Business Chief USA November 2019

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Winning the quest for uninterrupted service

HHH USA

EDITION

NOVEMBER 2019

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Accelerating

automation in the

supply chain

DIGITALLY

TRANSFORMING

HEALTHCARE

Connecting

the smart city

ecosystem

DATA CENTERS

Supporting new projects for

hyperscale, enterprise

and colocation customers

City Focus

BOSTON


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FOREWORD

W

elcome to the November

edition of Business Chief USA.

This month’s cover features Pete

Marin, President & Chief Executive

Officer at T5 Data Centers. Marin

has had over 20 years of experience

in the data center sector, ranging

from development, securing debt

and equity capital, to tenant

representation, including site selection

and incentives. T5 Data Centers

is tripling its staff to support new

projects for hyperscale, enterprise and

colocation customers in construction

services and facilities management.

hyper-personalised data centre

services. Also, Paul Edmisten, Senior

Vice President and Chief Information

Officer at Tivity Health explores the

evolution of the company and its

digital transformation journey.

In our leadership feature, Ian Hood,

Chief Technologist and Global Service

Provider at Red Hat, discusses the use

of IoT technologies within the business

and the potential of 5G. This month’s

City Focus, takes a closer look at Boston,

the capital city of Massachusetts, and

our Top 10 ranks the busiest airports

in the US by passenger footfall.

03

Other thought leaders featured in this

edition include: Tony Bishop, Senior

Vice President, Platform and

Ecosystem, and Corey Dyer Executive

Vice President, Sales and Marketing

at Digital Realty, who discuss the

company’s ongoing efforts to offer

Do you have a story to share? Please

do not hesitate to get in touch and you

could be featured in our next issue.

Enjoy the read!

Georgia Wilson

georgia.wilson@bizclikmedia.com

www.businesschief.com


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05

PUBLISHED BY


CONTENTS

14

HOW T5 DATA CENTERS

IS WINNING THE QUEST

FOR UNINTERRUPTED SERVICE

FOR ITS HYPERSCALE AND

ENTERPRISE CUSTOMERS

32

44

The cloud

playbook


54

THE YEAR OF THE

CUSTOMER

MANAGING

OPERATIONAL

RISK IS KEY

TO IMPROVING

SUSTAINABILITY

72

City Focus

BOSTON

64

80


CONTENTS

94

Digital Realty

136

Retail Business

Services,

an Ahold

Delhaize USA

company

110

NewCold


176

Qualcomm

158

Tivity Health

194

Partners

Behavioral

Health

Management


208

REC Solar

224

Unilever

238

LSG Sky Chefs


250

Envoy Mortgage

278

WSP Canada

262

Telus Digital


14

HOW T5 DATA CENTERS

IS WINNING THE QUEST

FOR UNINTERRUPTED

SERVICE FOR ITS

HYPERSCALE AND

ENTERPRISE CUSTOMERS

WRITTEN BY

DAN BRIGHTMORE

PRODUCED BY

TOM VENTURO

NOVEMBER 2019


www.businesschief.com

15


T5 DATA CENTERS

T5 Data Centers is tripling its

staff to support new projects

for hyperscale, enterprise

and colocation customers

both in construction services

and facilities management.

16

T

5 Data Centers (T5) is focused both

on real estate assets and supporting

services across the global data center

arena, serving hyperscale, enterprise and colocation

customers. A developer of high-quality data

centers in the best markets in North America, and

worldwide, T5 offers a range of services to meet the

needs of the most demanding companies. “That’s

why we created our Facilities Management division

(T5FM) and our Construction Services division

(T5CS),” explains T5’s President & CEO, Pete Marin.

T5CS was established in 2014 and offers

specialized construction services for missioncritical

facilities and renewable energy solutions.

The division excels with turnkey data hall construction,

facility infrastructure upgrades, equipment

procurement, project management and consulting,

and green energy projects. With more than 200

mission-critical projects completed across the US,

T5CS currently operates in 41 states.

NOVEMBER 2019


17

$100mn+

Approximate

revenue

2008

Year founded

400

Approximate number

of employees

www.businesschief.com


T5 DATA CENTERS

18

“The leading hyperscale

users are building

large solar arrays, so

we’re developing that

expertise and see it

as complimentary

business and part

of the symbiotic

relationship with

everything we’re doing

across the industry”


Pete Marin,

President & CEO, T5 Data Centers

Those green energy projects are

supporting hyperscale and enterprise

data center operators. “We’re ready

to meet the demands of the latest

initiatives,” assures Marin. “The leading

hyperscale users are building large

solar arrays, so we’re developing that

expertise and see it as complimentary

business and part of the symbiotic

relationship with everything we’re

doing across the industry. We are

providing construction services to

groups that actually own the purchase

power agreements, and we’ll also look

at investing in those in the future.”

T5 has partnered with Cherry Street

Energy to expand its renewable

energy expertise by adding solar

array installation to its growing list of

general contracting support services.

This will also help further develop T5’s

leadership position on an important

initiative gaining increased traction

in the mission-critical industry. “The

solar industry has come a long way

over the last five years,” says Robbie

Sovie, Executive Vice President for

Development & Construction at T5.

“The systems have become more

efficient economically and the

footprint efficiency has also improved,

NOVEMBER 2019


CLICK TO WATCH: ‘T5 DATA CENTERS – PETE MARIN, PRESIDENT & CEO,

2018 YEAR-END MESSAGE’

19

allowing more watts-per-square-foot

in a given area. We anticipate green

energy will continue to expand within

the mission-critical sector. We’re very

excited to support Cherry Street

Energy, and additional clients as

we implement solar solutions across

North America.”

Among these projects will be the

largest solar installation yet seen in

the state of Georgia. “We’re always

focused on improving the plans and

reducing the amount of wasted power

that goes into a data center,” confirms

Marin. “That’s why cutting-edge

design is so important; we always

make sure we utilize energy in the

most efficient way. If we have those

initiatives, then our customers are

going to gravitate towards us because

we compliment those initiatives. We’re

driving towards renewable energy to

support data centers and help them

become more sustainable.”

T5’s award-winning Facilities

Management and Operations division,

T5FM was also formed in 2014 and

now provides third-party missioncritical

data center management and

operations services, including remote

www.businesschief.com


Nationwide

Civil Engineers

Landscape

Architectures Planners

Mission Critical Specialist:

Lawson Fanney, P.E.

Lawson.fanney@kimley-horn.com

404.201.6132 | 678.333.3387

NOVEMBER 2019


hands, property and asset management,

consulting, and training.

The technologies T5 leverages in its

data center operations help support

its mantra: ‘Forever On’. For a

company in the space and cooling

business, Marin notes that T5 is also

in “the guaranteed lights will never go

out business”. Put simply, reliability

is everything. “We need to monitor all

of those systems,” maintains Marin.

“Among the technology initiatives

we utilize is predictive analytics.

Being able to predict when a piece of

equipment is going to fail is vital.

Right now, we’re focusing on the

piece of gear that gets replaced the

most, and that’s the battery. Knowing

when they need to be refurbished

or replaced, saves money and can

reduce waste.” He believes we’ll see

more data analytics tools deployed in

the data center and T5 will embrace

that, while improving BMS (Building

Management System) and EPMS

(Electrical Power Management

System) capabilities to guarantee

100% uptime. T5 has served leading

companies in IT, finance, insurance,

health care, and telecommunications, 21

EXECUTIVE PROFILE

Pete Marin

As President & Chief Executive Officer of T5 Data

Centers, Pete is responsible for setting the overall

strategy of the firm, maintaining client relationships,

capital management, and creating and executing

the firm’s vision for growth. Pete has more than

20 years of experience in the data center sector

ranging from development, securing debt and equity

capital, to tenant representation including site

selection and incentives. Pete’s understanding of

end-user needs has enabled T5 Data Centers to

reduce project cycle-time and cost, which leads

to successful relationships, and repeat business.

www.businesschief.com


T5 DATA CENTERS

22

building a strong reputation for data

center reliability as a serial recipient

of The Uptime Institute’s Continuous

Uptime Award for uninterrupted service.

T5’s Senior Vice President &

Director of Sales, David Horowitz

notes that, even though the data center

industry is still in its infancy, five to

10 years from now many of the legacy

facilities will be considered outdated.

He adds: “As enterprises continue to

look to monetize their data centers,

either by shifting to the cloud or

adopting the wholesale outsourcing

model, being smarter in how we

design our buildings and by utilizing

improvements in technology will be

a key factor for us when planning the

future for T5.”

T5 has been investing in that future

through its alliance with QuadReal.

The global real estate investment,

operating and development company

boasts a $27.4bn portfolio spanning

across 23 major cities worldwide and

was established to manage the real

estate program of British Columbia

Investment Management Corporation

(BCI), one of Canada’s largest asset

managers with a $145.6 billion

portfolio. In the past year T5 and

NOVEMBER 2019


QuadReal have joined forces by

launching a $2.5bn fully integrated

platform to develop, acquire and

operate data centers. “We were able

to raise capital with QuadReal with a

long-term view across our differentiated

platform of assets and services,”

explains Horowitz.

QuadReal had been looking to

invest in the data center industry for

several years. Horowitz notes the

company was attracted to T5 above

its competitors for a very good

reason. “We offer a full suite of data

center services and solutions:

asset-based development and

leasing, construction services, and

facility management and operations.

That’s our true differentiator that no

other competitor in the data center

business can offer.”

Marin adds: “There’s plenty of

capital out there looking to invest in

the data center space, but there’s a

very short list of qualified management

teams. Most of the providers are

just aiming to construct and lease

buildings, few also have the expertise

to operate them. Our alliance with

QuadReal is a game-changer for

current and future customers in the

23

www.businesschief.com


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NOVEMBER 2019


enterprise and hyperscale markets,

allowing us to build the world’s most

advanced and customized data center

facilities faster and at scale.”

T5 is equipped to take on the

challenges of a demanding marketplace.

Marin explains it’s natural for

the customer to want the highest

quality product at the most competitive

price. “Construction costs are

increasing,” he adds. “We’re seeing

upward pressure on labor costs but in

the end, it’s all about our processes

and our team. We have a tried and

tested approach to managing the

“We offer a full

service: asset-based,

construction

services, and facility

management and

operations platform.

That’s our true

differentiator that

no other competitor

in the data center

business can offer”


Pete Marin,

President & CEO, T5 Data Centers

25

EXECUTIVE PROFILE

David Horowitz

David is Senior Vice President, Director of Sales for T5

Data Centers. David is responsible for overseeing

business growth and promoting T5 Data Centers’ global

portfolio and full services capabilities. David’s role

includes developing the go-to-market strategy for new

markets and leading the national sales team with its

strategic initiatives. David has led multi-market

searches for some of the world’s largest companies and

has closed over 300MW and more than $1bn of data

center real estate transactions. Prior to joining T5,

David spent 10 years managing data center practice

groups for commercial real estate firms.

www.businesschief.com


T5 DATA CENTERS

COMPANY STATS

• T5FM active in 15 US

markets

• T5 operating 28 data

centers – mix of owned

and third-party assets

• 600MW of IT load managed

• 200 mission critical

projects completed across

the US by T5CS

26

• $2.5bn platform launched

with QuadReal to develop,

acquire and operate

data centers

NOVEMBER 2019


people at each of our facilities and the

strategy we have for delivering our

products and services has proven to

be successful.”

That success is leading T5 to nearly

triple its staff (from 150 to 400) to

support new projects. “After building

data centers for more than a decade,

we are seeing changes in the market,

and so we are adapting our operations

and scaling to meet the evolving

needs of our customers,” says Marin.

T5 is committed to supporting

veterans and “we were among the

first in the data center industry to

recruit former nuclear personnel from

the navy,” he reveals. “We find that

within that talent pool we’ve been able

to identify great candidates to be

retrained for the data center business.”

In August this year, T5 was nominated

among the top ten places to work in

Atlanta, so clearly Marin and his team

are on the right path. “We’re a small,

private company,” reflects Horowitz.

“But we have the communication and

the collaboration across the business

from our investors, down to the folks

in the field, fueling a culture I believe

is superior to any of our peers in the

industry. We’ve developed this from

27

www.businesschief.com


T5 DATA CENTERS

CPGbeyondthecloud.com


the ground up by giving everyone on

our teams a voice in how we grow the

business, implement change and

introduce tools to improve our assets

while empowering them to speak to

our customers.”

And, thanks to T5’s ability to provide

customized real estate development

solutions, the customers keep coming.

“After an extensive national search by

a large Fortune 100 company, we

were awarded a demanding build-tosuit

project designed to meet a client’s

exact specifications,” explains

29

CLICK TO WATCH: ‘HOW T5 SECURES LA COUNTY DATA’

www.businesschief.com


T5 DATA CENTERS

30

“Our alliance with

QuadReal is a

game-changer for

current and future

customers in the

enterprise and

hyperscale markets”


Pete Marin,

President & CEO, T5 Data Centers

Horowitz. “Because of our collaborative

and transparent approach, the project

was a great success and we exceeded

expectations on all fronts – budget,

schedule and now the operations on

an ongoing basis.”

Moving forward, T5 will continue to

ramp up its efforts. “We’ve been busy

acquiring additional land holdings by

investing out of our new venture with

QuadReal to kick off developments,”

reveals Marin. “We’ve purchased land

in Portland, Oregon, in Atlanta,

Georgia, and we’ve got land holdings

NOVEMBER 2019


QuadReal & T5 – a data center alliance

“The data center market

continues to experience very

strong growth, driven by the

accelerating digitalization of

information,” says Jameson

Weber, Head of Special

Situations for QuadReal. “This

strategic investment ($2.5bn)

puts us in a very unique

position to participate in this

growing market alongside a

trusted company with a proven

track record in data center

development, construction,

and management. T5 Data

Centers is the logical partner

to help us build a long-term

business in tech-related real

estate while ensuring our users

receive the highest levels of

service and security for their

mission-critical data.”

31

in Charlotte and in Colorado. We also

have an active data center in LA and

we’re getting ready to launch a new

project in Dublin, Ireland.” Meanwhile,

the company will also focus on

growing its services while looking for

M&A opportunities that will support

the scaling of T5’s platform. “Right

now, we’re on target to boost our

employee levels to 400 and I can see

that growth triple in the coming years,”

says Horowitz. “We have a lot of

growth in front of us. We’re ready to

support the top hyperscale users as

they too grow their footprint and, from

an operational perspective, put our

T5FM stamp on those facilities and

reap the rewards from the strong

platform we’ve built over the past

decade.” T5’s platform for excellence

in the data center industry looks set

to march forward, forever on.

Forever On.

www.businesschief.com


LEADERSHIP

32

The evolution

of IoT and 5G

technologies

Business Chief USA speaks with Ian Hood,

Chief Technologist, Global Service Provider

at Red Hat, to discuss IoT technologies and

the potential of 5G

WRITTEN BY GEORGIA WILSON

NOVEMBER 2019


www.businesschief.com

33


LEADERSHIP

34

Ian Hood, Chief Technologist, Global Service

Provider at Red Hat, is an “engineer and problem

solver at heart.” Throughout the last few

decades of his career, Hood has worked in the

telecommunication sector designing hardware,

software and networks, for governments, banks

and global providers.

Hood was drawn to Red Hat just over three

years ago, finding the “open source way of life

quite intriguing.” From software development,

to marketing, sales and support, the open source

“approach is applied to every aspect of the business,”

says Hood. He goes on to say that “being able to

work together with customers to solve complex

technical and business challenges around the world

and being able to share that knowledge with other

customers, partners and industries,” is a key aspect

of his role at Red Hat that initially led him to the

company in the first place.

Day to day in his role, Hood primarily engages

with telecommunication, media and digital service

providers to architect and optimize the efficiency

of next generation 5G, MEC and edge

infrastructure as well as the innovative cloud-native

services and applications that the technology may

be combined with.

NOVEMBER 2019


35

“The key to securing

any system is to

design with all

aspects of security

in mind. This means

everything in the

entire supply chain”


Ian Hood

Chief Technologist, Global Service Provider,

Red Hat

www.businesschief.com


LEADERSHIP

36

“Everywhere around the

world, communications

service providers are

aggressively testing 5G

innovations and multiaccess

edge computing

(MAEC) technology”


Ian Hood

Chief Technologist, Global Service Provider,

Red Hat

“Our customers are already

demonstrating innovations in their 5G

and Edge labs that use drones with high

definition camera recording for public

safety and firefighting; healthcare is

making use of data sharing for brain

scans between hospitals and clinics;

manufacturing and mining sites are

using innovations to control heavy

equipment,” says Hood.

Current trends that are exciting

Hood the most relate to “the intelligent

use of data streams and telemetry for

artificial intelligence (AI) and machine

learning (ML).” Many examples of

NOVEMBER 2019


CLICK TO WATCH: ‘NEW SOLUTIONS FOR A NEW PARADIGM OF EDGE SERVICES,

WITH IAN HOOD, RED HAT AND RAJESH GARDIYAR, INTEL CORP’ 37

this can be seen in healthcare and

customer services, but Hood sees

“a broad potential to combine AI and ML

with software-defined infrastructure

and cloud native applications deployed

at the far edges of networks, to bring

these services beyond urban centers

and improve lives everywhere.” Key

industries that Hood feels will benefit

most from the adoption on IoT

technologies “to affect our quality of

life” for the good include: healthcare,

manufacturing, agriculture,

transportation and automotive.

“Everywhere around the world,

communications service providers

are aggressively testing 5G

innovations and multi-access edge

computing (MAEC) technology,”

says Hood. While he believes many

connected IoT business applications

can run on current Long-Term

Evolution (LTE) networks “those that

require consistent low latency, high

bandwidth and large-scale distribution

of end points will gain a significant

boost from 5G and perhaps be

impossible without it.”

www.businesschief.com


LEADERSHIP

Hood believes industries that stand

to benefit from 5G include:

38

Manufacturing

“Monitoring and reporting low data

streams in real time – machine

operating data like temperature or air

pressure, for example – is already

a central component of plant

management,” says Hood. However,

the development of 5G will continue

to “evolve manufacturing by making

much higher data streams possible,

creating a ‘factory of the future,’

where networked machines will be

able to respond efficiently to tasks,

whether they are issued by human

commands or through AI and robotics.”

Additionally, “the consistency of lower

latency rates enabled by 5G distributed

architectures enables improved

reliability of remote applications

and processes, reducing risk.”

Transportation

“Transportation of the future will

benefit greatly from a hybrid of

distributed 5G and MEC architectures

and the dynamism of softwaredefined

networking,” says Hood.

NOVEMBER 2019


Implementation of this hybrid

technology will “enable efficient and

reliable delivery of applications at

massive scale anywhere on the planet.”

Smart cities

In order for a city comprised of

interconnected solutions to function,

millions of sensors must transmit data

simultaneously, making a smart city

essentially a blended workload

bringing together upwards of 20-30

or more IoT devices each with

different requirements,” says Hood

who believes “the seamless

connectivity, telemetry, security and

analytics capabilities offered by 5G

can ensure every sensor and device

work together effectively.”

Hood does however, acknowledge

that with these 5G innovations there

are challenges and risks, in particular

– cyber threats. “The key to securing

any system is to design with all

aspects of security in mind. This

means everything in the entire supply

chain,” says Hood. Key implementations

to stay ahead of cyber threats include

“organisation-wide commitment, risk

management, clear governance, and

39

www.businesschief.com


LEADERSHIP

40

“Our customers

are already

demonstrating

innovations in

their 5G and

Edge labs”


Ian Hood

Chief Technologist, Global Service Provider,

Red Hat

accountability, with requirements for

consistent, repeatable processes and

best practices. Being secure means

maximizing the confidentiality,

integrity, and availability of the systems

and infrastructure that comprise the

5G, MEC and IoT environment.”

Looking to the future, Red Hat looks

to continue towards its vision of an

open hybrid cloud enabling customers

to deliver any application or service

on any infrastructure. “We are already

seeing many deployments of hybrid

cloud for enterprise as well as service

providers, and with the expansion of

the 5G, MEC infrastructure being

deployed, these applications may be

deployed across a collection of open

edge clouds,” says Hood. “We also

expect to see applications of AI, ML,

blockchain, AR, VR and the advent

of serverless computing across

healthcare, automotive, agriculture,

manufacturing and finance.”

Going forward, Red Hat – while

retaining its independence and

continuing to build and expand all its

partnerships – will look to continue its

relationship of over 20 years with IBM,

“working together to solve compelling

business challenges for customers.”

