Business Chief USA December 2019

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Building a digital strategy around advocacy banking

HHH USA

EDITION

DECEMBER 2019

www.businesschief.com

BUILDING

TECHNOLOGY,

TEAMS AND TRUST

Championing diversity

through eWOW

Rashim Mogha, Global Head of

Education Products, on her passion

for encouraging women into tech

City Focus

PHOENIX

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FOREWORD

W

elcome to the December

edition of Business Chief USA!

This month’s cover features

Rashim Mogha, Global Head of

Education Products, Automation

Anywhere, discussing how the

company is leading the way within

the tech industry by employing more

women to achieve greater diversity

in the sector.

Other leaders that feature in the

magazine include Chris White,

Deputy CISO at Interpublic Group

who discusses talent shortages

within the technology industry,

automation solutions and how to

ensure cybersecurity still allows

for creative freedom. In addition,

Gerardo Suárez Napolitano,

CEO of Tuenti Ecuador, reflects on

the evolving telecommunications

industry as well as the company’s

rapid growth and 100% digital

offering. Thomas Novak, AVP of

Digital Banking, Visions FCU,

discusses the benefits of digital

transformation within the

organisation to become true

advocates for its members.

In our leadership feature, we speak

with Ganeshan Venkateshwaran,

President of Trianz, to discuss

upcoming digital transformation

trends within the IT service

management industry.

This month’s City Focus takes a

closer look at the history and culture

of Phoenix, Arizona and its adoption

of autonomous vehicles. In addition,

our Top 10 ranks the wealthiest

individuals in the United States.

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

03

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USA

EDITION

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GEORGIA WILSON

EDITORAL DIRECTOR

MATT HIGH

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PUBLISHED BY


CONTENTS

14

Rashim Mogha is championing

diversity through eWOW

40

28

Trianz:

digitally transforming

technology solutions

DATA ANALYTICS

FOR GOOD – THE

NEXT FRONTIER


48

Talent retention:

why traditional

methods are

no longer

enough

56

64

City Focus

PHOENIX

Evolving the journey:

putting your carbon

footprint at the top

of the agenda

72


CONTENTS

88

Interpublic Group

102

Tuenti Ecuador


116

Visions Federal

Credit Union

130

RANDALL

Construction


144

PepsiCo

158

WSIB

178

Meridian

Credit Union


194

KUBRA

224

eStruxture

208

DRA Global


14

DECEMBER 2019


Automation Anywhere:

Rashim Mogha is

championing diversity

through eWOW

WRITTEN BY

AMBER DONOVAN-STEVENS

PRODUCED BY

CRAIG KILLINGBACK

15

www.businesschief.com


AUTOMATION ANYWHERE

Rashim Mogha, Founder of

eWOW and Global Head

of Education Products,

Automation Anywhere, is

leading the way in bringing

more women into the tech

industry and shares

how we can too

16

R

ashim Mogha is clearly the woman to

watch. eWOW (empowered Women of

the World) founder and the The Global

Head of Education Products, Automation Anywhere

University, best-selling author, keynote speaker and

equality influencer has just been awarded Woman

of the Year 2019. This is the third award Mogha has

won in 2019 alone, having also been recognised as a

Woman of Influence for Silicon Valley, and winning

the Women Empowerment: Game Changer Award

for her eWOW initiative, which empowers women to

be successful, and for her career achievements. “I’ve

had the privilege of working at the forefront of cuttingedge

technology throughout my career,” says Mogha,

a veteran of companies like VMware, AWS and Oracle.

“I led the education program for AWS, including bootcamps

at re:Invent, annual AWS conference where

we trained over 8,000 people during a three-day

event.” AWS provided Mogha with an opportunity

to create education solutions that can function in

DECEMBER 2019


17

“Say yes to every opportunity

and, as you climb the ladder,

don’t forget to give back”


Rashim Mogha,

Founder of eWOW and Global Head of Education

Products, Automation Anywhere

www.businesschief.com


AUTOMATION ANYWHERE

18

“When you really look

at it, robotic process

automation (RPA) is

going to drive how

business is done and

what the future of

work is in the era of

the fourth industrial

revolution”


Rashim Mogha,

Founder of eWOW and

Global Head of Education Products,

Automation Anywhere

real-time as well as to scale them out.

At Oracle, Mogha built the enablement

strategy for Oracle Cloud Infrastructure

from the ground up. “Coming to

Automation Anywhere was a natural

progression as I had the necessary

knowledge of how to build products for

startup environment, and then to scale

them out. That’s what my role involves

right now at Automation Anywhere.”

Her main responsibility is developing

education products to help accomplish

Automation Anywhere’s March to Million

mission of educating a million individuals

on developing and using robotic process

automation and prepare for the jobs of

the future. “This goal was very appealing

to me because when you really look at

it, robotic process automation (RPA) is

going to drive how business is done and

what the future of work is in the era of the

DECEMBER 2019


CLICK TO WATCH: ‘RASHIM MOGHA, AUTOMATION ANYWHERE |

WOMEN TRANSFORMING TECHNOLOGY 2019

19

fourth industrial revolution.” She asserts

the need for upskilling and reskilling to

maintain momentum in this ever-evolving

industry, confident that knowledge of

RPA will soon be a prerequisite for jobs

of future just like word processors and

office productivity tools. Mogha is also

passionate about leadership and has

been recognised as a Top 100 keynote

speaker by databird and a Top 20

thought leaders by Thinkers 360. She

says “Launching eWOW in 2018 was a

natural progression. Having held leadership

roles at VMware, AWS, and Oracle,

it was now my turn to give back and

empower more women to join and stay

in the tech industry.”

AUTOMATION ANYWHERE UNIVERSITY

Businesses are missing out on creating

compelling global solutions by not having

diversity at decision-making levels,

as considerations for women are time

and time again missed,” says Mogha.

“For example, the health app released

by Apple in 2015 did not incorporate or

take into account women’s reproductive

cycles, and facial recognition algorithms

have a success rate of only 33% on

darker-skinned women, as opposed

www.businesschief.com


AUTOMATION ANYWHERE

20

to 99% for white men. The creators of

the solutions were only thinking of one

gender; 49% of the population (men)

cannot create solutions for 100% of the

world’s population.” It is for this reason

that Mogha says it is essential to bring

diversity of thought in the tech industry in

order to create equal solutions and drive

the industry forward.

The March to Millions initiative is

helping in opening up opportunities

for everyone and so far has delivered

500,000 RPA trainings to business

analysts, developers, program managers,

partners, and students. The program is

gaining momentum with its 65 authorised

training partners across 300+

academic institutions. Mogha shares

that Automation Anywhere’s Enterprise

A2019 platform offers capabilities to

enterprises of all sizes, including: an intuitive

web-based interface that simplifies

bot development; a cloud-native platform

that offers customers RPA-as-a-Service

from the cloud with reduced cost and

“near-infinite” scalability; AI capabilities

to integrate third-party solutions and

natural language processing; and new

Attended Automation 2.0, allowing

greater collaboration between humans

and bots across teams and workflows.

Automation Anywhere University’s

education products play a key role in

upskilling the citizen developers on

DECEMBER 2019


Automation Anywhere’s Enterprise

A2019 platform. Origin Learning and

Newgen are strategic training development

partners ,working with Automation

Anywhere University to create its education

products. “These training partners

have been instrumental in helping us

develop educational products for our

global audience. Our trainings are free,

engaging and localized, making it easy

for anyone to learn how to develop and

use bots to eliminate the mundane and

focus on being creative. With Automation

Rashim Mogha

EXECUTIVE PROFILE

Anywhere University, we are making

opportunities available to everybody,”

affirms Mogha. She shares a phrase

often said by Mihir Shukla, CEO of

Automation Anywhere: “Talent is equally

distributed. Opportunities are not.”

EWOW: LEADING BY EXAMPLE

“The eWOW initiative is my way of giving

back to the community. It is an initiative to

empower women to be successful, whatever

the definition of success is for them,”

says Mogha.

21

Mogha is a thought leader and women in tech evangelist. A keynote

speaker and #1 Amazon best-selling author of “Fast-Track Your Leadership

Career” Rashim speaks at conferences around the world, inspiring women

and girls to further their career in technology. Her extensive career

portfolio includes leadership roles in companies such as Oracle, Amazon

Web Services (AWS), and VMware where she built high-performing teams

to support over US$2bn businesses. ​Her thought leadership innovation

and women in technology have appeared in publications such as Forbes

and ATD and platforms like Linkedin Learning. With a goal to empower

leaders in 2018, she founded eWOW: Empowered Women of the World.

eWOW is an intellectual platform designed to help women with their

technical and leadership skills to be successful and thrive. Rashim is a

recipient of ’Women Empowerment: Game Changer, Woman of the Year

and Silicon Valley Woman of Influence’ awards.

www.businesschief.com


ENTERPRISE


2003

Year founded

1,500,000+

bots and counting

1,750+

Number of

employees

In September 2018, Mogha released

her book on leadership, Fast-Track Your

Leadership Career: A definitive template

for advancing your career, which

became an Amazon Bestseller within 11

hours of release. “I had goosebumps! It

took me a little while to realise the level

of impact this was having on people, but

many women and men leaders began

to reach out, requesting to continue the

conversation around empowerment.”

In November 2018, she launched the

eWOW initiative: Empowered Women

of the World, designed to provide

women with the framework to be successful

at the workplace. “At eWOW,

we believe that every woman is a leader

in her own way – all she needs is an

intellectual platform that can help her

navigate the path.” The eWOW platform

offers Alexa skills, podcasts, various

online and in-person events, and leadership

workshops.

The eWOW podcast has an audience

in over 31 countries. “It’s about empowering

women, wherever they are,

in their journey to leadership. The

eWOW initiative is well on its way

COMPANY FACTS

• Facial recognition

algorithms have a success

rate of only 33% for

darker-skinned women,

as opposed to 99%

for white men

• The March to Millions

initiative is helping

providing opportunities to

everyone and Automation

Anywhere University has

delivered 500,000 RPA

trainings to business

analysts, developers,

program managers,

partners, and students.

23

www.businesschief.com


AUTOMATION ANYWHERE

EMPOWER DIGITAL WORKFORCE

Accelerate Digital Transformation with our Learning Strategies

& Learning Experience Platform

Email info@originlearning.com to schedule a demo


25

to reaching out and empowering

100,000 women globally.”

“10 years ago, women were expected

to act like men to a certain extent to

be successful in a leadership role, as

most of their peers were men,” reflects

Mogha. “Today, women can own their

narrative, bring their whole self to work

and become empathetic leaders without

having to pretend to be one of the

men in the room.” Mogha believes that

while women have more confidence

to speak up within these leadership

environments than ever before,

we are nowhere close to equality.

“49% of the

population (men)

cannot create

solutions for 100%

of the world’s

population”


Rashim Mogha,

Founder of eWOW and

Global Head of Education Products,

Automation Anywhere

www.businesschief.com


AUTOMATION ANYWHERE

26

DECEMBER 2019


BRIGHTER FUTURES

Looking to the future, Mogha has one

main piece of advice to others looking to

move forward in their careers. “Say yes

to every opportunity and, as you climb

the ladder, don’t forget to give back.” To

companies, she suggests: “If you want

this world to be an equal place and help

solve world problems, make sure that

you are truly bringing diversity and inclusion

into your workforce and into your

thought processes, as opposed to just

thinking of it as a token or a box that you

need to check.”

Mogha concludes: “The future is

bright for women in tech; there has

been an inspiring growth in the number

of women attending tech events and

many companies are also starting to

realise build programs to bring and

retain women in the workforce.” As the

tech industry continues to embark on

diversity and inclusion initiatives, there

is no doubt that Rashim Mogha will be

at the forefront of this drive, continuing

to inspire women to challenge bias and

push themselves to be empathetic and

forward-thinking leaders who create

solutions for real world problems.

27

www.businesschief.com


LEADERSHIP

28

Trianz:

digitally

transforming

technology

solutions

Ganeshan Venkateshwaran,

President at Trianz,

discusses upcoming digital

transformation trends

WRITTEN BY GEORGIA WILSON

DECEMBER 2019


www.businesschief.com

29


LEADERSHIP

30

With almost 20 years’ experience within IT

consulting and services, Ganeshan

Venkateshwaran, President at Trianz,

understands the rapid pace at which his industry

can evolve, driven by new and innovative

technologies. He believes that, when it comes

to the technology industry, “a key disruptor is

the pace at which core businesses are getting

disrupted. This, he says, means that the need

for technologies to deliver faster, better and

connected outcomes has never been greater

in order to stay ahead.

“As early as 2013, Trianz Founder and Chairman

Sri Manchala sensed new paradigms taking shape

and spent serious time with clients understanding

how it impacted theam,” says Venkateshwaran.

Before digital transformation became fashionable,

he explains, Sri and the senior leadership team

applied themselves to create the right portfolio

required for multidisciplinary collaboration.

“When we saw digital disruption coming, we

consciously transitioned out from any legacy

footprints we had, investing not only in creating

digital assets but also training and transforming

our core assets, our people.”

DECEMBER 2019


www.businesschief.com

31


LEADERSHIP

32

“A key disruptor is

the pace at which

core businesses are

getting disrupted,

which demands the

need for technologies

to deliver faster,

better and connected

outcomes”


Ganeshan Venkateshwaran,

President, Trianz

In terms of that transformation,

Venkateshwaran has seen multiple

technologies drive digital disruption

in the sector. These, he adds, include

Concierto.cloud, an integrated cloud

and infrastructure operations

management platform, to provide

a unified and holistic view of IT

operations, spanning infrastructure

and applications; Arxway, a bastion

host server that connects an

organisation’s VPNs to AWS Cloud’s

EC2 instances, enabling enhanced

security and authorised user access

from anywhere; Trianz Marketing Data

DECEMBER 2019


CLICK TO WATCH: ‘IMPROVE CUSTOMER & EMPLOYEE EXPERIENCES WITH FASTER,

EFFICIENT APPLICATION PERFORMANCE MONITORING’

33

Lake Solution, a unified repository for

all customer data, combining internal

and external sources to produce data

marts in an analytical consumable

format; and Trianz IoT Platform, the

management layer Underlying IoT,

which has the capability to visualise

device topology and rule chain analysis

for predefined actionable patterns.

Cloud in particular is becoming

increasingly important to companies

worldwide, he states. For example,

he explains how businesses of all

sizes are increasing their investment

in public cloud, taking a balanced

approach that enables them to opt

for a ‘multi-cloud’ strategy. The

development of hybrid cloud solutions

and innovations in containerisation

“marks the next phase of cloud

adoption”, he adds.

With the continuous increase in

cloud and analytical technology

driving mainstream businesses,

Venkateshwaran discusses in more

detail how Trianz works to leverage

innovations such as chatbots (natural

language processing), connected clouds

www.businesschief.com


LEADERSHIP

34

(public, private, hybrid), blockchain,

artificial intelligence, machine learning,

AIOps platforms, digital twins,

serverless computing, DevOps

assembly lines and microservices.

“Our digital transformation includes

building a machine learning algorithm

to classify legal documents for a

leading law firm, leveraging Azure

Cognitive services,” he explains.

“We are also developing a chatbot that

can retrieve data in conversional ways

for insurers; building a network

management system (NMS) solution

based on an open source IoT platform,

to monitor and manage patented BPL

devices; an AIOps product, that

ingests system services and

application logs that uses predictive

algorithms in an event management

framework; and developing deep

competency in areas of Modern data

stacks and driving certification around

Azure, GCP, Talend, Snowflake looker

and AppDynamics.

“At Trianz, our ‘Innovation Labs’ are

hotspots where new platform features

and capabilities are evaluated and

tested for specific use cases,”

comments Venkateshwaran.

“We have

carefully crafted

an ecosystem

engineered

around our

focus on digital

evolution”


Ganeshan Venkateshwaran,

President, Trianz

DECEMBER 2019


“The company is constantly evaluating

next generation technologies and

developing POCs/Prototypes that

enable technology based disruption.”

In addition to its current projects in

progress, Trianz has launched Trasers,

“a syndicated, benchmarking and

custom research service based on

the world’s largest study in digital

transformations, spanning over 5,000

companies across 17 industries.”

The service aims to allow business

leaders to develop visions, strategies

and roadmaps with data driven

insights for digital solutions.

Venkateshwaran also highlights

the importance of crafting the right

service model strategy, alongside the

right technology partnerships and

the right culture, when it comes to

multidisciplinary collaboration. If

companies do this, he states, it can

help to keep both themselves and

their clients ahead of the digital

transformation curve. “By investing

in digital workplace technology” he

adds, “we can provide operational

efficiencies to our global workforce, to

optimise synergies through seamless

communication and collaboration.

35

www.businesschief.com


LEADERSHIP

36

“When we saw digital

disruption coming,

we consciously

transitioned out from

any legacy footprints

we had, investing not

only in creating digital

assets but we trained

and transformed our

core assets, our people”


Ganeshan Venkateshwaran,

President, Trianz

LEADING THE DIGITAL

TRANSFORMATION RACE

Founded in 2001, Trianz has been

solving critical challenges faced by

business leaders through perspectives

backed by experience and research

for nearly two decades. Says

Venkateshwaran: “we have positioned

ourselves as next-generation leaders

in digital transformation engagements.”

