Business Chief USA January 2019

online.magazines

HHH USA

EDITION

JANUARY 2019

www.businesschief.com

DIGITAL DISRUPTION

IN ENTERTAINMENT

Procurement

transformation

at a finance giant

Inclusive digital

transformation

NEELAM SANDHU ON HOW THE

COMPANY HAS BECOME

A PLATFORM FOR WOMEN IN TECH

City Focus

TECHNOLOGY

FOR A SAFER CITY

TOP 10

BRANDS IN

THE USA


IF YOU LIKE US

, FOLLOW US!!

04

USA Edition

EDITOR IN CHIEF

Harry Menear................

MANAGING EDITORS

Andrew Woods..............

Olivia Minnock...............

CREATIVE DIRECTOR

Daniel Crawford............

CREATIVE TEAM

Frazer Jones.....................

Mitchell Park...................

Lucie Miller......................

Hollie Crofts–Morris......

Erin Hancox.....................

Alicia Lolotte...................

PRODUCTION DIRECTOR

Georgia Allen..................

PRODUCTION EXECUTIVE

Daniela Kianickova......

DIGITAL VIDEO DIRECTOR

Josh Trett...........................

DIGITAL VIDEO PRODUCER

Emily Amos......................

SOCIAL MEDIA EXECUTIVE

Callum Rivett..................

USA MANAGING DIRECTOR

Craig Daniels...................

CANADA MANAGING DIRECTOR

Arron Rampling............

PROJECT DIRECTORS

Tom Venturo...................

Denitra Price...................

Jassen Pintado................

Craig Killingback...........

James Berry......................

Jake Megeary...................

OPERATIONS DIRECTOR

Alex Barron......................

UK MANAGING DIRECTOR

James Pepper..................

CHIEF OPERATIONS OFFICER

Andy Turner....................

PRESIDENT & CEO

Glen White.......................

Visit the BusinessChief.com website and sign up

to receive exclusive access to one of the world’s

fastest growing business news platforms.

CLICK NOW

TO SUBSCRIBE

FOR FREE

PRESS PLAY!

WHEN YOU SEE THE PLAY BUTTON ICON,

CLICK TO WATCH OUR VIDEO CONTENT

Get Connected!

Wherever you see these icons in the magazine

click to be directly connected via social media

PUBLISHED BY

Click the home icon (when visible at top

right of page) to return to contents


WELCOME

Welcome to the January edition

of Business Chief USA.

This month we sit down with Neelam

Sandhu to find out how a desire to work

in a fast-paced and dynamic environment,

where she could utilize her skills

in business strategy and be a genuine

ambassador, lead her to become Senior

Director of Business Operations,

Office of the CEO at BlackBerry.

We talk with Sandhu about how her role

“touches every function of the company

in some capacity”, and get her insider

perspective on BlackBerry’s reinvented

focus, the fast-emerging Enterprise

of Things, and challenges faced by

women in tech.

It takes agility and an innovative mindset

to carve out a place for yourself and

your business in the fastest growing

markets in the world, but Wendy Chen,

founder and CEO of Omnistream is

doing just that. Business Chief catches

up with her to find out how her retail

analytics company cuts through

the “chaos and noise” of traditional

consulting strategies.

This month we also find out how mortgage

investment giant Fannie Mae bridges

the gap between the company’s business

aspirations and the procurement space.

Andrew Woods interviews the Managing

Director of Strategic Sourcing and

Category Management, Rajeev Karmacharya,

about how he reconciles

the two too-often disparate aims.

This month’s issue also looks at Las

Vegas’ partnership with an Israeli tech

startup that uses artificial intelligence

to reduce traffic congestion, and our

Top 10 feature ranks the most valuable

US brands.

Enjoy the magazine, and join in the

conversation on Twitter:

@Business_Chief

Harry Menear

harry.menear@bizclikmedia.com

05

www.businesschief.com


CONTENTS

Inclusive digital

transformation

12


38

City Focus

‘We are Data

Managementas-a-Service’

62

Top 10

Brands

in the USA

52

A CUSTOMER

JOURNEY

DRIVEN BY DATA

70


CONTENTS

136

Bray International

86

Viacom

150

Johnson

Brothers

108

Radius

Networks

124

Truliant Federal

Credit Union

164

Fannie Mae


222

Brown- Forman

184

Cincinnati

International

240

Allegis Global

Solutions

258

196

Rosewood

Hotels and

Resorts

University of

Saskatchewan

270

208

SSR Mining

Proton International


Covering every angle

in the digital age

The Business Chief platforms offer

insight on the trends influencing

C and V-level executives, telling the

stories that matter

CLICK TO SUBSCRIBE FOR FREE

www.businesschief.com


12

How BlackBerry

is undergoing

a legendary digital

transformation and

creating an inclusive

platform for women

in technology

WRIT TEN BY

LAURA MULLAN

PRODUCED BY

CRAIG DANIELS

JANUARY 2019


TECHNOLOGY

13

www.businesschief.com


BLACKBERRY

Following BlackBerry’s incredible

turnaround, we talk to Neelam Sandhu,

Senior Director of Business Operations

Office of the CEO, about BlackBerry’s

reinvented focus, the fast-emerging

Enterprise of Things, and challenges

faced by women in tech

14

‘Do what you enjoy the most and you’ll

never work a day in your life’ – this

may be a well-versed platitude, but

for Neelam Sandhu it has proven to be

sound advice when navigating through

her career. She knew that she reveled

in fast-paced and dynamic environments,

that she wanted to utilize her skills in

business strategy, and most importantly

that she wanted to work for a company

for which she could be a genuine

ambassador. This inevitably led her to

the world of technology and ultimately

the doors of BlackBerry. The rest, she

says, is history.

Now, Senior Director of Business

Operations Office of the CEO at

BlackBerry, Sandhu describes her

role as one which “touches every

JANUARY 2019


TECHNOLOGY

Neelam Sandhu,

Senior Director of

Business Operations,

Office of the CEO,

BlackBerry

function of the company in some

capacity”. One day she may be meeting

with government officials and customers,

the next launching a new internal

expense management system, or

executing on initiatives like the

BlackBerry Shield.

Sandhu has seemingly found her

calling in the technology sector but

unfortunately, women in this field are

increasingly rare. A report by Accenture

and non-profit Girls Who Code

noted that women account for 34% of

computing jobs today, down from 37%

in 1995. Elsewhere, in the UK, figures

from the Women’s Engineering Society

(WES) show that just 15% of people

working in STEM (Science, Technology,

Engineering and Mathematics)

roles are women – and only 5% of

leadership positions in the technology

industry are held by women. The

statistics make for disheartening

reading, but Sandhu is optimistic that

we could see change on the horizon.

“In my career, I’ve certainly

experienced some bias from men and

women alike,” she recalls. “However,

I’ve been very fortunate that, for me,

BlackBerry has been a great place

to grow and learn and to advance my

15

www.businesschief.com


SIMPLE SOLUTIONS

FOR ANY SIZE

BUSINESS

We understand the needs of your travelling

business, no matter how big or small.

Our range of tools, services, exclusive offers,

and tailored solutions, were all designed

with the success of your business in mind.

Whether you fly a little or a lot, there’s a program

waiting to help elevate your business travel.

Find yours today at

aircanada.com/businesstravel


Celebrating Diversity

and Inclusion

RBC commends BlackBerry for their

efforts to champion and promote

women in technology. We share

their drive and desire to encourage

diversity and inclusion in the

workforce across all industries.

rbc.com

This advertisement is for informational purposes only. ® Registered trademark of Royal Bank of Canada. Used under license. © Copyright 2018. All rights reserved.


TECHNOLOGY

career, with support from both

genders. I wouldn’t be where I am

today without that support. There are

still a number of challenges that need

to be worked on in every industry, not

just in technology, when it comes to

gender diversity and equality,” she

adds. “But I think the conversation is

changing – it’s becoming less taboo

and men are getting involved in the

discussion as well, which is critical.”

One of the biggest hurdles, Sandhu

believes, lies in the lack of female role

models in male-dominated fields.

“Women don’t have those same role

models or examples as men to look up

to or emulate,” she observes. “But I do

think that's changing. For example, we

can see that two leaders of General

Motors – the CEO and the CFO – are

both women. The automotive industry

is one which is notoriously male-dominated

so we are seeing change right

there. Betty Liu is another example.

She began her career in journalism,

went on to start her own business and

now she is the Executive Vice Chairman

of the New York Stock Exchange.”

Another hurdle, Sandhu believes, lies

in education. Surveying over 2,000

A-Level and university students in the

UK, PwC found that only 3% of women

say a career in technology would be

their first choice. “We need to increase

the pipeline of women in STEM and

that starts with education,” notes Sandhu.

19

www.businesschief.com


BLACKBERRY

20

“At BlackBerry, we’re very focused on making sure that

whatever we do is positively impacting society – that’s

something that is not traditionally seen in or associated

with technology”


Neelam Sandhu,

Senior Director of Business Operations,

Office of the CEO, BlackBerry

“We need to work on creating an envir–

onment where women feel comfortable

learning STEM topics. Not only is

the professional environment male

dominated, but the education environment

is too. So, creating that environment

or community where women feel

comfortable in STEM is important.”

Sandhu also suggests that creating

the right messaging that appeals to

women and encourages them to get

involved in STEM could prove helpful.

“For example, at BlackBerry, we're very

focused on making sure that whatever

we do is positively impacting society

for the better – that messaging is not

traditionally seen in, or associated with,

technology,” says Sandhu. “Technology

is often seen to be a more rational,

colder environment. If we can change

the messaging to highlight the value

that technology adds to society, it will

attract more women to the sector.”

‘Impacting society for the better’: it's

an admirable statement, and it’s one

which BlackBerry is putting into practice

JANUARY 2019


TECHNOLOGY

EXECUTIVE PROFILE

Neelam Sandhu

Neelam Sandhu is responsible for the operations of the CEO office,

including supporting the CEO in managing key customer and government

relationships globally, management of and content

development for internal and external engagements, and driving

strategic cross-functional projects to deliver operational efficiencies.

Neelam also manages BlackBerry’s travel strategy and operations.

Since joining BlackBerry in 2009 Neelam has held various

positions, based out of the company’s United Kingdom,

New York and California offices. Her responsibilities

have included Brand Management, Brand Messaging,

Marketing Operations, Go-To-Market for the Curve

and Porsche Design products and Corporate Strategic

Initiatives. Neelam holds a bachelor’s degree,

with honors, in Business Management, from the

University of Leicester and an Executive Certification

in Financial Analysis from the University of

California at Berkeley’s Haas School of Business.

21

www.businesschief.com


BLACKBERRY

22

“BlackBerry represents

the ambition in diversity

and inclusion that RBC

seeks out in our business

partners, with its leaders

fundamentally recognizing

the power of humanity –

and human values – in our

tech-driven age. As a

thought leader, Neelam is

showing how this approach

is esse–ntial to ensuring

that we create technology

for good, for all of our

employees, customers,

clients and communities ”


Bruce Ross,

Group Head of Technology & Operations,

Royal Bank of Canada

JANUARY 2019


TECHNOLOGY

ever since it shifted its roadmap following

a mammoth transformation. To say

BlackBerry has reinvented itself in the

past decade would be an understatement.

At its peak, its smartphone was

in the hands of almost every corporate

and business professional, with sales

reaching a crescendo between 2009

and 2011. As the competition heated

up, BlackBerry’s device sales slumped

and it decided it needed a new roadmap.

This is where John Chen, BlackBerry’s

current Executive Chairman and CEO,

entered the fray. A well-known turnaround

expert, Sandhu says that Chen

helped to herald in a new era for

BlackBerry. “He stabilized the company

financially and put us into growth mode.

To do that, he had to develop a strategy

which would take us into the future,”

she says. “He decided to focus on what

we do best: security and connectivity.”

Recognizing that the market was

shifting towards a software model,

Chen helped to spearhead a new chapter

in BlackBerry’s history, pivoting it

from a smartphone hardware firm to

an enterprise software and services

company. “He led the company

through a complete shift culturally,

operationally and strategically,” notes

23

www.businesschief.com


BLACKBERRY

24

CLICK TO WATCH: ‘BLACKBERRY SPARK ADVERT’

JANUARY 2019


TECHNOLOGY

“At the center of financial

markets, the NYSE plays

an important role in helping

great companies such as

BlackBerry raise capital

so that they can innovate,

create jobs and drive

purposeful programs

that advance the global

workforce and the communities

around them.

We commend BlackBerry

for its work to foster the

growth of its leaders,

and we congratulate

Neelam for being a strong

role model for women

in technology”


Betty Liu,

Executive Vice Chairman, NYSE

25

www.businesschief.com


BLACKBERRY

26

“At KPMG, inclusion and diversity

strengthens our business, enriches our

culture and enables us to develop

relationships with our communities.

We accelerate productivity by tapping

into diverse talent and new markets.

We are proud to team with BlackBerry

in their commitment to unlocking the

power of diversity and driving innovation.

I am thrilled to recognize Neelam for

representing BlackBerry, a company

committed to supporting women in

leadership and for being recognized as

a powerful example of female empowerment

in business and technology”


Tony Malfara,

Partner, Risk Consulting Services, KPMG in Canada

JANUARY 2019


TECHNOLOGY

Sandhu. “The future of the tech industry

and the connected world lies in software,

not in hardware, so we’ve evolved to

become a software company, focused

on connectivity and security. Chen also

identified a new market called the Enterprise

of Things (EoT) which we have

positioned ourselves to lead.”

Just as BlackBerry mobilized the

workforce with smartphones – allowing

employees to send emails on the go,

for example – so too have other

technologies and tools transformed

the way we work. As more and more

devices and tools enter the enterprise

workflow, there is a greater need to

make this workflow secure and this is

where BlackBerry is making its mark.

“The Enterprise of Things isn’t just

about the assets that your employer

provides you; the enterprise workflow

is expanding to include other Things

that aren’t provided by the enterprise.

For instance, an employee might use

a file sharing solution that isn’t provided

by their employer or a device like

an Amazon Alexa speaker. There are

more Things being connected into

daily work processes that aren’t under

the enterprise’s control. This means

that enterprises will demand BlackBer-

27

www.businesschief.com


BLACKBERRY

“BlackBerry is a company driven by strong

corporate ethics. I believe there is strength

in diversity and am committed to leading an

inclusive organization. In an increasingly

integrated world it is unification that unlocks

the power of our platform and I am proud to

be a champion for women and minorities in

technology leadership positions”


John Chen,

Executive Chairman & CEO, BlackBerry

28

CLICK TO WATCH: ‘BLACKBERRY WATERLOO CAMPUS’

JANUARY 2019


TECHNOLOGY

29

ry-grade security for more and more

connected Things. We also expect to

see the same request from consumers,

as they become increasingly aware

of their privacy landscape and demand

greater transparency from technology

companies.”

With more endpoints comes greater

risk and this is where BlackBerry’s

expertise in security and connectivity

come into play. “Today we’re very

focused on securing all EoT endpoints

and ‘all’ is the keyword here because

we are platform agnostic in what we

do,” Sandhu explains. “We are keen

to make sure that everybody who is

connected to a ‘Thing’ is benefiting

from BlackBerry's best-in-class

security, BlackBerry's data privacy

promise, and our legacy and reliability

when it comes to connectivity too.”

The BlackBerry Spark platform is

designed to tackle the growing EoT

market. It delivers ultra-secure hyperconnectivity

from the inside out.

“There’s a scientific theory called the

‘grand unification theory’ and it states

that everything in the universe can be

www.businesschief.com


BLACKBERRY

30

brought together by a single unifying

force, and that's how we describe

BlackBerry Spark – it’s a single platform

that unifies every connected ‘Thing’

securely, reliably, with user privacy at

the forefront.”

As more hacks and cybersecurity

threats make the headlines, security

has become a pressing concern for

any firm. It’s a top priority for BlackBerry

too. Sandhu describes the firm as

one which “lives and breathes security”,

proven by the fact it works closely

with famously secure organizations like

the G7 governments, NATO, and some

of the world’s largest banks and medical

institutions. On top of this, BlackBerry

also uses its own technologies and

products, ensuring its internal security

is of the highest caliber. “We can't have

a single conversation at BlackBerry

without the word ‘security’ coming up,”

she observes. “We live and breathe

security so that the end user and the

enterprise doesn't have to worry about

it. Our security expertise has been built

into our platform since day one. It’s been

built into every layer of our solutions, from

the kernel to the edge, and so I’d say

security is definitely one of our key

competitive tenets.”

JANUARY 2019


TECHNOLOGY

“As Canada’s flag carrier,

Air Canada takes pride in

projecting Canadian values

such as equality and inclusiveness

around the world

and we celebrate these

qualities every day at our

airline, as shown by the

prominent role women play

in all parts of our company.

We are always pleased when

we see other major Canadian

companies, like Black-

Berry, also promote these

values and we congratulate

Neelam on her remarkable

accomplishments”


Catherine Dyer,

Senior Vice-President and Chief

Information Officer, Air Canada

31

www.businesschief.com


BLACKBERRY

32

“Bell is committed to fostering

an inclusive, equitable,

and accessible workplace

that provides all team

members with the opportunity

to reach their full

potential. We are proud to

partner with BlackBerry, a

fellow Canadian company

that proudly promotes

women to key technology

leadership positions, and

congratulate Neelam on

being recognized by

Business Chief


Devorah Lithwick,

Senior Vice President, Brand, Bell

JANUARY 2019


TECHNOLOGY

BlackBerry’s customers seem to agree

with this sentiment. Today, BlackBerry’s

software is embedded into more

‘Things’ than it was when it had its peak

of smartphones in the market – and at

that point of time, it had the largest

smartphone share in the global market.

One of the most notable examples of

its widespread use, Sandhu points out,

is its mass notification solution called

BlackBerry AtHoc which is used by

organizations like the G7 governments

and the Red Cross, in emergency situations

like natural disasters or manmade

threat situations. “They use BlackBerry

AtHoc to collaborate and send mass

notifications or alerts to other users.

In the last year, the solution has been

used to send around half a billion

messages around the world. It enables

users to be safe in their environment

and to be warned of potentially unsafe

situations.” This clearly harks back to

the company’s core ethos of wanting

to make a positive impact on society.

BlackBerry’s turnaround is well

evidenced and, for Sandhu, it has been

thanks in part to the company’s security,

its interoperability and, most importantly,

its stance on privacy. “From the

offset, we've promised data privacy,”

33

www.businesschief.com


BLACKBERRY

CLICK TO WATCH: ‘BLACKBERRY CO–OP TESTIMONIAL’

34

she says. “We don't monetize people's

data. We believe that the data belongs

to the person that's generating it,

meaning the end user. We've had that

promise since day one and we continue

to commit to it.” This has allowed

BlackBerry to foster sincere relationships

with its users built on trust which

may have given the firm a leg up in

the sector. “People have to trust the

solutions that they're using and that's

one of the key reasons why BlackBerry

is still successful and still a key brand

name. People trust us,” she adds.

On the road ahead, BlackBerry is

keen to keep its finger on the pulse of

JANUARY 2019


TECHNOLOGY

“At Sullivan and Cromwell,

we believe fostering

a diverse and inclusive work

environment is vital. I am

delighted that Neelam has

been recognized by Business

Chief as a woman

in tech leadership and we

are proud to partner with

BlackBerry, a company that

supports women in key

leadership positions”


Alison Ressler,

Partner at Sullivan & Cromwell and a

member of the firm’s management

committee.

35

www.businesschief.com


BLACKBERRY

36

JANUARY 2019


TECHNOLOGY

“At Torys, we strive to

uphold an inclusive and

diverse workplace. The

work we do for clients is

fueled by individuals who

are empowered to bring

their best selves to work

each day. It’s great to be

able to work alongside

like-minded companies

such as BlackBerry who

share the same ethos”


David Chaikof,

Partner at Torys

the latest innovations in the sector –

for instance, as quantum computing

comes more commonplace, security

will have to get smarter too and so

BlackBerry has launched a new quantum

security solution to get ahead of

the curve. Most importantly though,

Sandhu points out that as the landscape

changes the firm will continue

to remain focused on the three-word

mantra which got it where it is today:

security, privacy and connectivity. “In

the future, we'll maintain our data

privacy promise and we'll continue

to come up with solutions like

BlackBerry Shield that help keep

people safe,” she says. “We'll do

whatever we can to make these

solutions available to the whole

market by remaining platform

agnostic, and we’ll try to integrate all

connected ‘Things’ into our platform.

We will continue to stay true to our

core tenets.”

37

www.businesschief.com


LEADERSHIP

38

JANUARY 2019


‘We are Data

Managementas-a-Service’

Jaspreet Singh, founder and CEO

of Druva, talks about how the company

is making it simpler for businesses

to take advantage of the cloud

39

WRITTEN BY DAN BRIGHTMORE

www.businesschief.com


LEADERSHIP

40

Druva started out ten years ago building

disaster recovery software for the

financial sector but by 2013 it had

pivoted into building back up software and

data management tools purely native to the

Amazon Web Services (AWS) platform. This

was a strategic move so that any company

considering using AWS could also benefit

from Druva for its data solutions to and from

the platform. Druva (featured in the Deloitte

500) is now among the top three storage

partners for AWS, protecting more than

40 PB of data for 4,000 customers globally

(including the likes of Lockheed Martin, DHL,

Tata and Ikea). As the industry’s fastest

growing data protection provider, Druva’s

award-winning solutions intelligently collect

data; and unify backup, disaster recovery,

archival and governance capabilities onto

a single, optimized data set.

“The market wasn’t ready for mass cloud

adoption a decade ago but has come our

way in the last five years and, with the help

of funding, we’ve been very successful,”

recalls founder and CEO Jaspreet Singh.

“As the AWS and cloud traction picks up so

does the need for Druva - the industry’s first

data management-as-a-service solution

that aggregates data from endpoints, servers

and cloud applications. We leverage the

JANUARY 2019


public cloud to offer a single pane of glass

enabling data protection, governance and

intelligence, dramatically increasing the

availability and visibility of business-critical

information, while reducing the risk, cost and

complexity of managing and protecting it.”

With today’s market featuring software

providers such as Commvault, hardware

providers like EMC or hyper conversion

specialists like Rubrik, Singh saw a gap

for Druva as there was no cloud native

solution or SaaS tech to deliver a

unified service across the globe. “It

took us a few years to perfect delivering

a service with a predictable service-level

agreement (SLA) at a specific price point,”

he says. “A combination of innovation and

internal engineering was required to make

the solution extremely native to AWS. It’s a

custom build software service stack which

means we take care of security, cost optimisation,

DevOps etc. It’s been an interesting

journey and as AWS improves there is a

customer expectation we must also improve

our offering. Every time AWS makes a new

announcement for a new storage tier, an

improved way of doing machine learning or

input/output we are often the Beta partner to

be first to market with those new technologies.”

Druva’s partnership with AWS has been

41

www.businesschief.com


LEADERSHIP

42

leveraged in this way with Snowball

Edge. Druva supported its stack to sit

inside Snowball Edge from its day of

launch when private lanes were

announced for the transfer of data

between clouds so the company was

able to offer this service between

VMC, VLS and Amazon. “Now we can

support our customers not only in the

way the data can be protected, but also

how it can be analysed appropriately

and the value-driven,” adds Singh.