IBM and Red Hat share a common

NOVEMBER 2019


objective to drive innovation across

the hybrid cloud with choice and

flexibility. As well as giving customers

the opportunity “to take advantage

of Red Hat and IBM’s modular agile

integration and business intelligence

and open API management tools to

accelerate their time to revenues.”

“The key focus for us is how to help

them expand and evolve their current

environments in a practical manner

while providing compelling business

benefits along with improved

customer experiences - quite an

exciting time for all of us.”

Established over 25 years ago,

Red Hat are leading global providers

of open source solutions to help

companies in all industries and regions

to digitally transform and become

better interconnected. Red Hat’s open

source portfolio covers: hybrid cloud

infrastructure, middleware, agile

integration, cloud-native application

development, management solutions

and automation solutions.

41

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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

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TECHNOLOGY

THE CLOUD

44

PLAYBOOK

Bas Lemmens, VP EMEA at software

company Pivotal, on the factors

to consider when planning a cloud

migration strategy

WRITTEN BY BAS LEMMENS

NOVEMBER 2019


www.businesschief.com

45


TECHNOLOGY

46

The execution of a cloud migration strategy

can be an anxious time for business leaders.

Not only are the core aspects of moving to

the cloud often shrouded in technical jargon (public

vs private; hybrid vs multi; containerisation; XaaS;

etc.), but also, the diversity and complexity of IT

infrastructure varies widely from business to business,

making the risk of disruption difficult to determine.

Imagine a business’ IT infrastructure as a bus

speeding along the motorway. The vehicle must

transport assets and information according to a

strict schedule, otherwise mission critical processes

are subject to disruption, resulting in the loss of

precious time and money. In this analogy, an

attempt to execute a cloud migration strategy is

akin to climbing under the bonnet, swapping out

the old engine and fitting a new one, all while the

bus is still travelling at speed.

Much to the relief of business leaders, the process

of cloud migration is far too incremental to be comparable

to a Hollywood-style stunt. In fact, a more

useful analogy is to think about moving to the cloud

as something much more relaxing – chess.

NOVEMBER 2019


47

“CLOUD-NATIVE APPS

RUN BETTER, FASTER

AND MORE RELIABLY

THAN THOSE HOSTED

IN ON-PREMISES

DATA CENTERS”


Bas Lemmens,

VP EMEA, Pivotal

www.businesschief.com


TECHNOLOGY

48

RE-IMAGINING CLOUD MIGRATION IN

BLACK AND WHITE

Modern businesses run on a number of

different apps, each with a specific set

of services or processes that enable

different aspects of business to function.

Like pieces on a chess board,

these components achieve their purpose

by operating in a variety of different

ways to achieve a common goal.

The way in which these components

are configured can impact how effective

they are in achieving their goals,

creating a delicate network of interdependencies

that is not always obvious

from an initial assessment. Moving one

piece forward has the potential to

increase the vulnerability of others,

while creating a set model for success

is rendered almost impossible by billions

of different potential arrangements.

What does this have to do with the

cloud? Put simply, cloud-native apps

run better, faster and more reliably than

those hosted in on-premises data centers.

Moreover, the distributed nature of

cloud computing makes it more difficult

for apps to be targeted by cyber-attacks,

while the flexibility it affords organisations

means that cybersecurity protocols can

be rapidly adapted to the shifting cyber

threat landscape. Most importantly,

“RUNNING APPS IN THE

CLOUD ALLOWS BUSINESSES

TO BECOME MORE AGILE –

A CRUCIAL CHARACTERISTIC

TO HAVE IN A RAPIDLY

CHANGING WORLD”


Bas Lemmens,

VP EMEA, Pivotal

NOVEMBER 2019


CLICK TO WATCH: ‘HOW PIVOTAL HELPS YOU BECOME A MODERN

SOFTWARE COMPANY’

49

however, running apps in the cloud

allows businesses to become more

agile – a crucial characteristic to have in

a rapidly changing world. Apps run in

the cloud benefit from both increased

portability and scalability, which helps

businesses adapt their products and

services to changing levels of demand,

or to more closely align with customer

needs. This is how value can be generated

as a direct result of migrating apps

to the cloud, while also saving costs by

only using as much of the IT department’s

resources as needed at the time.

BRING IN THE CAVALRY

The external perspective of a thirdparty

organisation is especially useful

during migration projects. This will help

to overcome the tendency for cloud

migration projects to suffer from tunnel

vision and offer an expert opinion to

assist difficult decisions. For example,

an organisation may have modernised

its enterprise application structure to

run in the cloud, launched new microservices

and started adhering to a new

architectural style, but neglected to

retire its legacy infrastructure. Such

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TECHNOLOGY

50

problems can easily fade into the background

and end up wasting money and

slowing down systems – despite effectively

being redundant in cloud-based IT

environments. Instead of hiding, these

blind spots can be easily identified and

safely eliminated by granting visibility

to an unbiased third party to rigorously

check the assumptions initially made.

The surging popularity of cloud-native

enterprise applications has also challenged

conventional wisdom on how

to keep systems safe and secure. From

infrastructure to application development,

there is a sharp contrast between legacy

cybersecurity tools and a more modern,

cloud-native approach to protecting IT

resources. Organisations must reimagine

their cyber defences to adapt to the

needs of the cloud-native era. As a

result, organisations moving to the

cloud must be bold and invest in the

innovations, patterns and practices in

order to be successful, such as establishing

a DevOps culture, engage in the

continuous delivery of new apps and

updates and adopt a microservices

architecture. These are the tools

that are needed for cloud-native

security the way in which major risks

can be mitigated.

ONE SMALL STEP FOR IT, ONE GIANT

LEAP FOR BUSINESS

A game of chess is lost when all the

most important pieces are brought

to the frontline simultaneously.

Accordingly, nowhere does it say that a

business must shift all of its apps to the

cloud in a single move. Even with just

a small portion of apps running in the

cloud – often only 10-20% of a total

estate – businesses will notice the benefits

of the cloud begin to manifest in

areas such as value-added services,

enhanced customer experience and a

greater capacity to innovate.

NOVEMBER 2019


It is paramount that businesses

planning a cloud migration strategy

focus first on moving the apps that are

best positioned to reap the benefits of

the cloud. Which apps deliver the most

value to customers? Which apps are

the most important in ensuring the

people within the business can achieve

their goals? Which apps drive the most

traffic? Identifying which apps are core

to the business and moving them to

the cloud, it can be assured that the

maximum outcomes of the technology

are being achieved with minimal

change. By taking incremental steps,

businesses can embark on a journey of

learning and adapting to a new cloudbased

environment, and ensure that

cloud migration projects are successful.

MAINTAINING ENGAGEMENT

The usefulness of technology partners

does not stop at the technology itself.

Perhaps, one of the most important

aspects of cloud migration projects is

to maintain stakeholder engagement

throughout the process. Technology

partners can be instrumental in

espousing the benefits of technical

projects to members of the executive

51

“THE BEST MIGRATIONS

HAPPEN WHEN

INDIVIDUAL TEAMS

WORK TOGETHER,

FROM DEVOPS TO IT”


Bas Lemmens,

VP EMEA, Pivotal

www.businesschief.com


TECHNOLOGY

52

board, such as tangible ROI and new

opportunities to compete, scale and

grow. It’s important that it’s not just the

customers that go on and benefit from

this journey. Teams within the organisation

must understand the technology

and concepts being deployed and

be shown the value of having existing

systems changed.

As with any major cultural change,

resistance is to be expected, especially

when executed in parallel with a

large technology project such as a

cloud migration. Making sure teams

are on board with change is foundational

to success, and establishing processes

for introducing them to new

solutions and software is crucial.

The best migrations happen when

individual teams work together, from

DevOps to IT. Again, this is where an

incremental approach is fundamental,

as each step leads to new insights

which require continuous course correction

and adaptation. The often

technical way in which cloud is

described means that the crucial

human factor of cloud migration is forgotten.

A people-centric approach

must be taken, one which rigorously

NOVEMBER 2019


questions any assumptions regarding

individual teams’ reactions to the

change involved. Only then can a project

become successful.

WINNING THE GAME

No one ever won a game of chess

without sacrificing pieces along the

way. Equally, no cloud migration

project is flawless. Even with the best

tools and people at their disposal,

organisations will find themselves

making certain trade-offs and facing

unexpected circumstances. Moving to

the cloud, however, isn’t a leap of faith;

it’s an incremental and strategic

reconfiguration of IT resources that

requires evaluation every step of the

way. The outcome? An IT offering that

is fit for purpose, futureproof and

capable of serving the needs of both

clients and employees alike.

53

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PEOPLE

54

THE YEAR OF THE

CUSTOMER

In every industry, the need for companies

to provide their customers with seamless

digital experiences is growing more and

more pressing, and those unwilling to adapt

to a new class of consumer run the risk of

being left behind

WRITTEN BY HARRY MENEAR

NOVEMBER 2019


www.businesschief.com

55


PEOPLE

56

Across every industry in every market,

one thing has become clear in 2019:

this is the year of the customer.

Ubiquitous advertising, economic discomfort

in a shrinking middle class, more ways than

ever for people to self-determine the companies

they deal with, a hunger for on-demand

and personalised products and services, and

a younger consumer class grown increasingly

distrustful of an unfair capitalist system,

are all conspiring to firmly put the ball back in

the court of corporations when it comes to

attracting and retaining a customer base.

Back in 2018, James Paine, the Founder of

West Realty Advisors wrote, in a piece for Inc,

that “twenty years ago, if you paid for a product

or service and you weren’t happy with

what you received, the best you could hope

for was that if you sent in a letter of complaint,

you’d eventually receive a refund. You could

tell a couple of friends and maybe they’d tell

their friends, but that was about it. Nowadays,

though, if a customer has a bad experience

then they can post about it online, and if they

post about it online then it can go viral and

even seriously damage the overall value of

your brand. After all, all it took was one tweet

from Kylie Jenner to knock US$1.3bn off

Snapchat’s valuation.”

NOVEMBER 2019


“People expect

improvements

at a pretty fast

clip these days”


Victoria Holt,

CEO, Protolabs

57

The message from consumers is

clear: “treat us right or perish.”

This month, we explore explores

the strategies being adopted by companies

that want not simply to survive

this age of seamless consumer experience,

but to thrive in it.

Victoria Holt, CEO of digital manufacturer

Protolabs, agrees that customer

expectations in her industry have

changed over the past decade.

“People expect improvements at a

pretty fast clip these days. So, being

able to very quickly design, prototype

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PEOPLE

58

and launch products is a critical success

factor for manufacturers today,”

she explains, adding that “there’s more

mass-customisation too, which is

another thing that not only requires

rapid innovation, but the capacity to

produce products in lower quantities

as you customise them for specific end

uses. Again, this lends itself to a more

digitalised manufacturing process.”

This emphasis on harnessing the

power of digital transformation is part

and parcel with the ouroboric relationship

between the company and

customer. Companies digitally

transform to offer products that are

more personalised and readily available,

and in return, this drives customer

expectations and the standards are

becoming more exacting every year as

the customers take more and more

control.

“For the last 50 years, software

development has been specificationcentric.

Teams created software that

complied with a specification. That just

doesn’t work anymore,” says Antony

Edwards, Chief Operating Officer of

artificial intelligence, analytics and

software solutions company, Eggplant.

NOVEMBER 2019


Social media is the most visible,

immediate and effective medium

through which companies can interact

with their customers. These three

startups are using AI to revolutionise

the customer experience online.

“Software teams

need to use customer

analytics to become

user-centric and

create software

that delights users

and drives business

outcomes”


Antony Edwards,

Chief Operating Officer,

Eggplant

“Software teams need to use customer

analytics to become user-centric and

create software that delights users

and drives business outcomes.”

Edwards’ observations are backed by

a recent white paper from Adobe.

Noting that the most successful modern

companies are the ones that have

CORTEX

Small, Boston-based AI

startup Cortex touches

more lives on a daily

basis than most major

advertising firms.

Founded in 2015, the company

owns and operates a

proprietary AI platform that

reportedly eliminates the need

for a dedicated social media

data analyst.

“Cortex learns what makes

better marketing content and

offers creative direction, social

media insights, and competitive

benchmarking based on this

data analysis.”

Trusted by diverse global

brands like Heineken (achieving

a 39% increase in engagement

with the beverage giant’s Dos

Equis property) and band

Maroon 5, Cortex uses its algorithmic

analysis of social trends

to “know exactly what to post,

when, how often, and instantly

add the most effective photo

or video. No more guessing,

no more searching. Done in no

time at all.”

59

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PEOPLE

60

digitally transformed themselves,

Adobe warns that “transformation

needs to be driven with a purpose.

For top businesses, that purpose is

customer experience”. Companies

that place customer experience at the

top of their list of priorities are more

successful than those who adopt a

‘push’ mentality.

But what do those customers want?

High level concepts like “customisability”

and “on-demand” are a good start,

but to better understand the specific

things consumers want from them,

successful companies are doubling

down on analytics and diverting more

and more resources, both to understanding

their consumers and to

providing a seamless experience. “Fast

food stores are employing user analytics

to understand how their staff are

using point-of-sale terminals and then

using this information to update the

point-of-sale terminal so that customers

are served faster,” says Edwards.

“Retailers are using a combination of

user and technical analytics to understand

how technical factors such as

website speed and design factors such

as high-resolution graphics, impact

purchases. They then feed this automatically

back into their software

development to optimise revenue.”

Across the board, industry leaders are

moving as one towards a more

informed company-customer relationship.

In Gartner’s recent Customer

Experience Trends Survey, it was

revealed that, in 2018, two-thirds of

companies increased their customer

experience technology investments,

with 52% reporting that they intended

to increase spending further in 2019. In

last year’s survey, Gartner found that

NOVEMBER 2019


81% of companies expect customer

experience to be the most important

competition metric by 2020.

Seeking to perfect the customer

experience is going to become an even

greater point of differentiation for companies

in the next few years. Social

media is a valuable tool for companies

to understand, sell to and interact with

their customer bases, but the sword

swings both ways. Debacles like Fyre

Festival and Kylie Jenner’s Snapchat

Tweet prove that brands have nowhere

to hide anymore; the customer

DRIFT

Another Bostonian firm, Drift was

founded in 2014 and has since

become the world’s leading conversational

marketing and sales

platform that helps businesses

connect with their customers.

With a focus on immediate revenue

generation for its clients, Drift

has undeniably displayed the

trend with regard to its own

development.

After just two years on the market,

the company has become one

of the fastest growing SaaS companies

of all-time and was named

to the Forbes Cloud 100, LinkedIn

Top 50 Startups, Entrepreneur’s

Top Company Cultures, Boston

Business Journal’s Best Places to

Work, and SaaS Company of the

Year by the NEVCA.

“Using Drift chatbots you can

answer common questions in real

time, route qualified leads to the

right sales reps and start conversations

with prospects in real time.

Rep in a meeting? No problem,

leads can book a time that works

for them and your rep in seconds

flat,” according to the company.

61

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PEOPLE

62

INVOCA

Founded in 2008, Santa Barbara-based analytics

firm Invoca has spent over a decade selling

the idea of relationship insights as direct value

creation. The company is centered around its

AI-powered call tracking and analytics platform

that helps marketers get campaign attribution

and actionable data from inbound phone calls.

The approach is a less common one, given the

focus of most social media solutions on internet

engagements over social media apps. However,

with the US outbound telemarketing market

predicted to reach higher than $12bn annually

by 2025, the application of AI to gain greater

insight into the space has its appeal.

In an interview in 2017, Invoca CEO Gregg

Johnson said: “With the massive rise of mobile,

which is driving 85 billion calls to businesses

globally and influencing more than $1 trillion in

US consumer spending, it’s becoming even

more important for marketers to integrate call

intelligence with their marketing automation

solutions. As consumers increasingly combine

their digital interactions with voice interactions,

live conversation has become the new competitive

battleground for customer experience. Call

intelligence allows marketers to connect digital

consumer interactions (clicking on paid search

ads, browsing websites, etc.) to the voice

experience (talking to a human), to have a holistic

profile of the customer.”

NOVEMBER 2019


IN 2018, TWO-THIRDS OF

COMPANIES INCREASED

THEIR CUSTOMER EXPERIENCE

TECHNOLOGY INVESTMENTS

THE GLOBAL CUSTOMER

EXPERIENCE ANALYTICS

MARKET IS EXPECTED TO GROW

TO AROUND $12BN BY 2023

experience must be seamless, curated

and on-demand. Companies that want

to succeed in what may become the

Decade of the Customer need expert

help – a fact that means the global

Customer Experience Analytics

Market is expected to grow to around

$12bn by 2023 – and to embrace the

power of digital. Vinod Muthukrishnan,

co-founder and CEO of customer

experience management software

company CloudCherry, lives this reality

every day. “Customer retention is lower

than it ever has been. The millennial

audience is actually much more conscious

of business ethics, the

environment and corporate social

responsibility than the two generations

before it, mine included,” he explains.

When asked about the key to a great

customer experience, Muthukrishnan

says: “We’re going back to the basics.

In many ways, the more digitisation we

do, the more humanisation the customer

demands. You can use machine

learning, you can use bots – you do

whatever, as long as it’s aimed at actually

giving that customer a more

personal experience.”

63

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SUSTAINABILITY

64

NOVEMBER 2019


MANAGING

OPERATIONAL

RISK IS KEY

TO IMPROVING

SUSTAINABILITY

65

Bill Zuurbier, co-founder and Managing

Director of risk management consultancy,

Equib, discusses the importance of

resilience within new structures and

the need for clear communication

when addressing sustainability

WRITTEN BY BILL ZUURBIER

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SUSTAINABILITY

66

There is an increasing focus on

incorporating resilience into new

structures, as well as updating

existing infrastructure. However,

addressing sustainability requires vision

and clear communication to ensure it

gets the attention it deserves prior to

and during delivery.

Increased public awareness of the

impact of climate change and the UK

Government’s recent decision to set

a legally-binding target to reduce

greenhouse gas emissions to net zero

by 2050, are driving decision-makers

in the construction sector and other

industries to prioritise sustainability.

In setting this new target to reduce

carbon emissions, the UK is the first

G7 nation to align with the Paris 2015

agreement, but others already have

plans to follow.

To assist those responsible for the

design and development of new

buildings and infrastructure, the

sustainability assessment methodology

– BREEAM – has been rolled out to

more than 70 countries around the

world. Used to measure and certify

NOVEMBER 2019


“At any stage of delivery,

if whole-life costs are not

properly considered, the risks

associated with the project

can increase dramatically”


Bill Zuurbier,

Co-founder and Managing Director

of risk management consultancy, Equib

67

the environmental performance of

new and existing buildings, those with

a rating of Excellent or Outstanding are

deemed to be sustainable environments

that meet a high standard in terms of

their environmental, social and corporate

governance (ESG) performance.

Certification schemes and benchmarks

clearly have an important role

to play in driving sustainability performance.

Their use is certainly helping

to attract investors and other stakeholders,

who increasingly expect

projects to deliver measurable

environmental or societal benefits.

As a result, those responsible for

designing new projects are specifying

sustainable materials and operational

equipment, usually justified by

whole-life cost considerations, which

prove their efficiency over time.

Operational risks are among the

biggest risk factors for any major-scale

infrastructure programme or construction

project, and successful mitigation

starts at design stage, when sustainability

is closely considered. At this

stage, a complete cost plan for the

www.businesschief.com


SUSTAINABILITY

“Building in sustainability and

forward planning at design stage

can help to make projects more

attractive to private sector investors

and public sector sponsors”


Bill Zuurbier,

Co-founder and Managing

Director of risk management

consultancy, Equib

68

project is prepared, incorporating both

capital costs, which are associated

with the build itself and operational

costs, spanning the expected life

of the structure. If capital expenditure

is low at design stage, but operational

costs, such as those incurred when

using or maintaining the asset, seem

excessive, there is an opportunity to

address this by specifying a more

sustainable solution.

Once building work gets underway,

costs can start to increase and if not

properly controlled, some of the

sustainability benefits of the structure

NOVEMBER 2019


69

could be eroded. From the project

manager’s perspective, if budgets are

not being met, there could be pressure

to cut corners and decisions might be

taken to swap sustainable equipment,

which comes with a higher price tag,

for cheaper, less eco-friendly alternatives.

While this could help to reduce

capital expenditure, the longer-term

impact of such decisions on the life-cycle

performance of the building could

be considerable, particularly if the

replacement costs more to maintain.