Trianz delivers to its clients business

and technology roadmaps, business

readiness and organisational adoption

for strategic initiatives, as well as

technology services ranging from

platform selection and technology

DECEMBER 2019


architecture, all the way through to

solution implementations. “These

services aim to facilitate, orchestrate and

simplify the uphill task of evolving digitally

and contextualise interactions with

clients to personalise their experiences.

To reflect this commitment, our business

theme is ‘Digital Evolution Simplified’.

“We have carefully crafted an

ecosystem engineered around our

focus on digital evolution,” continues

Venkateshwaran “we are committed

to enabling business and technology

leaders to drive transformations through

simple, yet effective, techniques.”

Venkateshwaran believes Trianz’s

strengths are, its “exclusive focus on

digital transformation, unbiased insights,

global scale, values and culture.”

Over these years, Trianz has

expanded its footprint to multiple global

locations, with over 2,500 successful

client partnerships and engagements

with Fortune 1000 and emerging

organisations in multiple industries.

37

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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

40

DECEMBER 2019


DATA ANALYTICS

FOR GOOD – THE NEXT

FRONTIER

41

David González, Head of Big Data

and Advanced Analytics for Vodafone

Business, on the opportunity to use

big data for social good

WRITTEN BY DAVID GONZÁLEZ

www.businesschief.com


TECHNOLOGY

42

I

n 2018, data visualisation company

DOMO predicted that by 2020,

1.7MB of data will be created every

second for every person on earth.

The new year is now only one month

away, and this explosion of data is

showing no sign of slowing down.

As digitalisation becomes the norm

across more industries and IoT adoption

continues, even more data will be

generated. Industries like healthcare and

manufacturing have been turning data

into insights that drive improvements

to customer service, processes and

products. Outside of these use cases,

could this data driven approach also

be applied to tackle social challenges?

MOVING BEYOND THE ENTERPRISE

It would be short-sighted to assume

that data analytics can only be

relevant within the enterprise. Improved

connectivity and advances in

IoT are creating vast volumes of data.

As more people interact with these

connected devices, the data generated

will increase exponentially to

represent every aspect of society.

This will enable us to gain a better

understanding of how processes work

across myriad areas of modern life,

granting us the ability to then use

those insights to address existing and

future problems. Aggregated and

anonymised large-scale data has

the potential to generate immense

positive social impact.

For example, managing the aftermath

of natural disasters can consume

resources when time is precious.

Planning aid in advance is key, and data

analytics can be used to inform a plan

to assist those in need. Governments

DECEMBER 2019


43

and NGOs need to know where the

impacted people are, in which direction

they are moving and how the environment

is changing. Only then can they

respond effectively and efficiently

to the effects of the disaster.

In a similar way, data analytics can

be applied to protect public health by

predicting the spread of a pandemic.

Accurate predictions allow authorities

to put measures in place which

mitigate the effects and control the

incidence of new cases.

“Improved

connectivity

and advances

in IoT is

creating

vast volumes

of data”


David González,

Head of Big Data and Advanced

Analytics for Vodafone Business

www.businesschief.com


TECHNOLOGY

44

“Unlocking the

full potential

of data will

require a

concerted

effort between

different

organisations”


David González,

Head of Big Data and Advanced

Analytics for Vodafone Business

CLOSER TO HOME

Data can make a difference on a global

scale, but what about in urban centres?

Today, 55% of the world’s population

lives in such an environment. This

proportion is expected to increase to

68% by 2050. That’s another 2.5bn

people dwelling in urban areas. This

increase will place significant demands

on infrastructure, retailers, banks,

healthcare systems and educational

institutions. In addition, preventing

crime will also be a top priority. There is

the potential for huge social impact,

improving the management of cities

and the quality of life for citizens.

For example, data collected by law

enforcement can improve safety by

better predicting crime spots and

implementing measures such as

improved lighting or CCTV.

Preparing for this scenario begins

now, and it starts with understanding

the movement of people. Governments

and businesses alike can use

this information to make significant

decisions. In transport, for example,

it can inform where to build bridges

and footpaths or place electric

car charging points.

DECEMBER 2019


CLICK TO WATCH: ‘WHAT COULD 5G DO FOR YOUR BUSINESS?’

45

The success of these initiatives relies

on accurate insight into the needs

and habits of urban populations. This

must start with democratising access

to population data intelligence, in

a secure and anonymised way that

protects the privacy of future citizens.

KEEPING DATA PRIVATE

The main concern about widespread

data collection is data privacy; many

high-profile companies have come

under scrutiny for their use of customer

data. However, it becomes more

concerning when it is related to

sensitive information, such as individual

location or health status. Where will

this data be stored and how will it be

collected? Who will ultimately be

responsible for keeping it safe from

malicious actors? How can citizens

be assured that their data will be

anonymised and only be used for the

stated purpose? The answers to these

questions will affect the extent of the

public’s support. Transparency in

communicating with the public will

be critical to the success of any data

analytics initiatives, even if the purpose

is for good.

www.businesschief.com


TECHNOLOGY

46

WORKING TOGETHER TO KEEP DATA SAFE

Unlocking the full potential of data will

require a concerted effort between

different organisations. Those who

collect the data must work together

to ensure the insights are used by the

most appropriate organisations who

are able to effect change.

Vodafone is part of a wider alliance –

the GSMA’s Big Data for Social Good

initiative – where mobile operators

share insights with NGOs to build

an ecosystem that supports timely

planning and response. Location

intelligence – where location-based

“The increasing

digitisation of

industries

provides the best

opportunity for

data to be mined

for social good”


David González,

Head of Big Data and Advanced

Analytics for Vodafone Business

DECEMBER 2019


insights are used to solve problems

and identify new opportunities – plays

a role here, building a safer, more

sustainable world.

The increasing digitisation of

industries provides the best opportunity

for data to be mined for social

good, as a positive ‘side effect’ of

collection. In addition to making

services more efficient, streamlined

and personalised, the same data can

be used to predict how populations

move and react. As urban areas grow,

these insights will be critical to

informing how the safety and health

of citizens will be managed. It is

important that the right decisions are

made now, regarding data collection

and analytics. Only then will we

be prepared to tackle the social

challenges of the future.

47

www.businesschief.com


PEOPLE

48

Talent retention:

why traditional

methods are

no longer

enough

Business Chief

meets with Jen

Scherler Gormley,

HR Lead (UK), Cisco

to discuss strategies

to retain, source and

develop talent

WRITTEN BY GEORGIA WILSON

DECEMBER 2019


www.businesschief.com

49


PEOPLE

50

Currently in the UK, 43% of employers

feel it has become more difficult to fill

job vacancies over the last 12 months,

with 31% seeing salary increases of more than

2% being used as an incentive for recruitment

and retention of talent.

When it comes to recruitment and talent

retention, Jen Scherler Gormley, HR Lead

(UK), Cisco, believes that the flatline approach

of annual appraisals and ratings for objectives

and development simply isn’t enough.

Performance ratings disenfranchise a large

proportion of employees, creating year—long

labels regardless of a person’s change in

performance over the next 12 months at a

company. “For us, recruitment and talent

management is about empowering people to

be their best selves, as well as bringing everyone

together to create an environment where

individuals and teams can thrive. Five years

ago, we revived our performance management

processes by ditching annual appraisals and

ratings.” Gormley further comments that the

organisation’s move to eliminate annual

appraisals from its talent strategy in 2015 has

yielded positive results for its talent retention,

seeing higher engagement from existing

employees, as well as providing a strong

differentiator for attracting new talent.

DECEMBER 2019


51

Being ‘conscious’ is an important

part of workplace culture, states

Gormley. With 59% of UK workers

looking to move jobs as a result of

being undervalued, having no career

progression and having unsupportive

managers. With this in mind, it is

important to focus on three key

entwined areas: environment, the

unique characteristics of the organisation

and the specific experience of

individuals, in order to manage and

lead a positive culture. To incorporate

this into its organisation, Cisco has

www.businesschief.com


PEOPLE

52

implemented a digital platform that

enables weekly connections in relation

to what support is required and what

individuals loved and loathed about the

week, to aid its elimination of annual

appraisals. “We call this ‘check-in’,” says

Gormley. “It has been adopted at all levels

of the organisation – including our CEO

and executive leadership team – providing

important information to drive a different

kind of conversation with team members

providing greater regularity, as well as

allowing in—the—moment redirection

of work, support and continuous

coaching. Performance is ultimately

personal to each individual and it is

important that continuous conversations

take place between employees

and their leaders.”

According to Gormley, a workplace’s

culture should be built on a foundation

of accountability, empowerment and the

freedom to speak out to achieve goals

within an organisation. Transparency

and empowerment is a driving force to

build trust, within an organisation and

is a key element of ensuring that talent is

retained and thriving.

“Fundamentally, inclusion is

a bridge to connect diverse

perspectives, providing a platform

for new ideas and inspiring

innovation”


Jen Scherler Gormley,

HR Lead (UK), Cisco

DECEMBER 2019


CLICK TO WATCH: ‘WORKPLACE TRANSFORMATION AT CISCO WITH WEBEX TEAMS’

53

When looking to source talent,

Gormley highlights the importance

of combining human connection

with innovation to not only develop

employees, but also the business.

Industries are continuously changing

and adapting, and organisations

shouldn’t shy away from utilising

multiple forms of employment such as

apprenticeship programmes, alongside

traditional employment methods,

as well as utilising transferable skills.

“There is no one answer to this, but

we’ve found that the human connection

intertwined with innovation, is

fundamental to building and maintaining

a culture of continuous learning as

well as attracting talent that aligns

with our values.”

Inclusion and diversity is essential

to innovation. When sourcing, maintaining

and retaining talent, it is key to

ensure an organisation is inclusive.

“We have found that certain language

used in job profiles could dissuade

female talent from applying. Therefore,

we have implemented a tool that

analyses the language in our job

descriptions to ensure that we are

attractive to a diverse pool of potential

www.businesschief.com


PEOPLE

54

applicants. In addition, every year, we

take part in Girls in ICT Day to encourage

a higher percentage of girls to become

a part of the industry by utilising technology

to communicate with and support

girls across the globe,” says Gormley.

“Fundamentally, inclusion is a bridge

to connect diverse perspectives,

providing a platform for new ideas

and inspiring innovation.”

Internal changes within a company

can put a strain on organisations.

With this in mind, Gormley believes it is

important to maintain frequent communication

between leaders and team

members to ensure that workplace

“We have found that

certain language

used in job profiles

could dissuade

female talent

from applying”


Jen Scherler Gormley,

HR Lead (UK), Cisco

culture doesn’t get left behind in the

process. Companies should instead

utilise internal changes to enhance

communication and manage talent.

“We care a lot about our culture. We

are driving for an environment where

healthy conversations happen

between individuals and teams, where

no one is isolated and each person

feels able to proactively support their

colleagues,” says Gormely, who feels

its implementation at Cisco provides a

level of transparency she has not seen

DECEMBER 2019


55

in other companies, resulting in greater

engagement from employees to actively

participate in conversations regarding

experience and individual growth.

Ultimately, when it comes to talent

retention, traditional methods are no

longer enough to encourage employees

to stay with a company for the long

term. Companies need to be more conscious

of their employees by maintaining

human connection and communication,

in order to drive accountability,

empowerment and freedom within

an organisation. As a result of

incorporating these foundations,

organisations should see an increase

in innovation and inclusion, as well

as experiencing greater engagement

when it comes to individual growth

and performance.

www.businesschief.com


SUSTAINABILITY

56

Evolving the journey:

putting your carbon

footprint at the top of

the agenda

David Griffiths, Senior Product Marketing

& Strategy Manager at retail supply

chain Adjuno, looks at reduction of carbon

footprints in the retail industry

WRITTEN BY DAVID GRIFFITHS

DECEMBER 2019


www.businesschief.com

57


SUSTAINABILITY

58

Consumers are thrilled by the

speed and flexibility of e-commerce.

But the proliferation of

new retail channels and choices

is changing their purchasing behaviour,

and ultimately, that’s taking its toll on the

environment. With next-day, same-day

and one-hour delivery options starting

to be commonplace with many retailers,

consumers are fast becoming used

to getting their chosen product not just

quickly, but almost instantly.

At the same time, consumers are

placing greater emphasis on the sustainability

efforts of their favourite retailers.

In fact, a third of consumers are

now choosing to buy from brands they

believe are doing social or environmental

good. That’s a large proportion of the

customer base that a retailer risks losing

if they don’t meet this expectation.

The good news is that retailers across

the world are recognising this and

starting to step up with commitments to

address the sustainable agenda. But are

they doing enough?

With the battle moving to the supply

chain and concerns growing around air

DECEMBER 2019


59

pollution and greenhouse gases, brands

now have a responsibility to reduce their

carbon emission levels and drive the

creation of the green supply chain.

INDEPENDENTS VS RETAIL GIANTS

Independent retailers are currently

rising above the competition when

it comes to low carbon emissions.

Transport is the second highest emitter

of greenhouse gases, therefore

the independents who have shorter

product journeys will naturally have a

smaller carbon footprint. It isn’t as easy

“A third of consumers

are now choosing

to buy from brands

they believe are

doing social or

environmental good”


David Griffiths

Senior Product Marketing &

Strategy Manager, Adjuno

www.businesschief.com


SUSTAINABILITY

60

“Brands now have

a responsibility

to reduce their

carbon emission

levels ”


David Griffiths

Senior Product Marketing &

Strategy Manager, Adjuno

for the retail giants. With longer journeys,

more players in the supply chain

and bigger product ranges to contend

with, retail giants have a harder time of

reducing their carbon footprint. But it

certainly is possible.

Packaging should be at the top of

every retailer’s list when it comes to

making strides towards sustainability.

A strategic approach to transit packaging

that optimises carton, pallet

and container fill will not only reduce

packaging costs, with higher standards

enforced, but it will also decrease shipping

costs as a result of better container

DECEMBER 2019


CLICK TO WATCH: ‘SUPPLY CHAIN SOFTWARE – ADJUNO SCM SOLUTIONS’

61

utilisation, with less empty space being

shipped. Not only does this reduce

the number of journeys that need to

be made, but it will also enable more

efficient use of DC space. Ultimately

though, a strategic approach to packaging

reduces waste and therefore

improves the carbon footprint, putting

retail giants one step closer to meeting

their sustainability goals.

Many large retailers have already

seen success in this area too, with

effective changes to their packaging

compliance resulting in huge reductions

in the number of different packaging

types used, and consequently the

reduction in the amount of containers

and DC space required. The retailers

that are serious about reducing their

carbon footprint have the tools at their

disposal to make it happen, with simple

changes making a world of difference

to carbon-conscious consumers.

SHOUTING ABOUT SUCCESS

At the start of this year, Aldi claimed

it was the first grocer in the UK to be

carbon-neutral, detailing that it had

cut greenhouse gas emissions per

square metre of sales floor space by

www.businesschief.com


SUSTAINABILITY

62

53% since 2012. That’s a big statement

to make, but it shows Aldi’s

commitment to making changes that

have resulted in extremely positive

outcomes. The fact is that changes

are being made, but few retailers

are shouting about their behind-thescenes

success, leaving the issue

of reducing carbon footprint still far

lower than it should be on the retail

agenda. The lack of visibility for consumers

is weakening the message

and hindering their ability to trust the

brand, so whilst retailers must ensure

that first and foremost they are making

sustainable changes for the right

reasons, they also need to make sure

they are letting consumers know

what is really happening.

Simple changes to packaging will

show consumers that the retailer is

making an effort, for example, if a

retailer can confidently say in its marketing

materials that all items from

one brand are being shipped into

the store using 50% less packaging,

every carbon-conscious consumer

would know that steps are being

taken and be more likely to buy from

the retailer as a result.

DECEMBER 2019


“Simple changes

to packaging will

show consumers

that the retailer is

making an effort”


David Griffiths

Senior Product Marketing &

Strategy Manager, Adjuno

63

MAKING A CHANGE

The potential is huge, but retailers

must realise that the smallest changes

can have the biggest impact. What’s

important is for retailers to make these

changes and then shout about it from

the rooftops, moving carbon footprint

to the top of the agenda and creating

an ecosystem of retailers working towards

a common goal to turn sustainability

from talk to action.

www.businesschief.com


Welcome to Phoenix, Arizona, a hub

of industry, culture and innovation,

and the best place in the world to see

what a future filled with self-driving

cars might look like

PHOE

CITY FOCUS | PHOENIX

64

City Focus

PHOE

WRITTEN BY HARRY MENEAR

DECEMBER 2019


NIX

65

NIX

www.businesschief.com


CITY FOCUS | PHOENIX

66

Known to its 1.6mn residents as the ‘Valley of

the Sun,’ Phoenix, Arizona is the fifth most

populous city in the US and the only state

capital that is home to more than a million people.

First settled in 1867, it was incorporated as a city in

1881 and became the capital of the Arizona Territory

in 1889. Phoenix was originally an agricultural community,

with an economy that remained centered

around cotton, cattle, citrus, copper and its desert

climate for decades before the arrival of tech

companies in the wake of the Second World War.

Today, the Phoenix Metropolitan Area has a GDP

in excess of US$243bn, and a per capita GDP of

approximately $44,500, although its 4.2% unemployment

rate is higher than the national average

of 3.9%. Despite this, however, its economy was the

third-fastest growing in the nation last year, powered

by healthy performance in financial and business

services, healthcare and manufacturing sectors.