So what are some of the key benefits

Druva’s Data Management-as-a-Service

can offer its clients? “There’s a lot of

‘cloud washing’ right now…” counters

Singh. “But if you look at the core

benefits of cloud, it’s a lot more than

technology. It’s a business model built

around cost optimization, agility, innovation

and time to market. Druva stands

for all those things. Given that a platform

can replace traditional hardware,

software services and management

it’s a much lower TCU compared to the

typical workload where you have to buy

peak capacity for five years. With Druva

you can buy consumption on demand.”

Singh adds that when it comes to

business agility and innovation Druva

Jaspreet Singh,

Founder & CEO, Druva

JANUARY 2019


CLICK TO WATCH: ‘CONQUER YOUR MOUNTAIN

OF DATA WITH DRUVA AT VMWORLD 2018’

43

is transforming enterprises by adapting to

the new cloud native technologies much

faster than its customers can do on their own

and indeed quicker than any of its competitors.

“The third main benefit is our speed to market,”

he continues. “Druva is the only solution that

can be launched in as little as a week. It can

take months for our competitors to deploy a

solution like this. The peace of mind we offer

across the globe is something our customers

can’t get anywhere else.”

As data becomes more fragmented and risks

increase - with ransomware, GDPR, back-up/

recovery requirements and the locality of data

- a centralized way of managing information is

www.businesschief.com


LEADERSHIP

44

required so efficient data management

becomes essential. Druva’s alliances

with key partners drive that efficiency.

“Our most prominent partnership is

with AWS,” highlights Singh, who also

notes that Druva is gaining traction with

the likes of VMware for its virtualization

needs, helping it protect and manage

all customer data residing in private

infrastructure, public cloud and hybrid

virtual environments.

Highly integrated with Amazon there

are multiple tiers to Druva’s partnership,

enabling it to offer customers the best

integrated stack with a solution that

can be built through AWS Marketplace

and its unified billing model so AWS

credits can be used to purchase Druva.

“We’re also building further alliances

where AWS field reps are compensated

for selling Druva,” adds Singh. “We can

go to market together and attack the

best customer value together.”

Druva has also partnered with Nutanix

to offer a comprehensive hybrid cloud

solution for backup, archiving and

JANUARY 2019


“As the AWS and cloud

traction picks up so

does the need for

Druva — the industry’s

first Data Managementas-a-Service

solution

that aggregates data

from endpoints, servers

and cloud applications”


Jaspreet Singh,

Founder & CEO, Druva

45

disaster recovery. “Druva provides

workload mobility and data protection

with seamless hypervisor-level backup

to the Druva Cloud for Nutanix NX

appliances,” affirms Singh. “As a result,

customers get the simplicity and

performance of the Nutanix hyperconverged

infrastructure platform, with the

elastic scale, global reach and cloud

economics of Druva Phoenix cloudnative

data protection.”

Singh believes alliances like these are

vital to keep up with the trends of the

market and meet the changing needs

of Druva customers. “Our clients want

faster and more affordable ways to adopt

and adapt to cloud,” he says. “Allied to

this is the inherent desire from them

to mine data in the cloud and analyse it

to drive business value. Now, with data

born in the cloud, enterprises want a

holistic strategy to manage this new

kind of data now out of physical reach.

Druva plans to focus on all three,”

pledges Singh. “Today we manage the

business continuity and data protection

for our customers looking at cloud in

terms of secondary data, backup and

www.businesschief.com


LEADERSHIP

46

recovery data, disaster recovery – all to

be stored in the cloud, where we also

manage SaaS applications for them.

We’re also looking at ways to help

monetize and capitalize on the data

they have stored with governance,

compliance and analysis strategies.”

Druva has found success across a

diverse range of sectors. Among them,

GameStop — an American brand

which delivers online and offline gaming

services across the globe— is a big

AWS customer, with a successful online

gaming portal which required a holistic

data protection software solution. “They

not only needed to protect data at

hundreds of different locations across

the globe but also the data born in the

cloud where the architecture required

better AR resiliency,” explains Singh.

“Gamestop uses our platform to deploy

its software around the world and also

in its Amazon account to protect the

data born there allowing them to build

that holistic approach through Druva

protecting and managing its data.”

Elsewhere, Saint-Gobain (a construction

materials manufacturer founded in

France in 1665) is now one of Druva’s

biggest European customers after it

“Data integrations

currently take days

or weeks, but this will

give us the ability to

quickly backup an

acquired company’s

data and seamlessly

incorporate it into

our existing storage

repository”


Brian Bagwell,

Director of IT, North America, at ANDRITZ

JANUARY 2019


CLICK TO WATCH: ‘DATA MANAGEMENT-AS-A-SERVICE:

THE DRUVA STORY’

47

adapted to the cloud for the first time. “We

have helped them build a centralized backup

and disaster recovery practice on AWS

public cloud,” says Singh. “They are now

procuring software through Marketplace

to deploy where appropriate.”

Druva is also working with an Asian oil

mining company with rigs and platforms

across the world. “They had a unique problem,”

recalls Singh. “They had to find a way

to support predictive data delivered to their

ships across the fleet and return it for processing.

To make sure data was not lost they used

hardware throughout the fleet to physically

return it. But with Druva they were able to

www.businesschief.com


LEADERSHIP

48

automate data processing across their

oil rigs to automatically backup to cloud

and their data centre for processing

where results can be delivered. It was

a dramatic change in how they managed

their information cutting down their

processing time from months to a

matter of days.”

Druva’s customers can testify to the

strides made in transferring dozens of

terabytes of data to the cloud - which

can be an insurmountable challenge

for companies located where internet

bandwidth is at a premium. Steven Hill,

senior analyst of storage technologies

at 451 Research elaborates: “The new

AWS Snowball Edge is designed for

moving data at scale, and adds compute

capabilities to its hardened, secure

system for moving up to 100 TB to the

cloud. With AWS Snowball Edge, Druva

can offer a new model for data protection

that’s tightly integrated with cloud

migration capabilities.”

Brian Bagwell, director of IT, North

America, at ANDRITZ is excited about

the potential of this offering, both for the

management of his company’s current

JANUARY 2019


49

global footprint and for future mergers

and acquisitions: “Data integrations

currently take days or weeks, but this

will give us the ability to quickly backup

an acquired company’s data and seamlessly

incorporate it into our existing

storage repository. An on-demand

solution from Druva on AWS is a game

changer for our approach to data

management and data protection.”

With more and more success stories

of companies like these transitioning to

the cloud, what are Singh’s predictions

for the next major milestone in the space?

“My view of the market is of a large

enterprise segment,” he says. “In the

next three years a third of businesses

will adopt SaaS, a third will adapt to

managing cloud directly (not through

SaaS but by pulling their workloads)

and the remainder will still manage

on-prem. In the mid-market, which is

the majority of Europe and the US, I see

the split as 50% SaaS, 30% cloud

workload and 20% on-prem.”

Singh believes overall the market will

transition to the cloud in two ways:

moving to SaaS offerings like Druva or

www.businesschief.com


LEADERSHIP

50

“In the next two years,

all major countries

will have privacy laws

which will regulate

how data is supported

and processed within

a specified region

and who can process it.

The level of scrutiny

will fuel cloud development

because the

traditional software

stack of colocation

and data centre

cannot fulfil demand”


Jaspreet Singh,

Founder & CEO, Druva

JANUARY 2019


managing their own software stack on top

of a public cloud. “This will be fuelled by two

core trends,” he adds. “In the next two years,

all major countries will have privacy laws

which will regulate how data is supported

and processed within a specified region

and who can process it. The level of scrutiny

will fuel cloud development because the

traditional software stack of colocation and

data centre cannot fulfil demand. We’ll see

a massive shift to make the cloud inexpensive

and more achievable at mid-market

through server-less computing with outcomedriven

pricing and machine learning which

will be the new mobile 2.0. It will make

software smarter, cheaper and easier to use.”

Druva hopes to amplify its efforts to make

the cloud more accessible while both easier

to use and consume. “We want to double

down and help our users mine and analyse

data sitting the cloud to address the problem

of how to utilize data in a much broader way,”

asserts Singh. “We’re keen to grow as

robustly as we did in 2018 - fuelled by the

consumption of cloud we’re the fastest data

protection growth company in the world and

aim to keep up the pace.”

51

www.businesschief.com


TECHNOLOGY

A CUSTOMER JOURNEY

DRIVEN BY DATA

52

Business Chief sits down with Omnistream

founder Wendy Chen to find out how she’s

using new methods and old tricks to survive

and thrive in Singapore and beyond

WRITTEN BY HARRY MENEAR

JANUARY 2019


www.businesschief.com

53


TECHNOLOGY

54

Wendy Chen began her career in finance.

She worked as a trader for both Barclays

and Jane Street Capital, largely specialising

in ‘quant’ trading: large transactions involving

the sale and purchase of thousands of shares at

once. “I was doing quant trading for a while”, Chen

recalls, “and I saw this opportunity to bring that

same type of thinking to enterprises in Asia”.

With her trading experience, Chen saw an opportunity

to levy her skills and experience from the finance

sector and apply them to a new market and a new

company. Reflecting on the genesis of Omnistream,

Chen confides that “what’s really interesting about

the quant trading business is that so much of the

secret sauce is in how you operationalize the

algorithms - how you think about business continuity

and operational data.”

She founded Omnistream in 2013 with the goal

of using a ‘quant’ trading’s algorithmic, machine

learning-powered methods to provide a statisticsdriven

retail analysis service, capable of keeping up

with “how fast things are changing” in South East

Asia and other emerging markets.

“Speed and automation are quite important”, Chen

explains. “Given infinite time and infinite humans,

you could probably replicate a lot of analytics.

However, you’re talking about customers who want

solutions in five days, not five months”.

“It’s very hard for Western enterprises to service

South East Asia. A lot of it is just costs structure.

JANUARY 2019


“GIVEN INFINITE TIME AND

INFINITE HUMANS, YOU COULD

PROBABLY REPLICATE A LOT OF

ANALYTICS. HOWEVER, YOU’RE

TALKING ABOUT CUSTOMERS

WHO WANT SOLUTIONS IN FIVE

DAYS, NOT FIVE MONTHS”


Wendy Chen,

Omnistream founder

55

www.businesschief.com


TECHNOLOGY

56

They’re earning nice, juicy margins in

the US and in the UK. It’s really hard

for them to take that really high-touch,

high-cost structure they have for

servicing customers and bring it to

South East Asia.” Chen saw a gap in

the market for a new style of analysis

and consulting service.

Talking about the difference between

Omnistream and its competitors, she

explains: “it’s a very different service.

We probably don’t customize nearly as

much, because we don’t spend nearly

as much time consulting. We also don’t

do as many in-person surveys; we’re

more data-driven.”

Omnistream’s more one-size-fitsall

approach means it can offer its

services at a rate that is significantly

lower than those of traditional consulting

and analytics firms. Chen laughs,

“if you look at some of the income

statements from these publicly traded

companies, you’ll see that they cost

a good soul.”

“Because we answer the same

questions the same questions over

and over again, we don’t need to give our

customers all the bells and whistles.”

She explains the service Omnistream

JANUARY 2019


Wendy Chen,

Omnistream founder

57

provides as “just answering three

questions: where do you put a store?

What do you put in a store? And at what

price do you sell it?”

Omnistream answers these questions

using three types of data which it feeds

into its complex computational

algorithms to create its insights. First,

transactional data — “whatever it is the

business generates by operating” — that

can include everything from local foot

traffic to loyalty program participation.

Second, “there’s open, external data”,

says Chen. “What we mean by that is how

far away are your closest competitors?

www.businesschief.com


TECHNOLOGY

58

Are they down the road? Are there lots

of them? Are they different?”

Open data also deals with the number

of people within a business’ “catchment

area”. “It sounds obvious”, Chen admits,

“but we’re talking about very dynamically

changing countries, so the data from

a year ago is very different to today.”

“We think of a retailer’s addressable

world as more than people who just walk

by,” Chen says. “If there are 120,000

people who live in your catchment area,

how come you’re only addressing

10,000 of them?”

The third element of Omnistream’s

service relies upon the application

of proprietary and open data to the

company’s artificial intelligence (AI)

algorithms. Part of the service Omnistream

provides is the ‘fine-tuning’ of its

AI software from previously gathered

data. Chen explains: “for machine

learning to work, your algorithms

basically need to have something

called fine-tuning… you need to train

your AI with lots and lots of data… So,

you need to work with founders who

have worked in similar markets”.

JANUARY 2019


“BECAUSE WE ANSWER THE

SAME QUESTIONS OVER AND

OVER AGAIN, WE DON’T NEED

TO GIVE OUR CUSTOMERS ALL

THE BELLS AND WHISTLES”


Wendy Chen,

Omnistream founder

59

While the majority of analysis companies

gather this data, which clients then

use in-house data analysts to decipher,

and the majority of consultancies rely

on the “high-touch, high-cost” approach

that too often proves too slow and too

expensive for the emerging market,

Chen has designed Omnistream to offer

data-plus-consultancy as a service.

Chen reflects that customers just want

to know: “Hey! How do I grow faster

and make more profits?”

“Everything in the middle is just chaos

and noise.” She recalls that “yesterday

we had a retailer tell us: ‘stop showing us

dashboards. Just tell me what the answer

is and why… I don’t want to see your data’,

they just want to get to the solution.”

The model is proving effective. In

2018, Omnistream began operations

in Indonesia, Vietnam and Myanmar,

and Chen says the company plans to

expand into Thailand, Japan, South

Korea and Malaysia soon.

“We use the beachhead strategy”.

This method, Chen explains, involves

specially selecting a client - ‘a sizeable

retailer’ - who is looking to expand into a

www.businesschief.com


TECHNOLOGY

60

new market and open to operationalizing

Omnistream’s insights.

Omnistream’s lower cost model makes

no attempt to “bill large amounts of

money up front. We actually want to do

a revenue split with them”: Clients simply

pay a portion of any increase in profits

related to Omnistream’s services. Chen

describes it as: “making an investment”.

While currently Omnistream’s operations

are restricted to the Asia Pacific

markets, its model of data-driven retail

consulting is something that Wendy

JANUARY 2019


Chen knows “definitely applies to more

than South East Asia.” She believes that

anywhere where growth and market

instability is outpacing the traditional

models for consultation and analysis

could benefit from the Omnistream

model. “The people who win in this

region are the ones who can adapt and

capitalise on change as it’s happening.”

“We’re definitely looking at the whole

emerging world.”

The faith Wendy Chen has in her

venture is undeniable. She is throwing

her startup into an ecosystem where,

more than anything, being nimble is

key. Omnistream’s outcomes-as-a-service

structure is a testament to her

confidence in its agility and ability to bring

drastic cost reductions to its chosen

clients. Chen laughs again: “How many

big enterprise players actually say ‘Hey,

only pay us if you win?’”

61

www.businesschief.com


CITY FOCUS | LAS VEGAS

City Focus

LAS

62

Las Vegas partners with Israeli

tech startup Waycare to increase

road safety and ease congestion

WRITTEN BY HARRY MENEAR

JANUARY 2019


www.businesschief.com

63


CITY FOCUS | LAS VEGAS

64

S

ituated in the heart of the Mojave

desert, Las Vegas is the United

States’ premier hub for gamblingbased

entertainment. The city received 49.2mn

visitors in 2017, representing a 1.2% increase

year-on-year, according to the Las Vegas

Review Journal. With a native population of

641,000, and one third of all visitors traveling

from California, mostly by car, Las Vegas is

in the top 3% of the most congested cities

in the world.

Satellite navigation device manufacturer

TomTom reported that, in 2016, its customers

drove a total of 1,687,795 miles on Las Vegas

roads. On average, drivers experienced

76 hour delays annually, a 24% travel time

increase in contrast to the national average.

JANUARY 2019


65

To combat congestion, the Regional Transportation

Commission of Southern Nevada,

the Nevada Department of Transportation

and the Nevada Highway Patrol have partnered

with Israeli tech startup Waycare, in

order to bring a technological transformation

to the city’s largest highway.

Interstate 15 runs from Primm, California

to the Arizona border at Mesquite. Running

through the centre of Las Vegas, it is the main

artery for passenger and freight traffic in and

out of the city.

Waycare began its crash prevention pilot

program in February. The software uses “invehicle

information and municipal traffic data to

www.businesschief.com


CITY FOCUS | LAS VEGAS

66

understand road conditions in real-time”,

the Las Vegas Review Journal reports.

Israeli journal Haaretz continues that

“WayCare’s traffic monitoring technology

is installed in Nevada’s traffic control

center, seeing and reacting to everything

relevant happening on Las Vegas’

roads and providing real-time solutions”.

The software gathers information from

sensor points and other applications to

build a reactive, real-time model. Information

harvested from microwave

vehicle detection, data from on board

devices, navigation apps,

local weather forecasting,

event data, construction

reports, road closures, traffic

incidents, public transportation

schedules, and live

camera feeds is all compiled and redistributed

in order to ease the flow of traffic

by the system’s Artificial Intelligence.

“It even uses ticket sales from Ticket-

Master to forecast crowd sizes at sports

events and concerts”.

The partnership between Waycare

and Las Vegas’ traffic management

entails near-complete control of sections

of the city’s road network, including the

ability to dispatch and regulate the movements

of law enforcement personnel.

“WayCare not only knows what is happening

everywhere but can use the data

to predict the likelihood of a traffic jam

and what areas are at risk for accidents”,

Haaretz notes, “and to respond by

changing the timing on traffic lights,

opening and closing roads, altering

messages on road signs and sending

out instructions to police officers.”

Waycare controllers use the app to

detect traffic incidents, sending a report

“that includes a video… automatically to

JANUARY 2019


67

the relevant party,” said Waycare CEO,

Noam Maital. Law enforcement officers

serving on the stretch of Interstate 15

covered by the trial receive instructions

via Waycare, rather than traditional

two-way radios.

Theresa Gaisser, a controller, told

Haaretz that WayCare reduced response

times to traffic incidents in the trial area

“by an average of 12 minutes”.

Elaborating on this, Tina Quigley,

RTC general manager told the press:

www.businesschief.com


CITY FOCUS | LAS VEGAS

68

“Groundbreaking partnerships like this

enable Southern Nevada to continue

to lead the way in leveraging advanced

technologies to dramatically improve

traffic safety and efficiency. These latest

statistics coupled with the fact that

we are identifying accidents up to 12

minutes faster with the Waycare platform

helps translate what public and

private partnerships can do and that

AI is working to modernize and create

a better transportation system for all.”

Maital admitted to Haaretz that

Waycare’s interface required some

adjustment after police field tests:

“it began on the basic level of adjusting

the keys on the tablets carried by

police and patrol officers — they have

the fingers of working people. Another

was moving the screens and maps to

night mode because they lit up the

squad car like a flashlight”.

However, after the eight-month

trial period, accidents on the affected

stretch of I-15 are reported as being

down by 17%, and Waycare has

received positive feedback from

members of Las Vegas’ law enforcement

community. “Traditionally, law

JANUARY 2019


WayCare

reduced response

times to traffic

incidents in

the trial area

by an average

of 12 minutes

enforcement has relied on

anecdotal evidence to

determine where to deploy

resources to respond to traffic

related issues,” said Lieutenant

Colonel Daniel Solow,

Nevada Highway Patrol. “Now,

with the technology that Waycare

has brought to Southern

Nevada, the Highway Patrol

can proactively deploy units

into an area when the system

identifies a high likelihood of

something happening and prevent

crashes before they even happen.

This translates into significantly faster

treatment for those injured in crashes,

quicker clearance and restoration of

normal traffic flow, and untold millions

of dollars in commerce related delays

that are prevented.”

Following the success of its pilot

program in Las Vegas, WayCare is now

in talks with the city of Tampa, Florida

and with the state of Delaware.

69

www.businesschief.com


TOP 10

70

JANUARY 2019


Top 10

Brands

USA

in the

71

Business Chief takes a look at the top 10

most valuable brands in the United States,

originally listed by Forbes Magazine

WRITTEN BY HARRY MENEAR

www.businesschief.com


TOP 10

72

10

General Electric

Headquartered in Boston, Massachusetts, General Electric is

a multinational energy conglomerate focused on developing and

manufacturing products for the “generation, transmission, distribution,

control and utilization of electricity”, according to Forbes.

The company reported net sales of US$121.5bn in 2018, as well

as net losses of $7.8bn. In October, General Electric promoted

H. Lawrence Culp Jr to CEO and chairman of the board. He is the

first outside hire to the position in the company’s 126 year history.

www.ge.com

JANUARY 2019


73

09

McDonald’s

The McDonald’s Corporation was founded in 1955 and is the most

valuable restaurant conglomerate in the world, engaging in the

management and franchising of chain restaurants globally. It is also

the second-largest fast food chain by number of restaurants, with

37,200 locations worldwide. The company reported a net revenue

of $23.2bn in 2018, and profits totaling $5.4bn, the highest since

2013. McDonald’s is headquartered in Oak Brook, Illinois, and its CEO

is Steve Easterbrook, who has served in the position since 2015.

www.mcdonalds.com

www.businesschief.com


TOP 10

74

08

AT&T

Dallas-based company AT&T Inc. engages in the provision of digital

communication and entertainment services in the United States and

abroad. The company is ranked 5th on the Forbes list of the largest

public companies in America. AT&T also ranked 4th on the Forbes list

of most profitable American companies, with a bottom line totaling

$30.6bn in 2018, a 10-year high point for the company. Randall Stephenson,

AT&T’s CEO, has served in the position since 2007.

www.att.com

JANUARY 2019


75

07

Walt Disney

Founded in 1923, the Walt Disney Company is headquartered in Burbank,

California and functions as a “diversified international family entertainment

and media enterprise” that operates through the “Media Networks,

Parks & Resorts, Studio Entertainment and Consumer Products & Interactive

Media” segments, according to Forbes. The company reported

net sales of $56.8bn in 2018, with a net profit of $11.5bn. Both represent

continuations of a nine-year growth period.

www.thewaltdisneycompany.com

www.businesschief.com


TOP 10

76

06

Coca-Cola

The Coca-Cola Company is headquartered in Atlanta, Georgia.

Founded in 1892, it is the second-oldest company in the Top 10,

behind General Electric. Coca-Cola engages in the manufacturing,

marketing and sale of non-alcoholic beverages, according to Forbes.

