connectivity and digital devices to
young people - especially those who otherwise would
be left on the distant side of the digital divide - and
showing teachers the best ways to use the technology for learning. We’ve been working in underserved
schools, across the nation in rural, urban, suburban
environments since 2012.
Concentrating on science and math classes, we recognized that if we could train teachers on how to use
smartphones, tablets and technology in the classroom,
we could change the way that they teach and the
way students learn. We also focus on schools with technology in place and help teachers understand how
to best leverage the technology to increase effectiveness, engagement and comprehension.
In addition, we’ve partnered with NAF, a national program that uses a public/private partnership model to
set up specialized academies within public schools,
with a mission of preparing students for success in college and careers. There are 667 NAF academies serving more than 81,000 students that focus on career
readiness in fields such as engineering and IT. NAF
academies have a proven record of success: average
high school graduation rate is more than 90%, and
more than half of these graduates earn bachelor’s
degrees in four years.
How do we encourage students to continue their
study of STEM subjects, particularly women and
underrepresented minorities?
Many students may not realize that jobs requiring STEM
skills are very lucrative jobs. For example, engineering
©2015 STEMconnector® All Rights Reser ved
What counsel would you provide on “collaborating to achieve success” in STEM education and the
workforce?
There are three critical factors. First, ensure you have
measurable results. Our social impact programs are
metrics-driven. In everything we do, we apply a logicbased model that systematically captures data
against short-term, mid-term and long-term goals. The
results provide insights on how to replicate and scale
our programs up for greater impact, or make adjustments and tweaks.
Second, have a true partnership with teachers in the
classroom. Our work with VILS and NAF academies
are examples of how we can enlist frontline teachers,
engage students and bring real-life challenges and
teaching moments, helping to foster an environment
to learn, create and innovate.
Another example of how Verizon actively engages
students in real-life workplace experiences is through
our App Challenge. The goal is to train regional and
national winning teams to develop their winning concepts into apps. We’ve also launched an app development course in underserved schools through a
partnership with Network for Teaching Entrepreneurship as well as in after-school locations through a partnership with the Boys & Girls Clubs of America.
Third, you must engage the employees in order to
be successful. Your employees are your face of the
company, and they can encourage girls and minorities in their communities, extending the reach of how
important STEM skills are for a bright future and serving
as examples to these young women and underrepresented minorities.
Finally, there’s nothing preventing all of us from doing
more to encourage young people to engage in STEM
education. Parents, aunts and uncles, mentors, community members - we all must get involved and do
more. Whether it’s hosting a career day, mentoring a
young person, or hosting a school at your workplace,
there are things each of us can do amplify the message around the importance of STEM education.
1 0 0 C I O / C TO L E A D E R S I N S T E M | 213 Verizon Wireless
Why is STEM education/workforce development
critical to the future of our nation?
As one of the world’s leading technology companies, we are acutely aware that technology influences every aspect of our lives -- and its importance
grow daily. Everyone from farmers to fashion designers
increasingly rely on technology to be successful.
David Kline
Chief Technology Officer
Viacom Inc.
Viacom is home to premier global media brands that
create compelling television programs, motion pictures,
short-form video, apps, games, consumer products, social
media and other entertainment content for audiences in
more than 180 countries and territories. Viacom’s media
networks, including Nickelodeon, CMT, Nick Jr., TeenNick,
Nicktoons, TV Land, Nick at Nite, MTV, VH1, Comedy
Central, SPIKE, Logo, BET, CENTRIC, Channel 5(UK), Tr3s,
Paramount Channel and VIVA, reach a cumulative
3.4 billion television subscribers worldwide. Paramount
Pictures is a major global producer and distributor of
filmed entertainment.
214
David Kline is Viacom’s Chief Technology
Officer. He provides strategic leadership for
the company’s technology infrastructure
and oversees Viacom’s Online Central Platform Technology and Interactive Services,
Content Creation and Distribution Technology, Application Development and Information Security and Compliance.
ing Nickelodeon, CMT, Nick Jr., TeenNick,
Nicktoons, TV Land, Nick at Nite, MTV, VH1,
Comedy Central, SPIKE, Logo, BET, CENTRIC,
Channel 5 (UK), Tr3s, Paramount Channel and
VIVA, reach a cumulative 3.2 billion television
subscribers worldwide. Paramount Pictures is
a major global producer and distributor of
filmed entertainment.