The largest company to call Phoenix home is

national pet goods and supplies retailer PetSmart,

which chalked up more than $5.3bn in revenue last

year. Its largest private sector employer is Walmart,

which has more than 30,000 workers across the

state, many of whom work at the company’s supercenters,

discount stores, neighborhood markets,

Sam’s Clubs and distribution centers in Phoenix itself.

DECEMBER 2019


1.626mn

Population of

Phoenix, Arizona

1881

Year founded

Nearest Airport

5km

Phoenix Sky Harbor

International

67

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CITY FOCUS | PHOENIX

68

“It’s pretty

trippy when

you see the

fact that the

car is driving

itself ”


Nicole Collins,

Waymo One rider

While coastal cities like New

York, Boston, Los Angeles and San

Francisco have more prominent

reputations for startup economies

and being proving grounds for industry-disrupting

innovations like food

delivery rovers, Postmates and Uber,

Phoenix has for the last year been

home to the first steps of an even

more important journey. Exactly one

year ago, in December 2018, Google

spinoff company Waymo launched a

limited trial service of its self-driving

taxi service in the city.

CLICK TO WATCH: ‘INSIDE THE CITY WHERE WAYMO TESTS SELF-DRIVING VEHICLES’

DECEMBER 2019


HOW WE GOT HERE

In 2004, the US Department of

Defense (DoD) hosted a competition.

It took the form of a 142-mile-long

obstacle course, designed to test the

abilities of autonomous vehicles. Only

one of the vehicles that entered made

it more than seven miles. Undeterred,

the DoD repeated the competition the

following year. Five teams completed

the grueling course in 2005, with the

entry from the Stanford Engineering

Department doing it in the shortest

amount of time and winning a $2mn

prize. That team was led by computer

scientist Sebastian Thrun.

Two years later, Thrun was hired

by Google to head up its fledgling

driverless car programme, Google X,

which has since spun off into Alphabet

subsidiary Waymo. Thrun left Google

in 2014 to pursue executive roles at

his own education and electronic

aviation companies, but Waymo is

now among the leading companies

bringing autonomous vehicles to the

point of commercial viability. The

company says that it has tested its

vehicles in over 25 cities across six

states, but the largest concentration

of miles driven have been in the

suburbs of Phoenix.

69

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CITY FOCUS | PHOENIX

70

WAYMO ONE

Operational for a year now, the Waymo

One service operates in four neighbourhoods

across the city: Chandler,

Tempe, Mesa and Gilbert. A vetted

group of around 1,000 local residents

can use the company’s app to hail a

ride from its growing fleet of autonomous

vehicles, as well as give direct

feedback on the service.

“It’s pretty trippy when you see the

fact that the car is driving itself,” said

Waymo One rider Nicole Collins in

an interview with CNBC. “It’s great

to be a part of history, for my kids to

experience - my daughter actually

liked it a lot.”

Riders with access to the Waymo

One app can summon one of its 600

vehicles 24/7 and use them to travel

anywhere in the limited area that the

company’s fleet has mapped. The

operational area is restricted because

Waymo’s fleet is only autonomous

in these pre-mapped areas, and the

safety of its vehicles is largely dependent

on the extensive pre-existing knowledge

they have of an area’s roads and obstacles.

In October, Waymo announced

that its vehicles had begun the process

DECEMBER 2019


of mapping out some streets in Los

Angeles, as part of the process of

determining whether the service is

ready to take on one of the most

congested urban transport environments

in the country.

Waymo has also partnered with

ride-hailing company Lyft, making 10

of its Phoenix vehicles publicly available

through its platform. Also, in October,

Waymo sent an email to its Waymo

One customers, informing them of plans

to remove the safety drivers that have

so far been a necessary presence in all

unmanned vehicles, ready to take the

wheel in case of a malfunction or error.

As today’s cities become the smart

urban environments of the future,

places like Phoenix are offering

remarkable insight into the solutions

that may define the technological

utopias of tomorrow.

71

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TOP 10

72

DECEMBER 2019


Wealthiest

individuals in

the US

73

Business Chief USA takes a closer

look at the wealthiest individuals in

the United States.

WRITTEN BY GEORGIA WILSON

www.businesschief.com


TOP 10

74

10

Rob Walton

$53bn

Rob Walton, aged 74, is the eldest son of Sam Walton, the founder of

Walmart – he joined Walmart in 1969. During his time at the company

he held a number of roles including: Senior Vice President, Corporate

Secretary, General Counsel and Vice Chairman, before taking over

as Walmart’s Chairman in 1992 following his father’s death. In 2015,

Walton retired and was replaced by his son in law Greg Penner.

Today, Walton and his siblings own half of Walmart’s stock.

DECEMBER 2019


75

09

Alice Walton

$53.1bn

Alice Walton, 70, is the only daughter of Walmart founder Sam Walton.

She briefly worked as a buyer at Walmart but did not take part in

the day-to-day operations of the business, instead becoming an

art curator. In 2011, Walton opened the Crystal Bridges Museum

of American Art featuring Andy Warhol, Norman Rockell and Mark

Rothko. Walton and her siblings own half of Walmart’s stock.

www.businesschief.com


TOP 10

77

08

Jim Walton

$53.4bn

At 71, Jim Walton is the youngest son of Sam Walton, the founder

of Walmart. Walton sat on the board of directors for Walmart until

2016, when his son Steuart took over. He and his siblings own half of

Walmart’s stock. Today, Walton is the head of regional bank, Arvest

Bank Group (which he has a 44% stake in) and works with his sister

Alice on a programme to issue US$300mn in bonds to help charter

schools invest in facilities.

www.businesschief.com


TOP 10

78

07

Sergey Brin

$53.9bn

Self-made billionaire, Sergey Brin, aged 46, is the president of Alphabet,

the parent company of multiple subsidiaries such as Google, Verily

and Waymo. Brin created a search engine alongside Larry Page,

listing results based on the popularity of the page. Brin and Page

called it ‘Google’ after the mathematical term ‘googol’, referring to

the number one followed by 100 zeros, and reflecting their mission

to organise the vast amount of information available on the internet.

DECEMBER 2019


79

06

Larry Page

$55.9bn

Self-made billionaire, Larry Page is the co-founder of Google and

current CEO of Alphabet, the parent company of Google following a

restructure in 2015. In addition to his work with Alphabet and Google,

Page is the founder of Planetary Resources, a space exploration

company, and is funding “flying car” startups Kitty Hawk and Opener.

www.businesschief.com


Reimagine

the impossible

Bring together people, data, and processes to transform

your organization.

With the latest in AI technologies, you can engage your customers

in new ways, empower your employees more than ever before, and

optimize operations to become an industry leader. Start your digital

transformation today.

Get started


TOP 10

Zuckerberg and US Secretary

of State John Kerry, 2016 81

05

Mark Zuckerberg

$68.3bn

One of the world’s youngest billionaires, Zuckerberg, aged 35,

co-founded social networking site Facebook in 2004. The site was

made for Harvard University students to match student names with

photos. In 2005, Accel invested $12.7 million into Facebook, opening

the site up to other colleges, high schools and international schools.

In 2012 Facebook became public, with its first initial public offering

(IPO) raising US$16bn – the biggest in IPO history.

www.businesschief.com


TOP 10

82

04

Larry Ellison

$68.7bn

Self-made billionaire Larry Ellison, aged 75, cofounded software

firm Oracle in 1977, building database-management systems for the

CIA. Oracle has grown through steady acquisition of software companies

such as PeopleSoft, Siebel Systems, Sun Microsystems and

Netsuite. In 2014, Ellison stepped down as CEO. However, he is still

on the Board of Directors and is Chief Technology Officer at Oracle.

DECEMBER 2019


Buffett meets with President Barack Obama

at the White House in July 2011 83

03

Warren Buffett

$81.7bn

Warren Buffett, aged 89, is the chairman and CEO of Berkshire

Hathaway, an American multinational conglomerate holding company

that owns 60 companies including: Geico, Duracell and Dairy

Queen. In 1956 Buffett formed Buffett Partnership Ltd, becoming

a millionaire through identifying undervalued companies, including

Berkshire Hathaway. Following a significant investment in Coca-Cola

Buffett became the director of the company.

www.businesschief.com


TOP 10

84

02

Bill Gates

$105.5bn

Self-made billionaire Bill Gates, aged 63, is

the co-founder of American multinational

technology company, Microsoft, alongside

Paul Allen in 1975. Gates met Allen in 1968

when he was just 13 years old, the two

bonding over their love for computers. In

1970, Gates and Allen developed a traffic

monitoring software for Seattle, making

US$20,000. Gates wanted to pursue a

business career but was encouraged to

go to Harvard University, studying law. In

1975, Gates dropped out of university to

establish Microsoft with Allen; their first

product was BASIC software that ran on

Altair computers. Paul Allen left the company

in 1983 after being diagnosed with

Hodgkin’s Disease. In 2014, Gates stepped

down as Chairman of the company, focusing

on his joint foundation with his wife

Melinda French – The Bill and Melinda

Gates Foundation – which he has donated

US$35.8bn worth of Microsoft stock to.

0000

YEAR

FOUNDED

$0.0bn

REVENUE

IN XXXXXXXXX

DOLLARS

0,000

NUMBER OF

EMPLOYEES

Altair 8800 Computer

DECEMBER 2019


Steve Jobs and Gates at D: All Things Digital in 2007 85

CLICK TO WATCH: ‘INSIDE BILL’S BRAIN – PART 1’

www.businesschief.com


TOP 10

86

Bezos giving NASA Deputy Administrator Lori Garver (fourth from left)

a tour of Blue Origin’s crew capsule in 2011.

CLICK TO WATCH: ‘AMAZON CEO JEFF BEZOS AND BROTHER MARK GIVE A RARE

INTERVIEW ABOUT GROWING UP AND SECRETS TO SUCCESS’

DECEMBER 2019


0000

YEAR

FOUNDED

01

$0.0bn

REVENUE

IN XXXXXXXXX

DOLLARS

0,000

NUMBER OF

EMPLOYEES

Jeff Bezos with Secretary

of Defense Ash Carter

Jeff Bezos

$108.2bn

Self-made billionaire Jeff Bezos, aged

55, is the founder and current CEO of

Amazon. The American multinational

technology company was founded by

Bezos in 1994, working out of his garage

in Seattle, Washington selling books. In

2005, Amazon added auctions to the

site and began selling multiple hardware,

electrical and apparel products, as well as

CDs and books. By 2014, it had launched

Amazon Web Services (AWS), Amazon

Kindles, Amazon Studios and Amazon

Alexa. Jeff Bezos has a Bachelor of Arts

and a Bachelor of Science from Princeton

University. As well as being the founder

and CEO of Amazon, Bezos founded Blue

Origin in 2000 to manufacture aerospace

technology and provide sub-orbital

spaceflight services. In 2013 he became

the owner of the Washington Post.

87

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88

IPG: building

technology,

teams and trust

WRITTEN BY

HARRY MENEAR

PRODUCED BY

MIKE SADR

DECEMBER 2019


www.businesschief.com

89


INTERPUBLIC GROUP

Chris White, Deputy CISO at Interpublic

Group, talks about the talent shortage,

automation, and how to ensure that

cybersecurity is an enabler of creative

freedom and business operations

90

W

e live in an era of unsurpassed connectivity.

The ongoing digital transformation of the

global business landscape is bringing

everything from robotic process automation (RPA)

to artificial intelligence (AI) out of the pages of science

fiction and into the homes and workplaces of billions

of people. Nearly every person walks around with a

rectangle of glass, plastic and silicon in their pocket

that can access nearly the sum of human knowledge,

and possesses about 100,000 times the computing

power of the thinking machines that put man on

the Moon. In seconds, we can convey information,

opinions and our innermost thoughts to an audience

of millions. We can share memes using a refrigerator

now. Never before has information, interaction and

human connection been so readily available, but this

new world is not without its challenges.

“What I don’t think a lot of people understand is

that every single person that owns a smartphone,

tablet, smart watch, even a smart fridge, is under

attack, every minute of every day,” explains Chris

White, Deputy Chief Information Security Officer at

Interpublic Group (IPG).

Below: IPG Chairman and

CEO Michael Roth and

Chief Diversity & Inclusion

Officer Heide Gardner

DECEMBER 2019


91

1961

Year founded

$9.7bn

Revenue in dollars

(2018)

54,000

Number of

employees

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INTERPUBLIC GROUP

92

“Every single

person that owns

a smartphone,

tablet, smart

watch, even a

smart fridge,

is under attack,

every minute

of every day”


Chris White,

Deputy Chief Information Security Officer,

Interpublic Group (IPG)

“There is a global war going on in

cyberspace. There are criminal elements,

state-sponsored elements – that classic

idea of the kid in the hoodie in his

mom’s basement doesn’t even scrape

the surface.” Far from attempting to

instill mass panic, White’s tone is one

of reassurance. “Inevitably people

hear that and say ‘well now I’m afraid

to go outside’, so to speak. What do

we do now? The answer is just to

behave normally. There’s no sense in

becoming a doomsday prepper, living

in a bunker with the phone lines cut,

because all the companies that make

and support everything you do at home

and for work, they understand that

cybersecurity is critical to doing business.

That’s why they have guys like

me who are doing our absolute best

to protect you.”

White’s career in cybersecurity

started in the US Air Force, working as

a signals intelligence operative around

the dawn of the internet. Over the

course of a 30 year career on the front

lines of cybersecurity, he has developed

a wide breadth of experience in

security automation and telecommunications.

He took on his current

DECEMBER 2019


CLICK TO WATCH: ‘IPG HOSTS INAUGURAL – FASTFW: AN IPG INNOVATION SUMMIT’

93

role at Interpublic Group in April 2019,

working to support and execute the

security vision of IPG’s CISO, Patricia

Hinerman, who moved over from her

role of Corporate CIO in March.

Interpublic Group is one of the

foremost advertising and marketing

holding companies in the world. With

offices across the globe, the company

employs more than 54,000 people

specialising in advertising, digital

marketing, communications planning,

media and public relations. “Because

IPG is a holding company, my job

is to provide IT services, including

cybersecurity, to our portfolio of companies,

which all operate in a culture

of consensus. I’m responsible for

more than 100,000 endpoints, tens of

thousands of users across hundreds

of companies supporting thousands

of downstream clients. My security

team is 30 people,” White explains.

Along with Hinerman, White and his

team are facing up to the challenges

before them and executing an intelligent,

modern cybersecurity strategy

that balances the challenges of a constantly

evolving threat landscape with

the unique demands of IPG.

www.businesschief.com


INTERPUBLIC GROUP

94

Across global companies, operational

functions and departments are

transforming their operations to ensure

they not only perform those functions

but also enable, support and add value

to the enterprise as a whole. As IPG, a

business fueled by creatives working in

the world’s best advertising agencies,

this is vitally important. “We’re ensuring

that we’re never, ever ‘the office of no,’”

says White. “IPG has a creative culture.

The people here are working on how

to make the next great Superbowl

commercial, how to really support their

clients with a marketing campaign

that’s intelligent, appealing – all those

things. The upshot is that I can’t just

mandate that people use particular

tools or software. I need to enhance

my agency’s function, and that means

creating an environment that is secure,

but also not restrictive to the creative

process.” Constantly finding the solutions

that provide security, without restricting

freedom or disrupting operations is

a core element of White’s role.

Even as businesses’ operations

become increasingly digital, the

DECEMBER 2019


industry-wide emphasis on the human

element is only growing more pronounced,

something made even more

apparent by demand for security personnel

that outstrips the current supply.

“There’s a dire need for cybersecurity

professionals. If you can hire them, it’s

hard to hang onto them,” says White.

“I have to find the talent that’s right for

me in my environment, in my culture,

and work with them to give them the

things that they need to get their job

done the way they want to do it. I have

to think of creative methodologies.”

In addition to a shrinking pool of cybersecurity

professionals, the amount of

data that a modern team handles is

growing exponentially, something that

is transforming the way teams like the

one at IPG function. “The talent shortage

combined with this data increase

means there’s no way that you can

follow traditional security practices

of identifying a problem, sounding an

alert, prioritizing it through as critical,

high, medium or low, and then tackling

it,” he says. “If you do that, you’re going

to get buried in data.” The answer, in 95

Chris White

EXECUTIVE PROFILE

Chris White is a 30 year cyber professional.

He spent 25 years working inside and with the

DoD on the design, deployment and operation

of cyber offensive and defensive platforms.

He then spent four years working for EY supporting

clients across the media & technology, retailing,

and manufacturing verticals to establish and

operate their security functions. He currently

serves as the Deputy CISO/Director of Security

Operations for Interpublic Group. When not

defending the enterprise he likes to ride

motorcycles, play guitar, and enjoy life.

www.businesschief.com


Interpublic Group Adds

Business Value to its

Companies Through Security

Proofpoint protects users and delivers

unmatched insight for continuously maturing

security effectiveness.

THE COMPANY

Interpublic Group (IPG) is a premier global advertising and marketing

services enterprise. Its companies specialize in advertising, digital marketing,

communications, media, and public relations—creating customized

marketing programs for clients of all sizes. IPG support its agencies with

a range of services, including IT and cybersecurity services. But reducing risk

and protecting users across a large and complex global federated enterprise

is a tall order. Proofpoint plays an integral role in the security team’s success.