Brands managed by the company include: Coca-Cola, Diet Coke,

Coca-Cola Zero, Fanta, Sprite, Minute Maid, Georgia, Powerade, Del

Valle, Schweppes, Aquarius, Minute Maid Pulpy, Dasani, Simply,

Glaceau Vitaminwater, Bonaqua, Gold Peak, Fuze Tea, Glaceau

Smartwater, and Ice Dew. In 2018, Coca-Cola’s assets totaled

$93.3bn, an all-time high for the company.

www.coca-cola.com

JANUARY 2019


77

05

Amazon

Seattle-based company, Amazon.com Inc. provides online retail

shopping services worldwide. With 566,000 workers, it is the largest

employer in the Top 10, and is ranked 1st on Forbes’ list of US digital

companies. Amazon reported net sales of $193.2bn in 2018, with

record profits of $3.9bn. Jeff Bezos founded the company in 1994

and serves as its chairman and CEO. His personal net worth is

reported by Forbes as $126.2bn, the largest in the world.

www.amazon.com

www.businesschief.com


TOP 10

78

04

Facebook

Founded by Mark Zuckerberg and headquartered in Menlo Park,

California, Facebook, Inc. provides online social networking services

to 2.28bn users worldwide, according to Statista. In addition to the

Facebook brand and services, the company also controls Instagram,

Messenger, Whatsapp and Oculus. In 2018, Facebook reported

record high sales, profits, and valuation of its asset portfolio, with

$44.6bn, $88.9bn, and $17.9bn respectively. Founded in 2004, it is

the youngest company in the Top 10.

www.facebook.com

JANUARY 2019


03

Microsoft

Microsoft Corp. has engaged in the development and marketing of

software and hardware products for computing devices, servers, phones

and intelligent devices since 1975, according to Forbes. “It also offers

server applications for distributed computing environments, productivity

applications, business solution applications, desktop and server

management tools, software deveFounded by Mark Zuckerberg and

headquartered in Menlo Park, California, Facebook, Inc. provides online

social networking services to 2.28bn users worldwide, according to

Statista. In addition to the Facebook brand and services, the company

also controls Instagram, Messenger, Whatsapp and Oculus. In 2018,

Facebook reported record high sales, profits, and valuation of its asset

portfolio, with $44.6bn, $88.9bn, and $17.9bn respectively. Founded

in 2004, it is the youngest company in the Top 10.lopment tools, video

games, and online advertising”. Microsoft’s CEO, Satya Nadella, has

served in the position since 2014.

www.microsoft.com

79

www.businesschief.com


TOP 10

80

JANUARY 2019


81

02

Google

Headquartered in Mountain View, California, Google Inc. is a multinational

software company, focusing on the provision of services relating to

internet-based services, including online advertising technologies,

search engine, cloud computing, software, and hardware. The company

has experienced a 10-year period of continuous revenue, profit, and

asset growth, reporting $66bn, $9.7bn, and 18.5bn respectively.

www.google.com

www.businesschief.com


TOP 10

82

JANUARY 2019


01

Apple

Apple Inc. is based in Cupertino, California and engages in the design,

manufacture, marketing and sale of mobile communication, media

devices, personal computers, and portable digital music players, according

to Forbes. The company is ranked 3rd on Forbes’ list of the world’s

best employers, and is America’s largest public company in terms of

asset valuation, sales, and profits. In 2018, Apple reported record high

sales, profits, and asset portfolio valuations, with $217.5bn, $53.3bn,

and $367.5bn respectively. Tim Cook has served as the company’s

CEO since 2011, previously working under founder and owner Steve

Jobs as Apple COO.

www.apple.com

83

www.businesschief.com


Step outside the four walls

of your facility and discover

inspiration from new

sources across our dynamic

industry. Join us at WERC

2019 and find a spark that

will ignite new energy in

you and your team.

THE SUPPLY CHAIN

RUNS THROUGH US.

ENTER ID CODE:

BIZCLIK

TO RECEIVE

$50.00 OFF

ADVANCE

REGISTRATION

REGISTER TODAY AT

WERC.ORG/2019


TECHNOLOGY

TRANSFORMATION

86

DRIVES AN EXCITING

CONTENT EXPERIENCE

AT VIACOM

WRIT TEN BY

OLIVIA MINNOCK

PRODUCED BY

GLEN WHITE

JANUARY 2019


TECHNOLOGY

87

www.businesschief.com


VIACOM

GLOBAL ENTERTAINMENT COMPANY

VIACOM’S CTO DAVID KLINE DISCUSSES

THE COMPANY’S TECHNOLOGY

TRANSFORMATION AND HOW IT

STAYS ABREAST OF A VAST,

RAPIDLY EVOLVING LANDSCAPE

88

With universally renowned brands from MTV and

Comedy Central to Nickelodeon and Paramount

Pictures under its umbrella, for almost 50 years

global entertainment company Viacom has been

delighting viewers the world over. With a commitment to

delivering quality content through a wide range of digital

media, the company operates across a range of markets

and places technology at the forefront of maintaining a

quality, tailored experience.

Behind the significant digital transformation Viacom

has undergone in order to achieve such lofty aims is

David Kline, Executive Vice President and Chief Information

and Technology Officer. With eight years at the

media behemoth under his belt, Kline has enjoyed a

35-year career focusing on technology and has been

fascinated by the development of digital. “I got to see

technology from yesteryear – punch cards and reel-toreel

tape,” he recalls. “And the world was changing

because there were connectivity opportunities across

longer distances… through to today, where you can

connect via the cloud.

“I’m really thrilled to have seen those journeys. They’re

happening faster, almost at lightning speed, today.” All

JANUARY 2019


TECHNOLOGY

89

www.businesschief.com


DON’T TACKLE THE

UPS AND DOWNS OF

TODAY’S TOMORROW’S

TECHNOLOGY ON

YOUR OWN.

For twenty years, REDspace has partnered with the

biggest broadcasters and entertainment companies

in the world to design and build digital experiences

across every device.

Our density of world-class talent, range of technical

engineering skills, and passion for staying on top of

the industry’s evolution sets us apart from everyone

else—plus it doesn’t hurt that we’re friendly.

CAPABILITIES

- Streaming platforms

- Mobile development

- Live event experiences

- Ultra low latency video delivery

- Augmented reality & virtual reality

- Voice control and artificial intelligence solutions

- Full stack website development

- HTML5 & mobile game production

- UX and design

Learn more at redspace.com


Empowering Viacom’s technology business

with long-term partner REDspace.

Changes in the entertainment industry over the last

decade have transformed how content is created and

consumed. With a multitude of devices and formats,

media networks have had to completely rethink their

strategies in order to reach their global audiences.

Viacom is a media industry leader and one of

the world’s largest producers of digital content.

Engaging their audience demands constant business

and technology innovation. To stay ahead of the

curve, Viacom partners with third-party technology

experts to help navigate the chaos of reaching their

fragmented audience. Since 2006, Viacom has

trusted REDspace to help with strategy, architecture,

development, and support of their ongoing digital

transformation.

Viacom works closely with REDspace to connect

their global audience to their content across an

ever-shifting and expanding array of platforms and

devices. REDspace has helped shape the network’s

entire digital strategy—re-architecting and building

Viacom’s content delivery systems and platforms,

creating award-winning mobile applications, and

supporting live events that have engaged millions

of concurrent users around the world.

Trusted Industry Experts

REDspace applies industry standards and

best practices to build scalable, best in class

software for the rapidly evolving media tech

sector. Our feature-based development and

agile methodologies ensure we achieve the

flexibility and quality our partners need.

Collaborate with a dedicated partner.

Take advantage of a team completely

dedicated to your media technology needs.

While you focus on your content and

business strategies, REDspace’s priority

is to make your journey to the finish line

as efficient and effective as possible.

Customized to your needs

and your audience.

A user-driven approach ensures a

personalized and dependable experience

for your viewers while also being consistent

across all your channels and platforms.

REDspace helps global leaders innovate and capitalize on digital transformations happening in a variety of

industries including broadcast, corporate learning, and more. We can help you engage your audience, giving

you the confidence to take game-changing risks. Every project is unique, so we tailor our approach to

fit your business.

Let’s start with a conversation. Contact Mike Johnston, President & CEO: mike.johnston@redspace.com


®

Teen Mom

Canoe is proud to be a Strategic Transformation

Technology Partner to Viacom for their

TV networks including Nickelodeon, BET,

Comedy Central, CMT, MTV, Paramount Network,

TV Land, and VH1

Canoe is an advertising technology company dedicated to

providing software and services to over 100 national TV

networks. We perform service assurance for video on demand

(VOD) dynamic ad insertion (DAI) on video platforms including

set-top-box, IP, and mobile across 36 million households.

www.canoeventures.com


TECHNOLOGY

this experience lit up a fascination with

the “art of the possible” for Kline, which

he has brought to his team at Viacom.

“We aim to identify what’s possible for

the divisions we guide and influence –

whether it’s advertising, production,

research, distribution… it is important to

understand what they’re doing and deliver

the technology that works for them.”

At the time of its fruition in the 1970s,

Viacom was something of a “walled

garden”. “It was very segregated from

the rest of the world,” says Kline. “As

the world grew, digital connectivity

became more of an opportunity, like we

see today with apps and connected

devices – now, everywhere you go,

there is some kind of digital footprint.”

CUSTOMER CENTRICITY THROUGH TECH

As technology has developed, so too

have customer expectations across

the various demographics Viacom

caters for. “The millennial audience

really took a whole new swing at what

connectivity meant – they want what

they want when they want it. We have

to be able to deliver that,” he explains,

adding that nowadays on-demand

programming is an expectation rather

93

EXECUTIVE PROFILE

David Kline

Having been at Viacom for eight years, David Kline 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. During his

time at the company, Kline has led several successful initiatives

as well as developing and promoting a strong,

diverse team of talented people. Prior to working at

Viacom, Kline served as Executive Vice President of Technology

and CTO at Discovery Communications, having

also held senior technology roles at Rainbow Media

www.businesschief.com


The customer

experience

is always right.

Only Adobe brings together customer data and content to deliver amazing experiences.

Just what you’d expect from a leader in customer experience management.

Make experience your business.

Learn more at adobe.com/go/customerexperience

© 2018 Adobe. All rights reserved.


TECHNOLOGY

“THE MILLENNIAL

AUDIENCE REALLY TOOK

A WHOLE NEW SWING AT

WHAT CONNECTIVITY

MEANT – THEY WANT

WHAT THEY WANT,

WHEN THEY WANT IT”


David Kline,

EVP and Chief Information and

Technology Officer, Viacom

95

than an added extra. “How do we make

that more dynamic?” Kline asks. “How

do we update that content so that you

have a larger library? How do we add

advertising that’s not stale and

changes with the times?”

In an increasingly connected world,

Viacom works to ensure a consistent,

quality and above all exciting service

for consumers regardless of location,

device, platform or demographic. “We

have 84 apps on 11 different platforms

– whether it’s Roku, Apple TV, iOS,

Android, PlayStation… We’re in 180

different countries, so when you see

MTV in the US, UK, Poland or Singapore…

each brand has opportunities to

be more effective in certain spaces.

For example, Latin America is more

Android-driven, and so while Roku is a

great platform in the US, we have

growing platforms in Europe like

Amazon and Netflix.”

In addition, short form content, like

the video footage shared across

Snapchat, Facebook or Twitter to

promote a new TV series, is an

increasingly lucrative focus, paying

www.businesschief.com


VIACOM

96

“YOU HAVE TO KNOW YOUR

AUDIENCE, HOW THE DEMO-

GRAPHIC IS SHIFTING,

AND WHAT’S RELEVANT.

IT’S VITAL TO STAY TUNED

IN AND DELIVER ON

WHAT THE CONSUMER

IS EXPECTING”


David Kline,

EVP and Chief Information and

Technology Officer, Viacom

JANUARY 2019


TECHNOLOGY

growing dividends. “We need to make

sure we’re aligned with the generations

in terms of what they want to consume

– creating original short form, not just

taking pieces of a show. You have to

know your audience, how the demographic

is shifting, and what’s relevant.

It’s vital to stay tuned in and deliver on

what the consumer is expecting.”

DRIVING A TECHNOLOGY

TRANSFORMATION

With a mission to entertain and excite

firmly at its heart, Viacom has used

technology as a driver of growth – but

has done so thoughtfully, ensuring that

new technologies are implemented to

make positive change for various

stakeholders, rather than chasing what

Kline calls the “bright, shiny object”.

“Cloud computing is a great example,”

he says. “We started looking at cloud

when it first came out, and at the time

we weren’t ready to make a jump.”

While cloud technology offers storage

solutions, Viacom already had extensive

– and expensive – infrastructure in

place for this.

However, the business did implement

cloud technology for its live

events, posting interactive social media

97

www.businesschief.com


TV.

CONNECTED.

Harness the power of data and

measurement to reach consumers

across the new TV landscape and

deliver superior results.

Visit www.freewheel.tv to learn more


TECHNOLOGY

content and creating live video footage

at the likes of the VMAs and Kids’

Choice Awards. Since then, Kline’s

team has felt enabled and empowered

by the cloud, and after abating

cybersecurity concerns by rolling out

the new tech slowly and sensitively,

Viacom now has its full Office productivity

in the Cloud with Office365. “It’s

about overcoming fears, being smart

enough and strong enough to say, ‘we

need to focus because change is

coming’. That’s something you have to

grapple with in any leadership role –

especially technology.”

As such, Kline is no stranger to the

culture shift involved in a technology

transformation – and he says both

listening and educating are key to

change management. “It’s important to

listen to what’s going on in the world

and within the company, and understand

different needs. Rather than just

putting in technology for technology’s

sake, have a rationale and a really

responsible understanding of why

you’re doing it. As technology shifts,

with Internet of Things (IoT) and 5G for

example, it’s important to make sure

everyone has an understanding of

what it is and not to be fearful, but

“AS TECHNOLOGY SHIFTS,

IT’S IMPORTANT TO

MAKE SURE EVERYONE

HAS AN UNDERSTANDING

OF WHAT IT IS AND

NOT TO BE FEARFUL,

BUT INQUISITIVE”


David Kline,

EVP and Chief Information and

Technology Officer, Viacom

inquisitive. What does this mean to me?

To the people I serve? To our industry?

And how do we approach it?”

SMOOTH TRANSMISSION

As well as improving the way content is

enjoyed, technology has been vital in

improving process within Viacom’s

operations. “The product teams work

very centrally with my technical teams,

and we’re all focused on making sure

anything across our platforms, from

video to data, is functional, scalable

and is being delivered,” says Kline.

Over the past few years, a key

achievement has been centralizing

code to develop single code base –

with WebPlex used for websites and

99

www.businesschief.com


The amount of data media companies create, and need

regular access to, is growing exponentially. It’s time to

change the way this media is stored and consumed.

Cisco, with its certified partner ecosystem, provides a

full range of datacenter, networking and object storage

solutions for media companies

Learn more at cisco.com/go/media


TECHNOLOGY

Play Plex used for apps. “We’re now

down to a single web base so I can

deliver the same backend for MTV in

Poland as I do for Nickelodeon in the

US. It’s the same with apps. This is a

pleasing and lucrative opportunity for

the business to be able to go out and

sign deals, knowing they can get

something up and running in a matter

of hours.”

Yet more technologies are set to

improve Viacom’s operations, with

automation affording staff time for

more value-adding tasks. “We’re

looking at innovative ideas around

machine learning and AI, as well as

RPA (robotic process automation). It’s

given our team back some time to

really focus on the next generation and

what’s to come, while still delivering on

what’s necessary today.”

“We’re big believers in consumer

likes and dislikes – how do I make sure

it’s not disruptive for them while it’s

disruptive for us? Obviously, changes

– like introducing AR and VR – are

disruptions. They could be good

disruptions or dramatic disruptions, but

the goal is to make it perfectly seamless,

regardless of whether it’s on

television or another device – perhaps

eventually a HoloLens.”

101

www.businesschief.com


VIACOM

102

Centralization enables staff to really

concentrate on this frictionless

development – for example, a single

service desk within Viacom is available

for any problem, from lost keys to a

serious tech malfunction. “With that,

we continue to automate a lot of the

tools we have – we’re using chat and

automated tickets,” Kline explains.

Further, the company has created

application stacks for staff to download

all the software they need onto a

device at once and has automated

solutions from HR and payroll to ERP

utilizing SAP’s best-in-class platform.

THE PERFECT PARTNER

No technology transformation can take

place in isolation, especially one which

takes place internally and externally

across 180 markets. As such, Viacom

works closely with its vendors and

partners – including Adobe, Redspace,

Canoe Ventures, Insight and Freewheel,

to name but a few – to ensure

technology can be a true enabler for

the business.

“Vendor management’s hugely

important,” says Kline. “I have a vendor

management office – a small group of

people who work closely with my

JANUARY 2019


TECHNOLOGY

103

www.businesschief.com


Insight + Cisco

Manage today.

Transform the

future. Together.

Meaningful connections

designed to help you

run smarter

Your organization needs a reliable,

secure infrastructure that can scale

to support your business needs.

Insight and Cisco provide a variety of

architectures – from cloud solutions

to centralized data centers – with

unmatched defenses against

cyberattacks.

Here are a few ways we deliver

compelling capabilities with Cisco:

• Cisco Gold partner since 1999

• Cisco’s 4th largest national partner – over

$1 Billion nationally

• Global scale with national expertise

• 300+ pre-sales engineers with 1,000+

Cisco® technical certifications

• 4,000 sales and service delivery engineers

• Cisco-mentored practices

About Insight

At Insight, we define, architect,

implement and manage Insight

Intelligent Technology Solutions

that help your organization run

smarter. We’ll work with you

to maximize your technology

investments, empower your

workforce to work smarter,

optimize your business and

create meaningful experiences.

Explore our

solution areas

Learn about

our Cisco

partnership


TECHNOLOGY

CLICK TO WATCH: ‘COMPANY OVERVIEW 2018’

105

“AUTHENTICATION

WITH ADOBE PASS IS

A GREAT EXAMPLE

WHICH VIACOM

HELPED CRAFT. IT

SHOWS THE COMPANY

HAS THE INGENUITY

AND CREATIVITY TO

REALLY HELP PUSH

PRODUCTS FORWARD”


David Kline,

EVP and Chief Information and

Technology Officer, Viacom

internal group, third party parents and

vendors, and our sourcing team. It’s a

three-way connection. In many cases,

Viacom has a rich history of enabling

vendors to build products we inspired, or

else we have built them ourselves and

pushed the intellectual property off to a

vendor if that makes sense for the rest

of the globe. Authentication with Adobe

Pass is a great example which Viacom

helped craft. It shows the company has

the ingenuity and creativity to really help

push other products forward – not just

content but technology.”

While Kline is a keen negotiator – “I

www.businesschief.com


VIACOM

106

JANUARY 2019


TECHNOLOGY

believe everything is free until you tell me

otherwise” – he also stresses that relationships

must be collaborative to thrive. “The worst thing

you can do is bleed a vendor to a point where

they’re ready to go out of business, or can’t

support something you’ve taught them to

support… the best thing you can do is work

together for the best cost and best possible

product that shines for both them and you.”

Together with its partners and vendors, the

organization that brings us entertainment in all

its forms from award ceremonies to movies will

continue to utilize technology to ensure its

diverse content is enjoyed. “At Viacom, we’re big

on long range plans,” says Kline. The organization

is already pushing its 2022 strategy, and

though there is no telling what technology will

look like in three years’ time, Kline is dedicated

to keep to an overall vision of satisfying customers.

“That really drives the type of technologies

we’re looking to focus on,” he explains. “It’s

important to really bond with what the company’s

strategies are and make sure we’re thinking

that through both the immediate lens as well as

the long-range plans.”

107

www.businesschief.com


108

JANUARY 2019


TECHNOLOGY

109

DIGITAL

DISRUPTION

IN A DATA

DRIVEN

WORLD

www.businesschief.com


RADIUS NETWORKS

Marc Wallace, CEO

and Co-founder of

Radius Networks, talks

digital disruption in

a data driven world

110

I

n an increasingly data driven

world, businesses are

identifying ways to unlock

new opportunities and markets as they

turn to data to reach their digitally

enabled customer bases. US-based

Radius Networks works with major

brands to capture and utilize proximitybased

data in order to reach the right

people at the right time.

As businesses continue to seek new

and more innovative ways to use data,

Radius Networks Customer Location

Platform, which includes tableside and

curbside service, asset tracking, and

proximity cloud analytics, fits right at

home in the current business landscape.

However, as co-founder and

CEO Marc Wallace explains, bringing

disruptive technologies to market is no

small feat. “The real challenge that we

faced was from an R&D perspective.

We were building a very new technol-

JANUARY 2019


TECHNOLOGY

Engineer and Support meeting (left to right: Jason Wieringa, Brian Cabrera,

Bhavin Vyas, Ami Desai, Alex Stone, Sam Kim, James Nebeker)

111

Chief Technology Officer,

David Helms

ogy concept, leveraging Bluetooth or

wireless on mobile devices and this

was a very novel thing,” he explains.

“Nobody really knows how to use it or

how to implement it and that caused

teething problems.”

Having co-founded the business

with partners from previous, successful

ventures in 2011, Wallace has spent

the best part of his career in the technology

and internet space. It was through

this experience that the team saw an

opportunity in using wireless signals as

a means of engaging people on their

www.businesschief.com


BRIGHT IDEAS

CONNECTED

Increase brand perception and enhance

customer experience with data capture for

business insights and maximum profitability.

Choose Smart, Choose AOPEN.

About AOPEN:

AOPEN specializes in smart product solutions for

on-premise and cloud computing, including –

• Smart Kiosks

• Machine Vision and Data Capture

• Digital Signage

FIND OUT MORE

PROUD PARTNERS OF


TECHNOLOGY

smartphones. “You would walk into a

venue and your phone picks up a Wi-Fi

signal and we saw that you could use

that as an opportunity to engage and

say ‘welcome’ or ‘go here’,” he explains.

“That’s why we built Radius Networks.

It was all formed around that initial

concept of engaging with people based

on their location and proximity to certain

points of interest. That was the beginning

of Radius Networks.”

Over the last seven years, Radius

Networks has worked with major

brands across the US and is active

in more than 60 countries worldwide,

with more than 27 patented technology

solutions within its portfolio. The

company’s success is clear to see,

but Wallace notes that the key to that

success lies in the people involved,

as well as a smart approach to capital

investment. “Once we knew what we

EXECUTIVE PROFILE

Marc Wallace

Marc is a serial entrepreneur. He is the co-founder and CEO

of Radius Networks, Inc., located in Washington, DC. Radius

Networks is a location technology company focused on

helping businesses locate, engage and transact with their

customers. Prior to Radius Networks, Marc co-founded

several other successful startups, such as District Taco,

a Mexican-food fast casual chain in DC, where he serves

as Chairman, and SwapDrive (backup.com), an online

backup company acquired by the Norton division of

Symantec in 2008. Before creating SwapDrive, he

served at Orbital Sciences Corporation as an aerospace

engineer and engineering manager across multiple

successful rocket and spacecraft launch campaigns.

Marc holds a B.S. in Engineering from Cornell

University and a M.S. in Information Systems from

George Washington University.

113

www.businesschief.com


RADIUS NETWORKS

114

were doing we developed strong expertise in

the area,” he says, “but it took a number of

years to really get to a productization that our

customers, huge brands, could see true

value in and a return of investment (ROI).”

“The first four years of the company were

really defined by R&D, but over the last few

years we’ve moved into the operationalization

phase. We are taking a product that is

maturing and pushing it worldwide, so we

have to be able to scale it and have third

parties and partners that can sell and install

the product.”

