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Nordex Group: the impact of digital transformation<br />

NORTH<br />


APRIL <strong>2020</strong><br />

www.businesschief.com<br />

CYBER<br />


Lauren Knausenberger,<br />

CTO, on cybersecurity<br />

strategies and a<br />

superhero culture<br />

City Focus<br />


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W<br />

elcome to the <strong>April</strong> edition of<br />

<strong>Business</strong> <strong>Chief</strong> <strong>Americas</strong>.<br />

This month’s cover features Lauren<br />

Knausenberger, <strong>Chief</strong> Transformation<br />

Officer (CTO) at the United States<br />

Air Force. Knausenberger discusses<br />

cybersecurity strategies and a<br />

superhero culture that is transforming<br />

operations.<br />

Other leaders that feature in this<br />

magazine include Joe Phillips, Director<br />

of Technology at Kansas City Public<br />

School (KCPS), who details the<br />

leapfrogging that KCPS is currently<br />

undertaking in order to create greater<br />

student equity, as well as John<br />

McComas, Head of Project Management<br />

at Nordex North America, who discusses<br />

the impact of digital transformation<br />

in the energy sector amidst the launch<br />

of the company’s new wind turbine<br />

platform. Joe Phillips, Director of<br />

Technology at Kansas City Public<br />

Schools, shares the technology-driven<br />

work that the organisation is<br />

undertaking in order to create<br />

greater student equity.<br />

Elsewhere, we speak with workplace<br />

culture experts from Palladium, Genius<br />

Within and Canvas GFX, to discuss<br />

the rise of diversity and inclusion in<br />

the USA.<br />

In addition, this month’s City Focus<br />

explores the ever-growing Canadian<br />

city of Toronto. Our Top 10, meanwhile,<br />

takes a closer look at the top 10 most<br />

influential <strong>Chief</strong> Marketing Officers<br />

(CMOs) of companies in the USA.<br />

Do you have a story to share?<br />

If you would like to be featured in an<br />

upcoming issue of <strong>Business</strong> <strong>Chief</strong><br />

<strong>Americas</strong>, please get in touch at<br />

georgia.wilson@bizclikmedia.com<br />

Enjoy the issue!<br />

Georgia Wilson<br />

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Nordex North<br />


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A SUPER<br />


CYBER<br />

APRIL <strong>2020</strong>





11<br />

HERO<br />













12<br />

L<br />

auren Knausenberger is the U.S. Air Force’s<br />

<strong>Chief</strong> Transformation Officer (CTO). Having<br />

initially joined as Director of Cyberspace<br />

Innovation in 2017, she assumed her current position<br />

in June 2019, stepping into a newly-created role that<br />

reaches across the entire Air Force to drive digital<br />

transformation. A Wharton graduate who left her work<br />

in the entrepreneurial and investment industry to take<br />

on this new challenge in government, she is one of<br />

very few senior officials under the age of 40, and is<br />

no stranger to the digital space.<br />

Upon joining the US Air Force, Knausenberger<br />

was primed to drive change at the federal government.<br />

“Everyone fails…until they don’t!” she quips.<br />

“I think I told you that I joined the Air Force quite by<br />

accident. I became so intrigued with one of their<br />

problem sets and the next thing I knew a few persuasive<br />

generals had me signing up. The thing is<br />

– I missed the mission and didn’t realize it until these<br />

APRIL <strong>2020</strong>

www.businesschief.com<br />



H Y P E R G I A N T . C O M / R D







This question is part of a much larger<br />

question about how to get military, auxiliary<br />

and humanitarian teams the information<br />

they need, exactly when they need<br />

it. A large amount of military failures<br />

happen not because of readiness or support<br />

issues but rather because of incorrect<br />

or incomplete data.<br />

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Industries is part of our Project Orien<br />

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with combined natural visual processing<br />

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“In times of stress and when lives are<br />

on the line, more data is not helpful.<br />

What is most helpful is decision-quality<br />

integrated information presented at the<br />

right place, at the right time. The results<br />

could mean more lives saved and<br />

the mission accomplished!” said retired<br />

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“Hypergiant Industries’ system will match<br />

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The helmet features 5k resolution with<br />

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the technology can integrate external<br />

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info@hypergiant.com<br />



16<br />




— WE TURNED A<br />



Lauren Knausenberger,<br />

<strong>Chief</strong> Transformation Officer,<br />

U.S. Air Force<br />

generals reminded me. I was so honored<br />

that they saw something in me and<br />

thought my ideas could really move the<br />

needle on some big problems.”<br />

Few people know that Knausenberger<br />

began her career at NSA, being<br />

recruited as a High School student, so<br />

joining the Air Force was bringing her full<br />

circle. “It was refreshing to jump into this<br />

role, blissfully unaware of all of the ways<br />

that many efforts had failed in the past. I<br />

wasn’t worried about upsetting anyone,<br />

and I knew that if I could accomplish<br />

even a tenth of what I saw could be done,<br />

it would make a big difference.”<br />

As an outsider trying to drive<br />

change, Knausenberger understood<br />

the challenge of becoming part of an<br />

organization still entrenched in a traditional<br />

approach. “What the Air Force<br />

was really looking for was someone<br />

who thought differently and was passionate<br />

about the problem space, and<br />

who could convince people that we<br />

could really do it,” she explains. “At the<br />

end of the day, I simply calculate risk<br />

differently. Most people say the military<br />

is risk averse, but from my perspective,<br />

we were taking crazy risks<br />

everywhere – by not<br />

APRIL <strong>2020</strong>

The value of partnerships at<br />

The US Air Force<br />

CLICK TO WATCH | 1:35<br />

17<br />

innovating fast enough we were passing<br />

that risk to the warfighter every day.<br />

I’ve seen that way of thinking about risk<br />

change dramatically over the past three<br />

years, but we still have some work to do.”<br />

From the very beginning,<br />

Knausenberger felt that her own ‘crazy’<br />

ideas were embraced and that people<br />

were open and direct if they felt that one<br />

of her suggestions couldn’t work.<br />

“One of my favorite moments was when<br />

a general told me that she knew she had<br />

to think differently when I was in a meeting,”<br />

she notes. “Just six months later, that<br />

same general told me I didn’t need to be<br />

there anymore for her to push forward<br />

and not accept the old way of thinking.”<br />

The barriers to speed in the<br />

Department of Defense are well<br />

documented and she completed<br />

her own assessment of these<br />

in her first 90 days.<br />


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20<br />

“There were certainly many routes to<br />

go down. I wanted to solve a problem<br />

where there was clear pain and frustration<br />

across a diverse group of people,”<br />

she states. “Equally important, I picked<br />

one where I felt I was uniquely poised<br />

to help – in terms of my own strengths<br />

as well as my position in the CIO<br />

organization. Starting with cybersecurity<br />

accreditation just made too much<br />

sense. There was so much pain in the<br />

process and I was confident we could do<br />

better. So many people wanted to help<br />

make this happen I almost had to turn<br />

champions away. I was able to form partnerships<br />

with smart, passionate people<br />

all focused on a common goal – including<br />

full support from Air Force Deputy <strong>Chief</strong><br />

Information Officer, Bill Marion - and<br />

that allowed us to do some great work.<br />

Our <strong>Chief</strong> Information Security Officer,<br />

Wanda Jones-Heath, had her team roll<br />

up their sleeves to help make sure the<br />

new constructs would stick, and consultants<br />

like Lonye Ford at Arlo Solutions<br />

helped make sure we filled in execution<br />

details in a way that traditional assessors<br />

could relate and adopt new practices.”<br />

APRIL <strong>2020</strong>

Lauren Knausenberger<br />


Lauren Knausenberger joined the U.S. Air Force to drive<br />

innovation across the Department of Defense, speed adoption<br />

of emerging technologies, and create stronger partnerships<br />

between the DoD, startups, and the venture community.<br />

In her role as <strong>Chief</strong> Transformation Officer, she has actively<br />