THE CHALLENGE

IPG and its companies deliver award-winning campaigns for many of

today’s world-leading brands. Marketing and advertising strategies, creative

work, and brand equity can represent billions of dollars of corporate value

to each client. Security is important to win agency clients; therefore, it’s

essential for IPG to protect its companies and employees in order to attract

new agencies.

“Our mission is reducing business risk,” said Chris White, director of

security operations and deputy chief information security officer for IPG.

“That’s not easy with massive scope and complexity. We can’t possibly

hire enough cybersecurity experts—they simply don’t exist—so we must

find other methods to achieve our goals.”

The IPG security team manages more than 100 agency tenants in

Microsoft Azure-based Office 365 email. Among tenants, there are huge

differences in office size, ownership and work style. The goal is to move

the hundreds of IPG companies to Office 365, but meanwhile, the team

needs a way to defend multiple email platforms against crimeware, email

fraud, imposters, and nonstop phishing campaigns.

“I knew Proofpoint could arm us with the tools and information that enable

us to defend our companies and give us the data, automated capabilities,

and vendor expertise we needed,” said White. “We chose Proofpoint as our

primary tool to support security for one of our most critical business systems.”


THE SOLUTION

Building on strength

The IPG team built its defenses on Proofpoint Email

Protection. With multi-layer threat protection and analysis,

it defends IPG employees against spam, bulk email,

malware and viruses. It also evolves impostor email and

phishing attacks. And by using Proofpoint Targeted

Attack Protection (TAP), the IPG team can detect, analyze

and block advanced threats delivered through malicious

attachments and URLs before they reach employees.

TAP also detects polymorphic malware, weaponized

documents, and credential theft attacks across cloud

and premises-based email systems.

For example, IPG exchanges email with its companies,

and each company also exchanges email with external

clients. Once, a client’s email was co-opted by a threat

actor who inserted a malicious URL—unbeknownst to

the client. Proofpoint detected and blocked the email,

which enabled IPG to provide the agency’s client with

the important data needed for remediation.

“Proofpoint enables us to add value to our companies,”

said White. “In turn, they can demonstrate security

assurance to their clients. Proofpoint supports our

trusted relationships, which are critical to delivering

great work.”

Besides detecting advanced threats, the IPG team

can automatically remove them from mailboxes with

Proofpoint Threat Response Auto-Pull (TRAP). This

automation has been a game-changer for IPG. White’s

team plans to extend Proofpoint Threat Response

automation to other use cases, such as automatically

isolating endpoints or correlating data with other

security controls.

“There will always be more threat and attack data

than security analysts,” said White. “With Proofpoint

Threat Response, we can automatically enable

protections further down the kill chain. This is

extraordinarily beneficial.”

Maturing front-line defenses

Knowledgeable employees are powerful front-line

defenses. Proofpoint Security Awareness Training with

PhishAlarm makes it easy for IPG users to report

phishing emails. PhishAlarm Analyzer ranks reported

emails in real time by their threat potential, which saves

time for the security team. The Proofpoint Attack Index

within the TAP Dashboard provides data on IPG’s most

attacked people. And it gives them instant visibility into

these targeted users and the threats that attack them.

With this insight, White’s team can track changes in the

attack landscape over time, as well as improvements in

user awareness.

“We can measure how well users recognize phishing

attacks and if they take action when they see something

suspicious,” said White. “Having users report suspicious

emails is a huge step forward in security maturity.”

THE RESULTS

Proofpoint enables the team to focus its time on

“true positive” alerts and issues with potentially high

impact. Now they’re spending their time on the

security measures that matter most to their enterprise

and its companies.

LEARN MORE

For more information visit proofpoint.com

“By improving our companies’ security, we provide a distinct

benefit to their businesses and their clients. Proofpoint enables us

to bring more value to these relationships and plays a key role

in making us attractive to new agencies.”

Chris White

Director Of Security Operations and Deputy Chief Information Security Officer

Interpublic Group


INTERPUBLIC GROUP

98

addition to careful cultivation of an

existing security team, is to harness

cutting edge automation technology.

“You have to apply automation to help

direct people’s brains to where they

need to be focused. This is one of the

reasons why I am very excited about

our new companies, Acxiom and

Kinesso. When IPG acquired one of

the world’s leading data solution companies

in 2018, it afforded my team the

chance to partner with the incredible

expertise they have around the understanding

and use of data to support

automation,” says White, “because the

most important tool in your toolbox is

people. Period.”

In a world of talent shortages and

increased digitalisation, expert help is

an essential commodity for White.

“I couldn’t do my job without having

supportive partners,” he says, “and I

use the word partner intentionally.

A partner is someone you trust implicitly

and who is going to do what is right for

you. A good partner in business brings

new insight and new ways of thinking

about what you do.” Early thinking

about cybersecurity methodology

centred around the maintenance and

DECEMBER 2019


“I couldn’t do my

job without having

supportive partners”


Chris White,

Deputy Chief Information Security Officer,

Interpublic Group (IPG)

development of an effective firewall.

Then, in the 2000s, applications added

an additional dimension. “Not only do

I have to have the network protected,

but every application needs its own

individual defense in-depth stack,”

says White. “Proofpoint exposed me

to a new dimension of thinking – a

whole new axis. We need to be thinking

about identity as a third dimension

that needs its own levels of protection.”

Today, as digital identity becomes more

dispersed, both inside and outside the

enterprise – across a host of different

applications – IPG is working to protect

its employees’ identities beyond the

standard provided by normal identity

access management solutions. “That’s

something that Proofpoint brings to

the table, because digital identity is

99

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INTERPUBLIC GROUP

100

IPG Chairman and CEO Michael Roth opens the

annual IPG Breakfast in Cannes at Cannes Lions

Festival 2019

“Proofpoint

exposed me to

a new dimension

of thinking – a

whole new axis”


Chris White,

Deputy Chief Information Security Officer,

Interpublic Group (IPG)

primarily controlled through email, and

they showed us how to harness our

data to start protecting the identities of

our users more effectively,” says White.

Reflecting on the first few months

at IPG, White and Hinerman are still

putting their stamp on the department

and the team. “With both of us being

new to the role, I think our short-tomedium

term goal is to ensure that

our agencies are confident in us to

do the job that they’ve asked us to

do, and that comes through in good

production results that are based

DECEMBER 2019


101

upon good data analysis, and that’s

impactful,” he explains. Looking forward

to the new year, the IPG team

has internally branded 2020 The Year

of Data Quality. In both the short and

long term, though, the most important

thing that White is working to build

is trust. “I need to increase services

efficiently, build trust, and continue to

make IPG’s operations more secure

without incurring a cost to its ability to

do business. I’m really very grateful to

IPG for this chance. I never, ever, in my

life thought I would be deputy CISO

for a Fortune 300 company. Never. Not

five years earlier I was working with

the Department of Defense, and then

15 years before that I got out of the Air

Force as a lower-level enlisted member.

This is kind of like being a kid, hitting a

home run and all of a sudden I’m playing

in the Major Leagues.”

www.businesschief.com


102

DECEMBER 2019


TUENTI ECUADOR:

SIMPLE, DIGITAL,

AGILE

WRITTEN BY

HARRY MENEAR

PRODUCED BY

GLEN WHITE

103

www.businesschief.com


TUENTI ECUADOR

Gerardo Suárez Napolitano,

CEO of Tuenti Ecuador,

reflects upon the Telefonica

offshoot’s rapid growth,

100% digital offerings

and agile methodology

104

T

he global business landscape is being

continually shaped and reshaped by

evolving customer demand. In the telecommunications

space, the rise of social media

and digital communication is provoking radical

shifts in the way that operators approach new

and existing markets.

Tuenti came into being in 2006 as a social networking

service targeting young people in Spain.

Between 2009 and 2012, it attracted more than

15mn registered users, becoming known as the

Spanish Facebook. Seeking new markets and

customers, the company has transformed its

offering over the past decade, now operating as

a private brand which operates as an independent

business unit of multinational telecom giant

Telefónica. The firm offers mobile telephone services

accessible anywhere on any device with

the strong digital operation.

DECEMBER 2019


www.businesschief.com

105


TUENTI ECUADOR

106

The Tuenti brand entered the

Ecuadorian market in 2015, sponsored

by José Manuel Casas, Telefónica

Ecuador’s Executive President, with the

goal of capturing the millennial and and

centennial market through a roster of

simple, affordable plans as an alternative

to traditional mobile carriers. “We

started out with a plan to reach 500,000

customers in five years. Four and a

half years into that plan, we have more

than 900,000,” says Gerardo Suárez

Napolitano, CEO of Tuenti Ecuador.

We sat down with Suárez Napolitano

to discuss the strategies behind Tuenti

Ecuador’s dramatic growth, and the

company’s vision for the future.

“When we were starting out with

Tuenti Ecuador, we wondered if it was

possible to create a new telco brand

that was different from what millennials

and centennials were accustomed to in

Ecuador,” recalls Suárez Napolitano. “To

accomplish this, we thoroughly investigated

what was positive and negative

2015

Year founded

$36mn

Revenue in US dollars

27

Number of

employees

9%

Share of market in telco

prepaid segment

DECEMBER 2019


CLICK TO WATCH: ‘RECARGA BANCO GUAYAQUIL — STAR WARS’

107

about these users’ experiences. We

became obsessed with their wants and

needs. From those inputs we created

the Tuenti experience, which is the sum

of an attractive commercial offering and

a very simple product to use.” Tuenti´s

team operates in accordance with three

central rules for creating a superior

telecommunications product: be data

centric, be pro client and keep it simple.

“Our target demographic wants data,

so that’s at the heart of everything we

offer. We also value our loyal customers

as much as we value our new ones, so

long—term Tuenti customers will always

have access to the same great offerings

we present to our newest customers.

Lastly, we don’t do small print or hidden

conditions; our offering is so simple that

our customers will always understand,

remember, and hopefully love it,” says

Suárez Napolitano. “When we designed

the product we dedicated a lot of time

to constantly achieving innovations that

make the experience easier and easier.”

At the heart of Tuenti Ecuador’s success

is a dedication to agility, simplicity

and a constant focus on improving the

product. “Our User Experience (UX) is

at the heart of everything we do.” The

www.businesschief.com


TUENTI ECUADOR

simplicity of Tuenti Ecuador’s digital

products also affords the company

the opportunity for laser focus on the

intricacies of its offering. “Although the

products we offer may be simple, when

we change and improve those projects

— offering new integrations, promotions,

etc — we work through those changes

in great detail, investing time in test

environments and, in many cases, we

integrate the developments in phases to

ensure the best possible results,” Suárez

Napolitano explains.

The company eschews a physical

presence, instead embracing a 100%

digital offering delivered through channels

such as Facebook, Twitter, Web

Chat and the Tuenti Chat App. “We

know that the best customer service

is the customer service that doesn’t

happen because the client doesn’t

need it, so we make it as easy as possible

for them to find the answers to their

problems without having to pick up

the phone. We don’t have any physical

care centres,” says Suárez Napolitano.

Learn More

Find out how businesses like

yours are growing on Facebook.

Cisneros Interactive is a Facebook Authorized Sales Partner for Bolivia,

Costa Rica, Dominican Republic, Ecuador, Guatemala, Panama, Paraguay,

Puerto Rico and Uruguay helping brands in those countries to take

advantage of Facebook’s marketing platform for real business results.

LEARN MORE


“WE STARTED OUT WITH A PLAN

TO REACH 500,000 CUSTOMERS

IN FIVE YEARS. FOUR AND A HALF

YEARS INTO THAT PLAN, WE HAVE

MORE THAN 900,000”


Gerardo Suárez Napolitano,

CEO, Tuenti Ecuador

109

EXECUTIVE PROFILE

Gerardo Suárez Napolitano

Suárez Napolitano is an executive with over 25 years’ experience

in several commercial assignments in Latin America. He worked in

massive consumer products companies such as Procter & Gamble

in Venezuela and Argentina, and Empresas Polar in Venezuela.

His last 15 years has been spent working in telecommunication

business in the hand of Telefónica as a Commercial Director in

Venezuela, Sales Director of Telesp in Brazil and Commercial VP

in Ecuador. In October 2014, he was appointed as Tuenti

Ecuador’s CEO and launched the brand in June 2015 as

separate business unit of Telefónica. Suárez Napolitano is

an Industrial Engineer from UCAB — Venezuela, Finance

Magister from Unimet — Venezuela and Telecom

Business Master from Catalunya University in Spain.

www.businesschief.com


TUENTI ECUADOR

110

“MEETING AND EXCEEDING THE

GOALS OF OUR BUSINESS PLAN

HAS BEEN DUE TO THE AMAZING

WORK OF OUR TEAM”


Gerardo Suárez Napolitano,

CEO, Tuenti Ecuador

DECEMBER 2019


www.businesschief.com

111


TUENTI ECUADOR

“LESS POWERPOINT,

MORE ACTION”


Gerardo Suárez Napolitano,

CEO, Tuenti Ecuador

112

DECEMBER 2019


“Instead, we have an omnichannel customer

service offering supported by our

own proprietary chat bot that allows us

to optimise our service and increase

customer satisfaction.” As a result, Tuenti

Ecuador has been recognised as having

the best digital customer service record

in the market, reaching 72% of NPS (Net

Promoted Score), Internally, the company

has achieved a 60% level of automation

regarding customer service.

Agility and innovation are impossible,

however, without deep, meaningful

understanding of the target market.

Súarez Napolitano prides his team

on being young, diverse and creative.

“Meeting and exceeding the goals of

our business plan has been due to the

amazing work of our team,” he says. “To

create this team, we sought to integrate

a diverse mixture of talents, incorporate

a large percentage of millennials into the

company, hire people with experience

inside and outside the telco sector, as

well as people from different geographies

of the country, and ensure an

even mix of genders.” This small and

diverse team has been essential to Tuenti

Ecuador adopting a successful digital

strategy, with the agility to evolve and

113

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TUENTI ECUADOR

114

suit the needs of a market based on clear

understanding of consumer demand.

This agile methodology is not restricted

to the company’s internal operations.

Suárez Napolitano explains that, through

Tuenti Ecuador’s relationships — all of

which are based on a commitment to

maximising agility — with a growing

network of close partners, the company

has dramatically improved the quality

of its offering and reduced delivery

times across its supply chain.

Tuenti Ecuador has become the

preferred brand for millennials and

centennials in the telco industry. The

company’s brand communication and

media strategy are based on awareness,

consideration, performance and loyalty.

Continuously, the firm creates campaigns

with direct collaboration

from Facebook Creative Shop and

Google Excellence, who guide them

in the best practices of creative

execution and media.

DECEMBER 2019


115

Looking to the future, Suárez

Napolitano sees Ecuador as a place

of limitless potential. “In 2020, there

are three key areas we will be pursuing:

ensuring that the Tuenti team continues

to operate with the same passion, humility

and individualistic spirit that has seen

us change and grow to become the

preferred brand for the country’s young

people; expand the capabilities — and

therefore the user base — of our digital

platforms; and develop new business

avenues that aligns with and expands our

current offering,” he enthuses, adding

that Tuenti Ecuador is a business that celebrates

success, takes risks, learns from

its failures, and constantly innovates. He

laughs, adding one final thought: “Less

PowerPoint, more action.”

www.businesschief.com


Visions Federal

Credit Union:

116

becoming financial

advocates

WRITTEN BY

GEORGIA WILSON

PRODUCED BY

SHIRIN SADR

DECEMBER 2019


www.businesschief.com

117


VISIONS FEDERAL CREDIT UNION

Thomas Novak, AVP of Digital

Banking, Visions FCU, discusses

how digital transformation can

help the business become true

advocates for its members

118

T

homas P. Novak has been in the banking

industry for close to 14 years. He began

his career at PNC Bank in New Jersey in

2006, before moving to M&T Bank in New York in

2010. Today, he is Assistant Vice President (AVP)

of Digital Banking at Visions Federal Credit Union

(FCU), a member-owned credit union dedicated to

community advocacy.

According to Novak, who joined the business in

2011, Visions FCU involved in multiple volunteering,

fundraising, donation/sponsorship initiatives and

scholarship programs for the local communities it

serves. It is an approach, he says, that sees the business

“woven into the fabric of the local communities

that we serve”.

“Our digital strategy is focused around the term

advocacy banking. Like a healthcare advocate for

physical well-being, we want to support, guide and

advise our members at every step of their journey

regarding their financial well-being,” Novak continues.

“We want to help our members across every

aspect of their financial lives to become financially

independent.” It is a vision that is driven across the

DECEMBER 2019


119

1966

Year founded

$24mn

Revenue in US

dollars

650

Number of

employees

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VISIONS FEDERAL CREDIT UNION

120

organization from the top down, says

Novak. For example, over the last seven

years – following the appointment of

Ty Muse as President/CEO – a fresh

perspective has spread throughout

the business, driven by several cultural

changes. “Our CEO and executive

leadership team travel to our three

operating states – New York, New

Jersey and Pennsylvania – to hold Town

Hall Meetings for members, local community

groups and Visions employees,

giving them the space to voice opinions

and generate new ideas,” he says.

Alongside these cultural changes,

technology innovation at Visions FCU

has also been viewed with a fresh

approach, with Novak stating that the

business has “moved away from simply

caring about operational efficiency,

to innovation and efficiency through

advanced technologies.”