Building in sustainability and forward

planning at design stage can help to

make projects more attractive to

private sector investors and public

sector sponsors. For this reason, many

designers are focused on reducing

both embodied and operational carbon

emissions. This typically involves the

specification of energy-efficient

lighting or microgeneration technologies,

such as solar panels or wind

turbines. Such equipment may increase

capital expenditure but has the potential

to drastically reduce operational costs

over time, making the building more

efficient from a cost and environmental

perspective. Increasingly, designers

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SUSTAINABILITY

70

are being challenged to future-proof

structures to ensure their sustainability

by allowing changes to extend their

functionality or capacity further down

the line, in lieu of significant refurbishment

or rebuilding.

At any stage of delivery, if whole-life

costs are not properly considered,

the risks associated with the project

can increase dramatically. An example

of this can be seen in the award-winning

Queen Elizabeth Olympic Park,

which became home to West Ham

Football Club in 2016. Forward-thinking

designers and their sponsors were

keen to develop a multi-storey asset

which could bring diverse benefits to

the local area for many years to come.

Their decision to incorporate dual

“Keeping an eye on operational risks at

all stages of delivery is vital to ensure

that construction projects deliver on

their sustainability promises”


Bill Zuurbier,

Co-founder and Managing Director

of risk management consultancy, Equib

NOVEMBER 2019


functionality by allowing the structure

to double as an athletics track was

inspired, but the operational costs

attached to switching from one use

to the other have since become a bone

of contention.

To assist in de-risking construction

projects and infrastructure programmes

and delivering sustainability benefits,

it is important that stakeholders at a

senior level encourage adherence to

the right processes and controls from

the start. Once a project is underway,

decisions made onsite must be communicated

to all stakeholders and endorsed

where necessary. As projects

can often take many years to complete,

these processes and controls must also

be robust enough to stick even when

there are significant changes of

personnel or multiple specialist teams

are involved.

Wider application of BIM or Building

Information Modelling, which involves

the creation of a detailed digital description

of every aspect of a building or

project, can also help to improve data

management and visibility across the life

of the project. The ability to integrate 3D

models with time and cost data means

risks can be identified more readily and

used to inform decision making.

Keeping an eye on operational risks

at all stages of delivery is vital to ensure

that construction projects deliver

on their sustainability promises.

71

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CITY FOCUS

72

City Focus

BOST

NOVEMBER 2019


ON

73

Welcome to Boston, a city brimming

with history and culture, but powered

by a nation-leading commitment to the

medical, biotech and finance sectors

which has seen it become a hub for

conglomerates and startups alike

WRITTEN BY HARRY MENEAR

www.businesschief.com


CITY FOCUS | CHICAGO

HOUSTON

74

T

he capital of Massachusetts, Boston is the

largest city in the New England area of the

United States, the 23rd biggest city in the

country. Despite covering only 90 square miles, its

685,094 inhabitants make it one of the most densely

populated areas in the United States, with a density of

13,841 people per square mile, according to World

Population. The Greater Boston area is the fourth most

densely populated region in the United States, only

behind the New York Metro Area, Greater Los Angeles

and the South Florida Metro Area. The population of

Boston is affected heavily by the day-night cycle. Findings

by World Population place 1.2mn people within the

city limits during work hours and 2.0mn people in the

city for special events. Due to its participation in several

important historical events, Boston has a year-round

tourism industry. One of the top 10 tourist attractions

in the US, according to City Date, the city features

almost 2,000 restaurants and 62 historical sites.

According to the Boston Planning & Development

Agency Research Division, May 2018, Boston’s

economy has been on an upward trajectory since

2013. Per capita income for residents of Boston

stands at USD$40,000. In terms of unemployment,

Boston’s rates are below the state and national

averages. While the country’s unemployment rate

currently stands at 3.7%, Boston’s has managed to

stay below 3%. The city has seen its unemployment

rate in steady decline since the 2009 high of 7.6%.

NOVEMBER 2019


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75


CITY FOCUS | HOUSTON

76

INDUSTRY

Starting in the late 20th century,

Boston’s forays into the medicine,

technology and higher education

industries have turned it into a national

leader. The largest industry in Boston is

healthcare, which made up 18.3% of its

job market in 2016, employing 144,957

people. According to the Boston Planning

& Development Agency Research

Division, its major industries are professional,

scientific and technical services

(with 12.5% or 98,933 employees),

finance and insurance (11.5% or 91,323

employees), government (with 9.7% or

76,940 employees), accommodation

and food services (7.9% or 62,609

employees), and educational services

(7.5% or 59,414 employees).

Among the 10 largest employers in

Boston, four are hospitals: Children’s

Hospital, Massachusetts General Hospital,

Brigham and Women’s Hospital,

and Beth Israel Deaconess Medical

Center. With regards to higher education,

Boston has been ranked the 12th

best student city in the United States,

according to Top Universities, with 54

institutions in the greater metro area

and three research universities in

Boston itself: UMass Boston, Boston

University, and Northeastern University.

© Boston planning and

development agency

NOVEMBER 2019


CLICK TO WATCH: ‘LOOK TO BOSTON – CITY OF BOSTON’

77

Over the past few decades, Boston’s

employment scene has shifted from the

traditional labor-intensive job to those

in technology and service. These

changes have been facilitated by

structural management. The Office of

Business Development in Boston offers

support for small businesses in the city,

from facilitating loan acquisition to

referrals, allowing them to thrive.

According to the Boston Chamber of

Commerce, there are over 40,000

small businesses in the city, employing

170,000 people and generating $15 bn

in annual revenue. With the induction of

the Innovation District into the South

Boston Waterfront, Boston has

become a hub of financial and research

institutions and tech incubators.

According to the Boston Planning &

Development Agency Research Division,

May 2018, companies that have been

attracted to Boston include: General

Electric, Reebok and Amazon, as well

as many new cybersecurity and biotech

startups. Strong in the financial and

insurance sphere, Boston sees a large

number of its residents working at

State Street Bank, Fidelity Investments,

Liberty Mutual and John Hancock.

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CITY FOCUS | HOUSTON

685,094

Population of

Boston (2017)

1630

Year founded

78

Nearest Airport

6km

Boston Logan

International

BIOTECH BOSTON

Biotech in Boston is an up-and-coming

industry. The Boston Planning & Development

Agency Research Division

suggest that Boston is one of the best

locations in the United States to seek

out a career in the biotech field. This is

facilitated by the high concentration

within Boston of research industries

and high-end hospitals.

The Massachusetts Biotechnology

Council (MassBio), a trade group,

recently reported that the quantity of

people employed within local biotech

and pharmaceutical companies has

had its largest year-to-year increase

in a decade. This 6.4% jump means

the state of Massachusetts offers

over 74,000 jobs in the industry, with

an average salary of over $138,000.

MassBio reports that 18 of the top 20

drug companies in the country and all

10 of the top medical device companies

have a presence in Boston. The last

decade has seen the city build over

11mn square feet of lab space, bringing

the total designated lab space to

28mn square feet.

NOVEMBER 2019


As a result, the city hosts a yearly

Biotech Week, which is designed to

accelerate and celebrate the biotech

industry. Biotech Week Boston is

created in collaboration with the City

of Boston’s Mayor Office, the Massachusetts

Life Sciences Center, and

MassBio. It takes place over three

days, with over 300 exhibits and over

5,000 qualified attendees. Over 37

countries are represented in this event.

2020 will see the exhibition taking place

between September 21 and September

24, at the Boston Convention and

Exhibition Centre (BCEC).

79

CLICK TO WATCH: ‘BIOTECH WEEK BOSTON 2018 HIGHLIGHTS’

www.businesschief.com


TOP 10

80

NOVEMBER 2019


Busiest

airports in

the US

81

We explore the Airports Council

International’s (ACI) 2018 world airport

traffic rating, covering passenger

traffic, to bring you the top ten

busiest airports in the United States

by passenger footfall

WRITTEN BY SHANNON LEWIS

www.businesschief.com


TOP 10

82

10 Orlando

International

Situated in Orlando, Florida, the Orlando International Airport saw an

annual footfall of 47,696,627 passengers in 2018. According to the

ACI, this brings its traffic up 6.9% from 2017. 34th in the world, it is the

11th busiest airport in North America, with the airport code MCO.

Operated by the Greater Orlando Aviation Authority, it employs almost

800 full-time employees, according to the airport website. Daily,

it sees 135,839 passengers pass through and 636 flights scheduled.

NOVEMBER 2019


83

09 Seattle-Tacoma

International

The Seattle-Tacoma International Airport reached a passenger volume

of 49,849,520 people in 2018, up 6.2% from the previous year, according

to the ACI. Owned and operated by the Port of Seattle, which has been

operating since 1911, it is located in Seattle, Washington. The 9th busiest

airport in both the US and North America, it ranks 30th in the world.

With the airport code SEA, it sees 540 flights every day.

www.businesschief.com


TOP 10

84

08 McCarren

International

Located in Las Vegas, Nevada, the McCarren International Airport

saw a 2018 passenger volume of 49,863,090 people, according to

the ACI, up 2.7% from its 2017 figures. With the airport code LAS and

477 daily flights, it is the 8th busiest airport in the US and North America

and the 29th busiest airport in the world. June and July of 2019 saw

McCarren’s passenger count climb, up 3% from the previous year.

NOVEMBER 2019


© Andrew Choy/Wiki

85

07

San Francisco

International

With 57,738,840 passengers in 2018, San Francisco International

Airport is the 7th busiest airport in the US, according to ACI figures.

Its passenger volume went up 3.4% from 2017, making it the 25th

busiest airport in the world. It has 468 daily flights, according to

Flights From, and was awarded the Environmental Achievement

Award for having the world’s first zero net energy airport facility,

which it built in 2015.

www.businesschief.com


TOP 10

86

© Brandon Van Acker/Wiki

06

John F. Kennedy

International

Based in New York, New York, John F. Kennedy International Airport

is the 6th busiest airport in the US and North America. Its 2018

passenger volume if 61,623,756 customers is up 3.6% from the previous

year. With an airport code of JFK, it is the 22nd busiest airport in the

world. According to Flights From, it is the 22nd busiest airport in the

world, with 528 flights touching town and departing every day.

NOVEMBER 2019


87

05 Denver

International

Denver International Airport is located in Denver, Colorado. With

64,494,613 customers in 2018, is the 5th busiest airport in the US

and North America, according to the ACI. Up 5.1% from 2017 figures,

Denver International is the 20th busiest airport in the world.

Generating USD $26 bn for its surrounding region, according to

the airport website, it is the 4th busiest airport in the world by daily

flights. According to Flights From, it sees 828 flights every day.

www.businesschief.com


TOP 10

88

04

Dallas/Fort Worth

International

The 4th busiest airport in the world, Dallas/Forth Worth International

Airport saw 69,112,607 passengers pass through it in 2018, according

to the ACI. Located in Dallas-Forth Worth, Texas, its passenger

volume is up 3% from 2017. The 6th busiest airport in the world by

passenger volume, it is the 3rd busiest by daily flights. According

to Flights From, it has 946 passenger flights scheduled every day.

It was voted the 2019 airport of the year by Air Transport World.

NOVEMBER 2019


© Raysonho @ Open Grid Scheduler / Grid Engine/Wiki

89

03 O’Hare

International

Located in Chicago, Illinois, with the airport code ORD, O’Hare

International Airport is the third busiest airport in the US and

North America, according to the ACI. Up 4.3% from 2017, O’Hare

International’s passenger volume in 2018 was 83,245,472 people.

It is the 6th busiest airport in the world by passenger volume, and

the number one busiest airport in the world by daily flight schedule,

with 1,189 flights every day, according to Flights From.

www.businesschief.com


TOP 10

90

02

Los Angeles

International

Los Angeles International Airport is the 2nd busiest

airport in the US and North America by passenger

volume, according to the ACI. Based in Los Angeles,

California, 87,534,384 passengers passed through

in 2018, 3.5% up from 2017. It opened as a site for

military flights in 1928, expanding to commercial

airlines 1946, according to Airport Technology.

772 flights are scheduled to pass through it every

day, making it the 5th busiest airport in the world

by daily flights, according to Flights From.

NOVEMBER 2019


www.businesschief.com

91


TOP 10

92

01 Hartsfield-Jackson

International

Based in Atlanta, Georgia, Hartsfield-Jackson

International Airport is the busiest airport in the US

and in the world. According to the ACI, it had

107,394,029 passengers pass through in 2018,

up 3.3% from the previous year, when it was also

the busiest airport in the world. The state’s largest

employer, it provides 63,000 on-site jobs and

generates $3.4bn in revenue for the metro Atlanta

area, according to the airport website. It schedules

1,098 flights every day.

NOVEMBER 2019


CLICK TO WATCH: ‘IT’S GAME TIME (WELCOME TO MY CITY)’

93

www.businesschief.com


94

NOVEMBER 2019


Inside Digital

Realty’s strategy

for an agile,

interconnected

world

95

WRITTEN BY

HARRY MENEAR

PRODUCED BY

TOM VENTURO

www.businesschief.com


DIGITAL REALTY

Tony Bishop and Corey Dyer of

Digital Realty discuss the data

centre giant’s ongoing efforts

to offer hyper-personalised

data centre services from the

single rack to the hyperscale

96

D

igital Realty supports the data center,

colocation and interconnection strategies

of customers across its secure,

network-rich portfolio of data centers located

throughout North America, Europe, Latin

America, Asia and Australia. Digital Realty’s

clients include Americas, EMEA and APAC

companies of all sizes, ranging from cloud and

information technology services, communications

and social networking to financial services,

manufacturing, energy, healthcare, and consumer

products.

The global business landscape is experiencing

a sea change. This transformation is permeating

every industry and market, seeing enterprises

in the public and private sectors swept along

by a rising tide of demand for interconnected

digital services. The ongoing transformation of

the global economy is increasing the need for

a wider array of digital infrastructure solutions,

and is driving a seismic evolution on a global

NOVEMBER 2019


2004

Year founded

$3.bn+

Approximate

revenue

1,500

Approximate number

of employees

97

scale. “We’re the best positioned in

the industry to address the broadest

range of requirements. We build,

design and operate some of the most

highly interconnected data centres

in the world,” says Corey Dyer, EVP

of Global Sales and Marketing for

Digital Realty. Arriving at Digital

Realty in January 2019, Dyer can look

back on a year of continued growth

and strategic success. Now, he and

the rest of Digital Realty are looking

forward, as the company embarks on

www.businesschief.com


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the next phase of its digital transformation

voyage.

Founded in 2004, Digital Realty

supports the digital infrastructure

needs of more than 2,000 companies

across the Americas, EMEA and

APAC, with industry-leading data

centre, colocation and interconnection

services. Being uniquely

positioned as the largest provider of

data centre and digital infrastructure

solutions worldwide gives Digital

Realty the opportunity to not only

navigate the tides of change, but also

direct them to help create even more

value for its customers.

“The digital economy is remaking

both private and public enterprises

across all industries, transforming

how they create and deliver value,”

says Tony Bishop, SVP of Platform

and Ecosystem Strategy at Digital

Realty. Now more than ever, Bishop

believes, companies need to operate

ubiquitously, providing on-demand

services to customers, partners

and employees enabled by intelligent

analytics. “Companies are

being forced to re-architect their IT

towards a decentralised infrastructure

to accommodate distributed

“The digital economy

is remaking

both private and

public enterprises

across all industries,

transforming

how they create

and deliver value”


Tony Bishop,

SVP, Platform and Ecosystem Strategy

99

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CLICK TO WATCH: ‘AARON BINKLEY ON THE ROLE

DATA CENTERS PLAY IN SUSTAINABILITY’

101

workflows, which vary by participant,

application, information and location

specific needs,” he elaborates. Dyer

agrees. “These customers need a

platform that allows them to augment

and change things in real time,” he

says.

From this market-wide demand

for solutions to the increasingly

mission critical nature of agile, ondemand

capability is at the heart

of Digital Realty’s newest offering:

Platform Digital. Scheduled

for launch this month at the company’s

MarketplaceLIVE event in

New York, Platform Digital is a new

way of approaching digital infrastructure,

a “one-stop solution that

helps to interconnect their entire

digital ecosystem,” enthuses Bishop.

“Customers will get to collaborate at

scale to solve the problems of global

coverage and capacity through one

provider; tailor their infrastructure

deployments to their business needs,

irrespective of data centre size, scale

or location; and operate their deployments

as a seamless extension of

their global infrastructure to enable

globally distributed workflows.”

www.businesschief.com


Milton CAT is proud to have been

a strategic partner with

Digital Realty for over 15 years.

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Digital Realty is a genuine global

partner, placing customer service

at the heart of its business strategy.

Dyer notes that the company is

uniquely positioned to deliver a service

that is unavailable anywhere else

in the data centre space. “We’re really

the only provider that operates globally

at scale, but at the same time, we

offer this highly tailored experience

to each individual customer,” he says.

“From a single cabinet, up to multiple

megawatts, we’re a one stop shop for

all their infrastructure needs.” This

will be key to Digital Realty’s creation

of a truly interconnected infrastructure

offering. “We’re refocusing our

business to take advantage of this

Corey Dyer

EXECUTIVE PROFILE

Corey Dyer is Executive Vice President, Global Sales & Marketing,

with responsibility for sales, leasing and marketing efforts across

the organisation.

Prior to joining Digital Realty, Dyer served as Senior Vice

President, Sales, Americas at Equinix, where he had

responsibility for sales across the Americas region. Before

joining Equinix, Corey worked at Hewlett-Packard, where

he served as Vice President, Storage Sales, Canada and led

the firm’s Canadian storage business. Previously, he held

various sales and sales leadership positions at

Dell, primarily in the server, software and

peripheral businesses. Corey has over 25

years of experience as a sales leader with

a track record of building and driving

sales and marketing operations at

leading technology companies.

He received a Bachelor of Arts degree in

Economics from Wake Forest University.

103

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105

unprecedented opportunity and

become the global partner that helps

companies manage their digital

transformation with their data centre

infrastructure as the foundation,”

says Bishop.

At MarketplaceLIVE, the company

will launch Platform Digital. The event

– taking place on 7 November at

Spring Studios – is intended to facilitate

discussions around the future

of digital transformation. “We’ll host

conversations around connectivity

and connected technology across

AI, cloud computing and other industries.

We’re bringing together the

community that builds the cloud,

network and internet infrastructure

to demonstrate how Platform Digital

is built to lead companies into the

future of the digital economy,” says

Bishop. This future that Digital Realty

is helping create for (and with) its

clients and partners is defined

by interconnection and the ways

in which coming together fosters

www.businesschief.com


Good for Water.

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©2019 Ecolab USA Inc. All Rights Reserved 10/19

“We’re really the only

provider that operates

globally at scale, but

at the same time, we

offer this highly tailored

experience to each

individual customer”


Corey Dyer,

EVP, Sales and Marketing

collaboration. “It’s a huge opportunity

for us to connect, not only with

our customers but with our partner

world,” says Dyer.

In addition to being an infrastructure

provider, Digital Realty acts as a

facilitator of expertise and connections

to its client network. Offering

a full range of fit-for-purpose data

center solutions, from single cabinet

colocation to private hyperscale

facilities, Dyer remarks that there

really is no end to the variation in the

relationships and support structures

Digital Realty provides. “Because

NOVEMBER 2019


we have such a strong partner community,

we can be very agile in how

we support our customers in such a

fast-paced environment.”

Digital Realty is continuing to grow,

both in scale and agility, through a

combination of organic and acquisition-fueled

growth. In 2015, the

company completed its acquisition

of data centre solutions company

Telx in a deal valued in excess of

US$1.8bn. “The Telx acquisition has

been a huge boost to us and our ability

to provide interconnection, which

massively helped us build Platform

Digital,” Dyer explains. In addition

to the Telx acquisition, the business

has also completed the acquisition

of data centre infrastructure company

Ascenty and entered into joint

ventures related to three of its data

centres.

The past year alone has seen

Digital Realty expand its operations

in Frankfurt, Tokyo, Chicago, Dublin,

Northern Virginia, Brazil and more,

as well as announcing plans to enter

the South Korean market for the

first time. A large element of Digital

Realty’s growth is self-funded, an

107

Tony Bishop

EXECUTIVE PROFILE

As part of the Digital Realty CTO team, Tony plays a central role

in helping the organisation build a differentiated global platform

and ecosystem strategy to enable enterprises and services

providers to accelerate their digital business strategies on

Platform Digital.