Viacom is home to premier global media
brands that create compelling television
programs, motion pictures, short-form video,
apps, games, consumer products, social
media and other entertainment content for
audiences in more than 165 countries and
territories. Viacom’s media networks, includ-
Kline joined the company in November 2010,
after three years at Discovery Communications, where he had most recently been
Executive Vice President and CIO. Prior to
Discovery, Kline held senior technology roles
at Rainbow Media, a unit of Cablevision Systems, for nearly 10 years.
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In that vein, Viacom has long been a supporter of promoting diversity in STEM subjects, particularly within the
Media and Technology Services (MTS) group. MTS is the
home of technology for Viacom globally, everything
from cell phones to satellite dishes, financial systems
to mobile applications. Our programming at Viacom
appeals to a wide range of viewers from many different backgrounds. We believe supporting a workplace
environment that reflects the vastly diverse makeup
of our audience not only contributes to making our
content more compelling, but is simply the right thing
to do.
Great examples of these initiatives are a series of programs over the past several years to promote gender
diversity, both within our organization and externally
in the marketplace. These programs have included
internal communication and awareness campaigns,
support and sponsorship for developing female technology staff, and market facing initiatives such as
partnerships with Girls Who Code, ScriptEd, Women
in Technology conferences and college Hackathon
events. Viacom is working hard to extend our reach
and appeal to women interested in furthering a career
as a technologist. Viacom is also an active sponsor of
Women in Cable & Telecommunications (WICT) and
participates with WICT’s national chapter on events
and leadership development for female employees
(i.e. Betsy Magness and Rising Leaders Programs). In
addition, the MTS Dept. sponsored annual memberships to WICT’s local New York chapter that enabled
employees to participate in a wide variety of training
sessions and networking events.
As the Chief Technology Officer, David Kline has been
a positive advocate for diversity within the team. His
leadership has led to Viacom actively promoting
women into senior executive roles and creating focus
groups to identify changes in working practices that
better support the entire team. Dave has also prioritized engagement with recruitment agencies that specialize in finding a wide range of diverse candidates.
We are working closely with our recruitment partners in
Human Resources as well as these outside agencies to
coordinate efforts so we may find diverse pools of candidates for every open position. Our improved recruitment practices, combined with a focus on structured
career mapping that includes more gender-neutral
job descriptions, has created a more inclusive and
broader pipeline of talent.
Another important initiative to promote growth and
inclusiveness within Viacom’s technology group is a
strong emphasis on mentorship and coaching. Both
existing and new Viacom employees are encouraged
to participate in a mentorship program, particularly
our experienced female technology and business
executives to share their knowledge with newer members of the team. Technology focused training and
development is used to ensure strong technical and
general management skills, and is an important factor why many Viacom employees successfully find
new opportunities within the company. Encouraging a
culture where employees within the technology team
are put into visible and influential roles helps to promote an internal view that Viacom is the place where
technology staff can advance, irrespective of gender
or ethnicity. This is also helpful as we actively market
Viacom as a supportive place where all technology
candidates can be successful.
The Media and Technology Group’s emphasis in promoting diversity supports larger efforts throughout the
organization to foster a work environment that is inclusive and reflects our Viacom’s audience. We are proud
to be on the forefront of this challenge and look forward to continuing this good work.
Just this past summer, Viacom played host to 20 Girls
Who Code students for a seven week intensive internship program at our Time Square headquarters. We
provided the classroom, speakers, mentors, workshops,
fieldtrip, and laptops, and designed and executed a
program that fully integrates them into our core business-- producing and delivering great content to our
fans. Viacom employees will serve as mentors going
forward to these students as well so they might be a
resource as they enter the professional world.
©2015 STEMconnector® All Rights Reser ved
1 0 0 C I O / C TO L E A D E R S I N S T E M | 215 Viacom Inc.
From MTV to Comedy Central to Nickelodeon to Paramount Pictures, Viacom produces a wide selection
of television series and films that appeal to all ages—
from preschool to our most mature viewers. Overall, our
audiences skew younger, which means finding new,
innovative ways for our viewers to watch and engage
with our content is an enormous priority, and one that
is centered in utilizing new technology and innovating
current technological systems.