fought to bust traditional barriers to capability development,<br />

including shifting the risk equation for cybersecurity<br />

accreditation to incentivise the rapid adoption of modern,<br />

secure systems. In partnership with Kessel Run, Lauren<br />

generated the Continuous ATO concept, which helped set<br />

the bar for excellence in DevSecOps and enables Air Force<br />

software factories to accredit and deploy systems at commercial<br />

speed. She was also a major contributor to the recent Fast Track<br />

ATO, which emphasises pen testing and threat/vulnerability<br />

assessment over compliance. Through her work<br />

with the DevSecOps community, Lauren saw a<br />

major gap in the way of training and retaining<br />

the most technologically savvy Airmen and has<br />

become a driving force behind the Computer<br />

Language Initiative and Digital University.<br />

21<br />

Lauren also acts as an champion for AFWERX<br />

and a connector across the Air Force<br />

community to enable projects,<br />

remove barriers to entry for best-inclass<br />

businesses, test innovative<br />

concepts, and bring new voices<br />

and capabilities to the table.<br />


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24<br />

The US Air Force has been in the<br />

software business for some time, but<br />

until the past few years was almost solely<br />

leveraging legacy, waterfall software<br />

development practices. “Even as we<br />

adopted agile development, we were<br />

still stymied by a ridiculously arduous<br />

cybersecurity accreditation process<br />

that was ultimately not relevant to the<br />

modern technologies in use. How could<br />

we ensure the code being delivered<br />

was safe and secure, but could at the<br />

same time be delivered at the speed of<br />

relevance?” She credits the importance<br />

of partners such as Pivotal and others<br />

who had already found the solution to<br />

part of that conundrum. “We were fortunate<br />

to have such great partners, who<br />

had already figured out how to develop<br />

safe and secure code rapidly. We joined<br />

forces to create a secure Continuous<br />

Integration/Continuous Deployment<br />

(CI/CD) pipeline and adopted the best<br />

practices of the DevOps Research<br />

Assessment. Our teams worked hard<br />

to constantly improve and we used<br />

penetration testing to assess our code<br />

in production as well. The premise is<br />

APRIL <strong>2020</strong>

that if you design secure software, use<br />

a secure process, bake security into<br />

everything you do, and have a robust<br />

way to test and validate your code continuously,<br />

that accreditation should be<br />

done by the time the code is complete.<br />

So, the continuous authority to operate<br />

(cATO) was born. This was revolutionary<br />

in the department, and really incentivized<br />

people to adopt modern DevSecOps<br />

practices. And it all started with a group<br />

of insurgents at Kessel Run.”<br />

Kessel Run was the first true implementation<br />

of agile DevSecOps in the<br />

Air Force, and represented a departure<br />

from the standard way of doing development.<br />

“We joked we had to ‘smuggle’<br />

agile development and cybersecurity<br />

accreditation into the Air Force to make<br />

it happen,” says Knausenberger. “Kessel<br />

Run first got started with refueling operations<br />

in the Middle East. Eric Schmidt<br />

and the Defense Innovation Board flew<br />

over to Qatar and Schmidt asked one<br />

of the commanders what kept him up<br />

at night. The commander said ‘I’m just<br />

terrified someone’s going to erase my<br />

whiteboard’. Why? ‘Because the whiteboard<br />

is how they planned all of their<br />

refueling operations. We had pilots flying<br />

all over the Middle East, refueling in midair<br />

at 350mph, while someone hangs out<br />

the back of an airplane…and it could be<br />

defeated by a whiteboard eraser!’”<br />

After hearing this, Schmidt was<br />

certain there could be an algorithm created<br />

to combat the problem. “And he<br />

was absolutely right,” Knausenberger<br />

confirms. “Kessel Run was born out of<br />

that problem – we turned a whiteboard<br />

into an algorithm, and amongst many<br />

other successes we’re now saving<br />

over $250k a week in fuel. This team<br />

of incredibly motivated, and relatively<br />

junior, personnel was creating such<br />

innovative software, and an Air Force<br />

cultural revolution to go with it. We have<br />

developed such an incredible insurgency<br />

and have gained support by a broad part<br />

of the organization that I don’t think we<br />

can call it an insurgency anymore. We’ve<br />

won. It’s reached irreversible momentum.<br />

And that’s incredible,” she adds. “Since<br />

Kessel Run got its start, the Air Force has<br />

25<br />


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as a as leader leader in the in the Federal Federal Government as for a Agile for leader Agile in the Federal in assisting in Government assisting the the Kessel for Kessel Agile Run Run and and SpaceCAMP in assisting DevSecOps<br />

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secure, resilient, and scalable solutions<br />

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tailored tailored to our to our customers' operational environments;<br />

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base base and and adding adding from from there there is a is much a much more base more and effective effective adding from there<br />

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to on-premise to hardware, and and we leverage we leverage to on-premise Platform Platform hardware, Cybersecurity and we leverage strategies Platform are are guaranteed Cybersecurity to fall to fall out out strategies are g<br />

as a as Service a Service products to reduce to reduce dependence as a Service on on products of effectiveness to of reduce dependence without without human human on elements of effectiveness of an of an without hum<br />

specific specific cloud cloud providers. Our Our efforts efforts often specific often extend cloud extend providers. organization's Our efforts security security often policy extend policy like like version version organization's control control security policy<br />

across across security security boundaries and and require require across cross-domain<br />

security boundaries and and change and change require management.<br />

cross-domain and change management.<br />

strategies and and approaches. We We employ employ strategies security security and and approaches.<br />

We We have have<br />

We<br />

developed<br />

employ security<br />

a high-level a and<br />

C-ATO C-ATO We playbook have developed in in a high-le<br />

penetration testing testing techniques to assess to assess penetration vulnerabilities<br />

testing techniques<br />

cooperation to<br />

with<br />

assess<br />

with and<br />

vulnerabilities<br />

and informed by Authorizing by cooperation Officials Officials with and inform<br />

on-premise and and on cloud on cloud platforms and on-premise and to include to include and on cloud<br />

within within<br />

platforms<br />

the the Air Force, Air<br />

and<br />

Force, DoD,<br />

to include<br />

DoD, and and Intelligence within Community. the Air Force, DoD, an<br />

enterprise hardware as well as well as mobile as mobile and enterprise and IoT IoT devices. hardware devices.<br />

We<br />

as well<br />

We would would<br />

as<br />

like<br />

mobile<br />

like to share to<br />

and<br />

share<br />

IoT<br />

this<br />

devices.<br />

this with with your your organization We would like and to and share this w<br />

To fully To fully support support this this wide wide array array of technologies of To fully support and and this work wide work together array together of technologies explore to explore a tailored and a tailored playbook work together based based to explore a ta<br />

environments, we focus we focus heavily heavily on: on: partnerships environments, with with we focus upon upon heavily your your mission on: mission partnerships and and needs. needs. with We We can can upon establish establish your your mission your and need<br />

commercial vendors vendors to learn to learn about about new commercial new products products and vendors and CI/CD to CI/CD learn pipeline, about pipeline, safeguard new products your your and network, network, CI/CD penetration<br />

pipeline, safeguard yo<br />

technologies; training training tailored tailored towards towards technologies; concepts and and training test tailored test your your infrastructure, towards concepts and and train and train your your teams test teams your to rapidly infrastructure, to rapidly and t<br />

mindsets that that apply apply across across technology mindsets stacks; stacks; frequent that frequent apply develop across develop technology secure, secure, enterprise stacks; frequent scale scale applications develop for secure, your for your enterprise sc<br />

evaluation of new of new products products supporting evaluation development<br />

of new products environment. supporting Contact Contact development us today us today - we're - we're here environment. here to help! to help! Contact us tod<br />

and and Continuous Integration/Continuous and Delivery Continuous Delivery Integration/Continuous Delivery<br />

(CI/ (CI/ CD); CD); and and Communities of Interest, of Interest, (CI/ internally CD); and called called Communities of Interest, internally called<br />

Practice Practice Packs, Packs, around around different different technical Practice topics topics Packs, and and around different Learn Learn technical More More topics and Learn More<br />

trends. trends. Whereas Whereas many many in our in our industry industry trends. get get married Whereas married to to many in our industry get married to<br />

a particular a technology or methodology, or a particular we encourage we technology or methodology, we encourage<br />

our our employees to explore to explore and and embrace embrace our the employees the rapid rapid pace pace to explore and embrace the rapid pace<br />

of innovation of and and technological evolution.<br />

of innovation and technological evolution.<br />

Among Among our our experiences, Dark Dark Wolf Wolf is proud Among is proud to our have to have experiences, Dark Wolf is proud to have<br />

supported Secretary of Air of Force/Office Air supported of Information of Secretary of Air Force/Office of Information