Novak’s core role at Visions FCU is

centered around digital transformation,

which he calls a “central tenet for

our success”. He adds that “delivering

a top tier member experience has

become an increasing trend across

DECEMBER 2019


CLICK TO WATCH: ‘NEW HQ GRAND OPENING’

121

“We’re always

looking for more

ways to achieve

better results for

our members,

communities and

employees”


Thomas Novak

AVP of Digital Banking, Visions Federal Credit Union

www.businesschief.com


VISIONS FEDERAL CREDIT UNION

122

“Instead of casting

a wide net and

carrying out a manual

process, we want

to utilize AI to have

more precision and

accuracy for catching

potential fraud”


Thomas Novak

AVP of Digital Banking, Visions Federal Credit Union

the entire banking industry and, for

Visions FCU, it’s our communities,

members and employees that are

really the driving force behind our

digital transformation journey.” Since

embarking on that journey, Visions

FCU has developed a ‘member experience

department’ to drive innovative

changes to better serve the company’s

members. Working with this department,

Novak’s digital team has focused

on four key pillars of digital memberfacing

technology: online banking,

mobile banking, account opening and

DECEMBER 2019


consumer lending. “We knew we had to

get the basics right, then we can build

a more sophisticated technology ecosystem

on top,” he explains. As of 2018,

Visions FCU successfully implemented

the four pillars, providing members with

“a connected and unified experience

with no drop-off points”.

To apply for a loan from Visions FCU,

customers can use five core channels;

online, mobile, in-branch, contact

center and indirect lending. Two years

ago, Novak and his team created a

multi-channel solution for consumer

lending that unifies the process for

employees and members. This, according

to Novak, resulted in an additional

US$60mn in loan volume within the first

year. Putting members first, he believes,

has made the process easier and more

convenient. Vision FCU’s online and

mobile banking is directly powered by

Q2ebanking. “As we strove to create

a single platform for online and mobile

banking, Q2ebanking was the key component,

becoming a critical partner of

Visions FCU,” says Novak, who is now

partnering again with Q2ebanking to 123

Thomas Novak

EXECUTIVE PROFILE

As the head of Digital at Visions FCU, Thomas P. Novak is the leader

of the digital strategy and digital transformation. He is

responsible for many SaaS based member facing technology

platforms and led the charge on their digital banking

conversion (online and mobile) at Visions FCU. He believes

in partnering with members to become their financial

advocate while providing relevant and convenient digital

solutions to empower their journey to becoming financially

independent. Working for the past 14 years with banks

and Visions FCU in various roles, he has a unique

perspective on how to approach business challenges

with a global mindset.

www.businesschief.com


What does it mean to

innovate in banking?

It’s simple. Listen to customers’ needs and meet

their expectations.

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origination, and fee collection transactions. We’re

making payment processing powerful, safe, and

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Include SWBC Payments on

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create innovative solutions for bill pay

and money movement. In addition to

Q2ebanking, Visions has also entered

into a new partnership with SWBC to

streamline the company’s payments

infrastructure creating a safe, secure

and consistent platform for its members.

Supporting the member in a way

that is optimal to their lifestyle is of

paramount importance to Visions FCU.

In addition to payments, Novak is

focusing on bolstering Visions FCU’s

“Delivering a top tier

member experience

across every channel has

become an increasing

trend across the entire

banking industry and

for Visions, it’s our

communities, members

and employees that

are really the driving

force behind digital

transformation journey”


Thomas Novak

AVP of Digital Banking,

Visions Federal Credit Union

overall digital systems to support

ongoing business needs. For instance,

through the implementation of more

sophisticated technology, such as

machine learning, he explains that

Visions FCU currently utilizes a digital

marketing tool powered by machine

learning for personalized marketing

within digital banking, noting that “we

have datasets that we are working on

with our fintech partner, Micronotes, to

determine the probability of someone

benefitting from a certain product or

piece of educational content. If there

is a high propensity, then we communicate

with the member within digital

banking through a conversational note

to see if they wish to move forward.” He

highlights that, every time a campaign

is run, the result is more targeted

and provides stronger insights. Most

recently, a certificate campaign helped

to yield over US$4.3mn in deposits.

With regards to other technologies,

Novak highlights work in the Business

Performance Department exploring

robotic process automation (RPA):

Business Performance is in the early

stages of utilizing RPA within our card

servicing department to reduce the

www.businesschief.com

125


VISIONS FEDERAL CREDIT UNION

Are they leaving

you behind?

Or will you be

a part of their

financial journey?

To become the companion your

account holders need throughout

their lifelong financial journeys,

your FI needs a partner who can

help you provide better experiences

and more relevant services.

Be a part of the journey.

Learn how. Visit us at

q2ebanking.com/journey


127

repetitive, low value tasks that some

employees endure in order to facilitate

an increase in the amount of high value

work produced,” he says. “RPA isn’t

being used to replace employees, it’s

to complement and enhance what they

are currently doing so that their focus

can be transferred to our members

and high value projects.” In addition, he

ultimately hopes to utilize automation

for the entire mortgage process: “Our

SVP/CMEO and VP/CLO in conjunction

with the Digital Dept. want to transform

the entire process, making it end-toend.

We not only want to simplify the

front-end for Union users, but transform

the manual processes in the back office

following the submission of a successful

application to be more efficient overall.”

Naturally, with any implementation

of new technologies comes a greater

focus on cybersecurity. For Novak,

Visions FCU’s cybersecurity maturity

is one of its key strengths. “Whenever

we look to develop internally, we do

so through a secure development

lifecycle,” he explains. To combat

cyber-crime, Visions FCU’s efforts

include education on how the business

interacts with them, educating

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VISIONS FEDERAL CREDIT UNION

128

its employees on phishing, providing

sophisticated multi-factor authentication

for digital banking access, as well

as notifications to alert members of

login attempts to digital banking. In

recent months, Visions FCU has also

created a separate risk department

that leverages knowledge and experience

from various areas to create

improved transparency for employees

and members regarding fraud

mitigation. In addition to this, Novak

is currently researching with multiple

business units, innovative solutions

to utilize artificial intelligence (AI) for

fraud mitigation and detection, noting

“We don’t just want

to be the best

credit union; we

want to be the best

financial services

provider and

advocate to those

we serve”


Thomas Novak

AVP of Digital Banking, Visions Federal Credit Union

that “instead of casting a wide net and

carrying out a manual process, we want

to utilize AI to have more precision and

accuracy for catching potential fraud”.

Looking to the future, Visions

intends on utilizing an AI chatbot solution

and natural language processing

in member-facing technology that can

learn various dialects and slang terms,

providing an extra convenience layer

for members for a 24/7 service offering.

In addition to this, Novak wants to

build a financial ‘health score’ for the

DECEMBER 2019


129

company’s members, stating that

“we believe a person’s financial health

is integral to other parts of their life”.

With this in mind, Novak discusses

the creation of a platform that helps

members better understand how their

funds are being utilized, “underpinning

this would be AI, data analytics and an

elegant UI and UX”.

Reflecting on the business, Novak

believes that Visions FCU’s biggest

strengths are its commitment to people

and openness to leveraging technology

to solve real business problems, as well

as its financial strength that helps it

propel its initiatives and innovative technology.

“We’re always looking for more

ways to achieve better results for our

members, communities and employees.

We don’t just want to be the best credit

union; we want to be the best financial

services provider and advocate to

those we serve.”

www.businesschief.com


130

DECEMBER 2019


RANDALL:

construction

the right way

131

WRITTEN BY

DAN BRIGHTMORE

PRODUCED BY

TOM VENTURO

www.businesschief.com


RANDALL CONSTRUCTION

RANDALL Construction is cementing

its position as the leading self-perform

in Florida by investing in innovative

market disrupting products across an

impressive portfolio of business units

132

T

he genesis of RANDALL Construction

lies in a full-service plumbing company

launched in Orlando, Florida back in 1986.

“We started the business out of my apartment,”

recalls Jeff Condello, President & CEO. RANDALL’s

portfolio of business units has grown to include

everything from electrical and engineering to BIM

and fabrication. “The more complex a job, the

greater value we bring,” pledges Condello. “We like

to partner with construction managers and owners

who value a well-managed, professional contractor

for their specific solutions.”

It was the acquisition of Seminole Sheet Metal in

2010 that elevated RANDALL’s offering and triggered

a period of extreme growth, positioning the

business as both a major mechanical and plumbing

company, as well as the largest sheet metal company

for construction in Florida. “It was the largest

non-union metal manufacturer in Florida,” remembers

Condello. “Today, we’ve more than doubled the size

DECEMBER 2019


www.businesschief.com

133


RANDALL CONSTRUCTION

134

“The more complex a job,

the more value we bring.

We like to partner with

construction managers

and owners who value

a well-managed,

professional contractor

for their specific

solutions”


Jeff Condello,

President & CEO, RANDALL Construction

of the manufacturing facility to 20 acres.

We used the acquisition to enable us

to offer in-house fabrication and grow

our mechanical plumbing group. The

reason for that growth is our aim to be

a one-stop shop and provide value to

our customers by working out of the

same facilities to ensure our costs can

be competitive in any market. Our ability

to self-perform most of the work on a

construction site has future-proofed our

business model.”

During the last recession, Condello

explains the company took advantage

of the struggling economy and was

able to expand the RANDALL family.

“Companies were shutting down,” he

recalls. “We were able to take on many

good people and fund new and innovative

branches of our business. That’s

how we started our concrete tilt wall

company, which is now among the largest

contractors of its type in Florida.”

DECEMBER 2019


CLICK TO WATCH: ‘RANDALL ENGINEERED PRECAST’

135

Innovation is key to RANDALL

enhancing its capabilities as a specialty

contractor. “We aim to provide

solid, state-of-the-art service to make

projects more efficient for our clients,”

maintains Matt Reinders, Vice President

of RANDALL. “Because we self-perform,

we can control our job sites

– especially with the mechanical

plumbing, electrical, and fire protection

all in one unit. We can deploy

prefabricated solutions with ease, use

BIM models for more accuracy and

provide one point of contact for communication

which makes it easier for

the general contractor. Through our

design-build process, we offer a full

turnkey service that ensures everything

is coordinated via a unified

approach resulting in greater efficiency.”

By employing a vertically

integrated offsite construction

approach, RANDALL can reduce

labor on site by up to 50%. “Bringing

a prefab mentality to each project is

the perfect solution to meet the challenges

of today’s tight market with

its labor shortages,” adds Reinders.

“We’re tooled to be that subcontractor

in the marketplace.”

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As part of its strategy, RANDALL

has invested in BIM technology to aid

its approach to pre-construction processes,

providing General Contractors

and project partners the capability to

see what’s happening in real-time when

work on site begins. With 360-degree

cameras on the job sites, the ability

to deploy drones – and with most of

its workforce connected with mobile

devices – technology in the field is

aiding collaboration by keeping all

disciplines across a project connected.

Reinders believes RANDALL’s commitment

to technology makes it an

attractive company to work for. “You’re

not going to find another contractor that

does approximately 70% of a total project

in-house and self-performed; from

site work, tilt walls and precast to architectural,

metal work and MEP-FP. Our

innovative mindset is a differentiator.

We’re taking that to the next level with

our modern approach to modular construction,

using prefabrication to push

the possibilities to make construction

sites safer and cleaner while producing

less waste.”

Located in the heart of America’s

theme park industry, RANDALL has

137

1986

Year founded

100,000

Square feet fabrication

facility in Florida

1,300

Number of

employees

www.businesschief.com


RANDALL CONSTRUCTION

formed partnerships with themedentertainment

companies like Disney,

Universal and Sea World to name a few.

“People like working with RANDALL,”

says Reinders proudly. “We have the

resources, strength, safety progamme

and the reputation. No matter how difficult,

RANDALL is the go-to player in

the South East marketplace that will

exceed expectations and get the job

done. Our business model is controlled

and our planned growth is strategic,

which minimises the challenges most

other companies in our industry face.”

RANDALL has found success with

a diverse range of state-of-the-art

projects including a bio science laboratory

at a UF Research & Academic

Facility, Dr. Phillips Performing Arts

Center in Orlando, several airport projects,

Cabana Bay Resort for Universal,

themed metal work for both Star Wars

attractions in Anaheim and Orlando,

and The Land of Pandora for Disney.

138

Jeff Condello

EXECUTIVE PROFILE

Jeffrey S. Condello is an entrepreneur. Looking to break into the

construction space, Condello worked for a plumber in Philadelphia,

as his apprentice to learn the plumbing trade, before

breaking away to begin his own company in 1980.

Shortly after, the Condellos moved to Central Florida

and Randall Mechanical Inc. was born in 1986. Under

Condello’s leadership, and with the full support of his

wife, Debra, and his two children (who now work for

the company), Chris and Danny, this once just-aplumbing

company has grown into the largest

self-performing subcontracting firm in Florida.

Condello famously shares words to live

by as he encourages his employees to

“do the right thing, every time.”


Sustainability is another important

area of focus for RANDALL as the firm

aims to identify ways it can lessen its

carbon footprint. Thanks to an offsite,

modular approach to construction,

significant progress is being made.

For example, “engineered precast

combines a two and half-inch thick

concrete wall with a steel-stud panel

and is a much lighter product, when

compared to the traditional thickness of

brick or concrete walls reducing the

“We aim to provide

a solid, state-ofthe-art

service

to make projects

easier for our

clients”


Matt Reinders,

Vice President of RANDALL Construction

Matt Reinders

EXECUTIVE PROFILE

139

Previously an Operations Director at Balfour Beatty, where

he worked on major construction projects for more than

20 years, Matt Reinders brings a wealth of experience

to his role at RANDALL. During a decade of service

at the company, he has helped oversee a period of

sustained growth that has seen the specialty

contractor develop its 10 self-performing business

units to offer a one-stop shop for its clients. “We can

do it all in house, it’s a big advantage that gives us

control,” confirms Reinders, who is focused on

meeting the challenges ahead. “Our aim is to

achieve growth with our founding principal

of finding solid leadership candidates to help

RANDALL thrive.”

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amount of natural resources (water,

sand etc) required,” explains Jessica

Allen, RANDALL Brand Manager. “In

turn, this makes a building’s foundations

smaller. Lighter precast products further

reduce the number of loads to be

transported by large emission-producing

trucks.” RANDALL’s approach is

also helping owners and developers

qualify for LEED green building credits,

promoting greenier solutions across

the construction industry. “In our precast

yard, we recycle and reuse

waste concrete,” adds Reinders.

“Broken down concrete from one

DECEMBER 2019


project can be recycled as fill for another.”

RANDALL is actively seeking suppliers

who can enhance this eco-friendly

approach. For example, the company

has teamed up with Kingspan as one

of its few manufacturer distributors

for the KoolDuct product. Kingspan’s

KoolDuct System has a phenolic core

and is a pre-assembled, pre-insulated

duct system for HVAC installations that

is 70% lighter than alternatives available

and much greenier as it uses

fewer materials.

Reinders sees a growing trend for

prefabrication and modular solutions

across the construction industry leaving

RANDALL well-placed to take

advantage of emerging requirements

for MEP and fire protection systems,

which it can deliver in-house. “We’re

also moving towards offsite pod construction

for bathrooms and kitchens

at our facility,” he adds. “They can be

put on a truck, delivered to site and

craned into position.” Ultimately,

RANDALL is able to increase the

141

COMPANY FACTS

RANDALL is very familiar with

virtual design construction

(VDC) concepts, protocols and

implementation, including

Building Information Modeling

(BIM). Utilising BIM is beneficial

for its team to analyse physical

building changes and improve

overall building, design and

structural changes as the

project proceeds on schedule.

RANDALL has the expert

personnel to fully engage and

implement BIM, activating its

many benefits, including:

• Building prototypes and

analysed best options

• Predictive logistics conflicts

• Build faster, smarter,

more cost effective

• Reduces risks

• Controls cash flow

• Eliminates unnecessary costs

• Optimises scheduled activities,

reduces construction time

• Finds, fixes errors before they

become expensive mistakes

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RANDALL CONSTRUCTION

142

“Our innovative mindset

is a differentiator”


Matt Reinders,

Vice President, RANDALL Construction

DECEMBER 2019


projects’ speed to market, reduce risks

and provide much needed alternatives

to the traditional, antiquated methods

of construction.

Condello affirms RANDALL is always

looking to improve. “We always ask our

people: ‘what are the problems in the

construction industry?’. It’s always been

done the same way for many years.” he

laments. “A lot of companies aren’t happy

with where they are and what they’re

doing. The solution? Think differently

and find better ways to achieve your

goals. We do this by partnering with

our manufacturer relationships and discovering

new approaches to projects

through the progress they are making

with materials and technologies. We do

facility tours and apply those learnings

at RANDALL, both in the field and in our

own workshop.” Under Condello’s watchful

stewardship, the RANDALL family

will continue to evolve, looking to redefine

‘the right way’ to achieve the best

construction solutions.