Scott Dillon
Head of Enterprise
Information Technology
Wells Fargo
Wells Fargo & Company (NYSE: WFC) is a nationwide,
diversified, community-based financial services company
with $1.7 trillion in assets. Founded in 1852 and headquartered
in San Francisco, Wells Fargo provides banking, insurance,
investments, mortgage, and consumer and commercial
finance through more than 8,700 locations, 12,500 ATMs, and
the internet (wellsfargo.com) and mobile banking, and has
offices in 36 countries to support customers who conduct
business in the global economy. With approximately 266,000
team members, Wells Fargo serves one in three households in
the United States. Wells Fargo & Company was ranked No. 30
on Fortune’s 2015 rankings of America’s largest corporations.
Wells Fargo’s vision is to satisfy all our customers’ financial
needs and help them succeed financially.
Scott Dillon is head of Enterprise Information
Technology at Wells Fargo,one of the country’s
largest and most innovative information
technology groups with more than 13,000
talented team members who help keep Wells
Fargo at the forefront of America’s diversified
financial services companies.
Under his leadership, technology team
members set IT strategy, deliver systems
software design and development, and
provide Wells Fargo global customers ‘roundthe-clock’ banking access through in-store,
online, ATM, mobile device and telephone
transactions. They serve customers directly
through systems availability and security, as
well as indirectly, through internal business
partners who deliver a wide range of financial
products and services.
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R S I N S T E M During his nearly two decades with the
company, Scott has held various executive
positions, including global head of Technology
Infrastructure Services, head of Enterprise
Hosting Services, chief information officer
for Wholesale, Trust and Investment Banking,
and head of Payment Strategies – where he
created and led the Strategic Alliances &
Ventures groups.
Prior to joining Wells Fargo, Scott was a
Partner at Deloitte Consulting holding various
leadership positions in the Strategy and
Financial Services practices while also acting
as a Lead Client Services Partner for multiple
top 10 financial services organizations.
Scott received a Bachelor of Science degree
in Banking from the University of Minnesota
Carlson School of Management.
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The reasons for the disruption we feel are clear and
obvious. Customers want what they want when they
want it. To meet these ever-growing expectations, most
companies are redefining customer interactions and
how they address them. Many are developing omnichannel approaches to ensure they provide customers
the tools they need. In order for companies to stay
ahead and to continue offering superior customer
service, it is vital that STEM stay at the forefront.
STEM education provides upcoming generations the
opportunity to continue embracing new ideas and
technology that will drive innovation in the future.
Developing skills in science, technology, engineering
and math will give young people the opportunity to
succeed in any field they decide to go into. There are
many aspects of the world where STEM education is
vital. It can lead to medical advances, the way people
interact with each other from various locations around
the world, and it can even lead to solutions for some
of the world’s greatest challenges such as climate
change - to name a few. However, to narrow in on the
financial services industry, skills in STEM will bring about
the next wave of disruption that will ultimately change
the way and help our customers succeed financially
in the future.
Venture capital firms, private equity firms, portfolio
companies, universities and large technology vendors
all make up the technology ecosystem within the
©2015 STEMconnector® All Rights Reser ved
financial services industry. In order to promote
advances in technology and STEM education, Wells
Fargo dove into the ecosystem by conducting our
first campus “protothon” with students from Stanford
University and UC Berkeley in October of 2014. During
the protothon, people with different skillsets from
different backgrounds formed teams to develop
initiatives and prototypes designed to help millennials
start saving and build financial health and stability
using online and mobile platforms.
At the protothon, each team worked side-by-side with
leaders in our company from different lines of business,
as well as professionals in startup businesses and
data analytics who served as mentors for the college
students. The protothon was a great opportunity
for us to participate and engage with the millennial
generation to stimulate interest in STEM opportunities.
The winning idea incorporated an online website
where millennials could express their financial issues
or concerns, without needing to go to traditional
advice channels. The runner up developed a mobile
app to assist millennials in saving for their futures. This is
one of several examples of how companies, like Wells
Fargo, have stepped up to help build an exceptional,
technically skilled workforce.