The Strategic Studies Group demonstrates<br />

the super hero pose<br />

28<br />

stood up a number of agile development<br />

capabilities - Platform One, Kobayashi<br />

Maru, LevelUp, BESPIN, SoniKube, Tron,<br />

Ski Camp, and others who are doing<br />

amazing work and reaching across<br />

the community to share best practices.<br />

Finally, we have hired a <strong>Chief</strong> Software<br />

Officer, Nicolas Chaillan, who has been a<br />

great partner to drive forward so many of<br />

these initiatives.”<br />

“The revolution didn’t stop at just software<br />

development though, it was actually<br />

much broader. Spark Tank is an excellent<br />

example of that,” Knausenberger<br />

continues. Established in 2017, Spark<br />

APRIL <strong>2020</strong>

Tank acts as a catalyst for agile US Air<br />

Force engagement across the industry<br />

and encourages innovation and entrepreneurship.<br />

A partnership between<br />

AFWERX and Airmen Powered by<br />

Innovation, Spark Tank allows Airmen to<br />

submit their ideas in a pitch competition<br />

format directly to their most senior leaders.<br />

Airmen share their ideas and the<br />

roadblocks they face to making them real.<br />

“It brings together three key elements:<br />

a powerful network of innovators within<br />

the Air Force, a group of people who<br />

are doing everything to empower those<br />

innovators with tools and connections,<br />

and the senior-level support needed to<br />

break down policy barriers,” she comments.<br />

“Airmen submit hundreds of<br />

ideas and we whittle them down to just<br />

six finalists for the live show. Many of<br />

these Airmen joined at 18 and don’t have<br />

college degrees, and they are some of<br />

the smartest, hardest-working problem<br />

solvers around. They know their mission,<br />

and have unique insight into how<br />

it can be done better. This competition<br />

showcases their awesome ideas and<br />

also gives our senior leaders a chance<br />

to really model how we should be supporting<br />

innovators. Our Secretary, <strong>Chief</strong><br />

of Staff, and <strong>Chief</strong> Master Sergeant of<br />

the Air Force are inspiring leaders and<br />

never disappoint in their support and<br />

advice for these Airmen. And we have<br />

leaders like Darlene Costello and Rich<br />

Lombardi as senior advisors who really<br />

know how to get things done in the Air<br />

Force and help ensure projects can grow<br />

to appropriate scale.”<br />

Knausenberger recognizes the talent<br />

at the US Air Force’s disposal and<br />

believes her organization is doing things<br />

that you simply won’t see anywhere else.<br />

“We have incredible people that have<br />

29<br />


USAF Technology Transformation<br />

Google’s Innovation for Your Mission<br />

Keith Hannah, Federal Account Executive<br />

512-343-5324 | keithhannah@google.com

31<br />






Lauren Knausenberger,<br />

<strong>Chief</strong> Transformation Officer,<br />

U.S. Air Force<br />

brought lots of intellectual firepower and<br />

who all work very hard,” she says. “We<br />

are doing some of the coolest things in<br />

the world, with software, airplanes, satellites,<br />

and technology that would blow<br />

your mind. There are things that you<br />

can do in the Air Force that you can’t do<br />

anywhere else. But one of the biggest<br />

lessons from Spark Tank was the value<br />

of collaborators - the new superheroes<br />

in our Air Force.”<br />

Knausenberger devised a ‘superhero<br />

chart’ to lightheartedly convey how<br />


The Department of Defense trusts the cloud with<br />

the most tools, technology, and accessibility at<br />

the tactical edge.<br />


important it is to support warfighters.<br />

“The Air Force has a hero culture. People<br />

join to make a real difference and put<br />

their lives on the line every day to keep<br />

us safe,” she explains. “Captain Marvel<br />

is our superhero - she’s off saving lives<br />

and on the frontline of the mission. There<br />

are also the sidekicks (think Morgan<br />

Freeman as Lucius Fox) - the unsung<br />

heroes that support the superheroes<br />

to deliver those incredible mission<br />

effects. Then there are the supervillains<br />

(Megamind) and henchmen (Wormtail)!<br />

In the world of innovation, the supervillains<br />

are those that sometimes get in the<br />

way of others trying to do good things<br />

– they are undoubtedly trying to keep<br />

people safe, but can get overly diligent<br />

in enforcing rules that no longer make<br />

sense and are often misunderstood. I<br />

joke that we have a supervillain-tosuperhero<br />

conversion program. By<br />

harnessing all of that policy knowledge<br />

and enabling innovative warfighters, you<br />

can be a hero too.”<br />

We asked if she had a favorite a real<br />

life super hero. “I have to say one of my<br />

favorite unsung heroes is Air Force Vice<br />

<strong>Chief</strong> Gen. Stephen “Seve” Wilson. He<br />

works very hard to perpetuate a culture<br />

of innovation and put in place the constructs<br />

to support innovative Airmen.<br />

He inspires me too.”<br />

Knausenberger values how people<br />

can ‘earn their capes’ and understands<br />

the importance of collaboration to help<br />

make others stand out and succeed.<br />

“A lot of the time it isn’t because you had<br />

a great idea, it’s because you found<br />

someone who had an awesome idea<br />

and you used all of your knowledge, connections,<br />

and abilities to help make that<br />

33<br />



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demands of today's dynamic<br />

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(202) 827-5632 ARLO-SOLUTIONS.COM<br />








I’M GONE”<br />

Lauren Knausenberger,<br />

<strong>Chief</strong> Transformation Officer,<br />

U.S. Air Force<br />

person shine,” she explains. “That’s actually<br />

even more important.”<br />

Over the past few years, the US Air<br />

Force has made a concerted effort to<br />

widen its partnerships with the defense<br />

industrial base, having previously worked<br />

solely with a small stable of very large,<br />

long-standing partners. “Our Head<br />

of Acquisition, Dr. Will Roper, regularly<br />

talks about our desire to expand our<br />

defense industrial base to organizations<br />

that have never done business with the<br />

Department of Defense, and even to<br />

drive deeper partnerships with the investor<br />

community,” she says. “In the United<br />

35<br />

A superhero culture at the US Air Force<br />

CLICK TO WATCH | 1:51<br />



36<br />





Lauren Knausenberger,<br />

<strong>Chief</strong> Transformation Officer,<br />

U.S. Air Force<br />

APRIL <strong>2020</strong>

37<br />

US Air Force: Harnessing the true value<br />

of DevSecOps<br />

CLICK TO WATCH | 2:00<br />


39<br />

States, we have some of the largest,<br />

most well-respected tech companies<br />

in the world, and they didn’t work with<br />

the military for a long time. Now, all of<br />

the household names are working with<br />

us. For the most part, I think that people<br />

within the tech companies realize that<br />

we’re on the same team and all want to<br />

be safe. And, of course, we want to continue<br />

to partner with our large defense<br />

contractors and appreciate their efforts<br />

to transform with us. The other cool<br />

trend is that more tech savvy outsiders<br />

are jumping into government to support<br />

the mission for three to five years. A few<br />

years ago, there were very few outside<br />

of DDS, and now we have a growing club<br />

and even a few alumni who have done<br />

their stint in government and have now<br />

returned to the commercial world with a<br />

new perspective to bring to the mission.<br />

One notable alum is Chris Lynch, who<br />

founded DDS, and has now launched<br />

Rebellion Defense to bring together the<br />

best of the valley with super smart engineers<br />

who really know DOD systems<br />


Top 6 Reasons DevSecOps is<br />

Now for the Federal Government<br />

Underpinning all modern technology — software and hardware — is a supply chain. The reality<br />

however, is that software is much easier to pollute than hardware. For federal agencies to better<br />

protect themselves and the American citizenry, they need to start shifting security practices left and<br />