143

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144

PEPSICO LATAM:

DRIVING INNOVATIVE

SUPPLY CHAIN

OPERATIONS IN A

HIGH PERFORMANCE

MARKET

WRITTEN

BY

MARCUS LAWRENCE

PRODUCED BY

DENITRA PRICE

DECEMBER 2019


www.businesschief.com

145


PEPSICO

PEPSICO LATAM HAS BEEN

UNDERGOING A SIGNIFICANT SUPPLY

CHAIN TRANSFORMATION AS THE

COMPANY AT LARGE CONTINUES

TO STREAMLINE AND OPTIMIZE THE

EFFICIENCY OF ITS OPERATIONS

146

P

epsiCo’s portfolio of evocative household

names has a foothold in every major

market around the world, and delivering

those products to consumers in the most effective

manner possible has become a company-wide

strategic imperative. For PepsiCo’s operations

in Latin America (LATAM), the centralization of

procurement has been an ongoing endeavor for

the past several years and the transformation is

reaping dividends. As a key region for PepsiCo’s

wider balance sheet, optimization of procurement

and logistics in the region stands to have a significant

impact on success at large. The procurement

function is, in effect, essential to the company’s

wider growth strategy. When new CEO, Ramon

Laguarta, came in last year, there was a refinement

in the company’s vision focused on how PepsiCo

can become the leader in convenience food and

beverages by winning with purpose rather than

just performing – and this mentality is central to

the company’s supply chain transformation.

DECEMBER 2019


$64.6bn

Approximate

revenue

1898

Year founded

250,000+

Number of employees

worldwide

147

www.businesschief.com


PEPSICO

148

“THE FIRM’S STRONG

PARTNERSHIP

MANAGEMENT

IS TIED INTO THE

SUCCESS OF

ITS NEW FLEET

MANAGEMENT

CAPABILITIES”

With its LATAM operations accounting

for around 11% of PepsiCo’s global

revenues, optimizing supply chain and

procurement operations in the region

is essential for continued growth at

both a national and global level.

Leveraging relationships with suppliers

worldwide is key, along with the

capacity to negotiate on a global scale

whilst simultaneously servicing and

supporting local markets. In 2012,

previous CEO Indra Nooyi set a goal

of securing $1.5bn in cost savings

through streamlining and incrementally

DECEMBER 2019


CLICK TO WATCH: ‘PEPSICO SUPPORTS RECYCLING IN LATIN AMERICA

WITH INNOVATIVE PROGRAMS’

149

upgrading the company’s productivity,

citing the firm’s positive performance

in the five volatile preceding years

for world economies. “Our goal is to

continue on that earnings trajectory

over the next five to 10 years, fully

recognizing that we need to make

changes to the way we operate to

address the challenges identified in the

review process,” said Nooyi in a press

statement at the time. “2012 will be

a transition year, in which we will be

taking the appropriate steps to build

a stronger, more successful company

going forward.” Latin America, as a

region, has been vital to the realization

of this ambitious goal. By combining

procurement and operations, both

delivering more cost-effective ways

of purchasing and enabling the supply

chain with new technologies – such

as the new fleet management system

– quarterly productivity has been

enhanced significantly both on a local

and wider level.

Partnerships have been particularly

crucial to the cost-saving strategy, as

more effective relationships can yield

higher quality solutions at cheaper

rates. Not only that, but the complex

www.businesschief.com


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Vehicles:

As an independent brand within the Volkswagen Group,

Volkswagen Commercial Vehicles (based in Hanover, Germany)

is responsible for the Group’s worldwide activities in the

area of light commercial vehicles, people carriers and camper

vans. This includes the systematic further development, the

production and the sale of the successful Transporter, Caddy,

Crafter and Amarok model ranges (almost 500,000 sold units

in 2018) as well as the development of new vehicle types, (digital)

services and (electric) mobility solutions.

By doing so, Volkswagen Commercial Vehicles focuses on the

individual transport and mobility needs of its commercial and

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models and their everyday lives.

Beyond that, the brand is responsible and will set the pace for

the strategic future field of autonomous driving for the entire

Volkswagen Group, aiming to become the leading company for

individual mobility and interconnectedness by 2025.

Mission: we transport success.

Volkswagen Commercial Vehicles is fully concentrating its

activities on the fundamental changes taking place in the industry

and to the changing customer requirements. Therefore, we

pursue a clear strategy for our future business – called GRIP 2025+

(Growth, Responsibility, Innovation, People) – allowing us to

design the necessary transformation, to stay competitive and to

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Compliance with environmental regulations, standards and

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Facing the task of shaping mobility in a cleaner, safer and

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Commercial Vehicles, too, just like the other brands of the

Volkswagen Group, is committed to the target of the Paris Summit

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developed anew, will be one of our most important products for

the future and is our technology carrier for autonomous driving.

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employees, and working together as one team with the best

partners of the industry are the crucial things that enable us to

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153

nature of Latin America’s established

and varied markets necessitates

a high degree of expertise on the

business side to initiate and maintain

such relationships. Every country

has its particularities, so having the

necessary talent and capability

to connect with the correct partners,

provide the right efficiencies and

scale relative to different countries

is essential for PepsiCo’s delivery

of its supply chain objectives.

PepsiCo proactively and regularly

assesses its partners and ensures it

is leveraging the most cost-effective

source locations. The aforementioned

regional and intra-regional quirks are

similarly vital to consider when it

comes to both partner selection and

the application of innovative technological

solutions. Driverless vehicles,

for example, are not currently viable in

places like Sao Paolo and Lima due to

both infrastructural and technological

limitations. However, these limitations

have not prevented the company from

establishing a new fleet management

solution in the region replete with

benefits to productivity, efficiency,

logistics, sustainability, driver safety

www.businesschief.com


PEPSICO

154

and more. Focusing on safety and

making sure hard braking, hard

cornering, inefficient acceleration

and so forth are reduced has reaped

myriad benefits, improving the

employee experience along with wider

ranging results. Beyond safety, the new

fleet management system has a much

broader reach: the platform pilot is

seeing a reduction of 10% in both

idling and travel distance, significantly

reducing fuel consumption and

greenhouse gas emissions. The

implications for enhanced sustainability

are a particular boon as consumers

around the globe become more

conscious of the environmental

impacts of the products they buy.

The firm’s strong partnership

management is tied into the success of

its new fleet management capabilities,

too. Leveraging key relationships with

expert fleet managers to augment

its ability to build and deploy

customized systems has

enabled PepsiCo to boost

efficiency, automatic

dispatching, roadside assistance,

and more. These efforts have

resulted in a 90% reduction in

“IT’S CLEAR THAT

THE POTENT

INTEGRATION OF

TECHNOLOGIES

AND BLENDING OF

THEIR CAPABILITIES

HAS BEEN KEY TO

PEPSICO LATAM’S

SUCCESS”

DECEMBER 2019


www.businesschief.com

155


PEPSICO

156

DECEMBER 2019


associated administrative work,

enabling employees to focus on

more fulfilling value-added activities.

No single technological solution or

platform is responsible for or capable

of securing such successes, however,

it’s clear that the potent integration

of technologies and blending of their

capabilities has been key to PepsiCo

LATAM’s success. The transport

management system is tied into the

telematics system, the last mile system,

the route planning systems and so

on, enabling the best qualities of

each solution to be available in the

same place.

Taking a broader view of business

operations, growth of the company

at a global level, and the focus on a

clear strategic vision are collectively

bringing PepsiCo ever further forward

as an example of procurement and

supply chain operations done right.

157

www.businesschief.com


158

Seamless customer

journeys and

digital readiness

WRITTEN BY

MARCUS LAWRENCE

PRODUCED BY

JAKE MEGEARY

DECEMBER 2019


www.businesschief.com

159


WSIB

Samantha Liscio, Chief

Technology and Innovation

Officer, Ontario’s Workplace

Safety and Insurance Board,

discusses the organisation’s

digital transformation and

its drive to enable seamless

customer experiences

160

I

n Ontario, Canada, workers benefit from

legislation compelling their employers

to provide workplace insurance. This

strategy necessitates a provider for that cover

and Ontario’s Workplace Safety and Insurance

Board (WSIB) is that very organisation. While

many companies view digital transformation as a

means to keep up to date with the times or gain a

measure against the competition, such compulsions

are not so clear for state-mandated entities;

if the organisation is essential, one might wonder

why that organisation would prioritise exhaustive

modernisation and the heavy investment and strategic

challenges of shifting operations to digitised

solutions that it entails. Samantha Liscio, Chief

Technology and Innovation Officer at WSIB, dismisses

such notions. The focus, she says, has to

be on making the customer experience seamless,

straightforward, and easy, irrespective of whether

employers have the option to change insurer. “Our

DECEMBER 2019


The digiHUB is located at WSIB’s head office. It is a workspace for all things digital, featuring an

open layout that encourages employees to come together and collaborate 161

1914

Year founded

CA$4.4bn

Revenue in Canadian

dollars

4,000

Number of

employees

www.businesschief.com


WSIB

162

“Our CEO affirms that

our goal here is to be

the insurer of choice.

Even as a monopoly,

if our customer had

a choice they should

pick us, and he’s very

vocal about that”


Samantha Liscio

Chief Transformation and

Innovation Officer, WSIB

CEO affirms that our goal here is to be

the insurer of choice,” she says. “Even

as a monopoly, if our customer had a

choice they should pick us, and he’s

very vocal about that.”

This obligation is driven by the

services and solutions that customers

have come to expect from the

modern world, where vital information

and operations can be accessed and

actioned through apps that define

and enable sleek, optimised customer

journeys. “We still have competition

on customer expectations, and

WSIB has a lab at Kitchener’s innovation hub Communitech – employees can collaborate and

leverage other communal creative environments

DECEMBER 2019


CLICK TO WATCH: ‘WE’RE MAKING IMPROVEMENTS TO DELIVER BETTER SERVICE’

163

we feel that very keenly these days

when people can go online and bank

or purchase airline tickets with one

click,” explains Liscio. “It makes an

imperative for us to be able to provide

services like that to them, because

when our clients come to us they’re

injured or they’re ill and they expect

that the great work that we do to help

them get better and return to work

isn’t overshadowed by how difficult it

is to deal with us. They don’t want to

be worrying about mailing or faxing

information to us, they don’t want to

have to call to figure out their claim

status, and they want the WSIB to be

easy and straightforward and available.

That really is what’s driving digital

transformation for us.”

With this focus on the customer,

WSIB has identified the processes

which define the customer journey

and performed a series of ethnographic

studies into the needs and

expectations of its customer base. By

then taking staff through each facet of

that journey, the areas of convolution

and friction become clear. Addressing

these areas of frustration, Liscio says,

will enable the digital transformation

www.businesschief.com


WSIB

166

“With a clear focus

on what our

customers want, IT

can foster

discussions around

the art of the

possible in using

digital tools

to enable

transformation”


Samantha Liscio

Chief Transformation and

Innovation Officer, WSIB

to precipitate the correct changes for

the organisation as a whole. “Getting

staff to think from an outside in kind

of focus, and getting that customer

experience right, drives other values

too. We track public value as a key

measure and part of our strategic

metrics reporting, and if we get the

customer piece right, our public value

and trust measures change for the

better as well. With a clear focus on

what our customers want, IT can

foster discussions around the art of

the possible in using digital tools to

enable transformation. IT can show

the business what modern technology

and modern software can bring

in terms of enablement and meeting

those customer needs, effectively

orchestrating and architecting for the

future in a scalable, efficient, and

sustainable way.”

While Liscio believes that some traditional

access channels will remain

in place to serve the less digitallyenabled,

removing reliance on paper

is a fundamental piece of the transformation.

Claims related documents

DECEMBER 2019


Located in WSIB’s head office at Simcoe Place, the digital factory represents its commitment as an

organisation to develop solutions for the people it serves, improve its processes, upgrade its systems,

and enable employees to provide the services that customers need with the least amount of effort.

WSIB’s digital factory is both a physical space and a way of working

167

Samantha Liscio

EXECUTIVE PROFILE

As Chief Technology and Innovation Officer at the WSIB,

Samantha is responsible for digital transformation,

leveraging technology and customer experience to

streamline processes, provide value and modernise the

business. She ensures IT operational excellence,

directs innovation and drives the highest possible

value from technology assets and investments.

Samantha has over 20 years of experience in IT

leadership roles. In previous positions in both the

public service and private industry, she led the

design and implementation of large-scale digital

transformative initiatives.

www.businesschief.com


CLICK TO WATCH: ‘PETE’S RETURN-TO-WORK STORY’

169

can now be uploaded directly from a

laptop or mobile phone and delivered

to the organisation digitally, significantly

decreasing the lead times for

postage and processing of faxes that

traditionally hinder the expedition of

claims processes. This customerfacing

element permeates through

the organisation as part of what Liscio

calls WSIB’s biggest transformation

endeavour in its 105-year history: the

core services modernisation programme.

“It’s essentially doing three

things,” she explains. “It’s getting rid of

paper and becoming digital at source,

because if you’re handling digital

information it fundamentally changes

the business processes, rationalising

those business processes in line with

customer journeys and then finally

deploying the enabling technology

using agile methods that can be sustainable

in the long term. Doing all

three of those together is key so this

isn’t just a technology project, even

though a big component of that is

replacing and upgrading our core system

of record.”

This is where key partner Guidewire

comes in, providing a suite of

www.businesschief.com


WSIB

170

PARTNERS

Wipro

“Providing continuous

improvement enhancement

and on-going defect fixes has

been a vital component in

maintaining performance and

stability in our core system.

Wipro have helped the WSIB

rollout system enhancements

that have reduced the number

of clicks from our core system

users by more than 50%”

IBM

“We’ve just partnered with IBM

to do our managed hosting and

cloud services, and they’re

helping us understand how we

can be better use data and

analytics in our data centres

so that we can automate the

repetitive server administration

tasks and drive efficiencies

as we plan and orchestrate

cloud services”

Samantha Liscio

Chief Transformation and

Innovation officer

WSIB’s leaders come together frequently

to talk about its modernization journey

and plan for next steps

DECEMBER 2019


digitally-enabled insurance tools to

facilitate rapid claims registration,

administration and return-to-work

processes. “A ‘quick win’ for us has

been the digital document upload tool

that we launched last year, and its

connectivity to Guidewire,” enthuses

Liscio, adding that the organisation’s

time to market has been cut drastically

through using the digital factory

to drive development. “In the past, it

took years to launch WSIB products,

but this one was 16 weeks from inception

to launch. In 2018, we received

more than 2.3mn pieces of paper

either by mail or by fax and we’re cutting

a lot of that through the digital

upload tool; it now has more daily

uploads than the total documents

we receive in paper. They come in

and they go into the Guidewire backend

system instantaneously. It also

removes some of the call volume that

we have from people asking if we

have received their postal or fax documents,

removing all of the barriers to

good and fast customer service.”

To remove the barriers to its own

transformational success, WSIB has

also partnered with IT and business

171

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Change. It’s what we do.

Avenai is a business and IT services consulting company

that specializes in helping our clients transform into high

performing organizations. With a value driven focus,

we work with our clients to create business strategies

and solutions that drive positive impact. With offices

in Ottawa, Toronto and Victoria, BC we are a growing

consultancy that has an excellent reputation for working

closely alongside our clients and rolling up our sleeves

to make sure that change sticks.

Learn More

We’re honored to

help WSIB deliver

on its mission


CLICK TO WATCH: ‘DOUG’S RETURN-TO-WORK STORY’

173

services consultancy Avenai to introduce

a new, digitally-empowered

organisational framework. “Previously

there were silos of IT operations and

solutions delivery; it didn’t work well

together. When a major project was

finished and the development work

was done, it kind of got thrown over

the fence to operations to manage

and maintain it. If there were defects

that needed to be worked through

with problem management, that work

was difficult to assign and there was

finger pointing between operations

and delivery as to who should do

it,” Liscio explains. “Avenai helped

us do a current state assessment of

how our legacy model was impeding

our progress and then suggested an

industry standard IT operating model

that was much more client focused,

with delivery verticals leveraging agile

and DevOps methods and supported

by horizontal IT shared services functions.

We’ve moved our entire 300+

person IT organisation into that new

functional model, and have started to

change behaviours at the leadership

level by agreeing on a set of values

that we aspire to. At its heart, it’s

www.businesschief.com


WSIB

An employee uses WSIB’s new best-in-class

phone system, Genesys

about being customer focused, collaborative,

demonstrating clear value

to the business and moving from a

project to a product focus. Avenai was

very helpful in helping us help shift

the organisational culture, applying

specific behavioural performance

objectives, and helping us bring the

necessary leadership, values, and

culture piece into the change management

approach during the deployment

of the new model.”

Change management, the Everest

of all digital transformations, has thus

“In the past, it took

years to launch

WSIB products, but

for the digital

upload tool it was

16 weeks from

inception to launch”


Samantha Liscio

Chief Transformation and

Innovation Officer, WSIB

DECEMBER 2019


175

been enabled by this structural revolution

to WSIB’s IT operations and the

associated change in culture across

the IT organisation. The success of its

new digital products, and the ability to

automate repetitive tasks and expand

the capacity for employees’ additional

value-added activities, is facilitated

by this newly-enabled readiness. An

example that Liscio offers regarding

automation is in the straight-through

processing of medical expenses

claims that it enables. “More than

70% of the claims that we have involve

simple reimbursement for medical

costs. Those can be processed automatically

in the Guidewire solution,

based on WSIB business rules, and

we can take advantage of the automation

potential within the software

itself. This straight-through processing

means that claims processing

times are dramatically improved and

staff with high skills and expertise

can spend their valuable time on the

complex claims that require human

decisions.” As a result, a claims

process that could have taken a full

www.businesschief.com


WSIB

176

“It’s about

being customer

focused,

collaborative,

demonstrating

clear value to

the business

and having the

IT leaders

model those

behaviours by

building

commitments

into their

performance

objective

directly”


Samantha Liscio

Chief Transformation and

Innovation Officer, WSIB

DECEMBER 2019


payment cycle to deliver has become

instantaneous, and the benefit for

customers speaks for itself.