Prior to Digital Realty, Bishop served as VP of Global Enterprise

at Equinix, Chief Strategy Officer for 451 Research and served at

Morgan Stanley as Managing Director, Global Head of Enterprise

Datacenter Operations & Strategy.

He is the author of Next Generation Datacenters – Driving

Extreme Efficiency & Effective Costs Savings (July 2009).

www.businesschief.com


DIGITAL REALTY

108

impressive feat given what Dyer

describes as the “capital intensive”

nature of the industry. In September,

the company sold 10 of its Powered

Base Buildings® to Singaporian

real estate developer Mapletree

Investments, along with the establishment

of a joint venture to co-manage

three more facilities. The deal saw

Digital Realty generate around $1.4bn

in capital. “The transaction is going to

allow us to continue self-funding our

growth, diversify some of our sources

of equity and capital, and really let us

harvest value from our fully stabilised

assets so that we can redeploy the

“Marketplace Live is

a huge opportunity

for us to connect,

not only with our

customers but with

our partner world”


Corey Dyer,

EVP, Sales and Marketing

proceeds into higher yielding development

opportunities,” Dyer explains.

“It continues to build on our global

expansions, and lets us stay focused

on our core markets and the assets

that we think drive the most value to

our customers. It also reduces our

reliance on capital markets, which

can be volatile.”

As a leading builder and operator

of data centre infrastructure, Digital

Realty is aware of the role it has to

play in the evolution of the market as

NOVEMBER 2019


a whole. Given that global internet

usage has tripled since 2015, and is

predicted to double again by 2022,

managing the amount of power consumed

by the world’s data centres

and networks is key to operators’

sustainability goals. Digital Realty

continues to set and exceed ambitious

sustainability and renewable

energy goals, achieving 100% renewable

energy for its EMEA portfolio,

100% wind power for its US colocation

business unit, 100% carbon free

and renewable power supplied to

several Northern California properties,

and boasting more certified

green buildings than any other data

centre provider. “Reducing our environmental

impact is a priority for us,”

says Dyer. “Our long-term goal is to

pursue 100% renewable energy for

our global portfolio.”

The launch of Platform Digital at

MarketplaceLIVE is the highlight

of a year filled with global growth

and billion-dollar deals, highlighting

its importance to the company’s

strategy. “The launch is going to be

the big mover for us, and I’m very

excited,” says Dyer. “It’s going to have

a huge impact on our business, and

our customers’ businesses as well.”

Harnessing its industry leading scale,

its commitment to providing a personalised

service to suit the needs

of each individual customer and an

increasingly sustainable portfolio,

Digital Realty is set to enter 2020 as

a force for intelligent, interconnected

digital infrastructure solutions.

109

www.businesschief.com


110

ACCELERATING

AUTOMATION

IN THE

WRITTEN BY

SEAN GALEA-PACE

PRODUCED BY

CAITLYN COLE

SUPPLY CHAIN

NOVEMBER 2019


www.businesschief.com

111


NEWCOLD

112

Speaking to Supply Chain

Digital in Wakefield, Abhy

Maharaj, Global Chief

Commercial Officer &

Chief Operating Officer,

discusses how influential

automation has become

to his firm’s operations

T

he industry is changing — automation

has become king. The influence of technology

on how businesses operate shows

no signs of slowing down and its now become paramount

that companies are agile or risk getting left

behind. In the case of NewCold, the latest industry

trends have been embraced and instilled into four

key pillars: innovation, trust, agility and automation.

NewCold is recognised as a leader in the development

and operation of highly automated cold stores.

The firm has a global network with eight locations

in three continents and is still growing.

NOVEMBER 2019


www.businesschief.com

113


LIVING LOGISTICS

REALIZING

VISIONS

TGW is your reliable partner for intralogistics solutions:

We deliver complete integrated solutions for our

customers, realize and service mechatronical subsystems

or products adapted to the specific needs

of our distributors. TGW Distributor Business is

proud of the successful long-term cooperation with

NewCold, which includes most areas of intralogistics.

www.tgw-group.com


CLICK TO WATCH: ‘INNOVATION AT THE HEART - ABHY MAHARAJ,

NEWCOLDS GLOBAL CCO & COO’

115

Speaking to Supply Chain Digital

at the company’s Wakefield site, Abhy

Maharaj, Global Chief Commercial

Officer & Chief Operating Officer,

stresses just how vital technology

has become to NewCold. “At the heart

of NewCold is technology and we

always operate with the customer in

mind. What makes us different is the

way in which we leverage technology

to deliver solutions for our customers,”

he explains. “Take Big Data for instance,

when NewCold thinks about automation

or about its customers and services

— that starts with data. We understand

the data, its value and how to build the

logistical business around it. All of our

sites are 80-90% automated and you

won’t find anything else close to that

all over the world.”

Maharaj lives and works at NewCold’s

Asia Pacific headquarters in Melbourne.

Still relatively fresh into the role having

joined in July 2019, Maharaj believes

that NewCold’s key focus on customercentricity

was an important factor on his

decision to join the firm. “When I looked

at the model, it was breath-taking

because it centered around automation

and getting large volumes of product

www.businesschief.com


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in and out,” affirms Maharaj. “I developed

a strong relationship with NewCold’s

founder, Bram Hage, who I felt was

a great visionary and always had the

customer at heart. I truly believed it

was a business model that suited me

very well and it’s tremendously scalable

across the world. It’s rare that a

European-based business can enter

the US and Australian markets so quickly

and we’re only just scratching the surface.

I feel like it’s a great time to be joining

NewCold and also for us to realise our

potential beyond the three continents

that we’ve just entered.”

With automation at the forefront of

operations, NewCold leverages warehouse

management software (WMS)

in its automated facilities, which has

proven highly successful at the company’s

eight facilities worldwide. The WMS,

developed by Davanti Warehousing,

Abhy Maharaj

EXECUTIVE PROFILE

117

Abhy Maharaj is the Global Chief Commercial Officer & Chief

Operating Officer for NewCold. Maharaj is from New Zealand and

graduated with a Bachelor of Commerce from The University

of Auckland. In his previous roles Maharaj was Head of

Strategy & Investor Relations for Air New Zealand, Director of

Equity Markets and Strategy for Fonterra Co-operative Group

and CFO for Fonterra Australia. During this time, he was

responsible for a number of significant transformation

initiatives ranging from establishment of new business

ventures, re-engineering of customer engagement

models, technology and online innovations and

complex financial restructuring including

leading a $13bn IPO. Maharaj also studied at

Harvard Business School and is married to

Ashika Maharaj. He has three children.

www.businesschief.com


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ON THE NEWCOLD FAMILY SYSTEM’

119

“I feel like it’s a great

time to be joining

NewCold and also

for us to realise our

potential beyond

the three continents

that we’ve just

entered”


Abhy Maharaj,

Global Chief Commercial Officer

& Chief Operating Officer

delivers its own state-of-the-art product

— the innovative cloud-based management

system CORAX. Having been

developed using the latest Microsoft

technologies, the SaaS (Software as

a Service) allows NewCold to control

the software design to meet its requirements

and fulfil the needs of its

customers. Through the assessment

of these customer needs, NewCold

provides tailor made solutions for the

specific transport requests of its customers.

The company possesses a

range of different solutions to execute

the transport of its customers, which

www.businesschief.com


NEWCOLD

120

NOVEMBER 2019


includes a fleet of 200 own managed

trucks and a diversity of partnerships

which enables a full network optimisation.

From operating a large-scale own

transport fleet to a 3PL managed transport

solution with dedicated partners,

Maharaj’s customer-centric approach

comes from understanding the drive

behind his customers’ requirements.

Despite the influx of new technology,

Maharaj believes that it is vital that all

incoming technology serves a purpose

and enhances existing processes to

ensure technology is not embraced for

the sake of it. “Our sites are developed

with sustainability in mind because customers

want less energy use. Typically,

NewCold’s sites are 50% more energy

efficient than conventional cold storages,”

he explains. “We make it easy for our

customers to understand exactly where

their products are in order to enable

them to track it in real-time. Our systems

are very smart so if a product arrives

and is in the warehouse only for a few

hours, it is placed in the most optimal

position so that it can be moved in and

out efficiently. There’s already quite

a degree of AI already built into our

software system.”

121

www.businesschief.com


HIGH-BAY

WAREHOUSE FOR

DEEP FREEZE

INTRALOGISTICS

AT ITS BEST

In Burley, Idaho, NewCold celebrated the grand opening

of one of the largest frozen storage facilities of its kind. This

impressive project includes a high bay warehouse with 90,000

pallet positions supplied by SSI Schaefer. Additional high

bay warehouses for NewCold have been built in Tacoma,

Washington, as well as Wakefield, UK and Rheine, Germany.

SSI Schaefer has a longstanding partnership with NewCold.

As a leading provider of modular warehouse solutions –

especially rack clad storage systems, SSI Schaefer has

provided several deep-freeze high bay warehouses for

NewCold. The latest automated deep-freeze warehouse

project is currently underway in Rennes, France.

The demand for deep-freeze products continues to grow. As

volumes increase, requirements placed upon deep-freeze

logistics are getting more complex. SSI Schaefer offers flexible,

modular, and scalable solutions that optimize storage, picking

processes, and profitability within cold storage facilities. Along

with complex logistics solutions, SSI Schaefer also provides

rack structures as a standalone business.

ssi-schaefer.com


The long-term success of all businesses

lies with the relationships

that is developed with its customers.

By operating with an agile approach,

it allows NewCold to be lean and easily

adapt its processes. “Engagement

with our customers is key,” he explains.

“We need to be constantly aware of

the latest industry trends and the

needs of our customers. For example,

an increasing number of people are

eating out of their homes, or using

innovations like UberEats or DoorDash,

so you need to consider the impact

that this is having on our customer’s

businesses.” With customer demands

frequently changing, Maharaj believes

it’s important to keep up-to-date with

the latest trends in order to retain its

position as a leader in the market. “It’s

all about understanding those requirements

from our customers to enable

us to think ahead,” says Maharaj. “Our

software is not just about warehouse

management; it also revolves around

starting to integrate more into the customer

channels. We’re in multiple

markets with some of our major customers

and it’s important to recognise

that supply chain and logistics aren’t

“At the heart

of NewCold

is technology

and we always

operate with

the customer

in mind”


Abhy Maharaj,

Global Chief Commercial Officer

& Chief Operating Officer

123

www.businesschief.com


Building the

Future

At Kingspan Insulated Panels, we are pioneering

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low carbon world. Improving building performance,

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125

the same in every market. It’s really

about acknowledging how we can

apply the learning across not only one

country but multiple ones and then

bring that to our customers and say

‘you could potentially improve your

business if you adopt these changes,’

and that’s really how we work together.”

Highlighting the importance of developing

strategic partnerships to help

accelerate operations, NewCold has

developed key partnerships with a

number of companies such as; TGW

Group, SKT, B-Built, Ancra, Fisher CGI,

Kinspan, SSI Schager, Deweerdt,

S-Zero. Maharaj believes the ability

to develop mutual trust and understanding

is vital to all successful

partnerships that NewCold establishes.

“Partnerships are essential

to us. We have a co-competence that

relies heavily on our partners. At the

core, we need to grow together and

learn from one another, so trust plays

an important role in that,” explains

Maharaj. “Partnerships also help

us with innovation too. If they’ve got

thoughts and ideas on the latest

www.businesschief.com


NEWCOLD

126

OUR PARTNERS

NewCold values the impact its

partners have on its success and

collaborates with TGW Logistics

Group, SKT, B-Built, Ancra,

Celonis, Fisher Construction

Group, CGI, Kingspan, SSI

Schaefer, Masterveil/De Weerdt

BVBA and Subzero Constructors.

This affirms why each of these

partnerships are critical to

driving success at NewCold.

TGW Logistics Group

TGW Group is NewCold’s partner for the

conveyors and lifts in the cold storages,

which takes care of pallet transport within

the warehouse. It is a global, preferred

supplier of NewCold, the two firms have

worked in partnership for a considerable

amount of time.

www.tgw-group.com

SKT

SKT is NewCold’s supplier of industrial

cooling solutions for the European market.

SKT delivers the industrial equipment to

control the freezing temperatures in the

cold storages. It’s a Belgian family-owned

company which NewCold has a long-term

partnership with.

www.skt.be

B-Built

B-Built is a general contractor of NewCold

for the European market. B-Built takes

care of the actual construction of a

NewCold facility. It is a family-owned,

small scale company with a lot of flexibility.

www.b-built.com

Ancra

Ancra is NewCold’s preferred partner in

the innovative application of Automatic

Loading and Unloading systems for

warehouses and trailers. With this system,

no human hands touch the food products

from loading at the producer to in- and

outbound at the NewCold warehouse.

Ancra is a Dutch company with a global

playfield.

www.ancra.nl

Fisher Construction Group

Fisher Construction Group is a preferred

general contractor of NewCold in the USA.

Fisher built the NewCold facilities in

Tacoma (WA) and Burley (ID). Fisher has

long-term experience in the construction

of cold storages which is of great value in

its projects.

www.fishercgi.com

CGI

CGI is a global IT and consultancy services

provider that helps maximise the

technologies that transform the business of

NOVEMBER 2019


its customers. CGI supported NewCold in

Melbourne to define KPI’s and test

protocols for the start-up of a crucial

functionality. Their knowledge of Business

Intelligence and Testing Methodology

helped NewCold to optimise its operation.

www.cgi.com.au

Kingspan

Kingspan is NewCold’s global supplier of

insulation panels; they form the external,

high insulating cover of NewCold’s

facilities. Its high-quality panels are always

at the forefront of innovation, which is – in

relation to fire safety and insulation value

– a high-impact value for NewCold.

www.kingspan.com

It’s a Belgian based company with a a high

innovative drive and flexibility.

www.masterveil-eu.com

Subzero Constructors

Subzero Constructors is NewCold’s supplier

of industrial cooling solutions for the

Northern-American market. Subzero

Constructors, a US-based company,

delivers the industrial equipment to control

the freezing temperatures in the cold

storages.

www.subzeroconstructors.com

127

SSI Schaefer

SSI Schaefer is NewCold’s preferred

supplier of pallet racking. The racking in

the high bay construction of NewCold’s

facilities takes care of the huge storage

capacity. SSI Schaefer is a global, solid

company, originated in Germany, with

which NewCold has a long-term

partnership.

www.ssi-schaefer.com

Masterveil/De Weerdt BVBA

Masterveil is the designer and supplier of

NewCold’s aircurtains and dehumification

systems. These systems take care of a solid

closure of external openings in NewCold’s

cold storage, for instance at train docks.

www.businesschief.com


CLICK TO WATCH: ‘STAYING CUSTOMER CENTRIC WITH

NEWCOLDS GLOBAL CCO & COO’

129

incoming technology, then they share

that information and we collaborate

together to develop new solutions for

our customers or improve efficiencies.

I also believe that due to the pace of

which NewCold is growing; execution

and agility is also critical. As we continue

to incorporate new customers

and enter new markets, we need to

be fully informed of the trends that

are out there as well as the challenges

that we might face.”

With innovation recognised as one

of NewCold’s key pillars, Maharaj

understands the importance of

measuring risk when looking to implement

new software and processes.

“With any technology and innovation,

there’s a risk attached. We tend to

develop our own systems and technologies

because we’ve got existing sites

that we can test and if it’s not working,

we also have mechanisms in place

where we can quickly stop the process.”

Maharaj believes in a ‘fail fast’

process that if something isn’t going

to work, then the process can be

moved into an environment that can

be tested more easily. “We don’t take

massive risks where we will implement

www.businesschief.com


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For Masterveil creating and separating different conditions

is more than just developing and installing equipment.

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new untested processes on a full site

all at once. We’ll take an approach where

we collaborate with our customers,

our people and understand what the

risks are. We manage the risks and if

the worst happens then we always

have a back-up plan.” Another vital part

of NewCold’s mantra is trust. Maharaj

believes this to be essential to NewCold’s

strategy. “Due to the way our logistics

and cold storage business is set up,

our customers need to believe in and

be educated on the automation we

have. When you look at the advancements

of technology, we have spent

a considerable amount of time educating

and making sure that people fully

understand what it’s all about — there

has to be the trust there.”

With an intent to reduce the impact

its operations have on the environment,

NewCold has begun to optimise the cold

supply chain and introduce innovating

concepts. Due to its facilities being tall,

it allows the buildings to embrace storage

technology with a high stock density.

The company’s stacker cranes in the

cold store operates in the dark, with

131

www.businesschief.com


NEWCOLD

132

“We have

a strong

philosophy

around

sustainability

and we want

to help bring

a greener

future. There’s

still more to

do — we aren’t

finished yet”


Abhy Maharaj,

Global Chief Commercial Officer

& Chief Operating Officer

only LED lighting used for maintenance.

This approach has enabled NewCold

to use 50% less energy per pallet

position in comparison with traditional

cold storage facilities. “There’s a substantial

focus on sustainability

NOVEMBER 2019


www.businesschief.com

133


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automatic truck

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for more than twenty years.

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+31 (0)880 247 150

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2012

Year founded

730,000

Pallet positions

1,000

Approximate number

of employees

worldwide and we like to think we focus

heavily on helping to bring that change

too,” affirms Maharaj. “In the early days

of NewCold’s model, we dramatically

reduced energy consumption and with

our customers becoming increasingly

more focused on sustainability, it has

led to it becoming an important driver

for us. We have a strong philosophy

around sustainability and we want to

help bring a greener future. There’s still

more to do — we aren’t finished yet.”

Looking to the future, Maharaj has

a clear vision of the position he hopes

NewCold to be in over the next few

years and beyond. “We’ve got substantial

projects already underway and

our existing sites are filling up. Across

Europe, most of our sites are full so

there’s extension work to be done on

our sites in order for us to increase

our capacity,” he explains. “We’ve

already entered Australia and the US,

with both our sites becoming busier,

I believe there’s also possibility for new

builds coming into those regions.

Our immediate focus is to ensure that

we bring in new business as we look

to enter new markets. We’re always

looking to grow and it’s a big part of

our focus by scaling up our software

developers, operations people and

management team to ensure we deliver

on our commitments and successful

implementation of projects on-time

and on-budget.”

135

www.businesschief.com


136

Retail Business

Services: the

importance of

collaboration

WRITTEN BY

SHANNON LEWIS

PRODUCED BY

MIKE SADR

NOVEMBER 2019


www.businesschief.com

137


RETAIL BUSINESS SERVICES, AN AHOLD DELHAIZE USA COMPANY

Paul Scorza, Chief Information

Officer and Executive Vice

President of Information

Technology, discusses

collaborative approaches to

grocery retail tech integration

138

R

etail Business Services was launched in

January 2018 to support Ahold Delhaize

USA’s consumer-facing grocery retail

companies and online grocery retailer, Peapod.

Retail Business Services provides innovative

solutions by leveraging scale and expertise to

ensure the company’s partners can focus on

developing their local brands. “Since our first day,”

Scorza says, “IT has had a seat at the table of

the leadership team. Which has enabled us to

successfully support these brands.” Paul Scorza

is the Chief Information Officer and Executive

Vice President of IT at Retail Business Services,

having previously worked as the CIO and EVP for

Ahold USA prior to the merger between Ahold

and Delhaize in 2016. He brings with him 32 years’

experience at IBM, a job he took immediately after

graduating college and in which he performed several

software and service-related roles.

NOVEMBER 2019


www.businesschief.com

139


EMPOWERING

THE ART OF

RETAIL

toshibacommerce.com

Toshiba is proud to

work together with

partners like Getronics

and Retail Business Services

to lead the way in delivering more

customer-focused shopping experiences.

Through these dedicated partnerships, we

are transforming retail by creating unique

and compelling customer experiences.


INNOVATION TRANSFORMS THE CHECKOUT EXPERIENCE

AT AHOLD DELHAIZE USA BRAND STORES

Retail Business Services, an Ahold Delhaize USA company,

is a leader in the supermarket industry and well known

for its eye toward innovation, passion for great food and

dedication to delivering value to its customers. Retail

Business Services had a goal from its local brand partners

- to increase throughput, front-end lane utilization and

improve the customer’s experience. Based on long-term

relationships and proven capabilities, Retail Business

Services turned to Toshiba Global Commerce Solutions and

Getronics, plus other key partners to achieve their goals

and vision for its stores. The result: a unique convertible

lane that transforms checkout.

All lanes open, all the time.

Retail Business Services came to its partners with a clear

vision: all lanes open, all the time.