With a career defined by technology it

would be easy for Wallace and his team to

assume that partners, suppliers and potential

customers will have the same understanding

and knowledge of innovative technologies,

but as Wallace noted previously, proximity

solutions are a very novel concept. The key

to working with stakeholders and obtaining

their ‘buy-in’ is communication and Wallace

recognises this. Radius Networks has cemented

itself within the market for a number of

years and can begin to point to successes

and tangible value that its solutions have

brought for customers. “Real dollars,” says

Wallace. “We have real dollars that our

technology can enable through efficiencies,

savings and of course drawing customers to

“We install thousands,

almost tens of thousands

of locations a year, so

in order to do that across

the world, we need

strong partnerships”


Marc Wallace

CEO and Co-Founder

Radius Networks

JANUARY 2019


TECHNOLOGY

CLICK TO WATCH: ‘RADIUS NETWORKS —

CURBSIDE PICK-UP’

115

Craig Brooks and Maie Lee

their stores. We also have very solid data

that can back up and highlight the ROI that

we can bring.”

Sales figures, through Quick Service

Restaurants (QSRs) or instore delivery, are

the key metrics that can speak to the impact

of Radius Networks but there are also the

less tangible metrics such as customer

satisfaction that can really be the difference.

Wallace can point to customer satisfaction

increases of close to 25% over stores that

do not use Radius Networks’ solutions from

convenience alone and that he feels is in

itself “real ROI”.

Another key metric that Radius Networks

www.businesschief.com


RADIUS NETWORKS

has been able to store is wastage.

Through its ability to pinpoint customers

and drive them through a sales

process, the company is able to help

businesses manage the process

entirely. “Let’s look at food ordering,

whether its instore or delivery,” says

Wallace. “We’re able to help a business

manage the process, drastically

cutting waste and wrong orders in half.

People are getting the right order.

They’re getting their food, not somebody

else’s food, and they’re getting it

After the customer places an order from

kiosk, mobile, or counter, the staff can view

their exact location for order delivery

DEPLOY ON RIGADO

Secure & cost-effective

IoT connectivity with

edge computing power.

Rigado powers IoT solutions at scale. Our

Cascade Gateways enable businesses

to confidently deploy and manage IoT

solutions in thousands of commercial

locations by providing the essential edge

connectivity, computing, and security

required. By partnering with Rigado for

their edge infrastructure, IoT solution

providers and systems integrators save

time, reduce risk, and lower their total

cost of ownership. Leading companies

rely on Rigado for our Commercial

Bluetooth expertise, and leverage our

unique ‘edge-as-a-service’ subscription

model to lower deployment costs.

Smart Logistics

Connected Hospitality

Smart Office

OUR SITE

CONTACT

Connected Healthcare


TECHNOLOGY

in a timely fashion so that their food

doesn’t need to be thrown away. It’s

very important, and a big ROI factor for

a lot of those businesses.”

Radius Networks is defined by data

as much as it is defined by technology,

and so the company collates and stores

mountains of data. This inevitably raises

the question of what Radius Networks

is doing with sensitive data. Wallace

says that the company saw a fork in the

road a number of years ago in the

collection of location specific data.

117

EXECUTIVE PROFILE

Dan Estrada has 20 years of start-up, technology

business development experience. He is the Chief Strategy

Officer of Radius Networks, Inc. leading the global business

strategy and expansion initiative. Prior to joining Radius

Networks, Dan successfully executed the worldwide

channel distribution strategy for cloud service start-up,

SwapDrive, from the company’s inception through its

acquisition by Symantec for $123 million. Post SwapDrive

acquisition, Dan successfully led the worldwide business

development efforts for Symantec for the launch of Norton

Online Backup, and served as VP, Business Development

for SnappCloud, a leading White Label App & Content

Delivery Platform for PC & Tablet OEMs. Dan is currently

an advisor to several early stage companies.

www.businesschief.com


RADIUS NETWORKS

118

“It can be very personalized and so we decided

very early on not to aggregate personal data

and sell it to third parties that were not related

to our clients,” he says. “We work directly with

the brands, and we will provide data back to

those brands almost on a pass-through basis

– rather than storing data long term on our

systems that are related to their customers.

“We will honor their relationship directly

with their customers. When end customers

are using our solution through one of our

clients, they can be assured that whatever

agreement they have in place from a privacy

standpoint – we honor that. That is all part of

the GDPR system, so we follow that standard.

“We like being the center

of expertise that our customers

can turn to in order

to give them an idea as to

where the wind's blowing

with regards to technology”


Marc Wallace

CEO and Co-Founder

Radius Networks

Customers can place an order while

on-the-go and opt to dine-in, pickup

in-store, or pickup curbside.

JANUARY 2019


TECHNOLOGY

That’s how we operate and we don’t plan

on changing that.”

Working with clients in more than 60

countries, Wallace recognizes the importance

of a trusting client relationship and

being able to provide tailored solutions that

fit different countries and different market

dynamics and demands. To this end, Radius

Networks has dedicated teams assigned

to its biggest brand partners that work

directly with them and are “embedded on

site”. “It’s all about dedicating resources to

that client and allowing them to focus directly

on what their customer needs,” he explains.

In this regard, the way in which Radius

Networks goes above and beyond to provide

additional services and give value to the

client proves crucial. Despite its product

offering, Radius Networks is not a ‘call us if

you need us’ hardware company; it differentiates

itself in the way it provides its solutions

as a service. The company will install a

solution, provide further solutions and then

provide a service of services on that solution

ranging from maintenance, monitoring

analytics and feedback. “It’s similar to if you’re

getting cable at your house,” says Wallace.

“You get a set-top box. It’s hardware, but you’re

paying a monthly subscription for the service

that will be maintained and updated. That

119

www.businesschief.com


RADIUS NETWORKS

120

translates to real-time data that we

obtain from the field that allows us to

understand how the system is being

used and then be able to optimize other

processes around that.”

As the market leader in an everevolving

technology landscape, Radius

Networks must ensure that its offering

continues to be at the very forefront of

the latest technology trends. Wallace

says that the company’s technology

and ability to implement solutions must

always be years ahead of its customers.

When working with some of the bigger

clients in the market, whose ability to

take solutions to market is measured in

years, Radius Networks has to continuously

bring innovation to the table in

order to succeed. “We’ll work with them

and say, ‘Okay, here’s what’s next, here’s

what’s three years down the road or

five years down the road’, and bringing

it to them so that they can get it into the

pipeline early and start to mature the

product, because it will take years to

get that out,” he says.

JANUARY 2019


TECHNOLOGY

With Radius Networks location

technology, the customer can simply

drive to the store and have their

groceries delivered directly to them,

no action required.

121

EXECUTIVE PROFILE

Rebecca McFarland a creative and experienced

marketing and event specialist with a honed expertise

in branding and design. She is currently the Vice President

of Marketing at Radius Networks, located in Washington,

DC. She leads all marketing initiatives, including branding,

design, product promotion, strategy, and advertising.

Prior to joining Radius Networks, Rebecca was the Head

of Marketing and Associate Publisher at Washingtonian

Magazine, where she drove profitability through new

business initiatives, multi-platform campaigns, events,

and community partnerships.

www.businesschief.com


RADIUS NETWORKS

122

“We like being the center of expertise

that our customers can turn to in order

to give them an idea where the wind’s

blowing on the technology.”

Despite considerable success over

the last seven years, Radius Networks

hasn’t been able to achieve this growth

alone and Wallace can point to key

strategic partners that the company

has worked with that have been fundamental

in allowing the company to

achieve. Radius Networks has called

upon the support of NCR, Diebold

Nixdorf, Coates Group and Fujitsu to

assist with service support and delivery.

“We install thousands, almost tens of

thousands of locations a year, so in order

to do that across the world, we need

partnerships to do that,” says Wallace.

Technology partners have also been

instrumental in enabling the rapid

development and deployment of the

products, such as AOPEN and EM

Micro. “They have been key, not only to

provide the right solution but helping

us to evolve the solution.”

Left to right: Craig Brooks, Maie Lee, Joe Grajewski,

Ken McInerney, Amanda Wilson.

JANUARY 2019


TECHNOLOGY

CLICK TO WATCH: ‘RADIUS NETWORKS —

CUSTOMER LOCATION SOLUTION’

123

The industries of today will not be the

same as the industries of tomorrow

and technology will continue to steer

that evolution. Radius Networks must

be ready for whatever tomorrow will

bring for its clients. Wallace believes

that the hospitality market will become

key in the near future for the company

and that Radius Network’s approach

to service, as well as its experienced

team, is what will be fundamental in

order to remain as the market leader.

“If we need to react to the increasingly

varying customer demands or

requirements, we have the ability to

quickly and nimbly do that,” he says.

“We control the entire stack of our

solution and we have incredible experience

in this space. That’s a huge

advantage that we have over anybody

else that is either in the market or

trying to get into the market.”

www.businesschief.com


124

JANUARY 2019


TECHNOLOGY

Truliant Federal

Credit Union

A MEMBER-CENTRIC

DIGITAL TRANSFORMATION

WRIT TEN BY

ANDREW WOODS

PRODUCED BY

ANDY TURNER

125

www.businesschief.com


TRULIANT FEDERAL CREDIT UNION

WE SPEAK TO CIO SANDEEP

UTHRA ON A MEMBER-

CENTRIC GOAL OF DIGITAL

TRANSFORMATION THAT

IS ACCELERATING OPERA-

TIONAL EXCELLENCE AND

BUSINESS GROWTH

126

ruliant Federal Credit Union, a 66-yearold

financial institution, has a singular and

T

important mission: to improve the lives

of its members. According to Sandeep Uthra,

Truliant’s chief information officer, the credit union

focuses on helping members make decisions that

improve and help manage their financial lives.

Unlike for-profit financial institutions, Truliant

stays away from pushing products on its members.

“We are a different kind of company,” he says.

Truliant has 230,000 members and assets in

excess of $2.3bn and provides individuals and

small businesses with products, services and

guidance to reach their ‘life’s goals’, including

checking accounts, online and app banking, auto

buying, certificates and business/financial advice,

and auto and home loans. According to Uthra,

Truliant’s USP is its member-centric approach.

“First and foremost, we are a not-for-profit organization,”

Uthra said. “That’s the biggest difference

between us and other banking institutions.

But, more so, our goal is to improve each of our

JANUARY 2019


TECHNOLOGY

127

www.businesschief.com


TRULIANT FEDERAL CREDIT UNION

Hybrid IT Solutions

Colocation Cloud Connectivity Managed

Solutions

Professional

Services

41 data center campuses. One dependable network.

888.552.FLEX

Flexential.com

JANUARY 2019


TECHNOLOGY

129

“OUR CEO AND PRESIDENT

TRULY UNDERSTAND HOW

TECHNOLOGY’S GOING

TO REALLY HELP TAKE

US FORWARD IN MEMBER

SERVICE”


Sandeep Uthra

CIO, Truliant Federal

Credit Union

members’ lives, by working as trusted partner

or provider of the right guidance to achieve

their financial aims,” Uthra explains.

“While traditional banking is more about rates

and fees, all of our products and policies are

consumer, not market, driven. We put people

before profit. We are member-centric. We’re

not just here to make money. This helps our

members create financial security within their

own aspirations. ”

IN THE BEGINNING

Uthra joined Truliant in late 2016 as CIO.

He was charged with helping shepherd the

www.businesschief.com


TRULIANT FEDERAL CREDIT UNION

130

EXECUTIVE PROFILE

Sandeep Uthra

Sandeep has over 20 years of experience developing and executing

information technology (IT) strategies, including serving in executive

roles in the financial services space.

A native of New Delhi, India, Mr. Uthra has served in global

IT leadership roles in product, consulting and financial

corporations in Asia, Africa and the United States. Most

notably, Mr. Uthra was Senior Vice President, Business

Solutions Technology Executive at Bank of America.

He leads Truliant’s Enterprise Service Delivery, Enterprise

Architecture, Application Development, Systems

Operations, Technology Support Services, Infrastructure

Services, Information Security, and

Telecommunications teams.

JANUARY 2019


TECHNOLOGY

131

strategic direction for Truliant’s overall

technology landscape and to help

drive its technology transformation.

“As a trusted advisor in the company,

I needed to get us to a point where

we better understood business and

members’ needs as per our company’s

objectives.”

Uthra’s highly strategic role was to

help develop a roadmap that would

achieve Truliant’s business plans by

leveraging technology. “As part of the

Chief Planning Team, I’ve worked hard

to understand business needs as well

as those of our members with technological

solutions to achieve those goals.

We really tailor our offerings as per our

members’ needs to provide a top-notch

member service.” Truliant targets

locations where they are needed most

and still operates a traditional guidancebased

approach. “We’re very big on

face-to-face interactions. We don’t

want to remove the humanity in front of

us. We will always keep face-to-face

interactions.”

THE HUMAN TOUCH

While human-centric guidance is at the

heart of Truliant’s approach, it is adopting

www.businesschief.com


TRULIANT FEDERAL CREDIT UNION

132

“I HAVE OTHER

COMPANIES LIKE

MERIDIANLINK WHO

SUPPORT US FROM

A LENDING PLATFORM

STANDPOINT AND

THEN SECURITY

PARTNERS SUCH AS

FLEXENTIAL WHO

PROVIDES HOSTING

CAPABILITY”


Sandeep Uthra

CIO, Truliant Federal

Credit Union

more technologically advanced processes

to better prepare for the future of banking.

“Members are changing the way they interact

with financial institutions,” he explains. “I think

we all know that these days people compare

our sector with companies like Amazon, right?

They want us to be simple and nimble – like

shopping on Amazon. This demand is driving

us to create a simpler, more nimble and

innovative personalization for all members.

The consumer experience is king.”

“On the other hand, data is at the consumer’s

fingertips from many external sources to

compare product or services so they are well

informed. It is in our best interest to know

consumers’ personalized needs in a faster

and agile way, to provide them with the best

in-class experience. To make all this happen,

we have focused on technology architecture,

because speed is the new currency in

financial institutions.

These days, technology architecture must

be simple enough to support integrated

channels and with an alignment of data to

understand or predict members’ needs.

“Simplification and Personalization is the

game here,” Uthra explains. “Financial

institutions should work to simplify their

technology landscape and leverage microservices

or APIs (application programming

JANUARY 2019


TECHNOLOGY

CLICK TO WATCH: USING THE TRU2GO APP

133

interfaces), to support faster and more

nimble integration with cutting-edge

products and services.”

DIGITAL ECOSYSTEMS

When Uthra joined Truliant Federal

Credit Union, he hired an enterprise

architect to help build out business

technology ecosystems to understand

dynamics around business units,

functions, processes and underlying

technology. He then sat with internal

teams and critical partners to identify

friction between those ecosystem

constructs. This resulted in a maturity

index of processes and technology,

which gave Truliant a direction for

future investment to achieve its goal of

simplification and optimization of the

members’ journeys/interactions. “Our

vision is to enable consumers of our

technology with a simple, faster and

personalized experience. “Our CEO

and President truly understand how

technology’s going to really help take

us forward in the personalized member

service.

“We know that it’s important to adapt

and evolve quickly in line with the

fast-paced changes in today’s financial

www.businesschief.com


TRULIANT FEDERAL CREDIT UNION

134

services landscape. Our goal is to create

an impactful, best-in-class digital journey

that is both dynamic and personal, and

maintains an authentic human connection,”

says Truliant President Todd Hall.

The other important factor in Truliant’s

technology transformation is partnership

with fintechs and product companies

for technology transformation.

“Our strategic partners support us to

achieve our vision. Companies like Fiserv

who support our core banking

platform perspective. MeridianLink

provides lending capabilities and

Flexential provides hosting capability.

Veristor enables us with virtualized

environment, to aid better manageability

and performance and security of

infrastructure – because it’s not just

about spending or investing in infrastructure,

it’s more about how to optimize

that in terms of performance and security.

Palo Alto Network really helped us to

safeguard our technology and infrastructure

and Secureworks provides

information security capabilities.”

FUTURE TRENDS

For Uthra, the future of the industry lies

in ecosystem-driven personalization.

“I see these three things happening in

the near future: simpler, faster and

personalization. If I’m a member, and

I need a home, normally I would reach

out to a realtor or a mortgage or lending

company. We reach out to the builder

and to many other folks to achieve that

goal for our family. But an ecosystem

approach asks: ‘Why can’t we bring all

these kinds of players into same

ecosystem and make it happen? So, as

a customer or a member, I will just reach

out to a bank or financial institution like

JANUARY 2019


TECHNOLOGY

34

Number of office

locations

$2.3bn

Approximate

value of assets

1952

Year founded

135

Truliant and say, ‘I need a home.’”

Uthra also sees increasing leverage

of APIs for greater integration in sector

technology with many third-party or

indirect product companies. I see

artificial intelligence and data playing

a big role. Data is going to provide

integration value because it will predict

and say what our customers or members

are asking and at what point in time.

“I take pride in leading this vision

because of our people and culture. I’m

really fortunate to feel that I’m part of

this high technology team that brings

those kinds of innovations together.”

www.businesschief.com


136

Changing

mindsets

through

technology

transformation

WRIT TEN BY

SEAN GALEA-PACE

PRODUCED BY

ANDY TURNER

JANUARY 2019


TECHNOLOGY

137

www.businesschief.com


BRAY INTERNATIONAL, INC.

Brindesh Dhruva, Chief

Technology Officer of

Bray International, discusses

the company’s ongoing

technology journey

138

ray International, Inc. was founded in

B

1986 with a customer-centric objective

to become the preferred flow control

partner. Bray’s global footprint and distribution

networks, along with a comprehensive line of

innovative flow control solutions, has enabled us

to become an international industry leader.

Thanks to unrelenting commitment to quality and

customer service, clients around the world have

made Bray their trusted partner. After 30 plus

years, Bray’s focus hasn’t changed. Bray International,

Inc. remains your local flow control partner

with a global reach.

Our customers face the day-to-day prospect of

operating in increasingly extreme conditions in a

safe and environmentally responsible way. The

product technologies and solutions that we offer

must maintain pace with these demands,” states

Brindesh Dhruva, Chief Technology Officer. Since

joining Bray International in early 2013, he has

been tasked with steering the company’s technology

transformation, creating innovative solutions

and products that its customers can rely on.

JANUARY 2019


TECHNOLOGY

Raymond Technical Center

139

CAD design facilities

Holding a Doctorate from Yale in Engineering

and having previously worked in the

Upstream O&G Industry for over 13 years

across a variety of roles such as Marketing

& Technology Manager prior to joining

Bray, Dhruva believes his early engineering

experiences in developing products with a

high demand on reliability and performance

helps him in his current role as CTO of Bray.

“Over the past several years we have been

able to develop world-class solutions and

products. In doing so, we have utilized, for

example, additive manufacturing techniques

for control valve applications and smart sen-

www.businesschief.com


F31K2―Valve

Position

Sensing with a

Global View

Dual inductive sensors in one direct-mount, modular assembly

Hazardous-area certification for UL Class I/Div. 1 and ATEX Ex i Zone 0/20

Alternative to traditional switch box systems

Available DC 2-wire, low leakage current option for direct PLC/DCS connection

www.pepperl-fuchs.com/F31K2

“It’s about putting

together a global

team that has the right

capabilities and infrastructure

that allows

us to develop, validate

and produce products

that exceed customer

expectations”


Brindesh Dhruva,

Chief Technology Officer of Bray International

sors to develop real-time monitoring.”

Just over 30 years ago, the Founders

of the company – Craig Brown

and Frank Raymond revolutionized

the global rotary flow control market.

Today, Bray provides global distribution

and manufacturing with locally available

service and expertise for a variety

of flow control products. Bray’s products

have extensive application in a

wide range of critical services. These

include butterfly valves in cryogenic

conditions for an LNG application

to Severe Service Ball Valves in very

high temperature & corrosive condi-

JANUARY 2019


TECHNOLOGY

Bray USA Facility

141

EXECUTIVE PROFILE

Brindesh Dhruva

Brindesh is currently Chief Technology Officer

for Bray Internationals Inc., responsible for Global

R&D and Product Management. Brindesh holds a

Ph.D. in Engineering & Applied Sciences from Yale

University and has over 20 years of experience

in Technology & Marketing developing high-tier

products and delivering commercial success.

www.businesschief.com


BRAY INTERNATIONAL, INC.

“As long as we understand our customer’s

needs and as long as we understand the

moving technology pieces, we will continue

to grow as the technology partner of choice”


Brindesh Dhruva,

Chief Technology Officer of Bray International

142

JANUARY 2019


TECHNOLOGY

tions in a refinery application. Bray’s

extensive product portfolio includes

resilient seated and high-performance

butterfly valves, critical service triple

offset valves, floating and trunnion

ball valves, metal seated ball valves,

actuators, and control accessories

to enable smart technology. The application

of this portfolio is even more

diverse and includes circulating water,

flue gas desulfurization, demineralized

water, fuel oil (fire safe), service water,

steam, fuel gas, potable water, water/

glycol, and various other compounds.

Such rapid progress has been the

result of Bray’s commitment to its research

& development (R&D) and operations

in the US, India and China where

its main Manufacturing, Engineering

and R&D Labs are located. Expanding

similar capabilities in Latin America,

Europe and Australia has also been an

integral part of Bray’s growth. It’s this

visionary commitment, which Dhruva

affirms, has been important in building

the foundations for long-term success.

“Over the last several years we have

reinforced the right technical teams

by strengthening the link between

manufacturing, engineering and

sales. We have also reinforced the

143

www.businesschief.com


BRAY INTERNATIONAL, INC.

144

“I’m a firm

believer that

good product

introduction

doesn’t happen

accidentally.

It comes as a

result of a very

deliberate

approach

of bringing

products to

market”


Brindesh Dhruva,

Chief Technology Officer

of Bray International

right product development process which

starts with the voice of our customers and

ends with their satisfaction. It’s about putting

together a global team that has the right

capabilities and infrastructure that allows

us to develop, validate and produce products

that exceed customer expectations in

terms of reliability and performance,” says

Dhruva. “That’s the way we operate! That’s

what defines the products, technologies and

services we aspire to continuously provide.”

Indeed, Bray continues to evolve and has

transformed itself into a technology company

that can deliver highly customized, highly

engineered products and services for a wide

range of severe applications. Dhruva points

out that these types of transformations start

at the top and percolate down. “Bray has a

rich history, full of achievements, which we are

all very proud of, but the Founders of the company

continue to see an even brighter future

in terms of growth and technology innovation.”

INTRODUCING NEW PRODUCTS TO MARKET

Recent technical and commercial successes

include Tri Lok – Triple Offset Butterfly Valve,

Series 98 Scotch Yoke Pneumatic Actuator,

M1 Severe Service Ball Valve, S19 Segmented

Control Valve and numerous other valves, actuators

and controls accessories. The product

capabilities along with global Applications

JANUARY 2019


TECHNOLOGY

CLICK TO WATCH: WORKING FOR BRAY INTERNATIONAL

145

Engineers that understand the customer’s

challenges enable Bray to provide

not just good products, but good

solutions for our customer’s needs.

The technical success of our products

relies heavily on the design and

validation steps within the Bray Product

Development Process all of which

conform to ISO 9001 standards. Bray’s

Global Technology presence spans

multiple R&D locations around the

world including India, UK, Brazil and

in Houston’s Bray Raymond Technology

Center – proudly named after one

of its founders, Frank Raymond. The

design decisions at Bray are made in

line with customer requirements and

with product reliability, manufacturability

and product cost in mind. “Our

Engineers must understand the difference

between investment casting

and sand casting…and they must

understand how tight tolerances and

surface finish requirements impact

manufacturability (costs) just as much

as product performance” says Dhruva.

