PROFILE
YOU CAN DEVELOP PEOPLE AND I
THINK THAT IS KEY GOING FORWARD.
advisor to the CEO and needs to research,
looking at trends and talking to the partners.
You’ve and you’ve got to have those traits in
order to speak to senior people.
say, ‘we think if you did the following, you’re
going to drive turnover’. day isn’t made of up of what we can do to
fix some sort of instability.
What would you say your typical day
is like? What have been the main challenges
you’ve had to overcome and what
are the important lessons you’ve
learnt in your career?
What is your managerial style?
The IT role in the past was very functional
where you just ran the systems, but today
IT is a commodity and it’s easier to get
solutions. So, you’ve got to collaborate, and I
think my style is very much like that.
I come from an engineering background and
enjoy the innovation side. You’ve got to be a
‘product person’ who goes into a store and
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INTELLIGENTCIO
We’ve got 103 key projects running at any
time, 50 of which are Tier 1 projects, then we
have strategic plans that have dependencies.
I have to make sure that each project has
government teams and are all meeting
deadlines. I’m driving new initiatives through
IT teams and making sure they have the
resources to do it. Then, on the business side,
the change process is in place. Fortunately,
we’ve had a very stable environment, so my
The biggest thing I’ve had to do is the
development of people. In our Group, IT is a
critical component, so I don’t have to sell it to
them, which is a great asset. But the business
doesn’t always know what it wants, so you
have to have the skill sets. And thirdly, you
need to have leaders in the IT driving them
forwards, but also addressing the issues and
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