In the age of digital transformation,

customer centricity and operational

preparedness are characteristics

that separate the winners from the

chasers, and this is no less certain

for companies whose offering is

mandated by local authorities. These

qualities resonate through the entirety

of Liscio’s strategic endeavours. “For

digital transformation to succeed, IT

can’t be the order taker to the business

to execute on individual priorities,

it needs to demonstrate clear value

that’s aligned to the customer, it needs

to do these things while keeping the

engines running and the plumbing

working, all in a safe and secure and

sustainable way,” she asserts. “It’s

about looking at things foundationally,

assessing the key pieces that we

need to have in place to truly transform

how we do our business, and

leveraging the expertise of key partners

that will help us get that right.”

177

www.businesschief.com


178

MCU: putting

members at the

heart of digital

transformation

WRITTEN BY

OLLIE MULKERRINS

DECEMBER 2019


www.businesschief.com

179


MERIDIAN CREDIT UNION

David Baldarelli, SVP for Meridian

Credit Union, keeps member

quality of life and security at the

heart of digital transformation

180

A

s a credit union, Meridian (MCU) is 100%

owned by its Members: their interests are

first. Profits are returned to them not in

dividend payments, but in the form of innovative

products, technology and services along with a

focus on community and overall member well-being.

“We’re ruthlessly focused on our members and

employees, we’re really all about focusing on

wellbeing: financial, physical and mental,” says

David Baldarelli, SVP, Digital & Analytics and

COO, motusbank.

Baldarelli led the campaign to develop motusbank,

a subsidiary of Meridian. It took four years of

heavy lifting – both technology build and regulatory

approvals – before motus launched in April 2019.

The name Motus is Latin for new movement,

representing disruption and rebellion, an idea

MCU wants motusbank to embody, with a new

movement in banking. This new movement is

putting customer welfare and a sustainable

relationship between the platform and its

members at the forefront of its development.

DECEMBER 2019


181

2005

Year founded

2,000

Approximate number

of employees

www.businesschief.com


MERIDIAN CREDIT UNION

182

“The legacy

way of doing

things is

no longer

accepted”


David Baldarelli,

SVP, Digital & Analytics and COO,

MotusBank for Meridian Credit Union (MCU)

MCU is aware that modern cultural

shifts have left consumers expecting

more from their financial services.

“So Financial Institutions in Canada are

now being compared to the likes of

Google, Amazon, Apple, Uber, because

this is who they’re using for their day to

day,” says Baldarelli. “They’re expecting

the same from financial companies.

The legacy way of doing things is no

longer accepted.”

The financial sector has been forced

to adapt and evolve to changing

demands from consumers, as younger

generations requiring more immediate

DECEMBER 2019


CLICK TO WATCH: ‘MOTUSBANK: OUR STORY’ 183

access to their finances enter the

market. “Three or four years ago,

digital didn’t contribute much at all to

the overall new membership growth,”

explains Baldarelli. “When you fast

forward to today, digital is the number

one new member acquisition channel

across all of our districts.”

The launch of motusbank has

realised a surge in new membership for

MCU. As new members benefit from a

holistic approach towards banking with

a company that doesn’t assume the

needs of its users but rather approaches

them for the sort of change they want

to see as members. “One of the

biggest things is to never assume that

you have the answer,” says Baldarelli.

“It’s important to listen to what your

members are saying, to spend time in

operations, the contact center and

branches as well as obtaining a holistic

understanding of the business.”

Specifically on digital member

experience, MCU worked closely with

TELUS Financial Solutions. Keith

Nugara says: “Through collaboration

with Meridian, we aligned on its digital

www.businesschief.com


TELUS Financial Solutions

A partner to help you grow.

We empower financial institutions. Our experience

and agility are rooted in nearly three decades of close

collaboration with Canadian financial communities. It’s

what has allowed us to provide financial institutions with

robust technology solutions that are designed to digitize

and streamline processes and help businesses gain a

competitive edge in the industry. Let us help you too.

To learn more, visit telus.com/financial-solutions

AST2756-11-2019


185

EXECUTIVE PROFILE

David Balderelli

As Chief Operating Officer of Motus Bank,

David oversees and executes go-to-market

strategies and is responsible for delivering

against the bank business plan. He is

responsible for overseeing the strategy,

management and execution of Digital

Banking and Analytics strategy for both the

credit union and the bank. This includes a

strong focus on driving a superior digital

member experience, operational efficiencies,

and member engagement and growth.

www.businesschief.com


MERIDIAN CREDIT UNION

IDVisionTM

with

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By partnering with TransUnion, Meridian Credit Union

and Motus Bank benefit from our IDVision ® solution

which enables accelerated digital identity management.

Our advanced analytics and new data assets help lead

to greater accuracy which promotes safer lending and

a frictionless customer experience.

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Visit: transunion.ca/idvision

Equifax ® is helping financial institutions

with their digital transformation

efforts by offering onboarding and

authentication services.

Ultimately, it is about creating a superior

digital experience and facilitating financial

well-being.

1.855.233.9226 • equifax.ca

© Equifax Canada Co., 2019. All rights reserved. All marks appearing herein are trademarks

or registered trademarks owned or licensed by Equifax Canada Co. No part of this document

may be reproduced, distributed, transmitted, transcribed, stored in a retrieval system,

or translated into any language in any form by means, electronic, mechanical or otherwise,

for any purpose, without the prior written consent of Equifax Canada Co.

NOVEMBER 2019


member experience and national

strategy, resulting in Meridian’s use

of TELUS Financial Solutions robust

technologies that are designed to

streamline processes and aided

Meridian to gain a competitive edge by

focusing on its member digital journeys.

Through this collaboration, our

customers will continue to benefit

from our respective strengths including

strategic and targeted payment

solutions that enable electronic

payment, digital data collection and

more efficient analytics.”

Balderalli adds: “Member journey is

a critical piece of our digital national

strategy. Our partnership with TELUS

Financial Solutions enabled us to

provide members with enhanced

digital financial services coast to coast,

streamline internal processes and

focus on growing our business.”

Demand has led to company

branches becoming more interconnected

through technology such as

cloud services, making it much easier

to share and process data across

multiple platforms. This comes with its

own risks though, as cyber security

threats continue to adapt at a comparable

pace and networks present more

points of entry. Working with MX and

Personetics, MCU has developed AI

analytics to process mass data more

187

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MERIDIAN CREDIT UNION

188

“We’re three to four times

where we thought we

would be in terms of new

members and balances”


David Baldarelli,

SVP, Digital & Analytics and COO,

MotusBank for Meridian Credit Union (MCU)

DECEMBER 2019


www.businesschief.com

189


MERIDIAN CREDIT UNION

Advert

NOVEMBER 2019


efficiently, making it possible to identify

and adapt to potential threats across

a much larger data sample. “We are

going to have the ability to analyze

hundreds of thousands of members’

data and transactions, running it

through an artificial intelligence engine

and coming out with valuable, relevant

and meaningful insights which will help

them improve their financial wellbeing.”

MCU has built its own proprietary

digital and analytics platform, allowing

them to process member data within

their own network and leverage the

rapid up-scaling required to keep up

with modern security challenges and

the influx of new members. One such

partner was SAS. “We brought in SAS

to the organization and it’s really

allowed us to take our analytics to the

next level. We’ve started building

logistic regression models, and neural

network models that basically help us

with identifying credit risk, product

propensities and helping us segment

our members.”

191

CLICK TO WATCH: ‘WORKING AT MOTUSBANK’

www.businesschief.com


MERIDIAN CREDIT UNION

192

DECEMBER 2019


Motusbank has given MCU a reliable

and innovative National platform to

growth its membership and enhance

its brand. Baldarelli explains the

initiative has seen “great success! So

far, we’ve seen tremendous growth

with motusbank. We’re three to four

times where we thought we would be in

terms of new members and balances.”

This success has put MCU in good

stead for the future, but it won’t be

without its challenges. “Competition is

a big thing on our radar. Especially with

the likes of the Facebooks, Googles

and Amazons. From an economic

perspective, we’ve had a really good

run over the past 10 years, but we think

those good times won’t be there

forever. Finally, our capital is precious.

Making sure that we’re leveraging our

capital in the right way and optimizing it

to ensure we’re getting the most bang

for our buck is important to us.”

193

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194

KUBRA:

information

security and

customer

experience

WRITTEN BY

SHANNON LEWIS

PRODUCED BY

JAKE MEGEARY

DECEMBER 2019


www.businesschief.com

195


KUBRA

We speak to Tushar Chandgothia,

Vice President of Information Security

and Risk Management at KUBRA,

about how businesses can provide

customers with the service they want

while keeping digitally safe

196

K

UBRA was originally founded in 1992

as a bill printing service provider. Clients

looking to outsource printing, from

statements to invoices, turned to KUBRA. As the

company expanded, so did its interests. From

printing, KUBRA moved into billing and payments,

which itself moved from the analogue to the digital.

Today, KUBRA provides digital and software

services to over 365 clients and their customers.

Tushar Chandgothia has been Vice President

of Information Security and Risk Management at

KUBRA for over three years. His background is

primarily with other service providers. “I make sure,

from an executive standpoint, that there is someone

to be held accountable for data security,” he says.

KUBRA processes 1.5bn transactions every year,

ranging from printed invoices to bank statement,

text messages. “We collect a lot of personallyidentifiable

information,” says Chandgothia.

“We need to make sure that the systems that actually

host that data on behalf of our clients are secure.

At the end of the day what we want to do is maintain

customer trust and reliability in our services.”

DECEMBER 2019


www.businesschief.com

197


KUBRA

198

“At the end of

the day what

we want to do

is maintain

customer trust

and reliability

in our services”


Tushar Chandgothia,

Vice President of Information Security

and Risk Management, KUBRA

A shift in mentality between generations

has forced KUBRA to re-evaluate

how it provides services. Gen X, Y,

and Z are looking for easy, frictionless

interactions. “They ask a question and

expect a reply within minutes.”

In response, KUBRA developed artificial

intelligence-based solutions to efficiently

respond to client messages. With new

technology comes both convenience

and complication. KUBRA’s applications

are made up of over 600 different

components, flavours or sub-applications.

To avoid vulnerabilities in new

DECEMBER 2019


CLICK TO WATCH: ‘KUBRA EXPERIENCE BETTER’

199

code, KUBRA engages in a shift-left

mentality. KUBRA’s development and

implementation team, made up of over

150 people, centres around creating

and testing new code. Every piece of

billing and payments code at KUBRA

is passed through a security tool that

highlights potential security vulnerabilities.

“When the developer is tinkering with

new functionalities, they find out about

the vulnerability early and it’s fixed

before it is released into the market,”

he says. For additional security testing

in its billing and payments applications,

one of KUBRA’s partners, Cobalt Labs

work as hired hackers, trying to break

into applications and find vulnerabilities

that KUBRA can then adjust for.

When it comes to ensuring a balance

between functionality and security,

Chandgothia says it is important to

always be on the lookout for the next

great thing. “We want to be at the forefront

of payments,” he says. “That’s the

strategy that has driven us in the last

few years.” Services such as Forrester

and Gartner help him compare

vendors, ensuring any technologies

KUBRA replaces will only be made

better. “We are continuously evaluating

www.businesschief.com


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“While secure

delivery of new

products is

something we will

always do, there

is no compromise

on security”


Tushar Chandgothia,

Vice President of Information Security

and Risk Management, KUBRA

what makes the most sense from a

business perspective, where we have

the most flexibility, where we can allow

the client to provide for themselves

rather than having us be in the middle.

How can we help them help themselves

to meet their expectations?”

To focus on process building, KUBRA

co-sources its security technology

from some of the best security vendors.

“We focus on making solutions that

are great when it comes to billing

and payments,” he says. “When it

comes to security, we’re looking for

201

EXECUTIVE PROFILE

Tushar Chandgothia

Tushar Chandgothia is the Vice President of Information

Security and Risk Management at KUBRA, a customer

experience management solutions provider to some of the

largest utility, insurance and government entities across

North America. Chandgothia has over 16 years of experience

in information security, IT audit, and risk management

functions in technology, financial, media, and healthcare

sectors. As the first Information Security Vice

President at KUBRA, he is working along with his

team to strengthen the first line of defence and

mature the cybersecurity and technology risk

management practice by embedding security

controls in KUBRA’s billing and payment solutions.

www.businesschief.com


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203

a relationship where the partner’s core

business is to provide that. Rather

than managing it all in house, we find

someone for whom security tech is

their bread and butter.” Finding the

correct technology is about economising.

“We try to solve five problems

with one piece of technology,” he

says. This mentality has led KUBRA

into a partnership with FireMon. It

had the most seamless integration

when it came to its firewalls and the

additional service of real-time review

of security rules and the capability to

automate certain processes. Another

way KUBRA has opted for security in

technology is through the tokenisation

of data, which allows the company to

reduce the footprint of actual credit

card numbers in its environment by

registering these as different values.

This reduces risk since, if the card

numbers are tokenised, it means that

no client card numbers would be

exposed if the system were compromised.

When searching for partners

to do this, stacked functionality was

once again key. The provider KUBRA

www.businesschief.com


KUBRA

COMPANY FACTS

• Today, KUBRA provides

digital and software

services to 365 clients

and their customers.

• KUBRA processes

1.5 billion transactions

in a year

• KUBRA’s applications are

made up of over 600

sub-applications.

204

DECEMBER 2019


chose to work with offers stateless

tokenisation, which removes the usual

database of tokens, making the data

even more secure. It is also speedy,

able to tokenise over a million credit

card numbers an hour.

Internal methodology is as important

to information security as having the

right technology in place at KUBRA.

Chandgothia has seen major changes

in the security team since he joined in

2016. “We have proper pillars now. We

centralised a lot of the preventative

controls. We don’t want to be just in

the detection game, we want to control

the first line of defence, hands-on.”

The change, from a client standpoint,

has been seamless. “I think for the

most part we use common sense.

It’s what we call a Defence-in-Depth

approach.” It allows adaptability.

Clients who are switching to KUBRA

from a less-secure position can ask to

reduce security restrictions temporarily

for an initial adjustment period.

KUBRA’s security infrastructure is

multi-layered, so the company has the

flexibility to do this without compromising

safety. Legal security restrictions, such

as the California Consumer Privacy Act

205

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KUBRA

206

“This legislation has

allowed us to

promote a security

culture. If someone

wants to push back,

we have a regulation

behind us”


Tushar Chandgothia,

Vice President of Information Security

and Risk Management, KUBRA

(CCPA) or General Data Regulation

Protection (GDPR) have been helpful

to KUBRA in maintaining its high standards.

“This legislation has allowed us to

promote a security culture. If someone

wants to push back, we have a regulation

behind us. We’ve never seen it as

something that has stopped our business,”

says Chandgothia.

Looking forward, KUBRA is interested

in becoming an omni-channel provider.

“We want to be involved in every

facet where client communication is

DECEMBER 2019


1992

Year founded

500

Number of

employees

207

involved.” Chandgothia says. Securitywise,

KUBRA is looking to develop

a zero-trust environment, in which

neither external nor internal users

have unlimited access to information.

A 10-year exercise, it has been implemented

in parts. So far, KUBRA has

segmented its production environment,

where all personally identifiable data

is kept, from its user environment and

also segmented its credit card data

environment in production from other

non-card services. Technologically,

KUBRA is looking into adopting

machine learning, artificial intelligence,

and cloud computing, allowing clients

to further self-serve. “While secure

delivery of new products is something

we will always do, there is no compromise

on security.

www.businesschief.com


208

DRA GLOBAL:

HELPING MINING

COMPANIES REALISE

THE BIG PICTURE

FOR THEIR PROJECTS

WRITTEN BY

DAN BRIGHTMORE

PRODUCED BY

RICHARD DEANE

DECEMBER 2019


www.businesschief.com

209


DRA GLOBAL

DRA GLOBAL IS DELIVERING

INNOVATION TO THE

MINING SITE, TURNING

UNDERPERFORMING PROJECTS

INTO OUTSTANDING ONES

210

D

RA Global (DRA) is a diversified global

engineering, project delivery and operations

management group. Founded

in 1984, its impressive track record spans over

three decades. With expertise in the areas of

project development, mining, mineral processing,

plant optimisation, operations & maintenance

and related water, energy, and infrastructure

requirements, the company successfully delivers

comprehensive solutions to the resources sector.

DRA has detailed design and construction at

its core but also supports major innovations to

drive cost savings at the PEA (Predicted Energy

Assessment) level while focused on guiding these

projects through to construction.

Brent Hilscher, DRA’s Director of Process for

Western Canada, was brought in to broaden the

company’s global footprint and start its Vancouver

office. Expanding DRA’s impressive array of

services, Hilscher brings expertise in ore sorting,

floatation, grinding and extraction. “Typically, when

you look at a block model, there won’t be huge

DECEMBER 2019


www.businesschief.com

211


DRA GLOBAL

212

COMPANY FACTS

• 4,300 staff worldwide

• 4,500+ projects

completed globally

• 3 decades of experience

“EVERY ROCK IS SCANNED

INDIVIDUALLY WITH

TECHNOLOGY CAPABLE OF

ANALYSING EACH PARTICLE

TO TELL YOU WHAT’S ORE

AND WHAT’S WASTE”


Brent Hilscher,

Director of Process, Western Canada,

DRA Global

variability in the grade of the deposit and

every block looks like it’s 100% ore,” he

explains. “But, when you take that block

and you crush it, you normally find that

half of the rocks that leave your gyratory

are waste rocks. Extraction is a

resource and cost intensive process,

so, there’s a lot of potential to take that

crushed material and reject a certain

amount, allowing us to boost mill feed

grade while using less power and water.”