The qualification of products program

includes not only design validation

but also validation of the manufacturing

process to be able to produce

www.businesschief.com


BRAY INTERNATIONAL, INC.

146

“It’s important we keep

up with what our

customers face today,

but also respond to the

technology trends in

the industry that will

take them to the next

level tomorrow”


Brindesh Dhruva,

Chief Technology Officer of Bray International

product with consistent high quality.

Commercial success doesn’t come

serendipitously, even for great products.

It begins during the early phases

of a product development process in

identifying customer needs, getting

their input & influence into the design

process and ensuring good market

introduction. “I’m a firm believer that

good product introduction doesn’t

happen accidentally. It comes as a

result of a very deliberate approach of

bringing products to market,” explains

Dhruva. “That means we engage our

customers very early on during development

to ensure we get the requirements

right. It means we understand

the voice of the customer, the customer’s

needs and then incorporate those

findings into our product requirements

and our service & sales organization.”

With industry 4.0 driving the manufacturing

industry forward, companies

such as Bray rely on innovation and the

ability to understand the latest trends

to leverage & provide products & solutions.

“It’s important we keep up with

JANUARY 2019


TECHNOLOGY

147

www.businesschief.com


BRAY INTERNATIONAL, INC.

1986

Year founded

2,500

Approximate number

of employees

148

what our customers face today, but

also respond to the technology trends

in the industry that will take them to

the next level tomorrow. There are

two examples that I would highlight

here. One is on additive manufacturing

where we’ve worked through a super

partnership to 3D-Print metal components

in a control valve application to

significantly improve flow performance

by incorporating design features that

aren’t possible with traditional casting

and forging processes.” says Dhruva.

“The second example involves devel-

JANUARY 2019


TECHNOLOGY

149

oping predictive monitoring with near

real-time measurements on valves

that will provide performance diagnosis

in a proactive and predictive way.”

FUTURE PLANS

With Bray several years into their

technology transformation journey,

Dhruva believes the company’s ability

to quickly evolve to address the

growing market needs and leverage

technology trends is key to continued

and sustainable growth.

“As long as we understand our

customer’s needs and as long as we

understand the moving technology

pieces, we will continue to grow as the

technology partner of choice. Bray

has the people, processes and the

technology infrastructure to meet our

customer’s most difficult needs.”

www.businesschief.com


150

JOHNSON BROTHERS

Enabling organic

growth through digital

transformation

WRIT TEN BY

CATHERINE STURMAN

PRODUCED BY

ANDY TURNER

JANUARY 2019


TECHNOLOGY

151

www.businesschief.com


JOHNSON BROTHERS

In the alcohol distribution

business for over 65 years,

Johnson Brothers has built

a digitally enabled workforce

that delivers outstanding

customer service each and

every time

152

lcohol is big business. Amounting to more

A

than 16% of total beverage volume across

the US, total alcoholic beverage sales

in 2017 exceeded US$234.4bn, a figure which

continues to rise. While beer remains a key staple

with 185.57mn barrels produced in the US in 2017,

demand for wine and spirits is also on an upward

trajectory. As US consumers continue to drive up

sales across the industry, opportunities have ascended

for strong, market-savvy players to take full advantage

and transform their service offerings.

Providing exceptional services to its customers and

supplier partners since 1953, wine, spirits and beer

distributor Johnson Brothers has a long-term vision

to leverage their longstanding values of excellence

and team work to drive innovation as it enters new

markets. Proud of its strong heritage in Minnesota,

the business has acquired a number of businesses,

launched a new distribution center and strengthened

its supplier relationships as part of its ongoing

strategy to enable organic customer growth.

Our warehouse and

delivery team members

use technology to sort

and manage product

JANUARY 2019


TECHNOLOGY

153

www.businesschief.com


JOHNSON BROTHERS LIQUOR COMPANY

Empower world-class field team

execution with one app.

We partner with 200+ enterprise brands to drive digital transformation,

improve the customer experience, and increase profitability. Hundreds

of thousands of users have executed 30M field initiatives worldwide–

perfecting merchandising, driving sales, and delivering efficiencies–all

from their mobile device. We empower teams to take optimal action at all

levels of the business in real-time.

World-class leaders trust GoSpotCheck to help them:

Increase Sales Drive Accountability Grow Market Share

• 70 countries (Africa, Americas,

Australia, Asia, Europe)

• SSO-enabled

• Image recognition

• Industry-leading data security

• Fully available offline

• Full integration capabilities:

SalesForce, ERP, CRM

• Extreme ease in implementation

• Turnkey tech stack tool

• Live Customer Support 7-days a

week, based in Denver, CO

Deliver Real Results

sales@gospotcheck.com

(844) 359-2502

gospotcheck.com

IT TRANSFORMER

& CULINARY

TRAILBLAZER

YOU are a chief change agent.

You triumph over the trauma of IT

transformation as you integrate

legacy IT with the latest hybrid cloud

technologies to drive your digital

initiatives. But transformation can

be risky and complex.

WE are Sungard Availability Services.

We help transform IT and deliver

resilient, recoverable production

environments — enabling IT

transformers to reap the value of

digital innovation as they take on

the forces of change every day.

Lead with resilience at www.sungardas.com.

Transforming IT for Resilient Business TM

JANUARY 2019


TECHNOLOGY

A Johnson Brothers truck

in front of our warehouse

155

Michael Johnson, Chief Executive

Officer, and Todd Johnson, Chief

Operating Officer are the Johnson

Brothers who run the company that

was founded by their father Lynn.

Todd describes how technology

strategy will enable growth, “My dad

started the company in 1953. He

bought a used truck, rented a small

warehouse and opened his doors for

business. There was no technology

back then – everything was done by

hand. Over the next 65 years, we’ve

grown across multiple states and

developed partnerships with some

of the best suppliers and customers

in our industry. Today, technology is

critical to our business, from providing

tools to our sales consultants, sharing

market trends with our customers, as

well as improving the efficiency of our

distribution operations.”

Bringing this strategy to fruition at

Johnson Brothers is Vice President of

IT, Tim Dokken. Working for established

Fortune 500 organizations, such as

American Express Global, Thrivent

Financial and Merrill Corporation, with

a career spanning accounting, finance,

consulting and all aspects of technol-

www.businesschief.com


JOHNSON BROTHERS

Warehouse employee

filling customer orders

156

EXECUTIVE PROFILE

Tim Dokken

Tim is a passionate, senior technology executive with

over 24 years of financial services experience, delivering

solutions to businesses and consumers globally. He is

currently serving as the Vice President — Information

Technology at Johnson Brothers in St. Paul, MN.

Previously, he was the Chief Technology Officer of

LiveGiveSave, Inc., whose mission is to help people

through their everyday spending to effortlessly give to

causes they care about and save for their future.

JANUARY 2019


TECHNOLOGY

“The focus was to support

the infrastructure

side: our data centers,

servers, all of our

networking, end user

computing, IT service

delivery, etc. It’s really

the operational side

of IT”


Tim Dokken,

Vice President of Information Technology

157

ogy including leading large IT modernization

programs, as well as launching

a technology start up. Dokken’s passion

to develop companies from the ground

up led him to join Johnson Brothers.

“The focus was to support the infrastructure

side: our data centers, servers,

all of our networking, end user computing,

IT service delivery, etc. It’s really the

operational side of IT. Everything that

all the applications and data run on,

that’s what I own,” he says.

“A lot has changed in the last year.

We’re moving to a brand-new data

center which will go live in January

with an entirely new production

environment. That’s literally from the

ground up. Storage, compute, networking,

plus we’ve implemented a

new IBM Power Series for our ERP

system. We have experienced a

dramatic amount of growth in the last

year and part of what we’re doing is

to prepare the organization for future

growth and ensure that technology

is an enabler and not a barrier.”

www.businesschief.com


JOHNSON BROTHERS

“Our new production

environment is at

least 10-20x faster

to accommodate for

growth and the

ability to process

more business”


Tim Dokken,

Vice President of

Information Technology

158

Moving what had previously filled

an entire room in its former data center

onto two racks in its new environment,

Johnson Brothers has invested in a

hyper-converged infrastructure, and

has embedded cutting-edge technologies,

whether compute, all flash

storage, unified backup or network,

including a full SD-WAN. The company

has developed strong relationships

with Dell, Nutanix, Datatrend and

others in turning its three-tier architecture

into a state of the art hyperconverged

infrastructure, delivering

optimal compute and storage capacity,

and most importantly, speed.

“Our new production environment is

at least 10-20x faster to accommodate

for growth and the ability to process

more business. For example, our

backups for our ERP system used to run

all night long on Sunday night and take

everything offline. Now we’re down to

less than two hours and that’s not even

on our new IBM Power 9 Server yet,”

adds Dokken.

The complete modernization of its

technology stack remains an important

part of its strategy, leading Johnson

Brothers to leverage the capabilities

JANUARY 2019


TECHNOLOGY

159

of its vendors. Putting workloads into

Azure for sales applications and

Amazon Web Services (AWS) for

offsite storage, the business has

sought to ensure both resiliency and

redundancy, as well as recoverability

through offsite data storage. Investing

in Microsoft’s entire suite of security

tools and capabilities, as well as

third party products such as Cylance

has also formed part of its ‘defense

in depth’ strategy. All of this has

worked to support Dokken and his

team adhering to its internal slogan:

‘Always on, Always fast, Always secure.’

Cloud technology has also been

adopted to support both local and

remote workers as the business continues

to expand, becoming one of the

fastest and most vital investments

across the business. Utilizing sales

tools and platforms from Inventive

and Dimensional Insights has enabled

our mobile Salesforce to effectively

serve our customers.

“Cloud has remained a key strategy

for growth, where our sales team are

now entirely cloud enabled, running

all data and applications through both

computers and iPads.” Promoting full

www.businesschief.com


JOHNSON BROTHERS

160

COMPANY FACTS

• Amounting to more than

16% of total beverage volume

across the US, total alcoholic

beverage sales in 2017

exceeded US$234.4bn

• Johnson Brothers has

invested in a hyper-converged

infrastructure,

utilized solid state storage

and has embedded cuttingedge

technologies

• The company has developed

strong relationships

with Dell, Lenovo, Nutanix

and others, turning its threetier

architecture into a

hyper-converged

infrastructure

• Putting workloads into

Azure and Amazon Web Services

(AWS) for offsite

storage, the business has

sought to ensure both resiliency

and redundancy, as

well as recoverability

through offsite data storage

Technology improves efficiency and

monitors processes in our warehouses

JANUARY 2019


TECHNOLOGY

November 2018 charity food packing event where 70 employees

packed more than 21,000 meals for local children and families

161

accessibility for customers who wish

to speak to the sales team, anytime,

anywhere will allow the business to

deliver services in a rapid fashion,

removing the constraints of an onsite

data center.

“We’re expanding many of our

applications, so our core systems are

cloud delivered versus having to host

those in our data center. That frees

up our team to focus on the systems

which really drive business value. On

the corporate systems, it’s a way to

make sure that our resources can focus

on what creates the most business

value and leaves the other things to

the SaaS providers,” explains Dokken.

Nonetheless, the most important

investment throughout the digital

transformation of Johnson Brothers

has been its team. The decision to

move away from legacy technologies,

overhaul the entire production environment,

move to a new data center and

rebuild the network has been met with

excitement, and provided new opportunities

for the personal and professional

growth for team members.

www.businesschief.com


JOHNSON BROTHERS

162

St. Paul Warehouse and Headquarters

“My focus is to continue

creating opportunities

for the team. If I’m gone

tomorrow, my objective

as a leader is that they

will be self-sufficient and

will provide a seamless

service the business can

be proud of”


Tim Dokken,

Vice President of

Information Technology

“The team are the ones doing the

heavy lifting; the most significant role

I’ve played is to really clear the deck.

I saw an opportunity and helped craft

a vision, but the team is responsible for

its success, looking at how to achieve

this vision, the technology to use, as

well as evaluating things like ‘what

should our recovery strategy look like’

and ‘what data center should we run

out of?’ So, they’ve been instrumental

in these decisions, which has been

very engaging and motivating. My team

JANUARY 2019


TECHNOLOGY

is really proud of their work,” he states

with pride.

Making a conscious decision

to partner with a consulting firm or

provider has also proven advantageous

in enabling employees to work

on systems and technologies that

drive the most business value without

burdening the team and has allowed

the company to reach some of its key

goals in a shorter amount of time. “In

terms of core engineers, I have a small

team so we have to supplement that

with outside resources. At the same

time, making sure our employees get

to work on the high-quality work is

a core strategy.”

Dokken went on to say, “My focus

is to continue creating opportunities

for the team. If I’m gone tomorrow, my

objective as a leader is that they will

be self-sufficient and will provide a

seamless service the business can

be proud of. The team can pick up the

ball, move forward, are enabled and

ready, and are open to new opportunities

to take the business forward.”

Clearly demonstrating that technology

is an enabler and not a barrier

at Johnson Brothers, Dokken remains

keen to promote its internal slogan

‘Always on, Always fast, Always

Secure’, which will see the business

reach new heights in the upcoming

years and ensure its longevity and

competitiveness across the industry.

“As we continue to grow, we are

thrilled that our IT infrastructure is

ready to support our business and be

a key part of our company’s success,”

added Johnson.

163

www.businesschief.com


164

Procurement

transforming the

Fannie Mae way

WRIT TEN BY

ANDREW WOODS

PRODUCED BY

DENITRA PRICE

JANUARY 2019


SUPPLY CHAIN

165

www.businesschief.com


FANNIE MAE

We speak to Rajeev Karmacharya,

Managing Director, Strategic Sourcing

and Category Management at Fannie

Mae, on how he aligns procurement

with business at Fannie Mae…

166

A

number of companies struggle to establish the

bridge between their business aspirations and

priorities and the procurement space. However,

procurement is undergoing a sea of change at the

moment with many businesses no longer viewing this

service as merely a back-end function. Rajeev

Karmacharya, Managing Director, Strategic Sourcing

and Category Management at Fannie Mae, sees his role

in procurement as much more business facing.

“A lot of times procurement organizations tend to be

too focused on the cost,” he explains. “However, that’s

often not what the businesses are really looking for.

Obviously everyone wants to be competitive with price,

but there’s more to be had from procurement.”

Karmacharya has over two decades of experience in

procurement, supply chain and technology roles and has

seen the procurement function evolve over time. He

worked as a management consultant for over 12 years,

including as a Principal for AT Kearney, a global management

consulting firm. He consulted for a number of

leading Fortune 500 firms where he often worked just as

closely with the CIO as the CFO. “I really got to see how

JANUARY 2019


SUPPLY CHAIN

167

www.businesschief.com


Passion. Execution. Results.


The world of work is irreversibly changing. Never in the history

of mankind has there been a more selective workforce, borne

from a society that is more interconnected and technologically

dependent than ever before.

With millennials expected to make up 50% of the workforce by

2020, the traditional idea of a ‘workplace’ has been fundamentally

challenged and is increasingly open to interpretation.

Xyster Consulting addresses these challenges by creating Smart

Workplaces to attract and retain talented employees in a shrinking

pool, where the modern workforce demands increased flexibility,

mobility, pervasive amenities that enhance the quality of life,

and a greater focus on sustainability and employee wellness;

all in a corporate environment where security vulnerabilities

are being aggressively exploited and data privacy breaches

are rampant.

What differentiates Xyster as a Technology Consultant is our

unique understanding of corporate facilities and the important

role technology plays as an enabler of the Smart Workplace of

the future.

Please contact us to learn more about our service offerings and

how Xyster can help your organization effect change through

automation and innovation…

Our Projects

Our Services

Contact us

Visit our site


FANNIE MAE

170

the priorities and perspectives could

sometimes be different between the

two groups,” he explains.

Fannie Mae is a U.S. governmentsponsored

enterprise (GSE) that

supplies financing to mortgage

lenders. Fannie Mae celebrated its

80th birthday in 2018. Karmacharya

joined the company in 2013 and has

been working on transforming the

procurement space through a more

business-facing function rather than a

traditionally administrative process.

“When I joined Fannie Mae, we didn’t

have a category management type of

function here and what I found talking

to senior executives across the

company was that they didn’t see

value in procurement that does just

transactional work. Obviously, there

are trade-offs with minimizing cost,

minimizing risk and speed of delivery.

This interesting dynamic gave me a

perspective on how you should really

design a procurement organization.

How can a group be really effective?”

FUTURE PROCUREMENT

Fannie Mae was keen to recruit

procurement experts that could supply

$109.9bn

Approximate

revenue

1938

Year founded

7,200

Approximate number

of employees

JANUARY 2019


SUPPLY CHAIN

market insights and industry knowledge

to the organization. “Our business

stakeholders are not expecting

procurement to tell them whether they

should buy this product or that product,

but they certainly wanted us to bring in

insights as to what was happening in

the marketplace. What are the trends?

Who are the key and emerging players?

What types of innovation are happening

in the industry?

“Obviously, the transactional part is

important, as is the supplier management

and all the traditional procurement

functions, but we have moved

to a model where we are the category

experts. Our category managers

have a full understanding of their

categories, including historical spend,

contractual terms, key sourcing levers

as well as industry knowledge – more

than anyone else in the company. This

creates a partnership, and even though

the organization may change on the

business side, it enables us to provide

continuity as well as an enterprise

perspective.”

Fannie Mae’s sourcing and procurement

transformation journey is about

customer service. “For us, our internal 171

www.businesschief.com


The Procurement

Empowerment

Platform

Realize the possibilities

Supplier

Management

Sourcing

Contract

Management

Procurement

Invoicing

Strategy

& Analytics

Smart Collaborative Agile

Capacity to plan

Actionable insights at

your fingertips

Improved data quality

Effective internal &

external stakeholder

engagement

Deep, workflowenabled

collaboration

Robust program

management

Quick process /

system deployment

Easy configurability for

unique or evolving

requirements

Great experience on

any device

Learn more about the possibilities on ivalua.com


Planning a Successful

Procurement Transformation Journey

Wayne Gretzky once said that “a good hockey player plays where the puck is. A great hockey player plays where

the puck is going to be.” The same can be said for procurement leaders planning their organizations’ digital

transformation.

At Ivalua, we’ve had the opportunity to work with hundreds of the world’s leading companies on their journeys.

The most successful have consistently been those that keep their eye on where they want their organizations to

be many years down the road and plot their course accordingly.

While people ultimately are the ones that deliver value and bring successful transformations to fruition, technology

is a critical enabler. It frees capacity, provides necessary insights, enables collaboration at scale and much more.

Successful procurement transformation journeys involve several core phases, and technology must be able to

support each one when you are ready to progress.

Typical

Objectives

Get up and running quickly

Generate ROI

Adopt industry best

practices

Digitize the full Source-to-

Pay process

Manage 100% of spend

Improve data / strategic

insights

Bing your best ideas to life

Establish agility for evolving

requirements

Technology

Requirements

Rapid deployment, adoption

& onboarding

Industry configurations

Complete suite

Unified data model

Powerful configurability

Industry-leading capabilities

Getting Started Best-in-Class Competitive Advantage

Procurement Digital Transformation Journey

If getting started, ensure technology can deliver rapid ROI and deliver best practices. But remember that even if

you are only digitizing part of your process now, when you are ready to build a truly best-in-class procurement

organization you’ll want to digitize the full Source-to-Pay process, in which case an integrated suite to automate

all activity will be needed, and a unified data model will be critical to ensuring 360 degree supplier visibility

or generating process-wide insights from the latest artificial intelligence applications. Fannie Mae was able to

onboard nearly 100% of their suppliers and achieved visibility into 100% of spend. Their team made it happen,

empowered by technology.

You should insist on best practice capabilities and configurations, but realize that as you mature you will inevitably

find that some requirements are truly unique or have evolved. Be sure your technology has the flexibility to

accommodate them through configuration. And remember that best-in-class does not create a competitive

advantage. Top talent will want to innovate and do a few strategic activities differently, better than the competition.

Technology should empower them to do so and bring their best ideas to life. Fannie Mae maintains better insight

into cyber security threats than its suppliers, so implemented a unique process to automatically notify at-risk

suppliers of threats, thereby reducing risk better than others.

Every company’s journey is unique, but

by keeping their eye on where they are

headed, procurement leaders can achieve

their goals.

To learn how Ivalua can accelerate your procurement

digital transformation, visit ivalua.com


FANNIE MAE

174

“Like many internal operations, procurement

has undergone a digital recalibration of both

its architecture, functionality and efficiency

as Big Data, machine learning and AI start

to filter into the procurement space”


Rajeev Karmacharya,

Managing Director, Strategic Sourcing and Category Management

JANUARY 2019


SUPPLY CHAIN

175

www.businesschief.com


Smarter

IT sourcing

starts here

Smarter IT sourcing starts with NPI.

Our transaction-specific price

benchmark, licensing and

negotiation insights help you get

the most value out of every IT

purchase and renewal, and reduce

buying risk.

This translates into measurable

savings, greater IT flexibility and

faster purchasing cycles.

Make NPI part of your IT

procurement transformation

strategy.

NPI Services Portfolio

• Price benchmark analysis

• EA renewal optimization

• Telecom contract optimization

• License position analysis and

audit defense

• IT asset rationalization for M&A

and divestitures

• IT sourcing transformation

consulting

Our website

Contact us

Learn more at npifinancial.com.


SUPPLY CHAIN

CLICK TO WATCH: FANNIE MAE – NATIONAL HOMEOWNERSHIP MONTH

177

business unit stakeholders are our

customers. Some procurement

organizations don’t like to call their

internal stakeholders ‘customers’. I

think we’ve been very deliberate about

viewing our business stakeholders as

customers and really putting them at

the center of everything we do. We

seek to understand their business so

we can see it from their perspective.

We help our customers achieve market

competitive costs and help identify

and mitigate supplier risks, but our

customers’ business objectives and

priorities are at the core of what we

focus on. Sometimes, that may mean

higher cost for faster speed-to-market,

or taking on a slightly higher level of

risk. We may challenge them from time

to time if we believe that’s in their best

interest, or the company’s. Ultimately,

we want our customers to have a

positive experience in their interactions

with procurement while knowing

that we have their back. That’s the kind

of model we’re building.”

Like many internal operations,

procurement has undergone a digital

recalibration of its architecture,

functionality and efficiency as Big

www.businesschief.com


FANNIE MAE

178

“I think the

key for me is

understanding

business needs

and viewing

things from

the customer’s

perspective”


Rajeev Karmacharya,

Managing Director, Strategic Sourcing

and Category Management

Data, machine learning and AI technologies

start to filter into the procurement space.

“We have totally digitized contracts and can

do a lot more with contract authoring and

contract analytics, among others. We have

started to test RPA (robotic process

automation) where it makes sense – and I’ll

be honest: RPA doesn’t always make sense

for smaller scale operations, where there is a

lot more thinking versus doing. From a

business case perspective, the promised

land of true digitization is full collaboration

and transparency that enables harnessing

the full potential of technologies, such as

JANUARY 2019


SUPPLY CHAIN

machine learning and artificial intelligence.

For our customers, that means greater

efficiency and better analytics and insights.”