playing better offense at the beginning of their digital supply chain.<br />

1<br />

Open Source is<br />

Powering Federal<br />

Software Development<br />

85% of an application is comprised of<br />

free, readily available open source components.<br />

2<br />

Not All Open Source<br />

Components are<br />

Created Equal<br />

Research shows that within the Java ecosystem,<br />

1 in 10 contains a known security<br />

vulnerability.<br />

3<br />

Agencies Don’t Know<br />

How Much Open<br />

Source They’re Using<br />

There is a disconnect between development<br />

and security, with little transparency<br />

into the parts feeding today’s software<br />

supply chains.<br />

4<br />

Lack of Open Source<br />

Policies Lead to Breaches<br />

According to the DevSecOps Community<br />

Survey of 5,500 IT pros, 1 in 4 organizations<br />

confirmed or suspected an open<br />

source related breach last year.<br />

5<br />

Cost Emphasized<br />

Over Security Protocol<br />

An unexpected threat comes from the<br />

contractors, inadvertently introducing<br />

vulnerabilities into the supply chain with<br />

an emphasis on cost over security.<br />

6 Regulations<br />

Around Software<br />

Development is Coming<br />

Savvy contractors and agencies are<br />

prioritizing security in their development<br />

process now.<br />

JUN 2018<br />

NTIA launches<br />

initiative to<br />

improve software<br />

component<br />

transparency<br />

OCT 2018<br />

FDA releases<br />

guidance on cybersecurity<br />

management<br />

of medical devices<br />

MAR 2019<br />

Internet of Things<br />

Cybersecurity<br />

Improvement Act of<br />

2019 introduced<br />

AUG 2018<br />

Deliver<br />

Uncompromised<br />

report published by<br />

Mitre Corporation<br />

DEC 2018<br />

U.S. House Energy<br />

and Commerce<br />

Committee releases<br />

its Cybersecurity<br />

Strategy Report<br />

JAN <strong>2020</strong><br />

<strong>2020</strong> National<br />

Defense Authorization<br />

Act (NDAA) passed<br />

by U.S. Senate<br />

Learn more at<br />

Sonatype.com/government<br />

The DoD releases<br />

its Cybersecurity<br />

Maturity Model<br />

Certification<br />


and are passionate about delivering<br />

national security capabilities. This type of<br />

cross-pollination is critical to our future<br />

success as a military and as a country.”<br />

In a bid to drive innovation, the US<br />

Air Force is determined to work more<br />

closely with startups. “They innovate<br />

at a faster pace than anyone else,”<br />

Knausenberger affirms. “We’re working<br />

with an increasing number of businesses<br />

with a startup mentality that are focused<br />

on innovation. It’s hard to survive in the<br />

US tech market because every entrepreneur<br />

thinks that they’re going to be a<br />

unicorn but, in reality, very few succeed.<br />

The competition is tough.”<br />

Knausenberger states that a key reason<br />

why the US Air Force wants to adopt<br />

this approach is to not only support small<br />

businesses but also to embrace an alternative<br />

type of talent. “It’s important we<br />

bring diversity into the defense industry,”<br />

she says. “And that’s diversity on every<br />

level: mindset, abilities and all aspects of<br />

background. It’s important to recognize<br />

that we’re not going to be able to achieve<br />

what we want if we always work with the<br />

same people. It’s also a really great business<br />

line for them, and we have really<br />

cool, complex problems that can’t be<br />

solved anywhere else. The startup community<br />

is often telling us ‘we want the<br />

coolest, most wicked problems that you<br />

could throw at us’, and we have those in<br />

spades! It ultimately makes for a great,<br />

synergistic relationship. “The Air Force<br />

also finds incredible synergies with our<br />

allies,” Knausenberger explains. “Our<br />

Air Force’s Strategic Studies Group is a<br />

key part of the brain trust for for driving<br />

innovation across the force, and includes<br />

our Exchange Officers from Japan,<br />

Germany, the United Kingdom, and<br />

France. And through those networks we 41<br />



42<br />

5,328<br />

Number of manned<br />

aircraft as of 2018<br />

1947<br />

Year founded<br />

tap into much richer perspectives<br />

then we may otherwise get by looking<br />

at purely American views. We also<br />

have a great time working together<br />

on big ideas.”<br />

In a bid to counter cyberattacks and<br />

increase resilience, the US Air Force has<br />

sought collaboration with another nontraditional<br />

source. In partnership with<br />

the Defense Digital Service, as well as<br />

cybersecurity firms such as BugCrowd,<br />

APRIL <strong>2020</strong>

HackerOne, Synack, and Dark Wolf, the<br />

organization is embracing the hacker<br />

community. Each of those companies<br />

has done large scale events, hacking<br />

the Air Force Cloud in addition to other<br />

public facing websites for the Air Force.<br />

“In the past, hackers looked at the<br />

Department of Defense and considered<br />

it a great prize to hack. But most people<br />

didn’t try it lightly because it’s also<br />

a great way to get arrested,” explains<br />

Knausenberger.“ We’ve started to<br />

embrace the hacking community<br />

because although we have some great<br />

cybersecurity frameworks in place that<br />

lots of people benchmark against, we<br />

wanted new partners who approach<br />

problems in different ways and who<br />

could explore new threat vectors in a<br />

creative way. It’s been invaluable - we’ve<br />

learned a great deal and it’s been a wonderful<br />

partnership.”<br />

Knausenberger sees the true value<br />

in encouraging hackers to cause as<br />

much havoc as possible and believes it<br />

is mutually rewarding. “I feel much more<br />

comfortable if I’ve had a hacker team<br />

come in and see what they can break<br />

without any rules, than if someone’s just<br />

gone through the security checklist,”<br />

she explains. “Real world hackers don’t<br />

follow our checklist. We’d rather have<br />

friendly hackers who we’re paying to<br />

break systems, and that allows us to fix<br />

things as they find it. Our systems are<br />

stronger for it, and the hackers love the<br />

chance to legally break into national<br />

security systems.”<br />

While having much success today,<br />

Knausenberger understands how<br />

critical it is that any cultural change<br />

implemented is built to last. “I’m very<br />

aware that any change I make must be<br />

something that can last after I’m gone,”<br />

she explains. “I didn’t join the Air Force<br />

intending to make a career of it – but my<br />

intent was to make a huge and lasting<br />

impact. Therefore, it’s very important<br />

that the things that we do aren’t just personality<br />

dependent. Not all software has<br />

to be sustainable. There are some things<br />

that we use once and we throw away;<br />

however, it’s vital that the organizational<br />

structures that support an innovation<br />

culture have staying power. It’s important<br />

that we’re able to do the simple<br />

things well and that we put the right processes<br />

in place to replicate those early<br />

successes at scale. We have a dream<br />

team in place right now – from senior<br />

43<br />



44<br />

Empowering the Airmen of the US Air Force<br />

CLICK TO WATCH | 1:57<br />

APRIL <strong>2020</strong>

leadership to key positions throughout<br />

the Force to make this happen.”<br />

Looking ahead, Knausenberger has a<br />

clear vision of what the future will hold for<br />

the US Air Force. “I’m very excited and<br />

I see us finalizing a lot of the big IT modernization<br />

and transformation efforts<br />

that we’re currently going through, as<br />

well as deploying the next generation<br />

of mind blowing Air and Space technology,”<br />

she states. “I expect we’ll more<br />

aggressively leveraging automation to<br />

liberate Airmen from repetitive tasks and<br />

free them to focus on mission innovation.<br />

And we’ll continue to do the awesome<br />

things that the Air Force is known for:<br />

maintaining superiority in the air, space,<br />

and cyberspace. There’s lots of cool stuff<br />

happening.”<br />

What really excites and drives<br />

Knausenberger, however, is making life<br />

easier for Airmen. “I joke that we can<br />

hit the back end of a fly from half way<br />

around the world, but when it comes<br />

to deploying new tools – Whew, that’s<br />

tough! We have a phenomenal workforce<br />

that can do incredibly difficult<br />

things with ease. I can’t wait for them<br />

to not have to work so hard on the silly<br />

things that we take for granted in the<br />

commercial world. We are so close to<br />

making that a reality. What really fuels<br />

me is seeing the innovative power of<br />

these Airmen and the way they come<br />

together to accomplish anything they<br />

need to do, despite the roadblocks.<br />

Our future is in great hands, and I see<br />

an inspiring next generation of leaders<br />

ready to continue our work as the world’s<br />

most powerful Air Force, and move<br />

beyond to new frontiers.”<br />

45<br />



46<br />

The rise of<br />

diversity<br />

and inclusion<br />

in the USA<br />


APRIL <strong>2020</strong>

www.businesschief.com<br />



<strong>Business</strong> <strong>Chief</strong> speaks with workplace<br />