DRA employs many distinct technologies

for bulk and particle sorting.

For bulk sorting prompt gamma neutron

activation analysis (PGNAA) is one

of the most common, where the ore

is scanned and exposed to neutrons.

Gamma rays are re-admitted from the

ore with specific signatures a result

of the atoms contacted which can,

for example, reveal how much copper

is in the ore on the conveyor. “Particle

sorting is where I probably spend most

of my time,” adds Hilscher. “Every rock

is scanned individually with technology

capable of analysing each particle to

tell you what’s ore and what’s waste.”

During this process, a variety

of sensor methods are used to

improve efficiency. “Dual energy

DECEMBER 2019


CLICK TO WATCH: ‘DRA GLOBAL OVERVIEW’

213

x-ray transmission (XRT) looks at

the density of particles and does so

by compensating for the size of the

rock using two energy levels of x-ray,”

explains Hilscher. “The technology has

advanced to the point where we can

look at the density profile of a block

rather than the average density of the

rock and use that characteristic profile

to tell the difference between ore and

waste.” DRA also deploys XRF, which

provides a profile of the heavier elements

and can detect copper, lead,

zinc, titanium, zirconium and more to

help determine the ore’s value. “If it’s a

gold ore, it could be that the estimated

gold value is determined based on iron,

titanium, and zirconium, things you

might not often think of being associated

with gold,” adds Hilscher. “It could

also be that the waste has a certain

quantity of things that the ore does not,

so you could create reverse correlations

with the XRF.” Other techniques

include the use of lasers which assess

the brightness of the rock and its

translucent characteristics. However,

not all approaches are fruitful. Hilscher

has worked on more than 40 major

projects, where his team have had little

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DRA GLOBAL

216

CLICK TO WATCH: ‘BRENT HILSCHER FOR DRA GLOBAL’

success with electromagnetic sensors,

and admits that “you want to keep an

open mind but some techniques work

better for certain ore types, so it’s

important to match the right analysis

approach to the specific site”.

Allied to the practical dynamics of

the sorting process, Hilscher believes

ore sorting economics are crucial.

“Building an economic model for every

project tells us what the optimum

operating conditions are going to be.

A key metric is profit recovery.

Normally, metal recovery is a driving

metric for operations where, for example,

we’ll look at how much gold or copper

is recovered at the end of the process.

When we do ore sorting, we’ll often

throw away 5% or more of the valuable

minerals, so we developed a metric to

learn the actual value of what’s being

lost where the operating costs for

the extraction and tailings facilities

are incorporated into that recovery

number. Discarding a low-grade rock

would have a positive impact on profit

recovery, which rewards us for throwing

away rocks we’re losing money on.”

DECEMBER 2019


Preparing an economic model for

each project helps DRA build the best

algorithm to support the second phase

of testing with a bulk sample. “The economic

model is able to show us the best

sorter operating conditions,” confirms

Hilscher. “We can see the best upgrade

ratio for the ore sorter to be running at,

so that once we get into the large-scale

test, we’ve got the correct algorithm

and operating setpoints for the deposit.”

That test work and algorithm supports

the economic model, allowing

DRA to more accurately define a

payback period for a specific project.

“For Brownfield projects we’re usually

targeting a payback of six months,”

says Hilscher. “That seems to be what

mining companies are looking for

these days and it’s certainly achievable

for a lot of these ore sorting projects. For

Greenfield, it’s even easier because

your CAPEX is so much lower. For

example, for a single sorter Brownfield

system, it might cost $5mn to install a

200 tonne per hour system, but with

the ore sorting equipment incorporated

into your design at the beginning of

217

Brent Hilscher

EXECUTIVE PROFILE

Brent Hilscher has 20 years’ experience in

mining and mineral processing. He has

operated and supervised mineral processing

plants, published papers, patented technologies,

and been a speaker at over a dozen conferences

and universities in Canada and around the

world. Brent has led design and construction

projects for Teck, Goldcorp, New Gold, Barrick,

Xstrata, Agnico Eagle, and many others.

He won the CMP Bill Moore Award for technical

excellence in 2013, and served as an officer

in the Canadian Armed Forces.

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Focusing on pre-concentration adds

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“METALLURGISTS TEND TO BE

WORRIED ABOUT RECOVERY.

GEOLOGISTS ARE CONCERNED

ABOUT OUNCES AND POUNDS

IN THE GROUND. MINING

GUYS ARE FOCUSED ON

TONNES, WHILE CEOS ARE

COUNTING THE DOLLARS. I’VE

FOUND THAT THE ECONOMIC

MODEL DOES A GREAT JOB OF

BRINGING ALL THOSE PEOPLE

TOGETHER AND HELPING

Hilscher worked on a silver mine 12

months from closure due to constantly

declining grades. Ore sorting was

investigated to get the grades back up.

“We did the test programme, we got the

samples and discovered that nine out

of 10 of their rocks were below cut-off

grade,” explains Hilscher. “But one out

of 10 of their rocks was extremely valuable.

So, it was a very easy sort. We

could have used XRF, XRT, laser, any

one of those would have worked, so

THEM SEE THE BIG PICTURE”

we scanned the rock with a conservative

approach only throwing away 60% 219

of the rock to begin with. We eventually

achieved double the feed grade,


Brent Hilscher,

Director of Process, Western Canada,

with over 95% silver recovery.”

DRA Global

DRA has worked for many years to

construction, the cost can be halved.”

In greenfield designs there is also an

opportunity to reduce project capital

while maintaining or increasing designed

production. Hilscher notes that instead

of spending $100mn on a new mill, a

smaller mill with sorters could produce

the same product for $70-80mn.

“Spending a little more on your ore sorting

system up front can lead to a clear

win for the overall project,” he confirms.

develop approaches to dense media

separation (DMS) that use fluids of

suitable density so that the minerals

lighter than the fluid float and those

that are denser sink. Hilscher’s team

is also developing conservation technologies

to meet the changing needs

of the sector. “Ore sorting is just part

of our tool kit for project revitalisation.

DMS coarse particle recovery,

modular construction and many others

are looked at for each new project.

www.businesschief.com


DRA GLOBAL

Bel Air Bauxite

220

In 2017 DRA Global was

awarded the contract for the

development of a port facility

and associated infrastructure

for the export of bauxite, by

Alufer Mining in Guinea. The

Alufer Bel Air Mine project was

DRA’s first causeway

development, which expanded

the company’s exposure within

the marine environment. Bel

Air was expected to have an

initial production rate of 5.5

million tonnes per annum and

included a 22.5km haul road

running over eight river

crossings, an export facility

with the ROM tip that feeds a

6500-tonne live capacity

stockpile, and a causeway

extending 1.4km into the

Atlantic Ocean, where a barge

load out berth was constructed.

The scope included all the

necessary infrastructure to

operate the facility:

construction camp, wellfields,

power generation, offices,

laboratory, workshop and

a bailey bridge across the

Koundinde

Work on the project

commenced in January 2017

and was completed in August

2018 before commercial

production was achieved within

the first six months of

operation. Alufer is on target to

reach its annual production

rate of 5.5 million wet tonnes by

the end of 2019. DRA Global’s

extensive material handling,

earthworks and infrastructure

design capabilities have

contributed significantly to

the success of the project.

DECEMBER 2019


221

Hydrofloat is a new coarse particle

recovery flotation technology, which

we’ve started installing for clients,” he

confirms. “It uses the slurry current to

assist in the flotation of exceptionally

coarse particles.”

Hilscher notes that mining has historically

been hesitant to innovate but

the adoption of ore sorting technologies

into the mainstream has proved

the exception because the results

are so dramatic. “It comes down to

education,” he says. “We need to make

mining professionals aware of the

benefits from emerging technologies,

so they can test solutions in their own

operations.” The solutions DRA offer

leverage the company’s relationships

with key tech partners including

Tomra, Steinert, Eriez, Scantech,

Rados, Minesense and others.

Safety is a hot topic in the industry

today. Given the tragic impact of

recent dam failures in Brazil, Hilscher

is particularly interested in developing

DRA’s services to provide alternative

tailings solutions. “We’ve done a lot

of work on dry stack tailings, which is

becoming a more popular option for

plants,” he says. “Even within dry stack

www.businesschief.com


DRA GLOBAL

222

designs, there are optimisation opportunities.

Instead of sending all the

tailings sand to a filter plant, you may

have a two-stage cyclone plant first.

The coarsest fraction is used for roads

and earthworks, the fine fraction goes

to the existing tailings pond (or co-disposal

piles), and the mid-size material

is filtered. This compromise reduces

tailings pond sizes by two thirds while

also removing most of the fines and

clays that are so difficult to filter.

“Of course, sensor sorting, DMS, and

coarse particle flotation all have a tailings

pond benefit because if you can

“BUILDING AN ECONOMIC

MODEL FOR EVERY

PROJECT TELLS US

WHAT THE OPTIMUM

OPERATING CONDITIONS

ARE GOING TO BE”


Brent Hilscher,

Director of Process, Western Canada,

DRA Global

take those worthless rocks and keep

them coarse you are able to put them

in a waste pile or road bed. That’s a

direct reduction to your tailings pond

size. The pond dam won’t need to be

expanded as often, and that tends to

make them much safer,” he adds.

Hilscher believes that in order to

drive innovation, all metrics and

operational concerns need to be

addressed. It’s a weighty issue where

he argues a balance must be struck.

“Metallurgists tend to be worried about

recovery. Geologists are concerned

DECEMBER 2019


1984

Year founded

4,300

Number of

employees

223

about ounces and pounds in the

ground. Mining guys are focused on

tonnes, while CEOs are counting the

dollars,” he muses. “I’ve found that

the economic model does a great job

of bringing all those people together

and helping them see the big picture.

How do the ounces, tonnes, and

recovery feed into making a deposit

as economical as possible? What can

we do to reduce the environmental

impact and also make the mine more

profitable? With ore sorting, and other

preconcentration techniques, we can

achieve all of these goals simultaneously.

We can drive growth, while making

tailings ponds smaller, use less water,

less energy, and produce less CO2.

All of this simply by rejecting the

worthless rock earlier in the process.

It’s the future for sustainable mining

and something we’re really excited

about at DRA Global.”

www.businesschief.com


224

DECEMBER 2019


State-ofthe-art

data

centers

in Canada

225

WRITTEN BY

WILLIAM SMITH

PRODUCED BY

TOM VENTURO

canada.businesschief.com

www.businesschief.com


ESTRUXTURE

Todd Coleman, eStruxture’s

President and CEO,

explains how the company

is leveraging its knowledge

of the Canadian market

for data center excellence

226

C

anada’s eStruxture provides carrier and

cloud neutral data center service across

the country. The company is

experiencing rapid growth – this year alone, it

acquired its first facility in Calgary and its second

in Vancouver, as well as upgrading existing facilities

in Montreal and Vancouver.

Behind the company’s success is its keen attention

to the specificities of the Canadian market, as Todd

Coleman, President and CEO, explains: “What sets

us apart from other data center providers is our

100% focus on the Canadian region, our ability to

serve a multitude of markets and our willingness

and ability to pre-deploy capacity to enable our

customers to quickly deploy, even up to multiple

mega-watts, in our state-of-the-art facilities.

We are Canadian owned and headquartered, and

focus entirely on our region. Our mindset is not

diluted with other out-of-region markets; we know

how to get things done in the markets in which we

operate, we believe in local customer touch at the

DECEMBER 2019


227

2017

Year founded

60

Number of

employees

www.businesschief.com


ESTRUXTURE

228

“Our goal has

always been

to become the

leading data

center provider

in Canada”


Todd Coleman,

President and CEO,

eStruxture

market level and, as data sovereignty

and foreign ownership issues increase,

we are very sensitive to the Canadian

regulatory landscape and how that

may impact our customers.”

eStruxture’s portfolio of data centers

may be growing, but expansion is

always carefully and responsibly

considered. “We have a unique set of

requirements that we look for in target

acquisitions particularly around the

facilities, requiring Tier III, concurrently

maintainable architecture, redundancy

across the electrical and mechanical

systems, access to incremental utility

DECEMBER 2019


CLICK TO WATCH: ‘ESTRUXTURE SHARES BIG NEWS AT TEX NYC 2019

229

power, close proximity to fiber networks

and massively scalable power distribution

within the facility up to 30kW per

rack,” says Coleman. “The Calgary

acquisition checked all of our boxes

on the technical requirements and

included highly skilled employees and

an expanded customer base. With this

acquisition, eStruxture has positioned

itself as the largest carrier-neutral data

center provider in the market.”

The company is also constructing

brand new, state-of-the-art facilities in

Montreal and Vancouver. The former,

MTL-2, is situated in a repurposed

building, formerly a Montreal Gazette

printing facility. “We are confident that

this facility is the most scalable, stateof-the-art

carrier-neutral facility in

Quebec – and quite likely all of Canada,”

says Coleman. “We considered every

detail of the design, architecture,

equipment selection and operating

model to enable us to serve our retail

and wholesale customers in ways that

are unique to the Canadian data center

industry. The facility was designed

around the fundamental tenet of high

scalability, efficiency and sustainability,

which translates to 30MW of

www.businesschief.com


ESTRUXTURE

230

immediately available, hydro-electric

power; utilisation of free-cooling up

to 8 months a year; a power utilisation

efficiency that is designed for sub-1.2

at load; the latest lithium battery, UPS

technology; scalable and flexible power

configurations that support up to 30kW

per cabinet and 2N redundancy; and

pre-deployed and built-out capacity

that allows us to deploy a multi-megawatt

customer in less than 90 days.”

The latter, Vancouver facility is being

developed to take advantage of the

underserved data center market in

the area. “We announced earlier this

year the development of a new, 55,000

square feet, 10MW data center in

Burnaby, just on the edge of the City

of Vancouver. This facility is being

designed and architected around the

basis of design we have developed for

our MTL-2 facility with focus on scale,

flexibility, efficiency and sustainability.

We are confident that this state-ofthe-art

facility will be a game changer

for the Vancouver market offering

substantial expansion capabilities for

our retail and wholesale customers

DECEMBER 2019


231

Todd Coleman

EXECUTIVE PROFILE

Todd Coleman is the President and CEO of eStruxture.

Todd brings more than 25 years’ experience in the IT,

data center and telecommunications industries.

Most recently, he was the Chief Operating Officer and

co-founder of Cologix. Todd has also held several

senior positions at Level 3 Communications,

a global telecommunications company, including

Senior Vice President of Data Centers, Senior Vice

President of Media Operations and President of

Level 3 Communications Europe. Todd holds

a juris doctorate and a bachelor’s degree

in computer information systems.

www.businesschief.com


ESTRUXTURE

232

“What sets us

apart from other

data center

providers is

our 100% focus

on the Canadian

market”


Todd Coleman,

President and CEO,

eStruxture

DECEMBER 2019


www.businesschief.com

233


ESTRUXTURE

with dedicated fiber access to our

VAN-1 facility as well as the downtown

Vancouver carrier hotel.”

eStruxture ensures that a focus on

sustainability is built into its facilities

from the earliest design stage. “From

a design perspective, our engineers

work to design and develop the most

energy efficient data center possible,”

says Coleman. “We are constantly

challenging to drive to the highest

efficiency possible. Additionally, the

customer IT and server equipment

produces a significant amount of

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“Our engineers

work to design

and develop

the most

energy efficient

data center

possible”


Todd Coleman,

President and CEO,

eStruxture

235

CLICK TO WATCH: ‘ESTRUXTURE: PTC’19 EDGE CAPABLE DATA CENTERS’

www.businesschief.com


ESTRUXTURE

COMPANY FACTS

• Constructing facilities in

Montreal and Vancouver

• In the last year, has

acquired data centers in

Calgary and Vancouver

236

heat that we strive to re-use through

heat exchangers, either in our own

building through uses like heating

our office space and/or by providing

it to other adjacent buildings or businesses.”

It’s also about making sure

facilities run as efficiently as possible,

with ramifications from both a business

and sustainability perspective. “A traditional

data center has total energy

expenditure for cooling alone of 50%

or more of critical IT load – sometimes

significantly higher. In eStruxture’s

case, we were able to achieve a yearly

average power saving of about 70%

through the use of air flow management,

CFD analysis and air side economisers,

allowing us to benefit from the lower

ambient temperatures in Canada that

enable us to achieve up to eight months

per year of free cooling.”

DECEMBER 2019


eStruxture is confident in the path

it is taking, while keeping an eye on

upcoming industry trends such as

edge computing. “With new technologies

like AI and autonomous vehicles

rapidly gaining traction, companies are

beginning to need much more powerful

and local compute, storage and networking

resources than most current

data center providers are used to

deploying,” says Coleman. “As a result,

interest in facilities located outside of

traditional Tier 1 data center markets

will continue to surge.

“Our goal has always been to become

the leading data center provider in

Canada, and we will continue to strive

for that superlative,” he adds. “We will

continue to expand, both into new markets

and within our existing markets, and we

will continue to be sure our customers

have state-of-the-art technology at their

fingertips all while receiving white glove

customer service.”

237

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