A PROCUREMENT TRANSFORMATION

With any digital transformation, robust

technology solutions are key to continued

success. “If you looked at the technology

solution we had a few years ago, the context

diagram of our procurement system and

integrations was outdated. This complexity

meant higher opportunity for errors and

impacted our cycle times. We also didn’t

have a good way to tackle approvals outside

of Procurement – much of this was done via

emails and lacked consistency. We had

multiple sources of records for supplier data,

but no direct integration between contracts

and purchase as they were on different

systems. So, we needed an end-to-end

solution that was flexible to meet our unique

needs, yet scalable to handle our volume.

After assessing a number of established

players, Fannie Mae chose an innovative,

emerging supplier in source-to-pay space.

We now have a more user-friendly procurement

system that allows for integrated

requisition and contract approval workflow

and now, along with the adoption of e-signatures

and mobile approval capability, we

179

www.businesschief.com


W O R K P L A C E

click here to find out more

R E S U L T S

click here to see our projects

A well-designed space is about

more than only aesthetics. It’s

about creating an environment

as functional as it is beautiful,

flexible as it is safe, and inviting

as it is productive.

For 25 years, Bialek Environments has helped our clients to create

spaces that are more productive and inviting with full-service office

furniture, interior prefabricated construction and design services.

With clients in the commercial, education, government, and healthcare

sectors, we bring best practices and new ideas from different programs

into each client’s project. Bialek’s experienced staff of account managers,

designers, project managers, and client representatives take the

time to ask the right questions, to listen as answers are given, and

to ultimately understand your needs.

LEARN HOW WE CAN

HELP YOUR TEAM BE MORE

PRODUCTIVE AND ENGAGED.


SUPPLY CHAIN

have cut down cycle-time for standard

purchases by 50%.”

Karmacharya’s team utilizes an

end-to-end procurement solution

where all of the contracts are in one

contract management system. The

key metadata is captured and stored.

Contract authoring has been piloted

and the company is looking to expand

its contract authoring and contract

analytics capabilities. “Much of our

contracting work happens electronically,”

he explains. “Key contract

meta-data is captured and we utilize

e-signature for execution. We continue

to be focused on ensuring data quality,

capturing additional metadata, and

some of the innovative things you can

do with digitalization to drive efficiency.

We have full spend visibility that really

enables us to do all the associated

analytics. Catalog management and

automatic deal approval with the full

workflow is also built into the tool,

which makes the process very efficient.

Moreover, with the workflow built into

the tool, it is easier for customers to

see where things are – with increased

transparency, procurement is becoming

less of a black box.”

Karmacharya believes trusted

relationships with suppliers are equally

important to bring value to internal

customers. The team has worked

hard to build strategic partnerships

with key suppliers. “We believe

suppliers can help bring innovation

and best practices with the right

181

EXECUTIVE PROFILE

Rajeev Karmacharya

Rajeev a is Managing Director of the Strategic Sourcing

and Category Management group in Fannie Mae. Rajeev

leads a team of category management, strategic sourcing,

contracting, and supplier operations professionals. In

addition, Karmacharya currently serves in the Advisory

Board of the Sourcing Interest Group, a global industry

forum for Sourcing professionals.

www.businesschief.com


FANNIE MAE

“From a business

case perspective,

the promised land of

true digitization is full

collaboration and

transparency that

enables harnessing

the full potential of

technologies, such

as machine learning

and artificial

intelligence”

182


Rajeev Karmacharya,

Managing Director, Strategic Sourcing

and Category Management

partnership and accountability. For

example, we work collaboratively

with them to drive efficiency and cost

competitiveness. Annually, we work

with them to plan out future demand

so they can plan their resources

accordingly and we get the benefit

of readily available, qualified resources

in areas of our greatest need. We

also work with a company that helps

us with benchmarks, and on key

hardware and software deals, which

helps bring a unique perspective into

supplier pricing models we might not

normally have.”

Besides unit cost optimization,

Karmacharya’s team is also focused

on managing demand and seeking

out substitution opportunities. For

example, the procurement team

worked collaboratively with the

enterprise data team to manage

data purchases and allocation. Prior

to establishing an asset management

program, budget planning, forecasting

and cost allocation was challenging

JANUARY 2019


SUPPLY CHAIN

due to the fragmented nature of the

purchase across multiple business

units. A new data management solution

enabled the company to effectively

manage its data purchases and reduce

duplicative purchases.

It’s Karmacharya’s customer service

mindset that is driving tangible value. “I

tell my team every day to think about

the value we are bringing. You can

always take the easy path, or you can

take the path that drives the most

value even though it may be a little

more difficult. Sometimes you have to

challenge your customer and say, ‘Are

you sure you want to do this? Because

here’s what the data is telling me.”

“There are valuable insights you can

draw from analysis of not just spend

and buying patterns, but also from

trends in the marketplace. What

resonates with the customers might

not be cost savings. It might be other

things you, and the customer, might

not be thinking about.”

“I think the key is understanding

business needs and viewing things

from customer’s perspective,” he adds.

“On the flip side, by having this analytical

insight you really understand what

the opportunities are and, in turn, are

better able to challenge the customer.

Do you take the easy path, the path of

least resistance, with minimal value or

would you rather be someone who is

really helping drive the business? I

choose the latter every time.”

183

www.businesschief.com


184


SUPPLY CHAIN

Launching

innovative new

products during

Cincinnati

Incorporated’s

procurement

transformation

185

WRIT TEN BY

SEAN GALEA-PACE

PRODUCED BY

DENITRA PRICE


CINCINNATI INCORPORATED

Justin Atkins, Purchasing Manager at

Cincinnati Incorporated, discusses the

company’s procurement transformation

and affirms the importance of bringing

innovative products to market

186

I

large-scale 3D product by extruding

materials at a rate up to 80 pounds per

hour. The system, Big Area Additive

Manufacturing (BAAM), leverages

proven design and technology from

CI’s laser platform. The innovation

was designed to enable 3D printing

to be utilized for production manufacturing,

where its size and speed allows

for large parts to be created more

efficiently. The system provides more

options due to its open architecture

system for material vendors. “The

new system has enabled our customn

order to keep ahead of

its rivals, companies must

regularly innovate amidst

fierce competition to become the first

to bring new products to market. For

Justin Atkins, Purchasing Manager

at Cincinnati Incorporated (CI), he

believes it’s his company’s willingness

to launch new innovations and react

to the latest trends that acts as the

catalyst for its success.

CI, a global leader in 3D printing,

has created one of the world’s largest

3D printing technology which develops

JANUARY 2019


SUPPLY CHAIN

187

ers to print parts at a very large scale

that was not possible in the past and

has allowed some of them to do things

that are new to the world. Customers’

reactions have been overwhelming

and we’ve won numerous innovation

awards based on it,” explains Atkins.

TRANSFORMING OPERATIONS

Over the past few years, CI has transitioned

to become a company that can

focus more on customer-centric

product innovation, having solely

operated with an engineering depart-

BAAM (Big Area Additive

Manufacturing)

www.businesschief.com


CINCINNATI INCORPORATED

188

ment in previous years. The introduction of

dedicated product teams has enabled CI to

improve the range of products, such as laser

and plasma cutting systems, press brakes

and shears, additive manufacturing, as well

as powder metal presses. “We now have

three product teams: CNC table products,

vertical motion products, and aftersales. Each

one of these product teams has dedicated

functional support including: service, technical

support, marketing, training, and engineering

resources. It means they can jointly focus on

their specific products and the customers

that use them in an open team environment.”

The company is also in the process of

transitioning from its ERP system that has

been in operation since 1992 and is set to

switch to a state-of-the-art MRP ERP system

called IFS which in the middle of a five-year

implementation schedule. “It is going to give

us the ability to have things like supplier

portals and digital order acknowledgements

and digital order systems. Technology is

playing more of a role in our operations and

we’re constantly looking at how we do things

and how we can do better,” says Atkins.

In a bid to reduce costs and lead times in

its supply chain, CI has fully changed the way

it operates. Atkins examines how CI’s supply

chain has adapted over the years. “As a custom

JANUARY 2019


SUPPLY CHAIN

189

manufacturer of products, the design of our

machine tools is fixed and the supply chain has

never really had a say in the design, which puts

us into a corner at some points. We have certain

components within our supply chain and that

we do not have full control of,” he says. “Over

the past five years, we have looked at the supply

chain more holistically and have seen where the

pain points are. By adjusting our lead times and

associated planning, it has allowed the supply

chain to have more of an influence on what

products we design into our products, which

ultimately gives us a better chance of providing

a lower-cost, on-time machine.”

www.businesschief.com


CINCINNATI INCORPORATED

“25 years ago, the engineering team

would make designs and we would

have to try to source it. Now, everyone

on all teams works very closely together

to ensure that whatever products we’re

designing is manufacturable and that

there is a good supply chain pool”


Justin Atkins

Purchasing Manager at Cincinnati Incorporated

WWW.ROCKET-SUPPLY.COM

SALES@ROCKET-SUPPLY.COM

YOUR TOOLING CONNECTION

www.jet-machine.com

Jet Machine, with a detail

oriented workforce, stateof-the-art

equipment and

integral quality controls

ensures the finest

products while meeting

the high standards and

rigorous specifications

of our military/defense,

oil/gas and aerospace

industry customers.

Rocket Supply is a leading Industrial Distributor of cutting tools,

abrasives, fasteners and MRO supplies; serving the Ohio River

Valley Region. Our in-house Grind Shop provides quick turnaround

for reconditioned and special round tools.

SHOP ONLINE

FIND OUT MORE

Job Information : hr@wulco.com

Quote Submittal : quote@wulco.com

General Information : jetinfo@wulco.com


SUPPLY CHAIN

CLICK TO WATCH: ‘WHY CINCINNATI?’

191

“25 years ago, the engineering team

would make designs and we would

have to try to source it. Now, everyone

on all teams works very closely together

to ensure that whatever products we’re

designing is manufacturable and that

there is a good supply chain pool.”

FORMING KEY PARTNERSHIPS

In order to diversify its business model,

solely buying steel directly from the

mill, CI decided to partner with leading

steel supplier, O’Neal Steel, in a bid to

reduce its lead times. However, with

close to 50% of steel produced being

Goform Electric

Press Brake

www.businesschief.com


CINCINNATI INCORPORATED

192

wasted in the form of scrap, the company

moved away from the O’Neal Steel model

and explored other partner models. Ultimately

after further consideration, CI reverted back

to O’Neal Steel as it was emerging as the

better option. “We had steel service centers

competitively quote on every single piece

of plate that we needed to buy and have them

burn our parts out for us,” says Atkins. “However,

we decided to move back to the O’Neal

Steel model once again because they took

a decent-sized hit on the business that we

had with them when we started going to

other companies. They assembled a supply

chain team together to see how they could

Small Area Additive

Manufacturing (SAAM)

JANUARY 2019


SUPPLY CHAIN

“We decided to move back to the

O’Neal Steel model once again because

they took a decent-sized hit on the

business that we had with them when

we started going to other companies.

They assembled a supply chain team

together to see how they could fix our

problem and work with us to make

our supply chain even more efficient”


Justin Atkins

Purchasing Manager at Cincinnati Incorporated

193

www.businesschief.com


CINCINNATI INCORPORATED

194

fix our problem and work with us to make

our supply chain even more efficient.”

The collaboration with O’Neal Steel

has allowed CI to closely monitor the

inventory at hand and ensure less

wastage. Atkins affirms how important

it is for the two companies to enjoy

a strong working relationship.

“We work very closely with them, and

do forecasts twice a month, depending

on how strong business is, which allows

us to better predict exactly what

inventory we require,” explains Atkins.

“We are effectively able to have four or

five times more efficient yield on our

plate at a lower cost which is important

given the current US administration

imposing tariffs on foreign steel.”

Looking to the future, Atkins points

to the positive workforce at CI as a key

factor in its success and believes it

remains vital to continue to grow and

enable innovation. “Our people are

what makes Cincinnati Incorporated

so successful. We are right here in

southwest Ohio and we have some of

the best people in the world. Every day,

every member of staff comes in and

they have such an immense feeling of

pride in the products that we build.

JANUARY 2019


SUPPLY CHAIN

CLICK TO WATCH: ‘BAAM 3D PRINTED SHELBY COBRA’

195

I would give the credit to the people

that we have at the company,” Atkins

states proudly.

Ultimately, Atkins would like to see the

company continue to grow and innovate

more and more every day. “We have

long-term plans and I want to see us

continue in the same direction that

we’ve been pursuing for the past three

or four years while continuing to bring

bigger and better products to market.”

www.businesschief.com


ROSEWOOD CORDEVALLE:

A GLEAMING EXAMPLE

OF PROCUREMENT

196

TRANSFORMATION 101

WRIT TEN BY

LAURA MULLAN

PRODUCED BY

DENITRA PRICE

JANUARY 2019


SUPPLY CHAIN

197

www.businesschief.com


ROSEWOOD HOTELS & RESORTS

OFFERING EVERYTHING FROM

WORLD-CLASS GOLF TO

WINE TASTING, ROSEWOOD

CORDEVALLE IS A HIDDEN

GEM OF LUXURY THANKS IN

PART TO ITS DILIGENT

PROCUREMENT TEAM

198

N

estled in the foothills of the Santa

Cruz Mountains, Rosewood Corde-

Valle might be Northern California’s

best-kept secret. The four-star hotel rests on

acres of rustic countryside making it the ideal

spot for those craving to get some needed

rest and relaxation. Yet, whilst guests enjoy

golf courses and tranquil spas at their

leisure, behind the scenes there’s a buzz of

activity that ensures that guests receive an

unforgettable stay.

Scott Amarante, now Director of Procurement

at Rosewood CordeValle, earned his

stripes at the hotel. With almost 13 years’ experience

at the property, he says that in essence

his procurement team has one key goal: “By

ordering products and services, managing

inventory and more, we try to take away much

JANUARY 2019


SUPPLY CHAIN

199

www.businesschief.com


TRULY MADE IN ITALY LINENS

www.rivoltacarmignani.it

export@rivoltacarmignani.it


SUPPLY CHAIN

“We never want to save

money at the cost of the

guest experience. We’re

always pushing for the

best of both worlds”


Scott Amarante,

Director of Procurement

at Rosewood CordeValle

201

www.businesschief.com


ROSEWOOD HOTELS & RESORTS

202

of the day-to-day admin from the front of house

managers’ plates. This allows them to deliver

better training to staff and, most importantly,

deliver a high-quality guest experience.”

Having worked at the hotel for over a decade,

Amarante is all too aware of the importance

of procurement. When he first started out in

a food and beverage role, the hotel didn’t have

a formalized procurement department. “We

began to see some challenges: we were

having problems with inventory and food and

beverage costs,” he recalls. “There was a real

need to centralize procurement and create

a department. We went from nothing to a

department of three and so whilst it’s been

an organic development, we’re now a vital

part of the company.” Whether ensuring

inventory levels are accurate or overseeing

spending, Amarante says that now the

department has “really taken on a life of its

own”. This is partly thanks to his colleague

Luca Rutigliano, he adds. “He had the

foresight to create this department and was

really the pushing force behind it. He really

helped everyone recognize the importance

of procurement which was a new and unproven

department at the time.”

It didn’t take the procurement department

long to prove its worth. In the past, Amarante

points out how the golf shop’s inventory was

JANUARY 2019


SUPPLY CHAIN

CLICK TO WATCH: ‘ROSEWOOD REGULARS —

COMPLETELY REVOLUTIONARY’

203

overinflated and unmanageable. “We completely

took it over and managed what goes in and

out,” he reflects. “We took an inventory that

was worth around $500,000 and brought it

down to $175,000 – now the business is

operating beautifully.” By streamlining this

function, it allowed Rosewood CordeValle to

deliver a seamless guest experience. This same

methodology was applied to the hotel’s food

and beverage offering. “The food and beverage

team were finding it difficult to meet their

budgeted costs on a monthly basis so by taking

over those inventories and tightening up the

process we made sure everything’s accounted

for and streamlined. We brought everything

www.businesschief.com


ROSEWOOD HOTELS & RESORTS

204

“People don’t realize

that procurement

touches every

single department

on the property”


Scott Amarante,

Director of Procurement

at Rosewood CordeValle

down to a manageable, functional

level. We were able to really put our

footprint there while maintaining a

great experience.”

Procurement may not always gain

the spotlight but its influence is undeniable.

“People don’t realize that procurement

touches every single department

on the property,” Amarante adds.

“Whether it’s the spa or golf or food

and beverage, we touch everything.

It’s been a big help. When things get

tough, we can help them tighten the

belt.” Yet, whilst cost-saving is a critical

task for any procurement professional,

Amarante says that striking a balance

between value for money and quality is

a “tightrope walk” he does every day.

“It’s tough,” he says. “We never want to

save money at the cost of the guest

experience. We’re also evolving and

looking at market trends to really put

JANUARY 2019


SUPPLY CHAIN

205

our best foot forward. We’re always

pushing for the best of both worlds.”

Being part of the Rosewood Hotels

& Resorts family undoubtedly lightens

this load. With 24 hotels and resorts

spanning 15 countries, the Rosewood

umbrella is one which is synonymous

with world-class standards and a

memorable guest experience, evidenced

by the variety of accolades

and awards it has collected over the

years. This reputation has proven to

be an invaluable asset.

However, for Amarante, the most

important item in his toolkit are the

strong relationships he has fostered

with his vendors and suppliers.

“Creating close, mutually-beneficial

relationships with our vendors is really

key to our success. How do we develop

these relationships? Some of it comes

down to purchase agreements, some of

www.businesschief.com


ROSEWOOD HOTELS & RESORTS

206

it comes down to exclusivity. For instance,

we have a signature whiskey and tequila

that’s made for us. We make them part

of our family. We showcase them to our

members and hotel guests.”

Whether managing the hotel’s inventories

or purchase orders (POs), technology

also undoubtedly plays a role,

although it can be a double-edged sword,

warns Amarante. “One of the paradigms

of being technology-based is that having

that face-to-face relationship with your

vendors becomes more difficult,” he says.

“This creates a challenge when you’re

sending POs via email, for example.

You’re not even having a conversation

with the person when placing an order.

It really forces us to go the extra mile

to maintain these relationships but

technology is still paramount for sure.”

JANUARY 2019


SUPPLY CHAIN

“Creating close, mutuallybeneficial

relationships

with our vendors is really

key to our success”


Scott Amarante,

Director of Procurement

at Rosewood CordeValle

207

Rosewood CordeValle has firmly put itself

on the map as the ideal destination for any

getaway and, whilst its procurement department

may boast of a small team of three, it

seems they’re making a lasting impression

on the hotel and its guests. “Looking forward,

we hope to continue to improve profitability

and enhance the quality of the guest experience

every day,” adds Amarante. “It might

sound simple or cliché but that’s what it’s all

about — it drives us every single day.”

www.businesschief.com


Undergoing

a digital

transformation

in cancer therapy

at Proton

208

International


WRIT TEN BY

SEAN GALEA-PACE

PRODUCED BY

TOM VENTURO

JANUARY 2019


HEALTHCARE

209

www.businesschief.com


PROTON INTERNATIONAL

Vice President of Design

and Construction at

Proton International,

Jay Beranek, discusses

how the proton industry

has transformed over

the last few years

210

D

igital transformation is affecting

all industries as companies adapt

to the latest trends in order to

achieve success with their offerings. In the

case of cancer treatments, it has also

allowed for proton therapy to have a more

significant impact in the sector. Proton

therapy, which is a type of radiation therapy

used to treat cancer, utilizes protons instead

of x-rays in order to battle the disease. As

a positively charged particle, protons can

destroy cancer cells and are often combined

with chemotherapy, surgery, radiation

therapy and immunotherapy. Vice President

of Design and Construction at Proton

International, Jay Beranek, has overseen a

significant transformation in the construction

of cancer treatment centers since arriving

at the company in 2011. In the years since,

Beranek believes that technology has become

increasingly important to Proton International.

JANUARY 2019


HEALTHCARE

“Technology in the proton industry is

changing very rapidly. Less than 10 years

ago, our industry thinking was to build

multi-room facilities which would see us

develop four or five rooms with larger equipment,”

explains Beranek. “It meant there are

four completely different gantries but there

is still only one cyclotron that can deliver the

protons to each of these rooms. Although

cost is a major issue, technology has helped

to reduce the size of this significantly. I believe

the proton industry is going towards single

room facilities, which will also substantially

reduce the overall cost of the project itself.

Technology decreases the size of the scope,

equipment, physical facility and size of the

space and it remains absolutely vital to us.”

211

REMAINING SUSTAINABLE

Proton therapy centers began less than three

decades ago with just a handful of centers in

the US and Europe. However, in recent years

the treatment method has become increasingly

prominent in the industry and now holds

just under 30 operating centers in the US as

well as several in 28 other countries around

the world. Beranek points out that protons

have become more widely-used as a method

of cancer treatment due to the influx of

patients that have a greater understanding to

www.businesschief.com


BR+A CONSULTING ENGINEERS is the Global Engineering Leader in Proton

and Carbon Center design. Our success stems from the talented Core Team

of Engineers who have been collaborating for many years. We understand the

intricacies of these highly complex facilities and possess in-depth knowledge of

the technical requirements of the proton equipment operating systems.

Overall, our portfolio consists of involvement in over 60 particle therapy facilities

worldwide, of which, 14 proton centers are currently treating patients and

approximately 12 will be brought ‘online’ and start treating patients by the end of

2018 through early 2020.

PARTICLE THERAPY LOCATIONS

Abu Dhabi, UAE

Adelaide, AU

Al Sayh, Bahrain

Atlanta, GA

Baltimore, MD

Bangkok, Thailand

Birmingham, AL

Boca Raton, FL

Boston, MA

Cairo, Egypt

Cincinnati, OH

Cleveland, OH

Dallas, TX

Dayton, OH

Delray Beach, FL

Doha, Qatar

Dublin, OH

Falls Church, VA

Flint, MI

Freiberg, Germany

Halle, Germany

Hefei, China

Hong Kong, China

Houston, TX

Irving, TX

Jacksonville, FL

London, England

Madrid, Spain

Miami, FL

Muscat, Oman

New York, NY

Newport, Wales

Northumberland, UK

Oklahoma City, OK

Oxford, England

Philadelphia, PA

Riyadh, Saudi Arabia

Rochester, MN

Royal Oak, MI

San Francisco, CA

Seattle, WA

Singapore

Somerset, NJ

Stanford, CA

Taipei, Taiwan

Voorhees, NJ

Warrenville, IL

Washington, DC

CONTACT Michael Fahey, Managing Principal

m 347.752.2364 | d 646.205.7289 | e mfahey@brplusa.com

RESPONSIVE BUILDINGS. RESPONSIVE PEOPLE.

brplusa.com


HEALTHCARE

“One of the best things

about protons is it

can focus on solid

tumors in the brain

or around the spinal

cord, particularly in

young children with

little to no collateral

damage to surrounding

healthy tissue. From

a quality of life point

of view, it’s huge”


Jay Beranek

Vice President of Design and Construction,

Proton International,

213

the benefits of the treatment. “I believe

protons have found their place in the

clinical treatment for cancer and one of

the main reasons is because protons are

particles, in comparison to a light wave

which are x-rays,” he says. “One of the

best things about protons is it can focus

on solid tumors in the brain or around the

spinal cord, particularly in young children

with little to no collateral damage to

surrounding healthy tissue. From a quality

of life point of view; it’s huge.”