culture experts to discuss the current<br />

state of diversity and inclusion in the<br />

United States<br />

48<br />

In recent years, Dr Rosanna Duncan MCIPD,<br />

<strong>Chief</strong> Diversity Officer at Palladium, has “seen<br />

giant strides not only in America, but globally,<br />

as more women gain a seat at the top table.” Both<br />

Dr Nancy Doyle, psychologist, founder and CEO of<br />

Genius Within and Patricia Hume, CEO of Canvas<br />

GFX, agrees with Dr Duncan that “the diversity<br />

conversation in corporate America is louder and<br />

more widespread than it’s ever been before, and<br />

that is having an impact. Even more emphasis is<br />

being placed on the need for a diverse workforce<br />

and the benefits this can bring,” says Humes. ‘’The<br />

barriers have really been broken down thanks to<br />

role models, solid data collection and legal statutes.<br />

However, although there is now a heightened<br />

awareness when it comes to diversity and inclusion,<br />

as well as some solid breakthroughs, we’re still not<br />

there yet,” adds Dr Doyle. Agreeing with Dr Doyle,<br />

Dr Duncan highlights that it is important to<br />

remember amidst this positive growth, that<br />

“diversity and inclusion in business is much more<br />

than just gender. There cannot be a meaningful<br />

APRIL <strong>2020</strong>

49<br />

“The diversity conversation in corporate<br />

America is louder and more widespread<br />

than it’s ever been before”<br />

—<br />

Dr Rosanna Duncan,<br />

<strong>Chief</strong> Diversity Officer, Palladium<br />


Rosanna Duncan:<br />

Diversity and Inclusion<br />

for everyone<br />

CLICK TO WATCH | 1:05<br />

51<br />

“Diversity and inclusion<br />

in business is much<br />

more than just gender,<br />

there cannot be a<br />

meaningful impact<br />

beyond the boardroom<br />

if we fail to consider<br />

race and class”<br />

—<br />

Dr Rosanna Duncan,<br />

<strong>Chief</strong> Diversity Officer, Palladium<br />

impact beyond the boardroom if we<br />

fail to consider race and class. We<br />

know that diversity adds real value to<br />

the bottom line by improving decisionmaking<br />

at all levels. However, in the<br />

race to achieve gender parity, we risk<br />

treating women as a homogeneous<br />

group in which female board members<br />

come from similar racial and social<br />

backgrounds, and express similar<br />

perspectives to their mainly white<br />

male counterparts.”<br />

When it comes to increasing diversity<br />

and inclusion, Hume strongly believes<br />



52<br />

that “education on the value diversity<br />

and inclusion can provide from an<br />

early age is essential. Making sure<br />

equal opportunities are available<br />

throughout the education process and<br />

within the workplace is vital. I believe<br />

that the more time people spend in<br />

diverse, collaborative communities,<br />

the less likely they are to focus on<br />

differences.” Both Dr Doyle and Dr<br />

Duncan further elaborate that to stand<br />

a chance of increasing diversity within<br />

America, organisations also need to<br />

turn their back on old-fashioned and<br />

outdated methods of recruitment.<br />

“One solution would be to introduce<br />

approaches that purely test capability<br />

and potential, as opposed to favouring<br />

candidates with postgraduate<br />

qualifications, even when a high level<br />

of technical expertise is not required.<br />

On the face of it, this may seem an<br />

equitable differentiator. But this can<br />

exclude some groups including African<br />

Americans or other racial minorities,<br />

as well as those from low income<br />

backgrounds. It’s not due to their lack<br />

of ability, but a lack of opportunity and<br />

considerable financial constraints,”<br />

comments Dr Duncan, who highlights<br />

APRIL <strong>2020</strong>

that according to a study by<br />

Georgetown University’s Center on<br />

Education and the Workforce, “less<br />

than a third of nursery school children<br />

from low-income families - who achieve<br />

high test scores – end up with a college<br />

education and a decent-paying entrylevel<br />

job. By contrast, those from<br />

families in the highest-income brackets<br />

with low test scores have a 70% chance<br />

of reaching the same education and job<br />

level. It is not surprising then that many<br />

low-income students, who have had<br />

access to fewer resources, struggle<br />

to maintain the advantages they may<br />

have had as infants. Employers need<br />

to look at a wider range of educational<br />

pathways including those who have<br />

studied part-time, flexibly, and even<br />

vocational qualifications.”<br />

Ultimately, “there’s no silver bullet”<br />

when it comes to increasing diversity<br />

and inclusion within a business, says<br />

Dr Duncan. “Real change takes time<br />

and can only be achieved when<br />

everyone works together. The difficulty<br />

can lie in helping organisation to think<br />

about diversity beyond gender, and to<br />

see that everyone is responsible – from<br />

executives to the front line – for creating<br />

53<br />



54<br />

a diverse and inclusive environment.<br />

Whilst having conversations on gender<br />

parity has over time become an easier<br />

conversation and is now part of the<br />

zeitgeist, I’m afraid that racial and<br />

socioeconomic parity in the workplace<br />

has been neglected.” However, Dr<br />

Duncan does explain that there are<br />

steps, that when put together, can<br />

help move an organisation in the right<br />

direction. “The first of these is to give<br />

diversity and inclusion a place at the<br />

top table. One of the biggest risks is the<br />

perception that diversity and inclusion<br />

is a bolt-on to HR, or of too little strategic<br />

value to merit proper commitment.<br />

Secondly, senior leaders should be<br />

held accountable. At Palladium, we<br />

hold quarterly forums and require<br />

senior leaders to be transparent,<br />

reporting on our KPIs to all staff,<br />

including targets on equal pay and<br />

blind recruitment. Additionally, the<br />

conversation needs to be flowing -<br />

internally and externally – constantly<br />

sharing ideas, debating issues, and<br />

encouraging people at all levels to<br />

develop their own thought leadership on<br />

the subject. Finally, behaviours which<br />

are unacceptable should be called out.<br />

“When we bring our<br />

differences together<br />

in an environment<br />

where people feel<br />

respected, accepted,<br />

and included, amazing<br />

things happen”<br />

—<br />

Patricia Hume,<br />

CEO, Canvas GFX<br />

APRIL <strong>2020</strong>

55<br />

Creating a diverse workforce is<br />

pointless unless you create an inclusive<br />

environment where everybody can feel<br />

safe, that they belong, and can reach<br />

their full potential.” Agreeing with Dr<br />

Duncan, Hume adds that, “when we<br />

bring our differences together in an<br />

environment where people feel<br />

respected, accepted, and included,<br />

amazing things happen. It is crucial to<br />

remember that diversity is fundamentally<br />

good for business, a diverse team is<br />

better at serving a diverse audience.”<br />





56<br />



Big Data and analytics have become<br />

omnipresent buzzwords recently,<br />

but what do they mean for<br />

how businesses should operate?<br />

<strong>Business</strong> <strong>Chief</strong> explores the subject<br />

with Abel Smith at Tech Data<br />


APRIL <strong>2020</strong>

www.businesschief.com<br />



58<br />

It’s often said that, in our modern economy, data is<br />

becoming the new oil. Whether this metaphor is<br />

totally accurate is almost beside the point; in an<br />

increasingly digital world, everything is data, a fact<br />

that becomes ever more pertinent when the tools<br />

available for collecting and analysing information<br />

evolve. The scale of data’s explosion was estimated<br />

by Domo to reach 1.7MB of new information every<br />

second for every person on Earth by <strong>2020</strong>, with an<br />

approximate total of 40 zettabytes (40 trillion gigabytes)<br />

globally. Contributing to this enormous volume<br />

is ‘Big Data’ - large quantities of information pertaining<br />

to corporate assets, which require highly innovative<br />

forms of processing to decipher and render useful for<br />

decision-making within business.<br />

Abel Smith, Director of IoT Solutions at Tech Data,<br />

believes that how a company chooses to analyse its<br />

data can have a significant impact on enabling efficiencies.<br />

After all, when it comes to Internet of Things<br />

(IoT) devices, the value a customer derives will not<br />

necessarily be from the device itself, but rather the<br />

wealth of insights and options for action that the analysis<br />

of data can make possible. “<strong>Business</strong>es, small<br />

and large, need to aggregate, unlock and organise<br />

their data so it is accessible and can be maintained<br />

whilst being secure and ethical. When that is in place,<br />

analytics can be used to visualise, gain insights and<br />

drive even more value with artificial intelligence (AI)<br />

and machine learning,” he says.<br />

APRIL <strong>2020</strong>

“In an increasingly digital<br />

world, everything is data”<br />

59<br />


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“By investing in these next-gen forms of<br />