With convertible dual-use checkout lanes, Retail Business

Services was able to provide a technology solution to its

brand partners to make the most of the square footage in

stores by replacing attended lanes that were only used some

of the time, with lanes that could be used 100% of the time

for either self-service or cashier-led experiences. Through

this solution, the stores can reduce lines during checkout

and give customers the ability to choose the way they

experience checkout; whether they want the personal touch

of a cashier-attended lane, or the convenience and privacy of

a self-checkout lane – all while preserving the speed and full

function of their existing attended lanes.

“Our partnership together goes back many years, but this

project exemplifies our relationship as trusted partners and

leaders in the industry. Our commitment was not only to

project success, but also positive impact on store operations

and bottom line results,” said Bill Campbell, VP, Head of

Americas at Toshiba.

Leading Together

To achieve this, Toshiba leveraged their extensive retail

store knowledge to contribute software development

and hardware engineering expertise, Getronics acted as

the Systems Integrator providing project management,

engineering and software testing capability, and another

existing partner designed the customized cabinet.

The challenge? Create software functionality that allowed

store associates to switch modes from Toshiba’s Checkout

Environment for Consumer Service (CHEC), a software

application designed to optimize self-checkout, to their

Toshiba POS Application. To ensure cashier-led transactions

continued at full speed, Toshiba modified existing software

application functionality to suit unique specifications.

Toshiba leveraged its TCx Elevate digital platform

ensuring a seamless end-to-end solution to power the

front-end allows cash tender during both transaction types.

Toshiba customized communications to create a unique

solution with multiple applications and hardware devices.

Close collaboration among the teams was the key to the

successful design, development and deployment.

“We are delighted to have contributed to the teamwork,

integration and collaboration that supported Retail Business

Services vision for helping their store brand partners

transform their front-end,” said Aaron Hagler, Getronics’ Vice

President of Software and Retail Solutions.

To perfect the solution, Retail Business Services conducted

prototype, lab, and in-store pilots, and gathered feedback

from shoppers and associates. With this valuable insight in

hand, the team refined functions to reduce operational risk

in the rollout and prove value to the business.

Through extensive partner

collaboration, we deployed

an innovative technology solution

that supports our strategy, Leading

Together, while delivering our

promise of a better place to shop.”

Paul Scorza, EVP, Information Technology

and CIO for Retail Business Services.

When the rollout began, Retail Business Services ordered

approximately 40 lanes. Less than a year later, they have

placed over 435 dual-use lanes in 175 stores across Ahold

Delhaize USA’s local brands, including Giant Martins (Carlisle,

Penn.), Giant Food (Landover, Md.) and Stop & Shop.

These convertible lanes have been met with glowing reviews

from shoppers and cashiers alike. Shoppers have reported

they appreciate the ability to choose their checkout method

and skip the line while using the input belt to load large

orders. Cashiers can scan a shopper’s cart quickly, with

the added security and accuracy of cash recyclers for cash

tender eliminating the complexity and time required to

manage cash.

In the end, Toshiba and Getronics stepped up as trusted

partners and industry leaders to collaborate with Retail

Business Services and partners to create a solution that

exceeded expectations and delivered meaningful business

value to the companies of Ahold Delhaize USA.


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“There’s a pull now where

the stores are asking

for innovation. Customers

are demanding tech”


Paul Scorza, Chief Information

Officer and Executive Vice President

of Information Technology, Retail

Business Services, an Ahold Delhaize

USA company

143

The merger, he says, was an opportunity

to confirm the company’s power

of growth. While it did demand lengthy

rationalization, bringing together the

two IT systems, was a successful

endeavour. The key was finding synergies.

The merger ultimately allowed the

corporation to increase investments

in IT infrastructure, apply innovative

initiatives, and bring new technology

into its physical stores. “Ahold Delhaize

USA recognizes the value of IT,” says

Scorza.

Collaboration is at the centre of success

at Ahold Delhaize USA and Retail

www.businesschief.com


USTGlobal ®

New Retail Experience

With Frictionless Checkout Store (FCS)

Today’s customers are looking for an incredible

shopping experience inside the store that

mirrors the online experience of shopping in a

frictionless environment and virtual assistance

that makes their shopping fun, interesting and

engaging.

UST Global Digital Retail team is constantly

working on bringing innovative, practical, and

cost-effective solutions for engaging customers

while they are inside the brick-and-mortar store.

Towards this, we have launched and

implemented multiple interactive touchpoints

that improve category margin, sales and leave

the customer with a WOW experience with a

reference to a supermarket chain.

We see tremendous value of rolling out the

solution across globally in convenience stores,

universities, offices, fulfillment centers, and

dense metropolitan cities.

UST Global aims to be a

global partner in New Retail

Frictionless Checkout Store (FCS) is a cornerstone

of our digital strategy to support the “New Retail”

Patented technology enables end-to-end

smart store solutions that offer personalized

shopping experiences to the customer as well

as improved store operation and labor efficiency

An innovative shopping solution for brick-andmortar

stores using computer vision, machine

learning, and IoT

UST Global along with its strategic partners

including Intel, are behind implementing ‘FCS’

solution for the first store at the RBS office in

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Vision sensors track which products customers

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Redefines the way people shop by eliminating

the pain points of checkout lines and cashiers

with algorithms, and customers’ digital

accounts are automatically charged after

exiting the stores

ust-global.com


CLICK TO WATCH: ‘THE NEXT GENERATION OF GROCERY RETAIL’

145

Business Services. “You can’t get

anything done without good partners,”

affirms Scorza. From partnerships

with local brands to collaborations

with other tech companies, these are

an integral part of Retail Business

Service’s business strategy. To ensure

a strong partnership with local brands,

Retail Business Services created the

Business Relationship Manager (BRM)

role, an account manager that works

out of local brands’ headquarters,

attending staff meetings, and feeding

information back to developers and

service providers so the IT team can

have a good idea of what the brand

represents. Retail Business Services

develops tech in house whenever the

market fails to supply. Among this is

frictionless checkout, which allows

customers to shop in-store without

having to pay at a checkout lane. Using

a mobile phone or scanner, they have a

preselected payment method associated

to their loyalty card and can leave

through a special lane as soon as

they are finished picking their goods.

Scorza compares it to using an EZ

pass when driving on toll roads.

Partnerships have allowed Retail

www.businesschief.com


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Business Services to keep on top

of IT innovation. “One of the things

you do as an IT organization is staff

all the work you have to do,” he says.

“You want a flexible workforce so

that they can bring in skills that you

may not have. I generally run 15-20%

of my workforce using that flexible

resource.” When it comes to project

management needs, Retail Business

Services turns to Apex and Sevenstep.

To run a data center to support the

applications for Giant Food, GIANT/

MARTIN’S and Stop & Shop, both for

application maintenance and support,

“One of the things you do as

an IT organization is staff

all the work you have to do,

and you want a flexible

work-force so that they can

bring in skills that you may

not have”


Paul Scorza,

Chief Information Officer and Executive

Vice President of Information

Technology, Retail Business Services,

an Ahold Delhaize USA company

149

Paul Scorza

EXECUTIVE PROFILE

Paul Scorza is the CIO and EVP of Information Technology for Retail

Business Services. Scorza has 40 years of experience in IT. Before

joining Retail Business Services, Scorza was EVP, IT and CIO

for Ahold USA. Prior to that, he spent 32 years at IBM in

leadership positions including VP of Global Delivery, VP and

Transformation Executive for Finance, Global Financing,

Technical Support, and Application Portfolio Management, VP

Americas, and Application Solutions Delivery Leader. Scorza

holds a bachelor’s degree in computer science from the

University of Massachusetts, Amherst, and

a combined MBA and an M.S. degree in computer

science from Marist College.

www.businesschief.com


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Retail Business Services relies on DXC.

DXC has a decade long relationship

with Ahold Delhaize USA companies

that has evolved over the years.

Getronics and Toshiba have also been

important to Retail Business Services

both from a POS system and manufacturing

standpoint. Toshiba runs

point on the system for Giant Food,

GIANT/MARTIN’S and Stop & Shop,

while NCR focuses on Food Lion and

Hannaford. Getronics and Toshiba

helped develop the customized code

Retail Business Services needed

within the loyalty scheme that gave

customers points off gasoline. When

legacy company, Ahold USA, needed

to change over POS systems six and

half years ago, Getronics was closely

involved. “I watched them install everything,”

says Scorza. “Getronics was

truly a partner in the implementation

and cared about our business as much

as we do.” The company also works

with Salesforce on its IT infrastructure.

“Salesforce is another great IT partner,”

affirms Scorza. “We have used their

Mulesoft software for data integration

and each brand has access to their

Marketing cloud platform. Both tools

provide access to key information to

drive business at each local brand.”

Retail Business Services also works

with other key partners, such as

151

www.businesschief.com


Wipro for support and development

resources with key tools,

like Kronos.

When Retail Business Services

wanted to develop a dual lane system

that could double as a self-checkout or

associate checkout lane, it partnered

with Toshiba and Getronics. Toshiba

provided software development

and hardware engineering expertise;

Getronics brought software test

capability and project management.

Ultimately, after prototyping, lab

work, and in-store pilots, the project

was a success. It is in 145 retail

stores and 380 lanes. “This was a

good success story. No one was

wedded to a ‘must be invented here’

mentality,” says Scorza. “People

stepped up as trusted partners.”

The goal, Scorza says, is to ensure

customers have a good experience

when they visit the stores. To keep

up with innovation, Retail Business

Services uses a “fast follower” philosophy

as well. “We don’t always want

to be cutting-edge,” explains Scorza.

“Sometimes we let other people do the

cutting-edge stuff, spend lots of money,

and then we follow closely behind

with something we know works more

efficiently and at a fraction of the cost.”

Retail Business Service’s lunchbox

frictionless store is similar to Amazon Go.

153

www.businesschief.com


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Customers walk into a store, scan in

using an app, pick what they want,

and leave; no scanning of products

required. UST Global was a key partner

in the development of the frictionless

pilot store technology.

The world’s relationship with IT has

changed in recent years, says Scorza.

When trying to implement wireless

capability in-store half a decade ago,

he was met with some resistance. “In

2013, we created any kind of innovative

solution because you couldn’t get

the stores to adopt it,” says Scorza.

“The industry just wasn’t ready. I was

always trying to push solutions out

155

www.businesschief.com


RETAIL BUSINESS SERVICES, AN AHOLD DELHAIZE USA COMPANY

“You can’t get

anything done

without good

partners”

156


Paul Scorza,

Chief Information Officer and Executive

Vice President of Information

Technology, Retail Business Services,

an Ahold Delhaize USA company

NOVEMBER 2019


2018

Year founded

$44bn

Parent company,

US segment, 2018

2,700

Approximate number

of employees

157

there. However, knowing this was coming,

we partnered with Verizon to put

wireless capability into all Ahold USA

stores. This was their first entry into a

grocery store and Verizon did a great

job partnering with us to make it happen.”

It’s completely the opposite now.

It’s a pull versus push. There is a pull

now where the stores are asking for

innovation. Customers are demanding

tech.” This change has allowed Retail

Business Services to shift its focus to

creating an omnichannel experience.

Artificial intelligence is the next step,

Scorza affirms, prediction models

that customize in-store experiences.

“We’ve got a bright horizon here,”

believes Scorza. “There’s so much

technology in areas you’d never expect

there to be. You get out of college with

a computer science degree and start

looking for IT companies. Never in my

wildest dreams would I have imagined

I would enjoy IT in a retail company. It

has been incredibly exciting here.”

www.businesschief.com


158

Tivity Health:

Digitally transforming

healthcare solutions

WRITTEN BY

GEORGIA WILSON

PRODUCED BY

MIKE SADR

NOVEMBER 2019


www.businesschief.com

159


TIVITY HEALTH

Paul Edmisten, SVP and CIO

at Tivity Health discusses the

evolution of the company and

its journey towards digital

transformation

160

F

ounded in 1981, Tivity Health is a leading

provider of healthcare solutions for fitness,

nutrition and social isolation. “Tivity

Health works hand-in-hand with its members,

clients, partners and customers to create everyday

opportunities for long-lasting health and vitality,”

says Paul Edmisten, Senior Vice President and

Chief Information Officer.

“Tivity Health’s goal is to be the leader in transforming

healthy living for adults by empowering and

engaging them to live their best lives through nutrition,

fitness and social connection,” says Edmisten.

Formerly known as Healthways, Tivity Health was

“among the boutique darlings of the Nashville

healthcare community, focused on disease management

in the early years and transitioned to total

population health and well-being,” comments

Edmisten. “Healthways had been successful growing

and transitioning the business over the first

three decades, until they experienced performance

challenges leading up to 2014.” Throughout 2014

and 2015 the company went through tremendous

change from the board, to CEO and throughout the

NOVEMBER 2019


www.businesschief.com

161


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PERSONALIZING CONSUMER

ENGAGEMENT AT SCALE

ACROSS HEALTHCARE

Healthcare organizations are increasingly treating

consumer healthcare as a holistic journey.

Consumer expectations have risen, driven by

their experiences with digital technology in other

industries. Today’s always-on, connected consumer

interacts with brands across multiple

channels and devices, and they expect a brand

to know them across dynamic journey stages.

Likewise, the always-on consumer’s health

journey exists outside of the typical healthcare

ecosystem. An individual’s actions, behaviors,

and environment play enormous roles in continued

health. Factors such as diet and exercise,

access to parks and green space, and even

how much natural light a person is exposed to

throughout the day are known as social determinants

of health, which can account for up

to 40 percent of a person’s proclivity toward

long-term health.

Healthcare companies are now starting to

use social determinants of health data to help

guide consumers along their healthcare journeys;

this is key with the total healthcare experience

being a continuous path that reflects

always-changing behaviors and environmental

patterns.

KNOW ALL THERE IS TO KNOW

ABOUT A HEALTHCARE CONSUMER

Personalizing the consumer healthcare experience

to shape a healthcare journey at an individual

level is accomplished through the use

of data. By ingesting and combining first-party,

second-party, and third-party consumer data

onto a single platform, a healthcare organization

creates a unified consumer profile,

or golden record, that lets the organization know

everything there is to know about a consumer

and informs the next-best action, or recommendation,

that will help propel the consumer

on the path toward continued health. The Red-

Point Customer Data Platform connects

all available data sources to create an accurate

golden record that is updated in real time.

With automated machine learning and an intelligent

orchestration layer, the platform recommends

a next-best action or message for an

individual consumer while being contextually

aware of where they are in their journey.

A NEXT-BEST ACTION AND AN

ENGAGED CONSUMER

Data sources that create a golden record could

include data from a connected device that

monitors sleep and exercise patterns, for example.

It could include a device that monitors

a consumer’s vital signs, combined with a history

of provider and care visits, future scheduled

visits, gaps in care, and sources that indicate

social determinants of health. The platform’s

self-tuning, automated machine learning models

continuously update a consumer’s health

“score” based on every data source, and recommend

the appropriate action in a way that is

customized for the particular payers, providers,

and consumer in that instance. Because the

golden record is persistently updated with

real–time data, a recommendation is always

in the context and cadence of an individual

healthcare journey.

This single point of control over data, decisions,

and interactions is the key to providing personalized

omnichannel communications with

each consumer. A number of health organizations

have engaged with RedPoint to deliver

hyper-personalized customer experiences

to acquire new customers and manage individualized

journeys that improve health outcomes,

lower costs, and improve consumer satisfaction.

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TIVITY HEALTH

164

“Tivity Health works

hand-in-hand with

its members,

clients, partners

and customers to

create everyday

opportunities for

long-lasting health

and vitality”


Paul Edmisten

Senior Vice President and

Chief Information Officer

Tivity Health

organization.” In the summer of 2015,

Edmisten became involved with the

company following Alvarez and

Marsal’s partnership with Healthways

to restructure the company and to set

a course for the future. “As I partnered

with the executive management team,

the board and Donato Tramuto, CEO of

Healthways – and today CEO of Tivity

Health – as the newly appointed CIO,

we eliminated tens of millions of dollars

in operating expenses, and ultimately

landed on three options to move the

company forward. They included continuing

to work with the existing

business units and products, managed

through continuous change and transformation

(the long-haul approach).

The short approach was to shut down

underperforming business units of the

total population health business, and

the third approach was to sell the total

population health business.” Small

parts of the business were sold leading

up to July 2016, when Healthways successfully

sold its total population health

services business to Sharecare. In

January 2017, Healthways rebranded

as Tivity Health. “With the launch of

Tivity Health and its divesture of the

NOVEMBER 2019


CLICK TO WATCH: ‘HEALTH IS MORE THAN A STATE OF BEING.

IT’S A COMMITMENT TO DOING”

165

total population health business, our

financial profile strengthened and

grew,” notes Edmisten. “Witnessing

first hand and being personally

involved in the series of events and

transactions that occurred during this

span of time was priceless. Something

many never experience in business

and will never learn in business

school,” notes Edmisten. Tremendous

change occurred impacting all aspects

of the company.

Since the divestiture, Tivity Health

has evolved transforming its people,

processes and technology to enable

a robust B2C data and technology

stack that align with Tivity Health’s

strategy and objectives. Edmisten

highlights that, in order to align the mission,

mindset and operating model of

Tivity Health, the company had to

transform the way they defined, delivered

and engineered its products to

create the desired consumer experience.

Donato Tramuto, CEO of Tivity

Health shared that “Paul Edmisten

played a key strategic role during our

transformation of Tivity Health. His

pragmatic and transformational leadership

has helped our company adopt a

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WHEN

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strategic partner as we help the company

successfully navigate its technology and

digital transformation journey.

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product, data-centric and consumerdriven

culture within Tivity Health.”

“Tivity Health has been leveraging

Big Data for years,” comments

Edmisten. “What AI and machine learning

permits us to do is learn more about

our members and consumers.

Traditional statistical approaches only

get you so far when dealing with Big

Data.” Tivity Health has already benefited

greatly from AI to unearth

important user personas among its

members with the aim of extending its

learnings to enhance applications in

the customer journey.

“A big part of our strategic direction

continues to be how we leverage data

insights generated from our advanced

analytics coupled with OMNI channel

technology to enable, automate and

scale our member experience,” says

Edmisten. With these advanced analytics,

Edmisten combined data

augmentation and artificial intelligence

to gain insight into how members

engage with their products and services.

“Those who know SilverSneakers

love us, the problem is not enough 167

Paul Edmisten

EXECUTIVE PROFILE

Paul Edmisten SVP and CIO of Tivity Health, is

responsible for innovation, delivery and support of

the company’s technology and data solutions that

enable its Healthcare, Fitness, Nutrition and Social

Connection products. In 2015, Paul was leading

engagements to improve performance and

restructure companies at Alvarez and

Marsal. Over 18 months, A&M engaged

with Healthways to sell two business

units to eliminate costs, resulting in

the formation of Tivity Health.

www.businesschief.com


TIVITY HEALTH

168

people know us,” says Edmisten.

Understanding our members needs

and wants will help us target our

engagement through digital/TV marketing

or our channels that include web,

call center, mobile and social.

From a product engineering standpoint

at Tivity Health, simplicity,

reliability and scalability are the core

focuses for its solutions. While the

company continues to refine their core

platforms optimizing the consumer

engagement, they continue to innovate

and expand capabilities through wearables,

IOT and 5G to enhance

consumer engagement, improve

speed, and the desired outcomes for

our customers. “Extending our platform

and mobility solutions to integrate

wearables and IOT devices enables our

members and consumers to be more

connected, and we can learn more

about their activity and nutrition habits

while enabling the desired consumer

NOVEMBER 2019


experience and loyalty. As the industry

and consumers adopt 5G, and basic

internet access is extended to rural

America, Tivity Health will be able to

positively impact millions of people

who are suffering from social isolation

and loneliness.” Social isolation and

loneliness are major concerns leading

to a number of health issues in America

today. Currently, Edmisten is working

on leveraging voice assistants, as well

as mobile and wearable technology to

“A big part of

our strategic

direction

continues

to be how

we leverage

data, in

particular

through

advanced

analytics”


Paul Edmisten

Senior Vice President and

Chief Information Officer

Tivity Health

169

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“In this very aggressive

economy, talent and skills

are hard to find, having

a long-time partner in

Stratfield gives Tivity

Health the ability to meet

this challenging demand”


Paul Edmisten

Senior Vice President and

Chief Information Officer

Tivity Health

drive customer engagement and

deliver online virtual trainers for exercise.