Having treated its first patients at the

University Medical Centre Groningen

(UMCG) in January 2018, the UMCG

became the first site to provide proton

therapy in the Netherlands and is built

with a 220-tonne particle accelerator

and the most modern irradiation

equipment. By launching facilities such

as the UMCG, it has allowed Proton to

remain sustainable and provide a vast

number of proton facilities to the world.

“The design process at UMCG was

www.businesschief.com


PROTON INTERNATIONAL

214

very successful. UMCG had a strong physics

presence on campus; however, not with the

clinical aspect of using protons to treat people,”

says Beranek. “As integral to our culture, we

meld our operations experience with the

culture and experiences of the Dutch or any

other clinical partner. It is not just about

working with our clinical partners, we actually

develop strong friendships which instill trust

and allow transparent conversations leading

to very quick decisions. This bonded relationship

also significantly reduces the quantity of

changes during the construction process.”

JANUARY 2019


HEALTHCARE

CLICK TO WATCH: ‘THE CONCRETE POURING FOR

THE PROTON THERAPY CENTER IN GRONINGEN’

215

ESTABLISHING KEY PARTNERSHIPS

Beranek believes that through unveiling its

facilities, it has enabled Proton to set itself

apart from its rivals while offering a diverse

range of people the help they require. “We

differentiated ourselves from anyone else.

Proton International is the only company

worldwide that has the track record of successfully

bringing multiple proton facilities to the

world. University of Alabama in Birmingham will

be our eighth building and no one else has even

come close,” explains Beranek. “Our Proton

vendors provide equipment but it’s a lot different

than just selling equipment because you have to

put the whole package together. It’s important

www.businesschief.com


PROTON INTERNATIONAL

COMPANY INFORMATION — BR+A

216

BR+A is a global engineering firm

that embraces challenging projects

for organizations whose

work makes a difference in people’s

lives and the world. We

engineer responsive, high-performing

buildings where people

and ideas thrive.

Founded in 1975, BR+A creates

state-of-the-art facilities by providing

tightly integrated and

coordinated engineering design

services that touch every aspect

of the built environment. These

include MEP/FP systems design,

sustainability consulting,

building commissioning, infrastructure

design, master planning,

and more. Whether it is a small,

quick-turn assignment or complex,

large-scale project, BR+A is

hands-on from inception to construction

completion.

BR+A has more than 350 team

members, working together across

eight US-based offices, bring

unsurpassed technical expertise

and wide-ranging creativity to

everything they do. We assemble

highly proficient, multidisciplinary

teams, each led by a firm principal,

to serve as trusted advisors

throughout the project. Using the

most advanced tools and technologies,

BR+A provides lifecycle cost

analysis, energy modeling, and

proactive value engineering that

helps architects and owners

weigh the pros, cons, and holistic

benefits of proposed designs. We

have been successful in providing

engineering services to our particle

clients worldwide for over 15

years, currently encompassing 15

countries with that success stemming

from our talented, and

experienced, core group of engineering

professionals.

Above all, our diverse team is

dedicated to serving as a true

partner to clients and we strive

to be seen a vital part of their

organization. In the office, on

the job site, or out in the field,

BR+A fosters a culture where

creativity and hard work are celebrated—and

collaboration fuels

mutual success.

JANUARY 2019


HEALTHCARE

to think about location, financing, hospital

and doctor partnerships before you can

actually put a completed project together.

We bring all those parties together.”

In order to establish its success,

Proton International formed professional

partnerships with design professionals

such as Stantec – Architecture Bard,

Rao-& Anthanas Engineers and Goldstein-Milano

which have collaborated

with the company since its inception.

The long-lasting relationships have

seen all entities work together in order

to deliver the best experience for its

patients. “We also believe it’s critical to

have regionally focused construction

managers such as Brasfield & Gorrie,

Gilbane, Linbeck and Hoffman to

execute the building process. We

conduct Lessons Learned sessions

with these partners knowing that our

next proton project will ultimately

provide the best possible patient

experience,” says Beranek. “We are

a family and grow accordingly in that

we can not only anticipate mutual

needs but also respect each other’s

responsibilities to act as advocates for

Proton International while keeping the

needs of the patients first and foremost.”

217

www.businesschief.com


PROTON INTERNATIONAL

brasfieldgorrie.com

We’re honored to partner

with Proton International and

the University of Alabama

at Birmingham to deliver

Alabama’s first proton

therapy facility.

www.stantec.com

JANUARY 2019

Particle Therapy Architects


HEALTHCARE

“It’s not just about

bringing the project

to fruition, it’s about

operating and having

that expertise of

understanding how

patient delivery

systems should be

incorporated. This

means we fully

understand what the

patient experience

is and we have to

ensure we maximize

that experience”


Jay Beranek

Vice President of Design and Construction,

Proton International,

219

As a pioneer for implementing proton

therapy treatment, Proton understands

how vital it is that patients remain the

top priority in the company’s plans.

Beranek is adamant that Proton can

provide the best service due to its

determination to get projects completed.

“It’s not just about bringing the

project to fruition, it’s about clinical

operations and having that expertise

of understanding how patient delivery

systems should be incorporated. This

means we fully understand what the

patient experience is and we have to

ensure we maximize that experience,”

affirms Beranek. “We know that you

have to deal with insurance and the

actual treatment and clinical aspect.

However, we’re also the only ones who

can find the financing to get all these

www.businesschief.com


PROTON INTERNATIONAL

projects completed and considering

the way our sustainability is right now,

I believe we’re the only ones who can

deliver this from soup to nuts.”

220

FUTURE PLANS

With an eye on the future, Proton

International are looking to expand

their operations further with facilities

in Delray Beach, Florida, and Birmingham,

Alabama, expected to open next

year. Beranek maintains that he never

reflects on completed projects for too

long following the completion of a facility.

“Once the building gets up and

CLICK TO WATCH: ‘PLACEMENT OF THE PARTICLE ACCELERATOR

(CYCLOTRON) IN THE UMCG PROTON THERAPY CENTER’

JANUARY 2019


HEALTHCARE

“We differentiated

ourselves from

anybody else.

Proton International

is the only company

worldwide that

has the track record

of successfully

bringing multiple

proton facilities

to the world”


Jay Beranek

Vice President of Design and Construction,

Proton International, 221

operational, I’m pretty much onto the

next project. Our Delray Beach facility

is only a few weeks from opening to

see patients for Linac treatments while

our proton building will begin to treat

patients in the Fall of 2019. We’re also

building one in Birmingham, Alabama

and we anticipate to be receiving

proton equipment for that facility in

February,” explains Beranek. “We’re

a small privately-owned company and

we make our own decisions. We will

continue to bring protons and maintain

our position as a major directive force

in bringing a greater number of protons

to the world. We’ve completed more

projects than anyone else and that’s

what we pride ourselves on. It’s what

we do.”

www.businesschief.com


Brown-Forman

222

JANUARY 2019


223

WRIT TEN BY

LAURA MULLAN

PRODUCED BY

ANDY TURNER

www.businesschief.com


BROWN-FORMAN

Brown-Forman may be

better known for its

iconic repertoire of spirits

and wines, but the

American company is

also earning its stripes

as a digital trailblazer

224

F

rom Jack Daniels to Woodford

Reserve, Old Forester to Canadian

Mist, today Brown-Forman’s brands

are a mainstay of any bar or cocktail cabinet.

The American wine and spirits company was

founded almost 150 years ago when the

founder, George Garvin Brown, created Old

Forester, a brand that is often cited as America’s

first bottled bourbon – and it seems that

this pioneering approach is still present today.

The century-old company is keen to preserve

its long-lasting legacy but it isn’t naïve enough

to think that the alcohol market will be

untouched by the latest wave of digitization.

In fact, Brown-Forman has put its weight

behind a root-and-branch digital transformation

that hopes to cement its brands as

household favourites for years to come.

JANUARY 2019


“We look at every

employee as

a tremendous

brand builder”


Tim Nall,

Senior Vice President

and CIO at Brown-Forman

225

www.businesschief.com


Is the most

transformative

perspective the one

you don’t have?

In this transformative Age, the opportunities that

emerge from disruption are ready to be seized.

ey.com/betterworkingworld #BetterQuestions

© 2018 Ernst & Young LLP. All Rights Reserved. ED None.

The skill to make things work.

The savvy to make things bloom.

IT solutions to help design and implement new technologies. Managed

services to help support and maintain your IT department. Deep knowledge,

creativity and experience. When you need forward-thinking solutions, there's

only one provider to think about: Data Strategy.

data-strategy.com


FOOD & DRINK

227

With over 18 years of experience at

Brown-Forman under his belt, this job

has fallen partly into the capable hands

of Tim Nall, Senior Vice President and

Chief Information and Data Officer

(CIO/CDO). With an acute understanding

of the inner workings of the American

company, married with a continuous

improvement mindset, Nall and his

team have ensured that IT no longer

plays a back-end function but rather is

a key strategic driver of Brown-Forman’s

operations. “Brown-Forman used to be

a traditional place where IT was viewed

as a back-office function,” observes

www.businesschief.com


BROWN-FORMAN

228

Nall. “But a few years ago, we began to look

at what tools Brown-Forman needed to really

advance in this data economy. We began to

view IT as an enabler and business partner,

a function that could provide true solutions

not just for the back office but for production

teams, sales teams and marketing teams.”

This has been a seismic shift in mindset for

Brown-Forman, but it is undoubtedly an

essential step for any company wanting to

remain at the top of its game in today’s

digital economy.

Storytelling and brand building are the

backbone of a successful food or beverage

brand, and it is a skill which Brown-Forman

has honed for decades. “We absolutely

believe the consumer is king,” observes Nall.

“Our ultimate goal is for our consumers to

understand our product – we want them

to make educated choices, we want them to

be fans of our brands.” How best to connect

with these consumers is a pressing question

for any food and beverage business, and

Nall believes that technology could be a key

part of the solution. “Whether you’re

communicating on social media with that

consumer, whether you’re creating interactive

tools for that consumer, how you’re

targeting that consumer – it all requires

technology,” he explains.

JANUARY 2019


CLICK TO WATCH: ‘WHO IS BROWN-FORMAN?’

229

Over the past few years, the Jack Daniels

maker has implemented a slew of technologies

to become a more digitally savvy firm.

These include everything from cloud-based

productivity and collaboration tools to a modern

data stack. “First, we realized our existing

data stack was not adequate enough for us

to really gather, harmonize and interrogate

our information. We knew we had to modernize,

so we started looking for a modern data

ingestion platform that our employees could

leverage and we settled on Talend as our

partner working with the Talend Data Fabric,”

explains Nall.

“We knew we also wanted a modern, robust

www.businesschief.com


BROWN-FORMAN

230

“We want our consumers to know the

stories behind Brown-Forman. We want

them to engage with us so that we can

tell them about Old Forester, the first

bottled bourbon. We want them

to understand our recipes so that they

can create the perfect Manhattan”


Tim Nall, Senior Vice President

and CIO at Brown-Forman

JANUARY 2019


warehouse for all this information to go

into so we chose to work with Cloudera.

Then we asked ourselves how our

employees and our partners would

really interrogate and examine the

information that we give them. We

wanted to ensure that we had modern

toolsets out there as well, so we looked

at different products and settled on

Tableau as our visualization platform

and RStudio as our analytical, statistical

modeling platform.” Through these

cutting-edge technologies, Brown-

Forman has sought to democratize

data and its analytics so that employees

from all departments can utilize this for

their own ad hoc analyses every day.

Gaining the data is only the beginning.

For this tool to really earn its

stripes, Nall points out that you

need to gain true insight and

analysis of the figures. “We’re

always cautious to say that,

in a way, the data isn’t doing

anything,” he explains. “It’s the

insights we’re gleaning from the

information that are important.

Data without analysis is wasted

money. We’ve transformed how

we look at the information; it’s

231

www.businesschief.com


BROWN-FORMAN

232

surfacing new ideas that are really driving

positive action within the company.”

At Brown-Forman, data has been the

bread and butter of the company’s digital

transformation and it’s helping to deliver

insights that drive tangible, real-life

results, such as more informed pricing

decisions. “It’s helped us see how our

competitors are moving with regards

to their price and how that affects us.

Over the past few months, we’ve been

rolling out a revenue management

application globally that’s been well

received,” explains Nall. Data analysis

has touched every corner of the

American company, including the heart

of its operations: its production division.

“We worked closely with the production

organization and we saw that there

were issues that data analytics could

help resolve. Using data, we’ve taken

a hard look at our barrel yield to see

what issues could be affecting it.

Leveraging a lot of internal information

and even external information like the

temperature and other variables, we’ve

provided dashboards that are really

helping our production partners better

manage and forecast barrel yield.”

With its quintessential southern

American charm, Brown-Forman is

$3.25bn

Approximate

revenue

1870

Year founded

4,600

Approximate number

of employees

well known for its captivating marketing

efforts but the company has taken

this one step further with its use of

data technology “We’ve engaged

with partners like Salesforce to help us

provide modern toolsets, and we’ve

also looked at exact target marketing

and consumer journeys so we can

better communicate with our customers

and deliver a better experience,” says

Nall. The wine and spirits firm has also

made its first foray into chatbots and

has used SMS text engagement at its

JANUARY 2019


FOOD & DRINK

233

distillery tours. Additionally, as a sponsor

of the Kentucky Derby, Brown-Forman

says it can use a balance of marketing

and data analytics to track whether

event promotions have been effective

and to forecast the success of its

future campaigns. This, in turn, helps

marketing dollars go further and

increases brand awareness.

The biggest tool for marketing, though,

is undoubtedly Brown-Forman’s team.

With a 4,600-strong workforce worldwide,

teams are not only seen as

employees but are also viewed as

brand ambassadors. “We look at every

employee as a tremendous brand

builder,” observes Nall. “We want our

consumers to know the stories behind

Brown-Forman. We want them to

engage with us so that we can tell them

about Old Forester, the first bottled

bourbon. We want them to understand

our recipes so that they can create the

perfect Manhattan. I think that’s the

real benefit for the consumer: they get

this information and it’s digestible.

www.businesschief.com


BROWN-FORMAN

234

We view data and analytics as playing

a significant role in our future successes.”

Over the past decade, technology has

undoubtedly revolutionized the customer

experience. With a few swipes and taps

of our devices, we can get the goods and

services we want when we want them.

Today’s consumers expect their experience

to be seamless and indeed today’s

workforces are no different.

“Just like we want to understand the

expectations of our consumers, we also

want to understand the expectations

our employees,” Nall adds. “Our

employees expect a consumer-like

experience.” Making working life

simpler for staff in over 160 countries

is not an easy feat, but by leveraging

trailblazing technologies and

processes Brown-Forman is

hoping to bridge geographical

gaps and bring its teams

closer together.

“Whether it’s regarding

their paycheques, their

communications or their

training, we want to make

sure that it’s delivered

seamlessly and that our

employees have a great

JANUARY 2019


www.businesschief.com

235


BROWN-FORMAN

236

experience with it. We want to make sure

that all our 160 countries are connected.

You could do that by hopping on aeroplanes

but that can be very costly and

so we are leveraging modern technology

to help connect our team.”

Pushing for better communication,

Brown-Forman quickly got on board

with cloud technology like Google’s G

Suite platform and Cisco’s Webex tool.

“We believe these tools help eliminate

borders and time zones,” says Nall. As

a Salesforce customer, Brown-Forman

has not only adopted the firm’s customer

relationship management (CRM) tool

globally, but is also using its Chatter tool

that allows employees to keep in touch.

“Our employees are used to tweeting

and using instant messaging apps in

their personal life so Chatter gives that

to them professionally,” he adds. “It really

allows all of these employees just to

JANUARY 2019


237

“We definitely believe that

technology isn’t a solution,

but it’s an enabler for change”


Tim Nall, Senior Vice President

and CIO at Brown-Forman

www.businesschief.com


BROWN-FORMAN

“Data without

analysis is

wasted money”


Tim Nall, Senior Vice President

and CIO at Brown-Forman

238

JANUARY 2019


stay connected despite the time zones.”

As more and more technologies come

to the fore, it seems it’s an exciting time

to be in the alcoholic beverage space.

However, Nall is keen to point out the

saying ‘if you have a hammer, everything

looks like a nail’ – that is, if a business

relies too heavily on particular tools it

may miss out on the perfect solution or

idea. Instead, he suggests: “When we

think about digital we always think

about our stakeholders, our employees

and our consumers. We definitely believe

that technology isn’t a solution, but it is

an enabler for change.”

239

www.businesschief.com


240

Digital disruption

of procurement

talent acquisition

WRIT TEN BY

DALE BENTON

PRODUCED BY

ARRON RAMPLING

JANUARY 2019


SUPPLY CHAIN

241

www.businesschief.com


ALLEGIS GLOBAL SOLUTIONS

242

Erin Hough, Senior Manager, North

American Supply Chain at Allegis

Global Solutions, discusses the digital

disruption of global talent acquisition

A

s the supply chain and

procurement industry continues

to become increasingly

professionalized, with businesses all

over the world waking up to the value

of procurement, it creates a need for

skilled professionals in order to unlock

the true potential and propel strategic

growth. This is where Allegis Global

Solutions (AGS) comes in. As a global

talent solutions provider, AGS transforms

the way the world acquires talent

by delivering client-focused solutions

that make a difference for businesses

worldwide. AGS is the global leader

in Workforce Management Solutions.

This requires a deep understanding of

a client’s requirements and expectations

and AGS’ Supply Chain team plays

a critical role in all of this. “We consult

with our clients to ensure they are

implementing innovative strategies that

focus on risk mitigation, data governance

and visibility, as well as operational

efficiencies with their supply chain,”

says Erin Hough, Senior Manager,

JANUARY 2019


SUPPLY CHAIN

243

North American Supply Chain at AGS.

“What they want is to acquire the best

talent, at competitive market rates and

at the right time. AGS’ Supply Chain

team provides the market insights and

tools that our clients need in order

to achieve this”.

As part of the company’s Supply

Chain Management team, Hough is

tasked with leading a team of consultants

across North America. These

consultants must ensure that its clients’

goals are achieved by having the best

supplier partners providing talent in

specific industries, geographies and

skill sets. Over the course of her 13-year

career in the staffing industry, Hough

has held a number of roles across

North America. Prior to joining AGS,

she worked for a staffing firm providing

sales and recruiting services. It was

then that she first encountered AGS

and the growing presence of MSP’s. In

2012, she joined AGS to help grow the

supply chain team. “Having experience

with a staffing supplier supporting MSP’s

www.businesschief.com


CompuGain:

Your trusted IT

business partner

and industry leader

in modern delivery

LEARN MORE

CompuGain is a prestigious IT and Business consulting firm that provides professional staffing

services, project-based solutions, and software solutions to help increase your business’ efficiency.

Global Reach. Localised Approach

Our Strengths in

Modern Delivery.

DEVOPS SERVICES

Greater Deployment Frequency

Simplified Infrastructure Management.

Faster Time-to-Market

MICROSERVICES

Next Generation Software Architectures

Domain Driven Design (DDD)

Reactive Platforms

CompuGain’s Experience

Vendor Management Systems (VMS)

• Fieldglass

• Progata

• IQNavigator

• PrO Unlimited

• XRM

Managed Services Providers (MSP)

• Allegis Group

• Tapfin

• Beeline

• Pinacle

• Bartech

• Beeline

• Econometrix

• Consol

• Provade

• Acro Service

• Randstad Sourceright

• Volt

• Guidant

AI AND DATA ANALYTICS

Analyze 100% of Enterprise Data

Scalable Data Warehousing Analytics

Predictive Analytics & Machine Learning

CLOUD SERVICES

Immediate Scalability

Improved Operational Performance

Increased Enterprise Flexibility

DEVELOPMENT & TESTING

Custom Tailored Process & Governance

Proprietary “CAGILE” Methodology

Based on our own DevOps Model


SUPPLY CHAIN

provided the right foundation for my role here

at AGS. It set me up for success as I have a

greater understanding of suppliers’ pain points,

how hard they work, how difficult their role

can be to find, secure and ultimately retain

the right candidate,” she says. “It also helped

me to understand how to coach and mentor

a supplier if they were struggling in our

programs and provide them with key guidance

and support in order to be successful.”

Hough has seen first-hand the changing

supply chain and procurement landscape,

particularly in the way the company works

with client partners. Historically, AGS would

make supplier recommendations to its clients

based largely on existing or previous relationships.”

But, as Hough notes, while the importance

of relationships has not changed, the

methodology AGS uses to select its suppliers

has evolved. “The relationship is still a key

component for us but what’s important to

procurement are proof points. With each

recommendation we make to add, remove

or even realign suppliers based on geographies

or skillsets, our recommendations are

driven mainly by data,” she says.

“The strategies that we implement with our

supply chain consistently aligns with our data

analytics. The value of relationships is not

eliminated, we know when a supplier’s team

“We will continue

to evolve to be

a thought leader

in the industry,

continue to be

open minded and

to be a consultant

to our clients.

We will strive

to be a true partner

to our suppliers

because without

our suppliers

we can’t deliver

the talent that our

clients need”


Erin Hough,

Senior Manager, North American Supply

Chain at Allegis Global Solutions

247

www.businesschief.com


ALLEGIS GLOBAL SOLUTIONS

248

is demonstrating a strong partnership

to both AGS and our clients. The data

simply paints a more complete picture

and allows us to make the best business

decision about their success or lack of

success within one of our programs.”

Hough acknowledges that industry

wide we are experiencing digital

transformation of both staffing and

procurement. Technology, she notes,

is changing the way procurement and

hiring managers are attracting, motivating

and retaining the right talent in

the marketplace. “What we are seeing

is growth in artificial intelligence and

automation in order to meet the needs

of our clients. We are educating our

hiring managers to think differently

about the way that work gets done,”

she says. “They might look at a role that

is knowledge driven or has repetitive

tasks as one that can be completed by

a robot, or artificial intelligence.”

“The digital transformation we are

experiencing in our industry will enhance

our service offerings and streamline our

processes to make AGS more efficient.

This will not eliminate the need for a

human to be involved. Roles that require

relationship building or a consultative

JANUARY 2019


SUPPLY CHAIN

CLICK TO WATCH: ‘AGS INTELLECT 2018 STEVE PARKER EXPLAINS’

249

approach would still need to be completed

by a person,” Hough explains.

Both AGS and its clients must navigate this

changing landscape and so it is integral that

AGS identifies trends and understands the

digital impact in order to continue providing

the best talent and maintain those leading

relationships. Hough admits as much and

notes that as AGS works across multiple

global sectors, the best way forward for both

AGS and its clients is to invest, collaborate

and share knowledge. “Supply chain and

procurement are evolving and we are experiencing

those changes across all of the

industries AGS supports. In order to stay on

www.businesschief.com


ALLEGIS GLOBAL SOLUTIONS

A World of Better Opportunities

visit our site

contact us

TekWissen® Group’s proprietary data analytics services

and the STARS Methodology for Continuous Improvement

delivers efficiency and enhances transparency to our

customers during recruiting life cycle.

visit our site

contact us


SUPPLY CHAIN

PARTNERS — INFOTREE, AQUENT, COMPUGAIN

“These suppliers are part of

our strategic supplier program,

meaning they are our top 1% of

suppliers across the globe. They

have built strong partnerships

and trust with us. We know that

they are suppliers we can rely

on. If we need honest feedback

about what’s going on in the

market place or a tough skill

set that we need help with,

we know that they’ll dedicate

a team to help us to make sure

we’re supporting the client.