analytics, vast amounts of data, which would<br />

otherwise be wasted, can be transformed into<br />

a highly valuable asset”<br />


The premise of AI-powered analysis<br />

is rooted in the goal of designing<br />

technology that can perform tasks<br />

normally reserved for people.<br />

According to SAS, machine learning<br />

forms an independent subset of AI<br />

and focuses on training a machine<br />

to identify patterns in data and then<br />

‘draw conclusions’ from it in a similar<br />

way to the human brain. First,<br />

machines are given ‘inputs’ and their<br />

associated ‘outputs’ in order to generate<br />

a prediction algorithm. Next,<br />

they are presented with a new input<br />

and use the set algorithm to predict<br />

an output - the ultimate goal being<br />

to refine the algorithm until the error<br />

margin between the machines’ prediction<br />

(called the ‘cost function’) and<br />

the actual output is as close to zero<br />

as possible. Therefore, machinelearning-based<br />

analytics represents<br />

a cycle: data is collected, an algorithm<br />

is formed and used to make a prediction,<br />

the result is collected and<br />

analysed, repeat ad nauseam.<br />

By investing in these next-gen<br />

forms of analytics, vast amounts<br />

of data, which would otherwise be<br />

wasted, can be transformed into a<br />

highly valuable asset. “By analysing<br />

the usage, the channel can begin to<br />

take a number of actions. For example,<br />

the data can give resellers and<br />

systems integrators an understanding<br />

of what challenges their customers<br />

are encountering and what<br />

additional services they might need<br />


1.7MB of new information<br />

is created every second for<br />

every person on Earth in<br />

<strong>2020</strong>, with an approximate<br />

total of 40 zettabytes (40<br />

trillion gigabytes) globally<br />

61<br />



“The opportunities afforded<br />

by Big Data are practical and<br />

abundant for companies<br />

dedicated to developing<br />

innovative ways of analysing<br />

the available information”<br />

62<br />

in order to solve them,” says Smith.<br />

The seemingly infinite streams of data<br />

generated on a daily basis take on<br />

a whole new dimension, as each piece<br />

can be used to better inform executives<br />

on how to steer corporate strategy.<br />

“Information and dialogue can result in<br />

continual improvements, adding value<br />

for the end customer and helping to create<br />

lasting relationships built on meeting<br />

real-world business objectives. It also<br />

helps with securing and onboarding<br />

new clients, as the process of continual<br />

development highlights and helps you<br />

open up new markets.”<br />

“For those companies that can bridge<br />

the gap between IT and business objectives,<br />

there are major opportunities for<br />

success,” Smith adds. But what does<br />

this mean for Big Data and analytics?<br />


For many companies, this will mean<br />

finding ways to improve the end-user<br />

experience, with data analysis providing<br />

the engine to solve larger volumes of<br />

problems than ever before. In an article<br />

by McKinsey & Co, Victor Nilson, SVP<br />

at AT&T, explained that the company<br />

uses data analytics to optimise customer<br />

APRIL <strong>2020</strong>

care. “We’ve used Big Data techniques<br />

to analyse all the different permutations<br />

to augment that experience to more<br />

quickly resolve or enhance a particular<br />

situation. We take the complexity out<br />

and turn it into something simple and<br />

actionable.” Other companies might<br />

leverage data analytics to improve the<br />

operation of a product itself, although<br />

some, like Vince Campisi, <strong>Chief</strong> Digital<br />

Officer at United Technologies, consider<br />

both forms of optimisation to be intrinsically<br />

linked. Campisi told McKinsey,<br />

“We’re starting to enable digital industries,<br />

like a digital wind farm, where you can<br />

leverage analytics to help the machines<br />

optimise themselves. It’s an example of<br />

using analytics to help a customer generate<br />

more yield and more productivity<br />

out of their existing capital investment.”<br />

The opportunities afforded by Big Data<br />

are practical and abundant for companies<br />

dedicated to developing innovative<br />

ways of analysing the available information.<br />

Smith remarks that, although the<br />

modern era is one of “digital supremacy”<br />

and technology is undoubtedly indispensable<br />

to nearly every industry, there is<br />

some hesitance - even fatigue - among<br />

executives for digital transformation<br />

schemes that under-deliver. However,<br />

the eminently practical and widespread<br />

advantages of streamlining via data analytics<br />

is an opportunity that should be<br />

fully embraced. “If there is one thing<br />

that businesses are interested in, it is<br />

how they can be more efficient, open<br />

up new growth, or be more compliant,”<br />

he says. “For those in the channel that<br />

want to continue to succeed, the focus<br />

has to switch from technology to business<br />

outcomes.”<br />

63<br />



64<br />

APRIL <strong>2020</strong>





65<br />

<strong>Business</strong> <strong>Chief</strong> speaks to supply chain<br />

experts to discuss the use of automation<br />

for fulfilment operations<br />




66<br />

“A<br />

global supply chain typically involves<br />

many partners that reside in different<br />

time zones, speak different<br />

languages and possess unique systems, documents<br />

and data standards. This complexity<br />

puts tremendous pressure on workers to<br />

standardise across the transaction by bringing<br />

together the data, synthesising and processing<br />

it according to mutually agreed upon terms<br />

and conditions,” comments Chris Huff, <strong>Chief</strong><br />

Strategy Officer, Kofax as he reflects on the<br />

current landscape within supply chains. “As<br />

one can imagine, this is a time-consuming<br />

manual process filled with the potential for<br />

error, re-work and compliance gaps. Intelligent<br />

automation transforms high-cost and peopleintensive<br />

fulfilment operations into a highly<br />

efficient and automated state, by bringing<br />

together automation and artificially intelligent<br />

technologies. Intelligent automation is able to<br />

ingest high volumes of data from disparate<br />

systems and people, transforming unstructured<br />

data into standard and structured<br />

formats to automate the workflow.”<br />

Over the years, Huff has seen fulfilment<br />

operations evolve significantly, in particular<br />

“more software on fewer machines with even<br />

less people involved. Fulfilment centres today<br />

are technological marvels that primarily operate<br />

with a high degree of autonomy.<br />

APRIL <strong>2020</strong>

www.businesschief.com<br />


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zero touch, cut<br />

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simplifies operations, moving you closer to the<br />

zero-touch experience.<br />

This means greater savings and shorter time to<br />


“Intelligent automation<br />

transforms high-cost<br />

and people-intensive<br />

fulfilment operation<br />

into a highly efficient<br />

and automated state,<br />

by bringing together<br />

automation and<br />

artificially intelligent<br />

technologies”<br />

A mainframe in the 1950s can essentially<br />

be held in the palm of your<br />

hand in <strong>2020</strong>. The power of mobile,<br />

internet, automation and artificial<br />

intelligence (AI) has transformed the<br />

supply chain industry.” Within the<br />

industry Huff has seen applications of<br />

“converging intelligent automation and<br />

AI to create platforms that can predict<br />

future inventory levels by assessing a<br />

myriad of environmental factors and<br />

—<br />

initiating actions to preposition supplies<br />

Chris Huff,<br />

in the right place at the right time.<br />

<strong>Chief</strong> Strategy Officer, Kofax In addition, intelligent automation and 69<br />