“As part of our efforts, we are

constantly innovating to address these

challenges through IoT, mobile technology

and wearable technology, as

well as creating automated independent

platforms that are flexible and

cloud agnostic.”

“As a CIO, I am a big believer and proponent

in maximizing the intersection

of data and technology. While that

sounds very simple and, on the surface,

straightforward, it’s an art to really perfect

and differentiate the experience

and value to a consumer,” comments

Edmisten. “You have to be intentional

and disciplined in the approach that

you take. You must align the entire

organization around a consumer centric

product capability to maximize the

impact on customers and the bottomline

financial result.”

“We buy and integrate best in class

technology solutions to enable our

products and services. We partner

with industry leading partners that

bring best practices in the areas of

Marketing Automation, ERP, CRM,

Data Augmentation, and Resources/

People. Each one of our partners

brings a very unique capability, and it

has been critical for our success as an

organization to identify and enable

those strategic partnerships, establish

close relationships and align on clear

objectives,” says Edmisten. Some of

the key partners include Redpoint,

Nuestar, Axciom, Oracle and Stratfield

Consulting to name a few.

An essential part of Tivity Health’s

risk management is information security.

“Our Chief Information Security

Officer, his team and his strategic partners

are constantly assessing the

threat landscape through an agile

Information Security program focused

171

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TIVITY HEALTH

1981

Year founded

920

Approximate number

of employees

172

NOVEMBER 2019


on identifying and remediating risk.

We are constantly reviewing,

researching and evolving our processes

and controls to improve our

protection level against emerging

threats,” says Edmisten.

Looking to the future, Edmisten sees

two immediate opportunities emerging

for Tivity Health. “With the acquisition

of Nutrisystem and the passing of the

CHRONIC Care Act, Tivity Health can

provide – via a sophisticated supply

chain – nutritional options on a large

scale to seniors.”

In addition to these immediate

opportunities, Edmisten sees emerging

key trends in health and fitness that

could provide opportunities for innovation

at Tivity Health. “Health plans and

healthcare organizations have begun

leveraging data analytics to provide

benefits that are personalized and customer-oriented.

Additionally, health

plans and organizations are utilizing

Big Data to support clinical decision

making, precision medicine, readmission

prevention, chronic condition

management and risk identification,”

says Edmisten. Another area of focus

for Tivity Health is helping to address

173

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TIVITY HEALTH

174

the social determinants of health, “the

way health plans can have the most

impact when identifying and engaging

with the right people is through data,

algorithms and technology-enabled

solutions,” says Edmisten. “Many of our

health plan partners have invested in

development of predictive models to

support those at risk of social isolation

and food insecurity to name a few.”

Donato Tramuto, CEO Tivity Health

shared “We have a tremendous opportunity

within the company as we

integrate Nutrisystem, and add a

“Tivity Health has been

leveraging Big Data for

years. What AI and

machine learning permits

us to do is learn more.

Traditional statistical

approaches only get you

so far when dealing with

Big Data”


Paul Edmisten

Senior Vice President and

Chief Information Officer

Tivity Health

NOVEMBER 2019


175

nutrition business unit, into our house

of healthy lifestyle brands to help

address the social determinants of

health. Paul and his team will be center

stage to enable, automate and scale

our combined products and services

to our customers.”

Reflecting on the company,

Edmisten believes that “Tivity Health’s

biggest strength is its team of colleagues

and the passion they have for

the company, consumers and customers.

Their efforts are truly

changing the lives of people around

the country. He concludes: “Over the

past three years we transformed our

people, processes and technology at

Tivity Health, and with strong leadership,

talented colleagues and a clear

vision we have been successful in

doing so.”

www.businesschief.com


176

Connecting

the smart city

ecosystem

WRITTEN BY

GEORGIA WILSON

PRODUCED BY

CRAIG DANIELS

NOVEMBER 2019


www.businesschief.com

177


QUALCOMM

Sanjeet Pandit, senior director,

business development and

head of smart cities at

Qualcomm technologies, Inc.,

discusses the fragmented

smart city ecosystem and

how cities can benefit from

innovative technology

178

F

ounded in 1985, Qualcomm Inc. is a leading

multinational company that engineers,

researches and develops semiconductor

and telecommunications equipment used in

thousands of products around the world. Its single

goal is to invent breakthrough technologies that

transform how the world connects, computes and

communicates.

“Qualcomm is a deep—down systems company,

that looks at solutions with a systemic view. Making

sure that not only the latest technology and inventions

are implemented but that user experience is

always kept in mind to deliver robust, sustainable

and systemic solutions,” comments Sanjeet Pandit,

senior director, business development and head

of smart cities at Qualcomm Technologies, Inc.

NOVEMBER 2019


www.businesschief.com

179


QUALCOMM

180

CLICK TO WATCH: ‘ROBOTICS, 5G, AND AI IN THE INVENTION AGE’

Pandit began his career in 1996 as

an engineer in the infrastructure division

of Qualcomm, responsible for

CDMA optimization of networks. In

1999, Qualcomm’s infrastructure division

was sold to Ericson where Pandit

began heading the Asia—Pacific

CDMA infrastructure sales and was

named salesman of the year in 2005.

In January 2007, Pandit returned to

Qualcomm heading the carrier relations

for international markets and

continued in this role for 12 years.

Last year, Pandit took over as Head

of the Smart City Division establishing

in one year, with its ecosystem partners

robust practices. “When I entered

this program, I realized that the smart

cities space was extremely fragmented,”

said Pandit. “When I wanted

to go and see what was happening in

a given city, there was no single point

of contact covering everything it was

implementing.” Additionally, Pandit

realized “there was no single database

which showed all the players that were

working on Smart City deployments.”

In response, Pandit set out to develop the

Qualcomm Smart Cities Accelerator

Program: “the glue between all

NOVEMBER 2019


181

1985

Year founded

$22.73bn+

Approximate

revenue

35,959

Approximate number

of employees

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“I don’t know how AI is going to shape

up and change the landscape of smart

cities, but I would say it is going to be

the next big thing for the industry”


Sanjeet Pandit,

Senior director of business development

and head of Smart Cities

at Qualcomm Technologies Inc.

ecosystem providers” to connect its

members in their search for smart city

solutions and relevant expertise.

Smart cities are continuously evolving.

Key trends Pandit is seeing emerge

within the industry include surveillance,

edge computing, base computing, asset

management, public security, public

WiFi and most importantly ‘smart tourists’,

“We’ve seen a lot of cities utilizing

one—stop apps for attractions,

coupons and transport etc,”

he explains.

Looking to the future,

Pandit sees the next big

thing for smart cities

being artificial intelligence

(AI). “I never

imagined in 1996 that I would be able

to order things on the internet to be

delivered the next day. That’s where

AI is today, and it’s only in its initial

stage. I don’t know how AI is going to

shape up and change the landscape of

smart cities, but I would say it is going

to be the next big thing for the space.”

Pandit warns that the smart city revolution

isn’t going to be immediate. “You

won’t wake up one day to a different

city; it will be a transition.” Gradual

183

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deployment of systems with faster

speed, high reliability, low error and low

latency will be implemented to create

a high—quality framework and infrastructure

for the overall deployment

of automotive, 5G and mission critical

applications to create an integrated

system where everything is connected.

For Qualcomm, security is given

the highest importance. Within its

chip sets the company has ‘the trust

zone’ – a secure zone where users can

implement code and make secure transactions.

“This is something that we take

very seriously. We have implemented

unique algorithms and methodologies

that people can invoke and utilize when

it comes to security on the silicon itself,”

commented Pandit.

Pandit does, however, acknowledge

that, although the deployment of

technology will help sustainability,

Sanjeet Pandit

EXECUTIVE PROFILE

185

Mr. Sanjeet Pandit is the Global Head for Smart Cities practice

at Qualcomm, Inc USA and responsible for Carrier and Ecosystem

relationships in this domain. His expertise in the telecom industry

spans over 20 plus years. He specializes in the areas of Smart City

design, creation of Smart verticals, digital transformation and go to

market strategies creating an experience that would benefit public

private domains and citizen engagements. Sanjeet has worked

and created relationships with the Smart city ecosystem

partners, resulting in multiple Smart City projects

Globally. He joined Qualcomm in late 1996 and moved to

Ericsson in 1999 following the sale of the infrastructure

division of Qualcomm, moving back to Qualcomm in

2007. He has held various senior positions at Qualcomm

and was responsible for APAC and India business

development prior to leading the Smart city vertical.

www.businesschief.com


QUALCOMM

“Our biggest success to date is making what

people thought impossible, possible. From

CDMA to EVDO data speeds, IT and even 5G

we have proven everything is possible”


Sanjeet Pandit,

Senior director of business development

and head of Smart Cities at Qualcomm Technologies Inc.

186

NOVEMBER 2019


www.businesschief.com

187


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189

efficiency and security, “deploying

technology for the sake of it is not

something that Qualcomm promotes.

When we deploy technology, we do so

with two things in mind: system—level

approach and how the technology will

benefit the city.”

Currently, Pandit is working on

a number of projects worldwide

including a partnership with UROS

to develop smart water cycles and a

number of separate projects such as,

smart railways, ports, water parks and

surveillance. One new project in the

discussion phase is the creation of a

smart campus at the University

of California, San Diego. “We are

trying to see how we could leverage

some of the new inventions and

technologies to create a framework

within the campus for smart parking,

smart transportation, smart

www.businesschief.com


QUALCOMM

190

NOVEMBER 2019


classrooms, remote learning, campus—wide

WiFi, security surveillance

and energy management.” To ensure

these deployments are reliable, have

low errors and low latency, the project

would also involve a transition to 5G.

Another significant project for Pandit,

is Qualcomm’s recent implementation

of surveillance solutions and public city

WiFi in Mexico to improve connectivity.

To complete the implementation,

Qualcomm worked with JUGANU.

The biggest thing Qualcomm does

to ensure it stays ahead of trends

is being first to market and having

a solid research and development

team. “We anticipate what needs to

be implemented and work closely

with standards bodies,” says Pandit.

Qualcomm invests heavily in its team,

particularly in the development and

creation of new IP. “Whatever we build

we try to advance our developments

to be more robust and sustainable so

that they are beneficial in the long run,”

continues Pandit.

Reflecting on the company, Pandit

feels Qualcomm’s biggest strengths

are its innovative mindset, its ability

to stay ahead of its competitors, its

191

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QUALCOMM

192

“There is a lot to be done, and we

cannot do it alone […] we require

the ecosystem partners to deploy

and adapt to the technologies

we have developed at Qualcomm”


Sanjeet Pandit,

Senior director of business development and head of Smart Cities

at Qualcomm Technologies Inc.

NOVEMBER 2019


193

end—to—end system perspective, its

culture and its people’s ability to deliver

complex technology. “Our biggest

success to date is making what people

thought was impossible, possible.

From CDMA to EVDO data speeds, IT

and even 5G, we have proven that everything

is possible,” enthuses Pandit.

“There is a lot to be done, and we

cannot do it alone. IoT is an extremely

fragmented space; we require the

ecosystem partners to deploy and

adapt to the technologies we have

developed at Qualcomm, which is one

of the reasons why the Smart Cities

Accelerator Program is so beneficial, it

brings the entire ecosystem together

under one roof,” concludes Pandit.

www.businesschief.com


194

NOVEMEBER 2019


195

Redefining

healthcare

through

innovation

WRITTEN BY

MATT HIGH

PRODUCED BY

MIKE SADR

www.businesschief.com


PARTNERS BEHAVIORAL HEALTH MANAGEMENT

Partners Behavioral Health

Management is changing

the way that healthcare is

delivered, as Jamie Gianna

explains

196

T

ransformation. It is a word that’s rapidly

becoming synonymous with any multitude

of industry sectors worldwide. And while

any transformation represents a game-changing

journey for a business and its employees, few have

the potential to be as significant as that which

Partners Behavioral Health Management is undergoing.

The North Carolina-based managed care

organisation (MCO), established around seven years

ago, is currently in the midst of a digital transformation

journey that has the potential to change how healthcare

in the United States is defined and paid for.

It is, confesses Chief Information Officer Jamie

Gianna, both an “exciting and scary time” for the

organisation and the state of North Carolina. North

Carolina pioneered a public Medicaid managed

care system for behavioral health and intellectual/

developmental disabilities in 2011. Next year, the

state will move to an integrated healthcare approach

for all individuals who rely on the public system for

care. “We are right in the middle of developing and

introducing many things that no one else has previously

done before or even considered in terms of

NOVEMBER 2019


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197


PARTNERS BEHAVIORAL HEALTH MANAGEMENT

198

“We are leveraging

the very latest and

most innovative

technologies that

will position us

as a true leader

in managed

healthcare”


Jamie Gianna,

Chief Information Officer,

Partners Behavioral

Health Management

the way in which managed healthcare

services are provided. In doing so, we

are leveraging the very latest and most

innovative technologies that will position

us as a true leader in managed

healthcare, both in North Carolina

and beyond.”

Gianna is responsible for leading

Partners’ digital transformation.

He sits as a member of the Partners

Operational Leadership Team, and

rather succinctly describes his work

as “trying to understand the organisation’s

strategic targets based on the

information and direction we get from

the North Carolina General Assembly

and North Carolina Department of

Health and Human Services; while

finding the right tools to fit and to meet

those requirements.” In reality, Gianna

is charged with strategic planning,

leading mission-critical business

initiatives and organisational objectives,

and driving change that will

result in improved customer service

and go a long way towards achieving

better healthcare provision for the

population of North Carolina.

Partners is a public, regional managed

care organisation, overseeing

NOVEMBER 2019


CLICK TO WATCH: ‘PARTNERS | SUCCESS STORY: ILIANA’

199

mental health, substance use disorder

and intellectual and developmental disability

(I/DD) services available through

Medicaid, state and county funding.

The organisation, Gianna explains, contracts

with care providers to ensure

that treatment options are available

for eligible residents across the state.

“North Carolina is a large state,” he

says. “The population is close to 11

million, and one in every 10 is eligible

for publicly-funded behavioral and I/DD

managed care. However, the system

currently in place focuses on a portion

of a person’s wellbeing, instead

of the whole person, which is a big

driver behind our transformation.”

The purpose of Partners’ digital transformation,

explains Gianna, is a focus

on understanding the overall health and

healthcare needs of specific populations

through leveraging technologies

such as procurement platforms, predictive

analytics tools, and the integration

of the organisation’s services network

so that it can manage the right services

at the right time for its health plan

members. “First and foremost, we

recognise that we need to be very agile

and mobile,” he notes. “The first target

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was driven from a population health and

predictive analytics perspective, which

focused on understanding what our

total cost of care looks like, what do the

state’s population and demographics

look like, and how that fits into the wider

financial and health strategies that we

have. Having the ability to really get our

arms around that data and turn it into

something useful, meaningful and with

real purpose had to be the first step.”

To do this, two years ago, the organisation

moved to the cloud – specifically,

Office 365 – so that, at any place and

at any time, anyone within Partners’

executive team could access all the

data and information. The transformation

journey is still ongoing, with Gianna

outlining steps two and three, as well

as a longer-term vision. These steps

include “sourcing a trifecta of procurement

management tools, including tools

for population health and predictive

analytics that can create health risk

scores, as well as portals for users and

a platform that allows integration across

201

Jamie Gianna

EXECUTIVE PROFILE

Gianna is known for a tireless work ethic, energetic presentation,

and hands-on approach to consultative solutions. Gianna

has blazed a trail of achievement across industry

sectors including healthcare, insurance, finance,

legal, professional services, and professional sports.

While he is an accomplished C-Suite executive,

he is best known as a proven player with a history

of reliable, dependable performance, innovative

and future looking solutions — leveraging leadership

and technical expertise. He has an MBA from the

University of Maryland and engaged in his doctorate

in Organizational Management. Currently

resides in Charlotte, NC.

www.businesschief.com


PARTNERS BEHAVIORAL HEALTH MANAGEMENT

“First and foremost, we recognised

that we needed to be very agile

and mobile”


Jamie Gianna,

Chief Information Officer,

Partners Behavioral

Health Management

202

NOVEMBER 2019


www.businesschief.com

203


PARTNERS BEHAVIORAL HEALTH MANAGEMENT

2013

Year founded

$326mn

Approximate

revenue

460

Approximate number

of employees

North Carolina’s ‘healthcare universe’.

We have been able to find and apply all

the tools we need,” he states. “We are

in the process of implementing them –

the first ‘finishing line’ is imminent.”

The scale of change within the state

has placed North Carolina at the

forefront of healthcare reform which,

according to Gianna, “is what everyone

is trying to achieve. The whole purpose

– initially – is to collect and analyse as

much data as possible, to really be able

to understand exactly what the costs

involved are and to ensure that every

member can be cared for to the

very best standard. That target


is phenomenal, and if we pull it off it

will be huge.”

Somewhat understandably, such

change has required a significant realignment

of structure and resources

internally. This, says Gianna, hasn’t

been easy and has proved a challenge

at times. “We’re an organisation

that, for some years, has had a lot of

processes. We haven’t used specific

tools and systems and have required

people to really get on board with the

new tools and understand the scope

of the change. It’s all about introducing

a new perspective. It is, after all, a fundamental

aspect of being human: you

either change and progress, or you don’t.

Of course, it helps to know that the endgoal

of our transformation is to achieve

something truly good for many people.

Working in healthcare and understanding

the impact on the families we serve

definitely changes the way in which you

approach your work. Everyone on my

team could go and work in other places

and quite easily be very comfortable,

but we’d never have the same sense

of satisfaction that we get from helping

people’s lives. That’s what matters

the most.”

205

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PARTNERS BEHAVIORAL HEALTH MANAGEMENT

206

“I would love to be able to collaborate with

other organisations and to share the lessons

learned across the state so we can deliver

the very best standards of care”


Jamie Gianna,

Chief Information Officer,

Partners Behavioral

Health Management

NOVEMBER 2019


As with any transformation journey,

there is still a lengthy road to travel for

Partners. The organisation is on the

cusp of achieving significant change yet,

for Gianna, other technologies could

also come into play in the future. “I’m

already considering how we could use

AI and machine learning for managing

and analysing our data, for example.

As we move through our journey, we will

collect so much data. We are already

focused on how we really leverage the

technologies available to provide the

best possible answers for that data.

There is still a great deal to do but, looking

further ahead, I would love to be able

to collaborate with other organisations

and to share the lessons learned so

we can deliver the very best standards

of care.”

207

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208

supply chain

strategies

in the energy

sector

WRITTEN BY

SEAN GALEA-PACE

PRODUCED BY

CRAIG KILLINGBACK

NOVEMBER 2019


www.businesschief.com

209


REC SOLAR

Josie Broome, Director of

Procurement and Operational

Excellence, discusses the success

of her projects from an operational

excellence standpoint

210

A

s a renowned leader in enabling complete

commercial, public sector and utility-scale

solar solutions, REC Solar has been in

operation for over 20 years and provided more

than 300MW of successful projects.

Following its acquisition by Duke Energy in

2017, Josie Broome, Director of Procurement

and Operational Excellence, believes there are

a number of key factors that differentiate REC

Solar from its rivals. “Duke Energy has brought

stability and financial backing. There are several

solar companies that don’t exist anymore, but

Duke has been around for more than 100 years

and I believe customers really appreciate the

stability that Duke provides,” explains Broome.

“The type of projects that we go after, in combination

with the customers that we look for and how we

implement those projects and source materials

is very strategic and focused. We’re certainly not

new to the game.”

NOVEMBER 2019


211

1997

Year founded

150

Approximate number

of employees

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213

Having come from an oil-oriented

background, Broome’s family owns

a number of oil reserves, with part

of its portfolio situated in the largest

oil reserves in Utah within the Uintah

Basin. “Not only did I grow up with

my dad and all of his siblings as they

made a living in the oil and gas industry,

our family history is also rooted for

generations back to one of the largest

oil reserves in the US,” she explains.

“I watched my dad and his brothers

work on mainline pipelines, and when

I was 20, I decided to work with them.

From this experience, I was able to

observe how hard the work actually

was and how difficult it is to earn money

that way. I believe that because of these

early experiences, I learned that being

out in the elements, physical labor

through the seasons, and being away

from family is a tough job. The appreciation

I have for the men and women

out there building America has shaped

my view, work ethic, and approach to

projects while always keeping the field

in the forefront of my mind.”