Each of these suppliers have

also contributed by providing

us with market intel. Telling us

what’s going on in the market,

what their pain points are,

giving us suggestions for ways

that we could improve their

user experience. They’ve just

been true partners to us.

They’ve been great.”

251

top of these changes, we have an

innovation team that is constantly seeking

out and testing new ideas,” she says.

“We’re also partnering with our

suppliers to gain an understanding of

what they are experiencing in the market.

We are attending industry conferences

to learn more about the evolution of the

industry, artificial intelligence, chat bot

and the gig economy, so that we can

be better prepared.”

A key example of how AGS has

embraced technology and innovation

is through the implementation of a

proprietary workforce system called

QUANTUM. The QUANTUM Platform

acts as a single point of entry to all

types of workers including contractors,

consultants and full-time employees.

QUANTUM simplifies the hiring manager

experience and enables AGS’ clients to

make data driven/fact-based decisions

www.businesschief.com


ALLEGIS GLOBAL SOLUTIONS

252

more efficiently. Backed by robust data and

the consultation of a talent advisor, QUAN-

TUM has created a whole new user experience

for hiring managers and is improving

time to fill, cost and quality.

“AGS’ talent advisors can work with the

hiring managers to understand what their

tasks and business objectives are and then

create and develop a resource plan based on

those specific needs. This approach coupled

with client-specific data, comparative benchmarks

and external market insights ensure that

our hiring managers have evaluated the options

and they have been advised on the best talent in

the right location for the best price”, she says.

JANUARY 2019


SUPPLY CHAIN

One example of how QUANTUM creates

efficiency – “It helps to highlight quality

candidates that will be coming available and

allows them to be redeployed within the

same company, rather than them ending an

assignment and having them sit on the bench

to wait for another opportunity to come along.

For example, if a particular candidate is rolling

off of an assignment and is perfect for

another opportunity within the same

organization, we can redeploy them and

have them back to work the next day with a

simplified onboarding process,” says Hough.

Implemented last year, QUANTUM is already

showing great results: better than 50%

reduction in time to fill, time to submit went

from an average of 48-72 hours down to less

than a day (usually a few hours) and an

improved user experience through technology

and the interactions with the talent advisors.

By removing the antiquated process of waiting

to see what talent is out there or waiting for

a hiring manager to detail their needs, AGS

can provide access to the best talent of

today and tomorrow.

This is but one example of how AGS has

transformed its procurement process through

technology. Hough points to the implementation

of artificial intelligence that helps suppliers

with their pre-screening processes and

253

www.businesschief.com


ALLEGIS GLOBAL SOLUTIONS

254

JANUARY 2019


SUPPLY CHAIN

“From an operational perspective our clients

and our operations can identify trends and

start forecasting. Our suppliers that have

access to this system they’re able to see how

they’re performing in comparison to their

competitors in that particular program”


Erin Hough,

Senior Manager, North

American Supply Chain

at Allegis Global Solutions

255

www.businesschief.com


ALLEGIS GLOBAL SOLUTIONS

256

removing “black holes” that seem to

exist after candidates are submitted.

Another key technology that AGS now

utilizes is the ACUMEN system. The

ACUMEN system is a platform that

displays and monitors key performance

indicators across the entire AGS

ecosystem of suppliers, clients and

AGS’ internal teams. It highlights spend

activity, as well as quality and speed

metrics for a program. With this tool,

AGS has been able to create automated

scorecards that provide real-time

performance analytics. “From an

operational perspective, our clients

and our internal teams can identify

trends and start forecasting. Our

strategic suppliers have access to this

system and they’re able to benchmark

their performance in comparison to

their competitors within a particular

program,” says Hough.

“It also gives our program officers,

our clients, and our suppliers the

JANUARY 2019


SUPPLY CHAIN

257

opportunity to make immediate changes

as they start to see trends going in the

right or even the wrong direction.”

Industries all around the world will

continue to evolve and so too will the

skillsets needed to serve their needs.

AGS embraces these changes by

providing universal access to all forms

of talent. The ACUMEN and QUANTUM

systems are two examples of this. “We

must continue to position ourselves as

thought leaders in our industry, embrace

change and approach our clients with

strategy and innovation by implementing

technologies such as ACUMEN

and QUANTUM. This will allow us to

continually impact the lives of others by

matching great talent to great organizations,”

says Hough.

www.businesschief.com


258

University of

Saskatchewan:

TRANSFORMATION

WITH A RELIABLE

TEAM

WRIT TEN BY

SOPHIE CHAPMAN

PRODUCED BY

ARRON RAMPLING

JANUARY 2019


CANADA

259

www.supplychaindigital.com


UNIVERSITY OF SASKATCHEWAN

260

As the University of Saskatchewan moves

away from manual operations to new

technologies, a skilled procurement team

remains essential, says Director of Enterprise

Procurement, Richard LeBlanc

ichard LeBlanc joined the

R

University of Saskatchewan a

year ago when a new position

as Director of Enterprise Procurement

was created to modernize the establishment’s

procurement operations.

Procurement supports diverse areas,

enabling the day-to-day running of

most of the campus’ administration.

“From students in the classrooms and

lecture halls to labs and agricultural

research, members of my team have

bought something that helped

enhance their experience, their work,

or their research,” LeBlanc notes.

With the university spending

approximately $400mn (CAD) per year,

effectively managing procurement is

vital. The university has recently

released its strategic plan for 2025,

featuring pillars and aspirations which

are guiding the procurement team’s

ongoing efforts. As well as an almost

entire overhaul of how procurement

JANUARY 2019


CANADA

261

processes are managed, the university-wide

strategy covers projects that

align multiple departments. “Some of

the key themes of our vision includes

the indigenization of the university;

we’ve been working on a procurement

strategy for indigenous business for

several months,” says LeBlanc. “It

aligns with the university’s main

objectives and helps us further

advance the university’s reconciliation

efforts, as well as strengthen our ties

with the communities that support us

on the business side.”

As well as reconciliation efforts,

the vision targets modernization and

the introduction of new technologies,

which marks a transition from manual

processes within the procurement

department. Several concepts have

been suggested as alternatives to the

team’s current manual activities, with

a focus on automation and streamlining.

These ideas, which LeBlanc stresses

www.businesschief.com


LEARN MORE

VIEW X SERIES LAPTOPS

X Series

First-class experience

Smaller footprints and epic battery life make X Series the

business traveler’s trusted companion. Their craftsmanship,

versatility. and robust security features ensure they’re every

professional’s preference

Proud to support

The University of Saskatchewan


CANADA

“From students in the classrooms and lecture

halls to labs and agricultural research, members

of my team have bought something that

helped enhance their experience, their

work, or their research”


Richard LeBlanc,

Director of Enterprise Procurement

263

have all derived directly from the

team itself, have led to projects varying

in scale: from improving processes

and policy work to integrating a risk

framework. Communications and plan

engagement functions will also be

updated to improve the adoption rate

of university-wide contracts. By modernizing

the process whereby stock is

replenished in the facilities warehouse,

the team has successfully reduced

buying time by approximately 20%.

Despite many of the team’s goals

being currently underway, others

are “a little bit broader in scope” –

however, even with an end in sight

LeBlanc stresses the importance of

always looking forward. “In regards

to modernization, I think it is a journey

that should never end. If you look

back at the last five years, some of the

enhancements, the new capabilities,

and the technologies have advanced

so much. You’ve always got to keep

growing and stretching in order to

take advantage of those advances,

www.supplychaindigital.com


UNIVERSITY OF SASKATCHEWAN

$1bn

Approximate

revenue

22,400

Approximate number

of students

264

1907

Year founded

JANUARY 2019


CANADA

or else you will just stagnate.”

Essential to the university’s procurement

transformation was the introduction of a

procurement modernization working group,

which has collected representatives from

across campus. Through collaboration

with the university’s Information and

Communications Technology (ICT) group,

the team has been able to better collect

and store financial data. With greater

access to data, the university has noticed

an increase in efficiency and improved

objectives with clear targets. “They’ve

managed to pull all this information

together for us and make it easy to gather

a complete picture, and then analyze that.

They’ve been working on improving some

of the systems that we do use to make the

team’s job easier and more efficient.”

With key targets in sight, it is easy to

keep members of staff motivated,

LeBlanc reveals. The department has

identified 15 categories for improvement,

with staff constantly highlighting developments

that could be made within their

operations. LeBlanc notes the importance

of ensuring any new processes or

technologies that are introduced are

compatible with the department remarking

that a fundamental aspect of his role it

to “make sure the team feel like changes

265

www.supplychaindigital.com


UNIVERSITY OF SASKATCHEWAN

266

JANUARY 2019


CANADA

“In regards to

modernization, I think

it is a journey that

should never end”


Richard LeBlanc,

Director of Enterprise Procurement

267

www.supplychaindigital.com


UNIVERSITY OF SASKATCHEWAN

268

are made with them, not to them”.

“They’ve come up with a ton of ideas

to improve our operations, he continues.

“A lot of these are just little things

that make the client’s life a little bit

easier or better, or eliminate the need

to go back to the client and improve

time efficiency. This allows us to get the

job done right the first time. The team is

a constant source of ideas and energy,

and they’re very invested in the work

that they do. If we have a good idea,

they’ll help build it up. If we have a less

than optimal idea, they’ll help us

strengthen it by identifying the challenges

within it. They’re very engaged

and committed and that makes it easy.”

“You’ve always got

to keep growing

and stretching

in order to take

advantage of those

advances, or

else you will just

stagnate”


Richard LeBlanc,

Director of Enterprise Procurement

As well as the focus on efficiency and

using technology to streamline, the

university has highlighted sustainability

as a key target under its vision. With

operations underway to improve the

procurement team’s environmental

impact, such as focusing on the

materials selected when sourcing in

order to reduce the campus’ climate

footprint, the university is also targeting

financial sustainability and sustainable

business practices. The establishment’s

procurement operations have

JANUARY 2019


CANADA

269

traditionally centered on a decentralized

model, with each business unit

having its own supplier base. However,

in efforts to streamline buying and

costs, the team are turning to a more

centralized approach.

Working within the collegial environment

of a 100-year-old campus,

LeBlanc has a big task ahead of him to

bring processes up to date. The

director has attributed the successful

changes within sustainability and

technology to the work of the team,

from identifying issues to generating

the concepts. With a long way to go,

LeBlanc looks forward to continuing to

build upon the department’s positive

energy and introduce new operations

that complement them.

www.supplychaindigital.com


270

SSR

MINING

Technology and growth through

operational excellence

WRIT TEN BY

DALE BENTON

PRODUCED BY

RICHARD DEANE

JANUARY 2019


MINING

271

www.businesschief.com


SSR MINING (SILVER STANDARD RESOURCES INC.)

As SSR Mining embarks

on a new digital future,

operational excellence

proves vital

272

fter more than 70 successful years of

A

operation, exploration and development,

SSR Mining (formerly Silver Standard

Resources) embarked on a journey to become an

intermediate precious metals producer and one of

the world’s leading premier mining companies. The

company currently has three mining operations,

including the Marigold mine in Nevada, US, the

Seabee Gold Operation in Saskatchewan, Canada

and the 75% owned and operated Puna Operations

joint venture in Jujuy Province, Argentina. SSR

defines its existing and future success on strong

exploration growth opportunities and operational

excellence. It is the focus on operational excellence

that will prove key, as SSR Mining’s existing

and future success can be pinned on one crucial

component – the development of its people.

“The mining industry today needs to be more

focused on continuous improvement and the best

way to move forward is not necessarily through

more capital, but better collaboration and more

results with people,” explains Kevin O’Kane, Chief

Operating Officer. “Personally, this is where I get

JANUARY 2019


MINING

273

www.businesschief.com


Michelin Better Mining

Driving value for your business

At Michelin, we provide our customers better mining

solutions. From technologically advanced tires that optimize

payload and productivity, to innovative services that improve

uptime, we offer the solutions to drive your business.

@MichelinTruck

Michelin Truck Tires

MichelinEarthmover.com

Copyright © 2019 Michelin North America, Inc. All rights reserved. The Michelin Man is a registered trademerk of Michelin North America, Inc.


MINING

CLICK TO WATCH: SEABEE GOLD OPERATION

275

excited. I look at how an organisation

can become more effective. One of the

challenges and opportunities in SSR, a

company that’s been in operation for

over 70 years and made up of different

cultures and experiences, is how can

we create collaboration and consistency

in an effective way.”

O’Kane was appointed COO in early

2018 and brought with him over 30

years of industry experience across

Chile and Canada, having worked with

BHP for most of his career. He has

worked at all levels of operations,

project development, business

development as well as health and

safety. During his career, he gained a

keen understanding on how to get people

to where they need to go through

collaboration and the standardisation

of best practices. “I can see where the

different operations are at different

points, or people within the operations

have different levels of understanding,

and I’ve had the opportunity to see how

that connects together.” he says.

As SSR continues its growth journey,

O’ Kane believes it must do so with the

aim of maintaining the agility of a

smaller company and the key for it to

www.businesschief.com


SSR MINING (SILVER STANDARD RESOURCES INC.)

“The mining industry today

needs to be more focused

on continuous improvement

and the best way to move

forward is not necessarily

through more capital, but

better collaboration and

more results with people”


Kevin O’Kane

Chief Operating Officer

SSR Mining

achieve this is through collaboration,

leadership and indeed, standardisation.

This is where Operational Excellence

comes to the fore and SSR established

the role of Director of Operational

Excellence to drive this focus. But

what is a Director of Operational

Excellence? “It’s a position based on

asking questions. Where can we

expand and add value, build on the

ideas our people already have, shine the

light on solutions, create an environment

where we can challenge

276

JANUARY 2019


MINING

the ways of thinking and due diligence”

says Liezl van Wyk, Director Operational

Excellence with SSR. “It’s about

creating different angles on problem

solving and bringing in a new wave of

discussion. It is about our commitment

to Safety, it is about leveraging and

empowering our workforce.”

Van Wyk is no stranger to Operational

Excellence, having spent the best

part of her career looking at mining

operations and creating ways in which

businesses can enhance strategy and

transform operating models through

people, change management and

technology to unlock greater value.

Technology, as it is in most modern

industries, continues to be one of the

biggest drivers of change and SSR is no

different. Van Wyk is a firm believer of

using data and the accessibility of that

data to quantify Operational Excellence.

“One of the very first projects that I

oversaw was centred around becoming

more disciplined on data and starting to

increase the connectivity of our

existing systems more,” she says.

“Across the industry, businesses are

becoming cloud based because it’s a

very centralised platform in which you

can access information from anywhere

and make data available to whoever

needs to consume it.”

“We’re an asset-centric business, so

all our decisions need to be around

maximizing, optimizing and independently

coordinating the flow of assets

and how it hands over from one to the

next.”

To this end, SSR built the necessary

internal infrastructure that would allow

the business to shift to this cloud-based

platform where it makes sense. As a

small, mid-tier company, SSR couldn’t

www.businesschief.com


Here to help

at every phase of your journey

to operational excellence.

KOMATSUEQ.COM


MINING

CLICK TO WATCH: MARIGOLD MINE OPERATION

279

outsource this implementation to consultants

or technology vendors and so

this required a lean, targeted, fit-for-purpose

problem-solving approach from

Van Wyk and her team. Technology is all

well and good but it is the people, and

their capabilities, that ultimately turn

potential into opportunity and value.

O’Kane seconds this approach and

speaks of how the company overcame

this challenge through leadership

and competency development

programmes for all levels of operation.

“Quite often, we focus on where we

think the gaps are, and what we really

need to do is look at the whole value

chain, understand where our primary

and secondary bottlenecks are, what

the gaps are, against what good looks

like, and focus on those gaps,” he says.

“It’s obvious, but it’s not always easy,

because when you’re somewhat of

a personnel-driven organisation, you

focus on areas that the senior people

think are important, and that’s not

necessarily always where the focus

needs to be.

“I’m trying to focus on those so that

when we sit down with the management

teams in each of the sites, we’re talking

www.businesschief.com


SSR MINING (SILVER STANDARD RESOURCES INC.)

280

“We focus on the whole value chain. Quite often

people focus only on the gaps they see.

We need to understand where our primary and

secondary bottlenecks are, what the gaps

are, against what good looks like, and focus on

those gaps from a value chain perspective”


Kevin O’Kane

Chief Operating Officer

SSR Mining

JANUARY 2019


MINING

281

about where we’re going, and what the

barriers are to us moving forward, to be

more effective. It’s an opportunity to

have interesting discussions about how

you can determine where, in the value

chain, you need to focus management

attention, so you produce safer and

more productive results.”

The challenge then becomes one

of implementing change, especially

in a company that has successfully

operated for more than 70 years. Van

Wyk points to the one word that’s on

everybody’s lips in any organisation is

capital and the allocation of that capital.

Talk of change is all well and good but

eventually it’s going to come down to

cost, timing and priority and how much

is going to be needed to invest in this

change. Van Wyk acknowledges this

and again the key is around people.

The importance of educating company

www.businesschief.com


Proud strategic

partners with:

Transwest Air and Northern Shield

Helicopters are proud to support SSR with

fixed wing and rotary services for their

projects in Saskatchewan.

Follow us on

/transwestair

CLICK HERE TO SEE OUR SERVICES

CHARTER 1-877-989-2677

RESERVATIONS 1-800-667-9356

transwestair.com | northernshieldhelicopters.ca

leaders in the value of what Operational

Excellence together with new technologies

can bring is fundamental. She points

to a process of small-scale proof of

concepts (POCs) as being key to this

conversation as it enables a willingness

to experiment and change the way of

thinking. “If you’re going to spend money

on drilling 100 exploration holes versus

spending money on some kind of tech

savvy data platform and tablet-based

computing, you are more likely to spend

funds or invest capital on 100 exploration

drilling holes if that’s always been the

mindset of the company,” she says.

“I usually ask: Is it a tool or is it a toy?”

And to move the sentiment, this is not a

toy, it’s actually becoming a tool, so that

those biases of where we are going to

spend money are where we know we

will get value. One way to mitigate that

challenge or that risk is quick, small POCs,

and showing where the risk sits and the

willingness then to take it on or not.”

These POCs prove fundamental in not

only highlighting where Van Wyk and her

teams are making progress and driving

change, but also in unlocking future

growth. O’Kane points to the company’s

Marigold project as a shining example of

JANUARY 2019


283

“It’s not just a singular

problem you’re solving

and in using Operational

Excellence tools and

a value-based approach

to show the value, you

can achieve many goals

across all levels of the

organization”


Liezl van Wyk

Director of Operational Excellence

SSR Mining

this. He notes that historically, SSR had

focused solely on improving productivity at

the mine; but by making great improvements

in truck productivity and Operational

Excellence it has allowed the company to

look at the next bottleneck. Through the

centralised system at Marigold, operators

now have access to real-time analysis on

site performance which allows them to

take immediate action and move forward

faster than ever before. SSR is also completing

its first multiple drills automation project

to significantly improve both drilling and

blasting, but O’Kane is keen to stress it

goes beyond simple productivity benefits.

www.businesschief.com


SSR MINING (SILVER STANDARD RESOURCES INC.)

1946

Year founded

500+

Approximate

number

of employees

284

“That project is really about us

learning how to do the automation

journey, so we’ll be able to then take

what we’ve learned about how the

organization adjusted to automating

equipment, to apply it to other equipment

and this benefits safety,” he says.

“It has been accepted very well by

the work-force, and the drillers, who

you would think, if their equipment

is being automated, would be quite

resistant to it, but they’ve been a

great help. I think that’s a testimony

to the management team there, in

how they’ve implemented it.”

This is echoed by Van Wyk, as she

feels that value is and will always be

quantified at the business level by

shareholder returns and employee

engagement. “So, it’s the right answers

at the right cost point and doing

it very safely,” she says. “It’s not just a

singular problem you’re solving and

in using Operational Excellence tools

and a value-based approach to show

the value, you can achieve many goals

across all levels of the organization.”

“Our best ideas have come from all

JANUARY 2019


MINING

285

levels of the organization. We are

proud of our employees. They are

the ones whom have taken onboard

the OE approaches as part of their

day to day considerations. They

have brought forward the safety

improvement ideas, the cost savings

initiatives, the production improvements,

the different angles on old

problems. And we assisted with

the tools, the frameworks and the

enablers. One needs trust, strong

relationships, and great leadership

to bring this all together.”

Operational Excellence has become

embedded into the company’s

very DNA but as Van Wyk highlights,

Operational Excellence is all about

continuous improvement. “I look in

terms of opportunities that are out

there, and things do change quite a

lot, but the foundational aspects don’t

and these are what we build on,” she

says. “It’s a combination of building

on the foundational pieces as well

as a culture of creativity and willingness

to try something. Learn fast, fail

fast, make corrections, improve and

www.businesschief.com


SSR MINING (SILVER STANDARD RESOURCES INC.)

286

JANUARY 2019


MINING

bring back an improved product. We are

finding better ways to operate every day”

“That’s the world of Operational Excellence.

The job’s never done.”

As SSR continues its journey into a new

future of operating, Operational Excellence

will continue to define and redefine the way in

which the company achieves success. The

very definition of success for SSR is fluid, it

could be additional assets to its existing

portfolio or it could be increased capital, but

as Van Wyk notes, the future will be one of

unlocking the value that Operational Excellence

can bring.

“This is happening through our workforce’s

understanding and contributions together

with management’s proactive challenging and

support. We are on a journey to create value

and enhance safety. As we grow from three

operations, the impact and reward of the

journey actually increases,” she says.

“But Operational Excellence is not just

projects. It is a combination of transactional

projects, but also capability development,

change management, foundational rollout,

training, relationships and challenge. That’s why

Operational Excellence is such a rewarding

discipline to be in, because you have that

whole spectrum to operate within.”

“Learn fast,

fail fast, make

corrections,

improve and

bring back

an improved

product. We are

finding better

ways to operate

every day”


Liezl van Wyk

Director of Operational Excellence

SSR Mining

287

www.businesschief.com


Where Sourcing Innovators

Connect and Inspire

March 25 – 27, 2019

Omni Amelia Island

Amelia Island, FL

Use code PIE19BIZ

for 25% off your ticket!

Register Here

Download Agenda

Get The Full Story

"The speakers were amazing

– you’re getting the full story,

from peers who have been

there before."

Jeff Smith, Global Sourcing Director,

Indirect Materials and Services,

DowDuPont

Meet New People

“I love the different types

of small group sessions

– makes it really easy to

meet people!”

Jessica Bonilla, Specialist

– Global Procurement, KLA -

Tencor

Be Part Of A Community

“ProcureCon is the best place to

meet other motivated sourcing

executives!”

David Newton, Global Sr. Director

Procurement – Indirects and

Operations, KraftHeinz

procureconeast.wbresearch.com

More magazines by this user
Similar magazines