70<br />

internet of things (IoT) are converging<br />

to speed up fulfilment processing<br />

times by collecting disparate data, making<br />

assessments and taking actions,<br />

and intelligent automation and mobile<br />

devices are converging to enabling realtime<br />

tracking to improve efficiency while<br />

increasing customer experience.”<br />

Huff explains that one of the most<br />

important benefits of automation is adding<br />

a tremendous amount of capacity<br />

without adding headcount. “Organisations<br />

are able to deploy capacity<br />

in two primary ways: one is to initiate<br />

unbudgeted revenue, lifting opportunities<br />

that would have otherwise required<br />

headcount. The second is, organisations<br />

can aggressively advance their<br />

efficiency, arbitrage and cost take-out<br />

opportunities to improve margins and<br />

profitability.” In addition to this Huff also<br />

sees the potential to “increase compliance<br />

to 99.9%, improve processing<br />

times, reduce transaction costs and<br />

most importantly empower humans<br />

by providing a ‘digital assistant’ to perform<br />

the low-value transactional work.”<br />

Agreeing with Huff, Mohammed Rehman,<br />

“The power of mobile, internet,<br />

automation and AI has transformed<br />

the supply chain industry”<br />

—<br />

Chris Huff,<br />

<strong>Chief</strong> Strategy Officer, Kofax<br />

APRIL <strong>2020</strong>

Cognex Logistics Solutions<br />

CLICK TO WATCH | 2:47<br />

71<br />

Programme Team Leader of Computing<br />

at Arden University comments that<br />

“Efficiency is the key benefit. Automating<br />

routine and menial tasks improves<br />

a company’s efficient use of time and<br />

money. It can also help to eliminate<br />

human error.”<br />

However, with innovation comes<br />

challenges, Huff highlights that “the<br />

challenge with this technology is finding<br />

the right combinations to solve the<br />

higher-value supply chain issues that<br />

will result in true transformational value.<br />

Complex supply chain business problems<br />

typically require ingestion of data<br />

from many different sources, transformation<br />

of unstructured data, task<br />

automation and automated workflow.<br />

Best-in-breed intelligent automation<br />

platforms bring all of this together<br />

to automate complex fulfilment operations.”<br />

In addition to the challenge of<br />

combining technology for optimum<br />

transformational value, both Huff and<br />

Rehman highlight cybersecurity as<br />

another core threat. “Globalisation<br />

has blurred geographic boundaries<br />

while at the same time increasing risk.”<br />

comments Huff. “Government and private<br />

sector consortiums will become<br />



72<br />

increasingly important as we seek new<br />

standards and governance to make<br />

these consortiums work by building<br />

trust among strangers.” Agreeing with<br />

Huff, Rehman adds that “Robots can<br />

be hacked just like a computer. As with<br />

any strategy around cybersecurity, it’s<br />

about embedding processes around<br />

authenticity of data, procedures around<br />

verification and handling of data, and<br />

ensuring that people are educated<br />

about the risks and follow institutional<br />

policies and procedures. Periodic review<br />

and testing is vital to ensure that systems<br />

are behaving as they should.”<br />

Looking to the future of automated<br />

fulfilment operations, Huff sees the<br />

adoption of the dynamic combination<br />

of AI, machine learning and natural language<br />

processing, taking further hold<br />

within the industry in order to automate<br />

the analysis of data. “The lifeblood of<br />

a fulfilment centre is data. While automation<br />

can help move data through a<br />

process with minimal human intervention<br />

- in most instances - automation<br />

can’t read, interpret and draw insights<br />

from data. This requires AI through<br />

the likes of machine learning and natural<br />

language processing. As a result,<br />

“As with any strategy<br />

around cybersecurity,<br />

it’s about embedding<br />

processes around<br />

authenticity of data,<br />

procedures around<br />

verification and<br />

handling of data, and<br />

ensuring that people<br />

are educated”<br />

—<br />

Mohammed Rehman,<br />

Programme Team Leader of Computing,<br />

Arden University<br />

APRIL <strong>2020</strong>

73<br />

companies need to do more than just<br />

automate workflow, they need to use<br />

AI to read data, interpret it and deliver<br />

insights to the business. At Kofax our<br />

intelligent automation platform allows<br />

our customers to ingest structured and<br />

unstructured data, and use our embedded<br />

AI to read data to deliver insights<br />

to a business. In most cases, we have<br />

seen the application of intelligent automation<br />

shift workers from low-value<br />

‘data collectors’ to higher value ‘data<br />

users’. In addition, workers are finding<br />

greater purpose in their work, improving<br />

a company’s recruitment and talent<br />

retention.” Huff also reflects on the<br />

development of predictive modelling<br />

in the future. “Predictive modelling is<br />

already being used in pockets, but the<br />

technology and algorithms are proprietary<br />

in most instances. This makes<br />

it difficult for small and medium-sized<br />

enterprises (SMEs) to take advantage<br />

of the technology. More open source<br />

predictive models that allow SMEs to<br />

utilise them would go far in levelling the<br />

playing field so we can adopt, scale<br />

and innovate faster,” concludes Huff.<br />


CSR<br />

74<br />

APRIL <strong>2020</strong>




75<br />

Rosanna Duncan, CDO, Palladium, provides<br />

insight into how companies can maximise<br />

diversity and inclusion opportunities in order<br />

to implement lasting change<br />




CSR<br />

76<br />

Creating a truly diverse workforce<br />

is no easy task. It requires<br />

transparency, clear communication<br />

and a willingness from all parts of the<br />

company, even if it requires at times<br />

difficult conversations. Over the years<br />

diversity and inclusion has sometimes<br />

held negative connotations, associated<br />

with meeting corporate quotas, or at<br />

worst, being a token gesture. Here to<br />

reinvigorate the concept of diversity<br />

and inclusion is Rosanna Duncan, <strong>Chief</strong><br />

Diversity Officer of Palladium, whose<br />

passion for the matter extends far<br />

beyond corporate initiatives.<br />



I’m originally from Cardiff in Wales.<br />

I’ve spent more than twenty years<br />

working across both the public and<br />

private sectors primarily in the UK.<br />

I’ve written and researched extensively<br />

on diversity and inclusion topics over<br />

the years. My doctoral thesis examined<br />

how best to embed D&I issues across<br />

the UK construction industry.<br />

APRIL <strong>2020</strong>

www.businesschief.com<br />


“I’ve spent my life trying to make<br />

the case for a fairer and more equal<br />

workplace environment”<br />

—<br />

Rosanna Duncan,<br />

<strong>Chief</strong> Diversity Officer, Palladium<br />

79<br />

I’m now the <strong>Chief</strong> Diversity Officer for<br />

the Global Impact firm Palladium. We’re a<br />

business which has over 3000<br />

employees in 90 countries around the<br />

world working hard to help solve some of<br />

our planet’s most pressing challenges.<br />

We work closely with governments,<br />

businesses, and investors. We<br />

implement innovative education,<br />

health and economic development<br />

programmes and provide specialist<br />

consulting and in-depth financial insights<br />

which put us at the forefront of the<br />

growing interest in impact investing.<br />

I’ve spent my life trying to make<br />

the case for a fairer and more equal<br />

workplace environment. It’s something<br />

I’ve always cared passionately about. It’s<br />

more than a job.<br />



I’m proud of what we’ve managed<br />

to achieve here at Palladium in the<br />

space of just over three years. In 2017,<br />

Palladium identified an Equal Pay Gap<br />

of 21% in some parts of the business.<br />

But as of the end of 2019 globally<br />

we succeeded in bringing that figure<br />

down to less than 2%.<br />


CSR<br />

Palladium: Make It Possible<br />

CLICK TO WATCH | 2:20<br />

80<br />




It wasn’t long ago that to, many,<br />

‘diversity’ meant quotas. In fact, we<br />

still see an overemphasis on gender<br />

parity and other simplistic metrics<br />

that, while well-intentioned, don’t<br />

actually achieve the diversity of<br />

thought and inclusive workplaces we<br />

need. This has begun to shift over<br />

the last decade, to a point where<br />

more companies are striving to<br />

embed D&I into all aspects of their<br />

business. We’re seeing greater<br />

acknowledgement of the need for an<br />

intersectional approach (beyond<br />

gender or any single characteristic);<br />

for the removal of unconscious bias<br />

from hiring practices; and the fact<br />

that creating a diverse and inclusive<br />

workplace is everyone’s job.<br />





It requires commitment from<br />

everyone within the business and a<br />

sense of purpose from the top of the<br />

APRIL <strong>2020</strong>

organisation. Staff need to be more<br />

than bought-in — they have to<br />

recognise that everyone is<br />

responsible for making our shared<br />

workplace more diverse and<br />

inclusive.<br />

At Palladium, we’ve done this by<br />

giving D&I a place at the top table<br />

through the creation of a <strong>Chief</strong><br />

Diversity Officer role, holding senior<br />

leaders accountable and transparent<br />

about the progress we’re making,<br />

and maintaining an ongoing<br />

conversation with staff at all levels.<br />

Companies have to keep D&I top of<br />

mind in all they do, constantly<br />

sharing ideas, debating issues, and<br />

continuously improving together.<br />

This means that when we have<br />

success to celebrate, such as the<br />

reduction of our Equal Pay Gap from<br />

21% in some parts of the business to<br />

less than 2% globally, everyone can<br />

share in that success!<br />

Rosanna Duncan<br />


81<br />

Dr Rosanna Duncan is <strong>Chief</strong> Diversity Officer at Palladium, a global impact<br />

firm with operations in over 90 countries. Her role involves maximising<br />

the opportunities from embracing diversity and inclusion (D&I) for<br />

employees, clients, supply chains, and the company’s bottom line.<br />

She is also the Chair of Palladium’s cutting-edge Sustainable<br />

<strong>Business</strong> Steering Group, combining D&I, the environment, and<br />