Having overseen dozens of projects

during her time at REC Solar, Broome

is specifically proud of a recent project

www.businesschief.com


REC SOLAR

214

NOVEMBER 2019


“Duke has been

around for more

than 100 years

and I believe

customers really

appreciate the

stability that

Duke provides”


Josie Broome,

Director of Procurement & Operational

Excellence, REC Solar

in Colorado which is the largest rooftop

in the state. The project saw the

installation of 17,000 panels spanning

19 acres and boasting a capacity

of 6MW. “It was a real team effort.

We worked together to secure the

products that were used, found ways

to reduce costs and achieve higher

productivity in the field,” she explains.

“Our typical approach is defined prior

to the beginning of the project working

directly with the field on setting up

workstations, collaborating with them

on their instructions and providing

guidance on the sequence of work.

Every project is unique, it’s up to us to

look for ways to maximize efficiency in

material handling, loading the roof, and

how the crews move throughout the

site. We track all of that.” Broome has

worked on a diverse and broad range

of projects and her role is to influence

them from a supply chain and operational

excellence perspective. “In my

previous roles at REC, I managed projects

and project teams directly; from

schools to hotels, cash to financed, on

carports, roof, and the ground. The

variety, volumes and regions are vast,

however there are still opportunities to

learn and improve.”

215

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With technology becoming influential

to the way businesses conduct

operations worldwide, REC Solar

has implemented platforms such as

Procore, the world’s leading construction

management software, as well

as drawing on the help of Salesforce

for its CRM and JDE Oracle for its

financials. “We leverage all the data

from those platforms and combine

it into a sequel database, and mix it

into Microsoft Power BI to display,

dig and analyze,” says Broome. “On

the supply chain side, we create our

commodity position frequently and

look at supply and demand by utilising

Salesforce for pipeline and Procore

for active projects. From the operational

excellence perspective, we’re

using the field data that’s coming

Josie Broome

EXECUTIVE PROFILE

As part of her role as Director of Procurement &

Operational Excellence, Broome provides dual strategic

direction for the innovation, development and

implementation of business applications, intelligence,

processes, and other business initiatives to support

culture growth around supply chain and continuous

improvement. Having begun her career in the

architecture, planning and engineering industry in 2003

as a Planner at RRM Design Group, she managed various

development projects that ranged in complexity and

size. In 2010, Broome joined REC Solar’s project

management team and went on to lead the company’s

mid-market and Hawaii Business Units. Moving into the

procurement space in 2017, it has allowed Broome to

leverage her considerable experience leading teams

through technology.

217

www.businesschief.com


REC SOLAR

218

NOVEMBER 2019


“From the operational

excellence perspective,

we’re using the field

data that’s coming

from Procore to

measure productivity

and how and where we

need to help the teams

improve in the field”


Josie Broome,

Director of Procurement & Operational

Excellence, REC Solar

219

from Procore to measure productivity

and how and where we need to help

the teams improve in the field.”

However, Broome understands

that new technology such as

Big Data should be treated with

caution to circumvent the risk of

overreliance. “Too much data can

be really overwhelming, and you

have to dig deep to figure out what

the data is trying to tell you,” she

warns. “For us, it’s about being very

specific on what data we’re looking for

and what we want the field to collect

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221

for productivity. We’re very specific

on what we want to achieve with cost

reduction, and then we leverage that

data to drive our supply chain forward.”

With the industry constantly

changing, Broome believes that by

working closely with Duke Energy’s

supply chain team, REC Solar can

easily adapt to the sector’s changing

demands and has subsequently

established two firm supply chain

strategies. “When there are any

changes, both teams come together

to make decisions on the best ways to

leverage our volumes and make bulk

buys together,” she explains. “The

other strategy is the process of buying

different types of equipment and going

direct, they’re in the large-scale utility

space where we are a distributed

generation. We have high transactional

volume and communicate with

our vendors weekly — it’s important

everyone’s on the same page.”

Broome points to the importance

of communication with other supply

chain professionals in the space, and

key partners as a crucial component

for success. “We recently attended

the annual Solar Power International

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REC SOLAR

222

tradeshow in Utah. I believe that talking

to other like-minded individuals in the

industry is so important because it

allows you to get a good idea of what

the latest trends in the sector are as

well as forming new connections

and building lasting partnerships.

It’s important to acknowledge our

partners share our overall goals and

help to ensure that we keep costs low

for the customer, while maintaining

quality on time.”

Pointing to her upbringing, Broome

dwells on how her early life and career

NOVEMBER 2019


“I’m inspired by innovation

and visionaries, and

I now understand that I

need to be the leader that

I want to see”


Josie Broome,

Director of Procurement & Operational

Excellence, REC Solar

223

has shaped the influence she wants

to have on others in the field. “I’m

inspired by innovation and visionaries,

and I now understand that I need to be

the leader that I want to see. I’ve been

fortunate enough to have had some

pretty incredible leadership mentors

on my journey, and overcoming the

challenge of leadership is done by

ensuring I’m the leader that I would

like and need.” With the future in mind,

Broome has a clear vision of what she

hopes her firm can achieve over the

next few years. “Our future success

is going to be based on how fast we

can continue to adapt to the market

changes,” she notes. “Old ways of

thinking, doing and being are not

going to survive. We must stay ahead,

act quickly and remain agile. I believe

that being, nimble, performing quality

work and continuing to drive improvements

will ensure we remain a leader

in the space.”

www.businesschief.com


224

Unilever:

manufacturing

a circular

plastic

economy

NOVEMBER 2019


225

WRITTEN BY

WILLIAM SMITH

PRODUCED BY

CRAIG KILLINGBACK

www.businesschief.com


UNILEVER

© Perkins&Will/Unilever

Business Chief takes a closer

look at the circular economy

for plastic being instituted

at and supported by Unilever

226

M

ultinational consumer goods company

Unilever has, since its founding 90 years

ago, diversified its offerings to include a

huge variety of items ranging from food to cleaning

products. With over 400 brands, Unilever says on its

website that on any day, “2.5bn people use Unilever

products”. According to Statista, the company’s

market value in 2018 was $155.8bn, with revenues

of US$56.612bn (€50.982bn), making it one of

Europe’s largest companies. As of 2019, the

company reportedly employs 155,000 people

around the world.

For a company as large as Unilever, any of its

initiatives have the potential for huge knock-on

effects. Because of this, it stresses the importance

of research and development (R&D) to pioneer

new approaches. With six R&D centres across the

world staffed by 6,000 R&D workers and US$1.1bn

(€1bn) of investment, the company says that

“Innovation is at the heart of Unilever’s ambition to

grow sustainably. Science, technology and product

development are central to our plans to keep

providing consumers with great brands that improve

NOVEMBER 2019


www.businesschief.com

227


UNILEVER

228

“Our vision is a

world in which

everyone works

together to

ensure that

plastic stays

in the economy

and out of the

environment”


Alan Jope,

CEO, Unilever

their lives while having a positive impact

on the environment and society.”

Through these words, Unilever’s

intent to position science and technology

to meet the world’s environmental

concerns can be understood. One of

the principal considerations of fast

moving consumer goods is necessarily

packaging, and with such a focus

comes the attendant environmental

concern. Many of these packagings

come in the form of plastics, with that

category subdivided further still.

Single-use plastics have come under

particular scrutiny, with the European

NOVEMBER 2019


CLICK TO WATCH: ‘UNILEVER 2025 PLASTIC PACKAGING COMMITMENTS’

229

Parliament approving a complete ban

planned to go into effect across the

bloc by 2021. According to Unilever,

the deaths of 100mn marine animals

can be attributed to discarded plastic

each year. “Plastic has its place, but

that place is not in the environment,”

said CEO Alan Jope in a press release.

“We can only eliminate plastic waste

by acting fast and taking radical action

at all points in the plastic cycle.”

In response to such measures,

Unilever is helping forward the move

towards a circular economy which not

only uses less plastic but recycles,

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UNILEVER

230

reuses or composts the material it

does use. Currently, Unilever quotes

figures suggesting that only 14% of the

world’s plastic packaging ends up in

recycling plants, with only 9% going on

to be recycled. The company announced

that by 2025 it would halve its use of

virgin plastic via a reduction in the

amount of plastic packaging in the

order of 100,000 tonnes and by

increasing its use of recycled material.

It said it would also help to “collect and

process more plastic packaging than

it sells” – moves which have seen

Unilever become the first company

of its kind to target a reduction in

plastic in absolute terms.

“Our starting point has to be design,

reducing the amount of plastic we use,

and then making sure that what we do

use increasingly comes from recycled

sources,” said Jope in the press

release. “We are also committed to

ensuring all our plastic packaging is

reusable, recyclable or compostable.

This demands a fundamental rethink

NOVEMBER 2019


231

in our approach to our packaging and

products. It requires us to introduce

new and innovative packaging materials

and scale up new business models,

like re-use and re-fill formats, at an

unprecedented speed and intensity.”

Unilever’s endeavours in this area

are backed by other concrete targets.

100% of Unilever packaging will have

sustainability or recycling information

by 2021, and 100% of packaging will be

recycling ready or reusable by 2025.

All rigid Plastic packaging will be 100%

“We can only

eliminate plastic

waste by acting fast

and taking radical

action at all points

in the plastic cycle”


Alan Jope,

CEO, Unilever

www.businesschief.com


UNILEVER

“We see no paradox

between responsible

consumption,

232

sustainable business,

purposeful brands

and better financial

performance”


Alan Jope,

CEO, Unilever

Cif ecorefill – a 10x concentrated refill that allows shoppers

to buy one spray bottle, which they can then use for life

NOVEMBER 2019


www.businesschief.com

233


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Community-based waste banks

NOVEMBER 2019


US$56.6bn

Approximate

revenue

1872

Year founded

155,000

Approximate number

of employees

post-consumer resin by 2025, and

for the Hellmann’s brand specifically,

25% of turnover will be driven by

refillable or reusable plastics by 2025.

That brand, as well as Axe and Dove,

are participating in the Loop Program

to disruptively upcycle plastic waste

via a process of depolymerization, in

turn producing food-grade PET

plastic and Polyester.

These targets are all intended to

benchmark Unilever’s progress towards

its ultimate goal. “Our vision is a world

in which everyone works together

to ensure that plastic stays in the

235

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UNILEVER

236

Unilever’s partnership with Mr Green Africa unlocks sustainable

solutions to plastic waste management in Kenya

All Things Hair – a new model of eco-friendly

shopping in the Philippines

NOVEMBER 2019


economy and out of the environment,”

continued Jope in the press release.

“Our plastic is our responsibility and so

we are committed to collecting back

more than we sell, as part of our drive

towards a circular economy. This is a

daunting but exciting task which will help

drive global demand for recycled plastic.”

The move towards sustainability is not

in conflict with the business imperative,

however. In an interview with the BBC,

Jope said: “We do believe in trying to

remain relevant for younger groups

of consumers as they come into the

market, and we know that millenials

really care about purpose and sustainability

and the conduct of the companies

and the brands that they’re buying.

This is part of responding to society but

also remaining relevant for years to

come in the market. We see no paradox

between responsible consumption,

sustainable business, purposeful brands

and better financial performance.”

237

www.businesschief.com


LSG Sky Chefs

238

WRITTEN BY

AMBER DONOVAN-STEVENS

PRODUCED BY

CRAIG KILLINGBACK

NOVEMBER 2019


www.businesschief.com

239


LSG SKY CHEFS

Ricky Bivens, Head of Sustainability

and Director of the Zero-Waste to

Landfill program at LSG Sky Chefs,

shares how the catering company

is expanding its sustainability

strategy across North America for

a greener future

240

M

ore than ever, climate action is an essential

corporate responsibility. LSG Sky

Chefs, as part of the LSG Group, is an airline

catering company committed to sustainability,

working to reduce its carbon footprint, and leading

by example. Ricky Bivens, Head of Sustainability

and Director of the company’s Zero-Waste to

Landfill (ZLF) program, has been a driving force

behind this initiative since he joined the company

almost a decade ago. He initially started off in the

procurement department, responsible for a number

of different categories, including waste. “Waste

is a huge expenditure across North America and,

while there are a number of variables, there are

also a number of constants,” he explained. Once

Bivens assessed these variables and constants,

he devised the ZLF program: “While you can’t

control the cost of a compactor, you can control

what goes into it.”

NOVEMBER 2019


241

1941

Year founded

42

US locations

12,000+

Approximate number

of employees

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LSG SKY CHEFS

242

“While you can’t

control the cost

of a compactor,

you can control

what goes into it”


Ricky Bivens

Head of Sustainability

LSG Sky Chefs

SUSTAINABLE INNOVATION

Bivens toured all 42 LSG Sky Chefs’

U.S. locations in order to evaluate

how the template of the ZLF program

would need to be modified to suit local

jurisdiction and federal regulations.

He explains that landfill was no longer

an option because the ecological

damage it was causing was becoming

increasingly apparent. He worked with

LSG Sky Chefs’ customers and the

airports in order to see how they could

assist in achieving each airport’s green

initiatives and subsequently surpass

them. “As we work with the airlines, we

try to adhere to and exceed their cost

expectations through the ZLF system,”

says Bivens. Due to the nature of working

with the aviation industry across a

number of states, it is also imperative

to work closely with the local state

police and federal authorities.

LSG Sky Chefs also uses the ZLF

system to work with its partners and

suppliers, with the aim of becoming

more sustainable. Bivens cites a

partner who exemplifies how the

ZLF program can create a positive

effect: “We worked with a large waste

company, Royal Waste, to examine

NOVEMBER 2019


CLICK TO WATCH: ‘TAKE A PEEK INSIDE THE LSG SKY CHEFS CHICAGO FACILITY’

243

its organizational structure in order

to see how recycling could be better

incorporated into waste management.

Our partnership is mutually beneficial

as diverting from landfill benefits Royal

Waste, too.” Since then, Royal Waste

has developed Material Recycling

Facility machines to assist with waste

management, as well as reduce its

carbon footprint. Bivens takes a similar

approach with supply chain. “I work

closely with our Head of Supply Chain,

Rick Melvin, and I speak to a great

number of the companies that we

work with and question the need for

their methods. Whether it is the type of

plastic being used, the amount of packaging,

or their transportation methods,

together we challenge the vendors

with ways in which they can improve

upon their carbon footprint. We may

meet with opposition but, more often

than not, they understand that if we

do what is environmentally correct,

then the bottom line takes care of itself.”

For an initiative to truly take form, it

needs to be embodied by the employees

of a company. From a change

management perspective, Bivens

reflects that some individuals who

www.businesschief.com


greatly opposed ZLF initially are now

some of its strongest advocates.

Each LSG Sky Chefs location has a

“champion,” as Bivens calls them, who

is responsible for pushing innovation

through the ZLF program. As the initiative

has had time to take root, Bivens

shares that there has seen healthy

competition between regions as to

who has the most innovative wastereduction

ideas. “It has been humbling

to watch the program come into its

own,” he says. “When our customers

enter our locations across North

America, they can see our employees

embrace this ethos from the top down

to an individual level. There is a strong

level of initiative across our teams,

and they work from monthly tonnage

reports and share ideas on improvement.”

As the program grows, it is

receiving a number of accolades. In

2014, the initiative won the innovation

award for Business and Environmental

Process, which was accepted in Hong

Kong. “Winning this award allowed us

Ricky Bivens

EXECUTIVE PROFILE

245

Recycling has been a strong passion of mine for many years, both

professionally and in my home life. In my line of work I have had the

opportunity to see the impact that waste has on our world – we’re

closing landfills in many areas across North America, and so I strive

to train and teach everyone in our company about our Zero to

Landfill (ZLF) policy. Every year since 2012 the ZLF processes

that we have put in place have seen thousands of tons of

waste from landfill be recycled or repurposed. As part of

this, we have vendors onboard that work with us to

rethink how things are packed and delivered to us. We

also work closely with our airline customers to reduce

waste and increase recycling processes, and we are

always looking for cutting-edge equipment that

enables us to raise the bar in reducing waste to landfill.

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LSG SKY CHEFS

246

NOVEMBER 2019


“As we work with the

airlines, we try to adhere

to and exceed their cost

expectations through

the ZLF system”


Ricky Bivens

Head of Sustainability

LSG Sky Chefs

247

www.businesschief.com


LSG SKY CHEFS

248

“When our customers

enter our locations

across North America,

they can see that

employees embrace

this ethos”


Ricky Bivens

Head of Sustainability

LSG Sky Chefs

NOVEMBER 2019


to set a precedent across our international

markets,” he says, adding

that it has also received a number of

local awards, largely from airports,

across its units in Los Angeles, Denver,

Boston, Portland and more.

CREATING A GREENER FUTURE

Though the initiative started out as

Biven’s “baby,” he is humbled to see

how it has grown into a company-wide

responsibility carried on by every

member of the staff. “Though we

still have a long way to go, we have

already come very far, and the ZLF

program is starting to generate a lot

of attention. As he looks to the future,

Bivens is pushing to introduce the

Ompeco in the US, a machine used

across Europe that features impressive

waste-reducing capabilities of up

to 80%. Though he expects to meet

some pushback with the emergence of

this machine in the States, particularly

from waste companies, he asserts that

it is the best thing environmentally and

will assist the LSG Group in fulfilling its

role in addressing climate change.

249

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250

NOVEMBER 2019


Envoy Mortgage

RIDING THE DISRUPTIVE

WAVE OF MODERNIZATION

251

WRITTEN BY

GEORGIA WILSON

PRODUCED BY

SHIRIN SADR

www.businesschief.com


ENVOY MORTGAGE

Business Chief USA

speaks to Dan Mulberry

(CIO, Envoy Mortgage) to

discuss riding the disruptive

wave of modernization

252

F

ounded in 1997, Envoy Mortgage is

a national retail mortgage lender,

operating in 49 states and originating

approximately $3bn annually. Envoy Mortgage

focuses their efforts in the distributed retail sector

in order to best serve customer and referral

partner needs.

Two years ago, Envoy Mortgage was bought by

a private equity investment firm. Envoy CIO, Dan

Mulberry, describes the firm as a “very committed

partner.” The company provides a strong capital

base for Envoy and maintains a forward-thinking

vision as it embraces change in order to remain

viable in present and future markets.

Mulberry ensures that Envoy also adapts

to a forward-thinking mindset when it comes

to their technology ventures. He is the key

component to Envoy’s shift from older core technology

to defining a transformative path for the

company, integrating processes and updating

NOVEMBER 2019


www.businesschief.com

253


Smarter Mortgages

From Application To Close

The Cloudvirga Digital Mortgage Platform uniquely

combines a world-class borrower experience with

an automated lender workflow that radically cuts

overall loan costs, increases transparency and

reduces the time to close a loan.

Learn More

cloudvirga.com/contact-us

cybersecurity. These technological

advancements have allowed Envoy to

adapt for the future.

“Culturally the mortgage industry

has a history of being very slow to

make changes. This was partially

driven by the financial crash as new

regulations came into place and took

precedent to ensure compliance

with federal, state and local governments.

After the Financial Crisis,

the Consumer Financial Protection

Bureau (CFPB) really stepped up and

added new regulations and increased

enforcement. However, in the last

couple of years these regulations

have loosened and were replaced by

increased scrutiny from state regulators,”

says Dan Mulberry, Envoy’s

chief operation officer.

Envoy Mortgage currently operates

in 49 states across the United States,

resulting in strict mortgage requirements

from each of those states.

Therefore, it is imperative that Envoy

remains at the forefront of evolving

technology in order to diminish the

ongoing challenge of catering to multiple

complex regulations.

“Over the years, when businesses

NOVEMBER 2019


CLICK TO WATCH: ‘LOVE YOUR MORTGAGE EXPERIENCE WITH ENVOY’

255

“Our vision is to

be a leader, we

want to be sure

we are offering

loan officers the

best industry

tools”


Dan Mulberry,

CIO, Envoy Mortgage

invest in modernization, it is usually

for front-end developments. This

advancement gives consumers the

ability to complete business online,”

adds Mulberry.

With continuous entrants into the

market space, Mulberry believes it is

crucial to remain ahead of the curve

when it comes to any modernization.

“We haven’t been disrupted yet, but

it is only a matter of time. Because

of this, we need to be at the forefront

of technology. Improving our

tools and processes makes it easier

for our loan originators to improve

www.businesschief.com


“We haven’t been

disrupted yet

but it’s only a

matter of time”


Dan Mulberry,

CIO, Envoy Mortgage

NOVEMBER 2019


efficiency,” says Mulberry.

Currently, machine learning, artificial

intelligence (AI) and OCR for

data conversion are being used for

front-end services. However, Envoy’s

goal is to also utilize these applications

for back-end processes.