Disruption is good for business. It enables change
and investments to position a company towards
the future. Customers in any kind of business, using
any type of product or service, deserve to have a
seamless experience. Technology helps companies
to offer this to their customers, and that is why STEM
education is so important. Innovation won’t do it
alone. Our greatest successes will come from our
ability to build environments and a culture that
promotes STEM skillsets in all levels of education. The
importance of STEM will only increase as technology
becomes even more pervasive in aspects of our daily
life. The investment of time and resources to prioritize
STEM will lead our industries into the future because
people will always be your company’s biggest
competitive advantage.
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From start-ups to students:
STEM breeds innovation
The financial services industry is truly in a time of extreme
change. The pace of innovation and proliferation of
mobile devices has completely altered our expectation
of technology. We are all using technology in new
ways to do everyday tasks like deposit a check, order
groceries, pay for coffee or board a plane. The current
buzz word is disruption but it comes in many forms. To
Wells Fargo, disruption means anything that causes us
to change or rethink our approach and, in some cases
innovate our model - whether in security, operations or
consumer habits.
Sophie
Vandebroek
Chief Technology Officer
& President of Xerox
Innovation Group
Xerox
Xerox is a global business services, technology and document
management company helping organizations transform the
way they manage their business processes and information.
Headquartered in Norwalk, Conn., we have more than
130,000 Xerox employees and do business in more than 180
countries. Together, we provide business process services,
printing equipment, hardware and software technology for
managing information -- from data to documents. Learn more
at www.xerox.com
Sophie V. Vandebroek has been Xerox’s
Chief Technology Officer and the President
of the Xerox Innovation Group since 2006.
She is responsible for leading Xerox’s global
research labs with the mission to create highimpact innovations that drive profitable revenue growth and maximize the return on
the company’s investment in R&D. Xerox’s
research labs are located in Europe, Asia,
Canada and US and include the Palo Alto
Research Center (PARC Inc.).
Previously, Dr. Vandebroek was Chief Engineer of Xerox Corporation and Vice President
of the Xerox Engineering Center, Technical
Advisor to Xerox’s chief operating officer
and Director of the Xerox Research Centre
in Canada.
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R S I N S T E M Dr. Vandebroek is a Fellow of the Institute of
Electrical & Electronics Engineers, a Fulbright
Fellow and a Fellow of the Belgian-American
Educational Foundation. She holds 14 US patents. Dr. Vandebroek has received awards
from Xerox, IBM, HP, Monsanto, the Belgium
National Science Foundation, Semiconductor Research Corporation, IEEE, and Cornell
University. Dr. Vandebroek was inducted into
the Women in Technology International Hall
of Fame and elected into the Royal Flemish
Academy for Arts & Sciences.
Dr. Vandebroek is a member of the Board
of Directors of Analogic Corporation and of
IDEXX Laboratories. She also serves on the
advisory council of the dean of Engineering
at Massachusetts Institute of Technology.
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•A new Internet with better security, lower bandwidth
requirements, and seamless mobility.
•A world where non-experts can design and manage complex business processes without the help of
a “techie.”
•A smart home that not only monitors energy use, but
your family’s vital signs as well.
•Virtual personal assistants (maybe embedded in
a contact lens or even in our bodies) that understand human behavior, help prioritize our work and
encourage us to eat a diet that relates to our current
health needs.
Those are some of the things that will be enabled
by the Internet of Everything (IoE). I discussed the IoE
during a recent retreat of global policy leaders who
wanted to “look around the corner” at critical technology challenges and trends that are affected by regulations and governmental policies. A few days later I
met with a group of Xerox summer interns, and one of
the first topics to come up: the Internet of Everything!
The idea of everyday objects communicating with
each other and the rest of the world is on the minds
of both our youngest scientists and today’s top policy
makers and executives.
At the Technology CEO Council’s policy retreat
I outlined three pillars that will make the Internet
of Everything possible and fuel the future of the
global economy:
1. Everyday objects that sense and respond to their
environment. This means connecting ordinary objects
to the Internet and making them smart. Objects will
provide useful intelligence about how we use and
interact with them, and allow them to interact with
each other. Miniaturization of the chips and radios that
make the objects smart is essential for practical applications, as is low cost.Intelligent objects will exist everywhere, in our homes, offices, vehicles, cities – all around
us. Wearable and implantable devices will sense and
improve our quality of life. Cisco predicts 50-75 billion connected “things” within next 6 years, up from
around 9 billion connected phones and laptops today.
All future products will be intelligent and connected.