“One of the main issues faced

within the mortgage industry is the

manual processing of multiple statements

and third-party data, opening

up the possibility for human error.

We want to eliminate glitches to

increase the integrity of data with

automation,” explains Mulberry.

In recent years, Envoy focused

on RPA to integrate its front and

back-end systems, which was a “very

beneficial, quick win” that eliminated

manual processes. Since then,

Mulberry and Kim Hoffman, Envoy

COO, have implemented Cloudvirga,

an advanced point of sales system,

as part of a two-fold modernization

process of integration and automation.

Once fully operational, the

system will give customers a powerful

self-service option, allowing Envoy to 257

Dan Mulberry

EXECUTIVE PROFILE

Having worked in the mortgage industry for over 35 years, Dan

specializes in leveraging technology to maximize efficiency and

profitability, while improving customer experience.

His expertise extends to technology discovery,

process improvement and digital adaptation,

while consulting executive leadership teams on

industry-leading and forward-thinking initiatives.

Dan began his tech career in the finance and

capital markets sector and his experience has

included running secondary marketing for a top

lender, as well as holding various SVP roles

strategizing and managing all B2B technology

and implementation.

www.businesschief.com


ENVOY MORTGAGE

1997

Year founded

$20.mn+

Approximate

revenue

258

1,300

Approximate number

of employees

NOVEMBER 2019


automate pricing, rate locks, generate

disclosures and payment of appraisal

fees, removing these manual tasks

from loan originators and making it

easier for them to conduct business.

Additionally, Cloudvirga will give

loan originators a simple platform to

view all applications and uploaded

documents in one central location, with

clear indication of any outstanding

documentation needed to increase

submission efficiency to underwriters.

“Ultimately, Envoy’s shift towards

modernization is about helping loan

originators conduct business efficiently

in the way that best fits their

marketplace and the product mix they

are going after, while ensuring its processes

are standardized and automated

where possible,” explains Mulberry.

Mulberry believes that human

interaction will never cease but is

continuously evolving. With the use of

automation, the way loan originators,

assistants and processors interact

will change to become more consumer

focused. Eventually, in the next

three to five years, Mulberry wants

to see a process where AI pulls most

data required and consumers provide

259

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ENVOY MORTGAGE

260

“We want to

be at the

forefront of

technology

improving

our tools and

processes

making it

easier for

people in the

field to do

their job”


Dan Mulberry,

CIO, Envoy Mortgage

minimal information.

“The mortgage process will never

be like an auto dealership where you

walk in, apply for the loan and sign

the papers within an hour, because

compliance does not work like that,

but we do believe that the process

can be automated for the bulk of loans

where consumers are only required to

schedule the closing within the compliance

time period,” says Mulberry.

Looking to the future, Mulberry’s

vision for Envoy is that the company

NOVEMBER 2019


261

becomes a leader in adopting new

technologies as they become readily

available. “We want to be sure we

offer our loan originators the best

tools in the industry, so we are focusing

on ensuring we have a core open

architecture platform that allows the

integration of tools and capabilities we

need to achieve our journey towards

automation, transformation and modernization,”

notes Mulberry.

In addition, Envoy is planning

out modern capabilities, such as,

intelligent workflow, real-time data

analytics, predictive analytics, block

chain and automation for its underwriting

processes. Simultaneously, Envoy

remains hyper focused on stimulating

innovation by identifying pain points

within the business to improve its

offerings to the mortgage industry and

ensure precise time management.

www.businesschief.com


262

Integrating

resources to drive

customer value

WRITTEN BY

MARCUS LAWRENCE

PRODUCED BY

JAKE MEGEARY

NOVEMBER 2019


www.businesschief.com

263


TELUS DIGITAL

TELUS Digital, the digital

transformation arm of telco giant

TELUS, is unifying teams across

the organization through

a powerful Digital Platform

264

I

n the digital age, an increasing number of

companies are establishing dedicated

digital transformation arms to accelerate

the journey for themselves, their partners

and their customers. A pioneer of this approach

was Canadian telecommunications giant TELUS,

establishing TELUS Digital as a means to cement

its position as a digital leader. “The journey started

around seven years ago, and the foundation of

the team was built around building up our web

presence with TELUS.com,” says Ryan Kardish,

Manager of the Digital Platform Evolution with

TELUS Digital and experienced in the AI and analytics

spaces. “In the modern world of telecom, you’re

seeing customer demands and preferences, shift

towards self-serve digital experiences, especially in

the research and learn phase of their journey. The

question was: how can we improve the customer

engagement with the breadth of products and

services that TELUS can offer through the digital

channel? I see that as ground zero to the digital

transformation story.” Steve Choi, Manager of Data

Products at TELUS Digital, adds that catering to

NOVEMBER 2019


265

1990

Year founded

CA$14bn+

Approximate

revenue

59,000+

Approximate number

of employees

(TELUS International)

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TELUS DIGITAL

266

“We now have the ability

to build intelligent

systems and

applications that really

take advantage of data

that we’ve had all along

but never had the means

to use effectively”


Steve Choi

Manager, Data Products

TELUS Digital

this shifting landscape necessitated

the birth of the dedicated digital arm.

“In the past, we didn’t have the right

organizational structure to support the

transformation,” he says. “That’s why

there was this idea to spin off the digital

group as a way to incubate new ways

of working with an agile approach to

delivering value, iterating quickly, and

being able to experiment.”

Over time and along with shifts in

consumer expectations, particularly

around mobile, TELUS needed to consolidate

silos, technology stacks and

NOVEMBER 2019


CLICK TO WATCH: ‘THE ROLE OF CULTURE IN DIGITAL TRANSFORMATION’

267

simplify the path to production to create

consistent digital experiences. The

solution, a recipient of the ‘Open Digital

Ecosystem Platform of the Year’ award

at the 2019 TM Forum Awards, is the

Digital Platform - an ecosystem of tools

and solutions that enable teams to

develop and deliver cutting edge customer

experiences in a seamless,

collaborative manner. “As all these

teams spun up to develop new functions,

we recognized the opportunity to

start investing in shared capabilities,

shared technologies and shared

resources across those teams

because their needs are similar across

the capabilities we’re building,”

explains Choi. “Every team is looking to

expand and build their digital presence,

and use these technologies to better

serve our customers.” Through the

Digital Platform, TELUS has an

exceedingly powerful tool that simplifies

the developmental processes for

teams across the organization and represents

an exciting new level of

collaboration. Through the compilation

of resources that can be used again

and again, TELUS has a resilient outlet

for scalability and reliability in its

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TELUS DIGITAL

270

development processes. “I always

struggled with how best to explain this,”

admits Kardish. “However, I now think

about it in the context of: what are the

steps for building a modern digital

application? It’s everything from sourcing

the right data from your systems of

record all the way to ensuring that

you’re investing in the personalization

and consistency of the content and

design components a customer can

see, and so on.” The Digital Platform’s

integrated capabilities enable each of

these steps, as well as affording the

opportunity for teams to contribute to

the platform’s ongoing development.

“Any individual who wants to build on

top of the tools and technologies we

have built can do so,” Kardish adds.

Choi notes that the Digital Platform

also solves a challenge experienced by

many large organizations: the segregation

of data across different

departments and teams. “A lot of

teams would go searching across the

organization to figure out how to build

a particular experience, but there

might be another group that’s already

tackled that challenge,” he says. With

the resources of that project being

available on the Digital Platform, the

reuse of those resources drives considerable

efficiency in the development

process of a new feature or application.

Not only that, but the advancements

made to those resources through their

reuse can then be used again in the

future. It’s an incredibly organic process,

driving iterative, internal

collaboration that breaks down the

NOVEMBER 2019


“We’re starting to truly

recognize what it

means to digitally

transform, to collaborate

and coordinate across

the many teams

and businesses

TELUS operates”


Ryan Kardish

Manager, Digital Platform Evolution

TELUS Digital

271

Steve Choi

EXECUTIVE PROFILE

Steve leads the Data Products team at TELUS Digital,

which is focused on building machine learning

applications and reporting automation solutions

within the digital ecosystem at TELUS. He

is passionate about connecting data systems

to generate new insights and drive

incremental value.

www.businesschief.com


Building our

customer’s

business

remains our

primary focus.

Be it promoting their brands on stage, assisting their

search for talent, providing them with essential digital

marketing tools and service or celebrating their successes.

Congratulations to our friends on the digital marketing

team at TELUS for their continued success.

#buildingourcustomersbusiness


“A lot of teams would

go searching across

the organization

to figure out how

to build a particular

experience, but

there might be

another group that’s

already tackled that

challenge”


Steve Choi

Manager, Data Products

TELUS Digital

barriers that have traditionally limited

team-based development cycles.

With the mantra ‘automate all the

things’ being easy to spot on its website,

it is no surprise that the expedition

of the developmental groundwork for

new applications at TELUS Digital is

further accelerated by a robust automation

strategy. Aside from the

well-communicated benefits to businesses

ranging from increased

efficiency and accuracy to adding

value to the daily tasks of staff, automation

has also been deployed at TELUS

Digital to gain a grip on ever-shifting

customer trends. “As we look across

the traditional channels at TELUS, specifically

within our field tech and call

273

Ryan Kardish

EXECUTIVE PROFILE

Ryan is a passionate leader and intrapreneur, leading the

evolution of TELUS’ award winning Digital Platform.

With a dedicated focus on delivering our customerfirst

promise, he is driving forward our digital

transformation mandate, and working hard so

that anyone (customers and team members

alike) can build a ‘Digital TELUS.’

www.businesschief.com


TELUS DIGITAL

274

Adobe

“Adobe has been a key partner

in our journey towards turning

the data we collect into insights

and action. They have evolved

their solutions in ways that

integrate well with the technologies

we use. As a result, we’re

able to deliver experiences

that enable our customers and

drive business value for our

organization”

Steve Choi, Manager,

Data Products

PARTNERS

Red Hat

“Our digital platform is hosted

using OpenShift a Kubernetes

orchestration platform by RedHat.

OpenShift allows us to focus on

delivering value to our customers

while the infrastructure that

supports and enables hundreds of

applications is managed by

RedHat. This relationship means

that we don’t need to focus on

managing, patching or scaling our

infrastructure and we can focus

on building great products.”

Aron Reid, Director, Technical

Operations & Infrastructure

center experiences, what we’re starting

to see is that both our customer

and team member demands and preferences

are changing quicker than

ever before,” says Kardish. He adds

that the challenge is mitigated by the

shift towards chatbots, conversational

interfaces such as smart speakers,

unified agent desktops, and interactive

voice response (IVR) tech which offer

opportunities for accruing insight-rich

data whilst necessitating a scalable

NOVEMBER 2019


and reactive approach to their implementation

in new offerings.

That being said, TELUS’ approach to

data is not solely focused on current

data accrued through its various customer-facing

solutions. Through the

cloud-based unification of different

systems within the organization,

TELUS Digital is unlocking the value of

data that Choi says can even be decades

old. “Historically, there’s always

been a separation of what I consider

operational data systems and analytical

data systems; traditionally, the latter

were second-class citizens,” explains

Choi. “That was a practicality issue

because, in the past, your compute and

storage would be relatively expensive.

With cloud, that’s changed. We now

have the ability to build intelligent systems

and applications that really take

advantage of data that we’ve had all

along but never had the means to use

effectively. The scale of data, the

velocity of data, it’s always been there,

but now we have the means to keep up

with it.”

The key takeaway from TELUS’s

transformation efforts, and indeed of

the development of its staggeringly

275

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TELUS DIGITAL

276

“As we look across the

traditional channels at

TELUS, specifically within

our field tech and call

center experiences, what

we’re starting to see is

that both our customer

and team member

demands and preferences

are changing quicker than

ever before”


Ryan Kardish

Manager, Digital Platform Evolution

TELUS Digital

NOVEMBER 2019


effective Digital Platform, is that unifying

technology reaps dividends.

Across an organization as large and

internally diversified as TELUS, the

value of a platform that brings together

the expertise and resources of each of

them for the benefit of the company, its

partners and customers cannot be

overstated. “We’re starting to truly recognize

what it means to digitally

transform, to collaborate and coordinate

across the many teams and

businesses TELUS operates,”

enthuses Kardish. “Recognizing that a

lot of great work has been happening

across the entire organization, taking

the best of each world to create a set of

solutions, best practices and standards

that help define the guiding

principles of how we can work and

operate better as an organization,

that’s when you get the big wins.”

277

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278

Inside WSP’s mission

to bring digital

integrity and smarter

buildings to Canada’s

property space

WRITTEN BY

HARRY MENEAR

PRODUCED BY

JAMES BERRY

NOVEMBER 2019


www.businesschief.com

279


WSP CANADA

Sharyn Gravelle, National Vice

President, Telecom and Technology,

and Terri Govang, Director of

Technology for Western Canada for

WSP talk IoT, 5G, cybersecurity and the

future of smart property development

280

T

oday, more than half of humanity lives

in cities. The United Nations predicts

this proportion will rise to 68% by 2050,

adding 2.5 billion people to the world’s urban areas.

To promote successful coexistence within these

increasingly congested jungles of glass and steel,

city planners and developers in the public and

private sectors are increasingly turning towards

cutting-edge technology for solutions.

“We’re standing at the dawn of another technological

revolution, and keeping up with the speed

of the coming change is key,” says Terri Govang,

Director of Technology for Western Canada at WSP

and an expert in smart building security systems.

Govang, who started her career as an electrician

and progressed from roles in integration and manufacturing

to design and consulting services, joined

WSP in November 2018. With 60 years at the forefront

of progress in the professional services space, WSP

in Canada is now a leading supporter of the companies

engineering our hyper-urbanized, interconnected,

Internet of Things (IoT) and 5G-powered future.

NOVEMBER 2019


281

$1,053.6mn

Approximate

revenue

1959

Year founded

8,300

Approximate number

of employees

www.businesschief.com


WSP CANADA

CLICK TO WATCH: ‘WSP FUTURE READY’

282

“At WSP, we have a Future Ready ®

program that offers our clients a clearer

understanding of what the future will

look like,” adds Sharyn Gravelle,

National Vice President of Telecom

and Technology at WSP in Canada.

“We look at four different pillars: climate,

society, resources and technology.

We strive to make our designs ready,

both for current design codes and for

the future we envision. This is where

we add value for our clients.”

Gravelle and Govang sat down with us

to explore the ways in which technology

is reshaping the smart building space

and how WSP is positioning itself to

lead and benefit from the coming

technological revolution.

CLOSE CLIENT PARTNERSHIPS

Commitment to continually improving

the quality and effectiveness of

processes, by educating both her

team and her clients, is at the heart

of Govang’s role.

“The overall industry and the

technology it employs has seen

several changes over the last decade,

NOVEMBER 2019


283

and I’ve personally worked with

hundreds of clients to educate and

support them through these transitions,”

she explains.

“WSP has a long history of providing

technology and telecom specialty

services to an established client base.

We strive to understand our clients’

business. Before commencing any

design, it’s crucial to sit with the client

in conversation about how they

envision their building operationally.”

Working closely to develop a clear

understanding of client expectations

“Ensuring end-to-end

encryption between

all devices is

increasingly

important. In fact,

I’d say it’s crucial”


Terri Govang,

Director of Technology for Western Canada,

WSP

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WSP CANADA

284

for everything from aesthetics to

core system functionality is a key

differentiator for WSP.

“Our clients are competing to provide

elegant buildings, packed with amenities

and world-class technology,” says

Govang. “Our focus is on offering the

kind of strategic advisory services that

support design and project management

of enterprise security technologies

and programs, with an emphasis

on intelligent infrastructure in highperformance

buildings, digital adoption

and technological improvements.”

As technology evolves, the demands

of the market do as well. “Clients are

more educated now than they’ve ever

been,” Govang explains. “They have a

greater understanding of technology,

and these pioneers are ultimately

seeking overall improvement in

building performance, operational

efficiencies, and improved user,

employee and guest experiences.”

Working with a team of seasoned

technology professionals, Govang is

at the heart of WSP’s efforts to both

increase the interconnectedness and

NOVEMBER 2019


technological capabilities of its clients’

buildings, and ensure that those clients

remain safe in a rapidly-evolving threat

landscape. “With more devices being

connected to your network, security

and integrity are often overlooked.

With the digital era and the increasing

adoption of IoT, yes, we can converge

intelligence systems, capture analytics

and connect buildings across the city.

But as exciting as this may be, the

technological revolution has brought

with it a changing threat landscape,”

she says. “If we disperse IoT devices

all over a building, campus or city, the

vulnerability points for potential attack

increase drastically, so ensuring

end-to-end encryption between all

devices is increasingly important.

In fact, I’d say it’s crucial.”

A STRATEGIC IMPERATIVE

Alongside the evolution of intelligent

business systems, the need for

integrated security has grown, to

the point where Govang argues it

is no longer a technological issue,

but a managerial and strategic one. 285

EXECUTIVE PROFILE

Sharyn Gravelle

Sharyn Gravelle is the National Vice President of

Telecom and Technology at WSP in Canada. She is a

strategic leader with strong acumen and progressive

career experience spanning over 30 years with

start-ups and large corporations. Having begun her

career as a Radio Frequency Design Engineer in 1988,

Gravelle has held diverse roles shaping the wireless

industry from early analog to the current 5G

landscape and continues to help shape Canada’s

telecom and technology infrastructure.

Over the last 6+ years, she has led a unified

national team of 200 employees at WSP.

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WSP CANADA

286

NOVEMBER 2019


“We use technology

to create open

and secure spaces,

improve the

flow of traffic or

people and deliver

a more sustainable,

reliable solution”

287


Terri Govang,

Director of Technology for Western

Canada, WSP

www.businesschief.com


Great minds think together.

Your business has unique design, security and operational needs.

Axis Professional Services provides personalized advice and customized expertise

to help you optimize existing surveillance systems and be able to meet the

demands of tomorrow. There, when you need us.

Visit us at www.axis.com/professional-services-us

or call us at 1 800 444 AXIS, option 1

In the past, Govang often encountered

organizational tendencies to

sacrifice technology and security

investment for the sake of perceived

convenience and cost. Today, that

simply isn’t an option.

“Above all else, a smart building is

a secure building,” she says. “We use

technology to create open and secure

spaces, improve the flow of traffic or

people and deliver a more sustainable,

reliable solution. Clients want to

leverage their investments to create

new use cases, improve the customer

experience, reduce waste, reduce risk,

increase compliance and drive efficiency

through new and emerging technologies.”

The driving capability behind all

these improvements that WSP is

delivering is the ability to gather more

high-quality data than ever before.

“It wasn’t long ago that cameras were

used to capture general overviews,

which helped deter and reactively

review safety or security in spaces.

That’s all changed,” says Govang.

Working alongside one of its

partners, Axis Communications,

NOVEMBER 2019


289

EXECUTIVE PROFILE

Terri Govang

As the Director of Technology for Western Canada at

WSP, Terri Govang oversees the design, development

and deployment of comprehensive security and

technology systems and applications. Having begun

as an industrial electrician, Govang has 13+ years of

industry experience that she leverages to deliver

modern and optimized approaches to security. She is

an ASIS Certified Protection Professional (CPP ® ),

specializing in new construction and enterprise

systems migration and upgrades. Her expertise is

evidenced by her track record of mitigating risk,

project planning and innovation.

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WSP CANADA

290

“Above all

else, a smart

building

is a secure

building”


Terri Govang,

Director of Technology for Western

Canada, WSP

WSP is using IoT-enabled devices in

order to provide its clients with better

insights pulled from larger, more

sensitive networks. Then, Big Data

analytics allow WSP to draw actionable

insights from that data.

“What’s great about this is that all

Axis devices support the application

platform, which enables developers to

leverage a lot of device processing

power, which helps edge-based

analytics that enable the camera to do

more than it ever could before,”

enthuses Govang.

NOVEMBER 2019


291

Looking to the future, both Govang

and Gravelle see the capacity for smart

buildings to increase efficiency, security

and comfort as a key driver of the

digital evolution of urban environments.

“The market is evolving towards 5G

and IoT — IoT being both massive IoT

for large scale applications, and critical

IoT for latency and other sensitive,

niche applications,” says Gravelle.

And as with any major paradigm

shift, this evolution has rendered

old practices obsolete. “Change is

certainly the one thing that is constant,”

says Govang. “Gone are the days

when technology and security were a

nice-to-have extra option. Technology

has become the modern critical

infrastructure.”

www.businesschief.com

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