In addition to doing their core function, products will
become the basis for totally new services that leverage the data they generate. One such example is the
Nest Labs connected thermostat start-up that allows
new services benefiting the utility industry.
2. A smart and secure flexible infrastructure. We are
already struggling to deal with the volume of information traversing the Internet today. A new paradigm is
needed that supports this array of intelligent everyday
objects, and the need for connectivity and information delivery, all with the proper security. At PARC, we
are developing the next generation Internet architecture: Content-Centric Networking (CCN) with partners.
A CCN network promises to improve security, lower
©2015 STEMconnector® All Rights Reser ved
response and bandwidth requirements, as well as
enable seamless mobility.
3. Useable real-time insights. Today’s buzzword, “Big
Data,” is an opportunity, but it’s not a solution. The challenge is to take the many streams of real-time data,
seamlessly merge them and extract the knowledge
they contain. These useable insights create value for
people, automated systems and enterprises. What’s
important is enabling the big data to tell a story. Making sense of anomalies in patterns, for example, can
allow companies to proactively service critical equipment, or help doctors take better care of their patients.
City officials can use this type of information to create
a less congested, greener city, allowing all of us to live
healthier lives.
When intelligent, ordinary objects, smart and secure
flexible networks, and useable real-time insights work
in concert, a “perfect storm” of functionality emerges.
This storm will completely disrupt entire industries.
“Googling reality” will become mainstream. Gartner
predicts that the total economic value-add for the
Internet of Things will be $1.9 trillion dollars in 2020. The
more important value of the Internet of Everything will
be measured in the good it enables: saving lives, making the economy work better, efficient energy usage,
better education for our children, and the list goes on.
Disruption that comes with this sort of change is exactly
what policy makers are thinking deeply about. The
need for global standards, economic incentives, security, privacy and protecting civil rights were top of mind
at the retreat I attended. A lot of discussion referenced
a recent report from the White House that examined
how Big Data will transform the way we live and work
and alter the relationships between government, citizens, businesses and consumers. I am reading it, and I
encourage you to take a look at it as well.
A recent questionnaire issued by the Pew Research
Center Internet Project late last year asked more than
1,600 technology innovators, entrepreneurs, analysts
and others if they think the Internet of Everything will
have widespread and beneficial effects on the everyday lives of the public by 2025. The majority said yes,
and so do I.
At Xerox, we have a track record of improving the
quality and experience of life through the power of
innovation. Collaborating with clients and partners,
we are working on creating intelligent objects, a smart
and secure flexible network infrastructure, and extracting usable real-time insights to make the Internet of
Everything, and its positive impact on society, a reality.
Published on July 15, 2015 for Xerox’s Innovation Blog.
Reprinted with author and company’s authorization.
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Here’s How the Internet of Everything Will Change
Everything
When I look around the corner at critical technology
opportunities and trends, here are some of the things
I see:
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My charter as Chief Technology Officer is to scan new technologies in order to
understand the “what” and, more importantly, the “so what”–the potential positive
business impacts, implementation complexities, risk factors, and relative maturity
of any given space. My goal is to get to the “now what”—helping clients drive
innovation.
—Bill Briggs, Chief Technology Officer, Deloitte Consulting LLP
Sciences, technology, engineering and math influence a wide variety of human
endeavors, from architecture and design to the behavioral and social-sciences.
STEM education can enhance both national competitiveness and global prosperity – it is not a zero-sum game.
—K Ananth Krishnan, Chief Technology Officer, Tata Consultancy Services
Cisco encourages STEM education with students (particularly women and
under-represented minorities) by remaining involved in the community and
through programs within the company.
—Guillermo Diaz, Jr., Senior Vice President & CIO, Information Technology, Cisco
Our research tells us the younger generation sincerely wants to shape their careers to not only get involved in developing exciting technology innovations, but
they want to devote their time and expertise making a direct impact on improving the quality of life and creating a better global society.
—Pam Stenson, President, CIO Executive Council
As I go around the country addressing the topic of the “skills gap,” without doubt,
the question I get asked most often is “how do we bridge the gap?” I often
answer the question by asking the audience this one, “raise your hands if you
can remember the name of the best teacher you ever had.” It never fails. Nearly
every person in the room raises their hand.
—Gary Beach, Former Publisher, CIO Magazine
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