safeguarding within a single framework. Rosanna draws upon a 20+<br />

year record of multi-sector achievement that includes embedding<br />

D&I contractor requirements into Europe’s largest infrastructure<br />

project, High Speed Rail (HS2). Underpinning her experience<br />

are a PhD and chartered membership of the CIPD, as well as<br />

a significant body of research and internationally published<br />

work on a range of D&I-related topics. Rosanna is also<br />

a member of UK Research & Innovation’s Equality, Diversity<br />

and Inclusion external advisory group.<br />


CSR<br />

82<br />

“We still see an<br />

overemphasis on gender<br />

parity and other simplistic<br />

metrics that, while wellintentioned,<br />

don’t actually<br />

achieve the diversity<br />

of thought and inclusive<br />

workplaces we need”<br />

—<br />

Rosanna Duncan,<br />

<strong>Chief</strong> Diversity Officer, Palladium<br />




Accountability is always a challenge.<br />

It’s easy for any organisation to<br />

assume that once a <strong>Chief</strong> Diversity<br />

Officer is in place, that person will be<br />

responsible for ‘solving’ D&I. But my<br />

role is to equip, enable, and lead the<br />

organisation on its D&I journey.<br />

Acknowledging that takes time and<br />

reinforcement, but pays dividends.<br />

The other challenge that has to be<br />

overcome is transparency. It’s not<br />

always comfortable to get up in front<br />

of our people and report on progress,<br />

particularly when more work is needed<br />

to achieve our goals. But doing so is<br />

crucial for buy-in and to send a clear<br />

message about how much this matters<br />

to the organisation. Once leaders are<br />

willing to do that, they almost always<br />

agree that it was worth the effort.<br />





Decisions should always be made<br />

based on the best person for the job.<br />

However, we need to question what<br />

we see as the ideal candidate and<br />

challenge ourselves on this. We need<br />

to check that we are not recruiting an<br />

image of ourselves or using criteria<br />

that will always bring us the same hires<br />

from the same pool of candidates.<br />

I believe strongly in the importance<br />

of addressing intersectionality. When<br />

we consider diversity and inclusion<br />

issues we need to look beyond gender<br />

and examine other characteristics that<br />

intersect, including race, socioeconomic<br />

background, age and<br />

disability status. Neither men nor<br />

women are a homogenous group, and<br />

if we fail to see this, we won’t be able<br />

to move towards real equality for all.<br />

APRIL <strong>2020</strong>





Give D&I a seat at the top table. Your<br />

D&I lead needs to have the backing of<br />

the board and the CEO’s mandate to<br />

make changes. Set realistic targets<br />

and KPIs and make senior leaders<br />

accountable for delivering on these.<br />

Everyone is responsible for creating a<br />

diverse and inclusive workplace. One<br />

of the biggest risks is the perception<br />

that D&I is compartmentalised, a<br />

bolt-on to HR, or of too little strategic<br />

value to merit proper commitment.<br />

When something becomes<br />

everybody’s business, change<br />

happens quicker. It’s important to<br />

keep the conversation flowing,<br />

internally and externally.<br />




We’re going to see more analysis<br />

of how different types of inequality<br />

intersect, and will be able to shift our 83<br />


CSR<br />

84<br />

recruitment practices, selection criteria,<br />

cultures, and unconscious biases<br />

toward the necessary action for<br />

meaningful change.<br />

We must look beyond the gender lens.<br />

There is much discussion at the moment<br />

around increasing the diversity of boards,<br />

but most of this dialogue is about<br />

increasing women’s representation. We<br />

need to understand that women are not<br />

a homogenous group and look critically<br />

at which women are accessing these<br />

opportunities. In many cases, they will<br />

have more in common with their male<br />

counterparts.<br />

What gets measured gets done,<br />

and we’re also going to see more<br />

companies equipping their D&I leaders<br />

with ever more sophisticated data and<br />

setting more ambitious KPIs —<br />

something that’s had a huge impact<br />

at Palladium.<br />





Palladium keeps diversity at the<br />

forefront of people’s minds by<br />

constantly sharing ideas, debating<br />

APRIL <strong>2020</strong>

“We need to check that we are not recruiting an image<br />

of ourselves or using criteria that will always bring<br />

us the same hires from the same pool of candidates”<br />

—<br />

Rosanna Duncan,<br />

<strong>Chief</strong> Diversity Officer, Palladium<br />

issues, and encouraging everyone<br />

who works here, at all levels, to<br />

develop their own thought leadership<br />

in this space. The ‘proof is in the<br />

pudding’, as they say: our KPIs speak<br />

for themselves and it’s thanks to the<br />

willingness of the entire company to<br />

put in the work.<br />



I’m seeking to spread best practice and<br />

some of the lessons Palladium has learnt<br />

for the benefit of a wider international<br />

business audience. I’ll be running<br />

workshops this spring to share how<br />

we addressed some of the problems<br />

Palladium encountered because I believe<br />

the lessons learnt are just as relevant<br />

whether your organisation is in the public<br />

or private sector, or whether it is large<br />

or small in size.<br />

In <strong>April</strong> I will be one of the principal<br />

speakers at the Chartered Institute<br />

for Personnel and Development<br />

Diversity and Inclusion conference<br />

taking place in London.<br />


I believe that there is a direct<br />

correlation between the seniority<br />

of my role within Palladium and my<br />

position on the Executive Board,<br />

and the rate of progress we have<br />

managed to achieve on diversity<br />

and inclusion issues.<br />

Real change takes time and can<br />

only be achieved when everyone<br />

works together. The difficulty lies<br />

in helping the organisation to think<br />

about diversity beyond gender, and<br />

to see that everyone is responsible<br />

— from executives to the front line<br />

— for creating a diverse and inclusive<br />

environment.<br />

85<br />



86<br />

City Focus<br />

TORO<br />

<strong>Business</strong> <strong>Chief</strong> takes a look at<br />

the city of Toronto and three<br />

of the pillars of its booming<br />

economy: natural resources,<br />

finance, and tech<br />

APRIL <strong>2020</strong>


NTO<br />

87<br />



88<br />

Named after the Iroquoian word<br />

‘tkaronto’, meaning the ‘place where<br />

trees stand in water’, the city now<br />

known as Toronto was established by<br />

British settlers in 1793. Originally called York<br />

but later renamed in 1834, the city currently<br />

has an estimated population of 2.81million<br />

citizens and has become the largest overall<br />

contributor to the Canadian economy,<br />

representing 20% of national GDP and<br />

providing an important hub in world economics.<br />

Although Toronto experiences a<br />

climate considered relatively mild in Canada,<br />

the coldest temperature measured in the<br />

area was a blistering -31.3 degrees celsius<br />

(-24.34 fahrenheit) in 1943. However, the<br />

relative infrequency of extreme weather<br />

might have contributed to Toronto placing<br />

7th on the 2019 Global Liveability Index<br />

for world cities, and with over 30% of the<br />

population speaking a language other than<br />

English or French, the city is clearly not just<br />

a happy place but a diverse one too.<br />

APRIL <strong>2020</strong>

2.81mn<br />

89<br />

Population of<br />

Toronto, Canada<br />

1793<br />

Year founded<br />

Nearest Major Airport<br />

17km<br />

Pearson International<br />

Airport<br />



90<br />

The economy of Toronto has been<br />

very robust for a number of years - the<br />

city has a GDP growth rate of 2.4%<br />

per annum, exceeding the national<br />

average rate by 0.6%. The province<br />

of Ontario’s vast supply of natural<br />

resources and hydroelectric capabilities<br />

make Toronto a centre of<br />

industrial operations, with the Greater<br />

Toronto Area contributing more than<br />

50% of national product in Canada’s<br />

manufacturing sector. In addition to its<br />

industrial might, Toronto’s economy<br />

receives significant input from other<br />

industries, such as finance, media,<br />

technology and tourism. Ranked as<br />

having the fastest growing financial<br />

centre in North America and the 10th<br />

most competitive in the world overall,<br />

Toronto also represents the nexus<br />

of the Canadian tech industry,<br />

generating upto CA$52bn per year<br />

in revenue and employing 168,000<br />

people in the city alone.<br />


The second largest gold mining company<br />

in the world, Barrick Gold was<br />

founded in 1983 and was listed on the<br />

TSX that same year. The company’s<br />

APRIL <strong>2020</strong>

each extends all over the world,<br />

with active operations in Argentina,<br />

Canada, Chile, Peru, Saudi Arabia,<br />

the USA, Zambia, and many more.<br />

Producing approximately 4.5million oz<br />

of gold in 2018, Barrick Gold reported<br />

revenues of US$7.2bn and estimated<br />

that it had 62.3millonn oz of untapped<br />

gold resources. In addition to a<br />

number of new projects and developments,<br />

CEO Mark Bristow confirmed<br />

in 2019 that Barrick’s merger with<br />

Jersey-based Randgold had been consummated,<br />

crystallising the company’s<br />

strong position in the gold industry. 91<br />

Barrick Gold Corporation:<br />

Who We Are<br />

CLICK TO WATCH | 1:10<br />



92<br />


The largest bank in Canada – employing<br />

80,000 people and serving<br />

16million clients globally – has its<br />

corporate headquarters located<br />

in Toronto. Placing 50th on Forbes’<br />

Global 2000 (listing public companies<br />

worldwide in terms of sales, profit,<br />

assets and market value), RBC is<br />

also Canada’s largest company by<br />

revenue, reported as CA$46bn for<br />

2019. Active in its national community,<br />

the bank is spearheading an ‘RBC<br />

Training Ground’ initiative, focusing<br />

on finding and developing Canada’s<br />

next Olympic talent for Tokyo <strong>2020</strong>.<br />

Now in the fifth year of the scheme,<br />

RBC has put over 8,000 athletes to<br />

the test in more than 100 local events,<br />

all of them free of charge. The bank<br />

also announced in January <strong>2020</strong><br />

that it was creating the ‘RBC Future<br />

Launch Scholarship’: 450 educational<br />

scholarships of CA$1,500 awarded to<br />

those who demonstrate drive, commitment<br />

and a passion for learning.<br />

APRIL <strong>2020</strong>

ECOBEE<br />

A relatively young company, ecobee<br />

was co-founded in 2007 by CEO<br />

Stuart Lombard. Among the most<br />

innovative tech companies currently<br />

operating in Toronto, ecobee<br />

launched the world’s first smart<br />

thermostat with the aim of providing<br />

a superior customer experience and<br />

saving people money. Now holding<br />

a commanding 30% of the market,<br />

the company isn’t showing signs of<br />

slowing down, releasing a next-gen<br />

suite of features called Eco+ in<br />

November 2019. Making use of AI to<br />

specially tailor and optimise energy<br />

use, Eco+ managed to save a 75,000<br />

test group of customers enough<br />

energy to power 1,000 homes in only<br />

three months. Lombard’s motivation<br />

has always been to not only<br />

save money, but also save<br />

the planet too, “We want to<br />

make the world a better place,”<br />

he said. “That’s a really fun<br />

thing to do.”<br />

93<br />



94<br />

Upcoming business events in<br />

Toronto for <strong>2020</strong> include the FITC<br />

Design and Technology conference<br />

from 19-21 <strong>April</strong>. A globally recognised<br />

event that is taking place in<br />

several major cities around the world,<br />

FITC provides an opportunity for<br />

companies at the cutting-edge of<br />

design, digital development, media<br />

and innovation in creative tech to<br />

come together and showcase their<br />

accomplishments. Featuring over 70<br />

presenters and myriad events, activities<br />

and performances over the course<br />

FITC TORONTO 2019<br />

CLICK TO WATCH | 2:28<br />

APRIL <strong>2020</strong>

95<br />

of the three day event, FITC will be an<br />

essential for creatives, technologists,<br />

executives and marketers who want<br />

to get a taste of the industry’s future.<br />

The excitement and potential of<br />

Toronto is palpable when one considers<br />

the prestigious, large-scale<br />

businesses currently using the city<br />

as their base. As the key location in a<br />

booming economy, Toronto acts as a<br />

diverse and valuable hub to Canadian<br />

business and world finance. Blessed<br />

with a highly successful natural<br />

resources industry but not content to<br />

rest on its laurels, the Greater Toronto<br />

Area offers a broad range of industries,<br />

services, and opportunities – both<br />

established and state-of-the-art – to<br />

companies looking to secure a place<br />

in the Canadian market. The city will,<br />

no doubt, continue to be an extremely<br />

important lynchpin of the country’s<br />

economy for decades to come.<br />


TOP 10<br />

96<br />

APRIL <strong>2020</strong>

Most<br />

influential<br />

CMOs in<br />

the USA<br />

97<br />

<strong>Business</strong> <strong>Chief</strong> takes a closer look<br />

at Forbes’ 2019 list of influential<br />

<strong>Chief</strong> Marketing Officers (CMOs)<br />

of companies in the USA<br />



TOP 10<br />

98<br />

10<br />

Michelle Peluso<br />

IBM (2016–)<br />

Currently, Michelle Peluso is the Senior Vice President of Digital<br />

Sales and the first <strong>Chief</strong> Marketing Officer at IBM. Peluso aspires to<br />

use her position at IBM to support women in business and technology.<br />

During her time at the company so far, a notable campaign she<br />

has led is IBM’s ‘Be Equal’ campaign, which encourages its workforce<br />

to embody respect, accountability and equality to improve<br />

the workplace. Prior to working at IBM, Peluso worked for Boston<br />

Consulting Group, The White House, Site59, Travelocity, Citi, Gilt,<br />

Nike and Technology Crossover Venture.<br />

APRIL <strong>2020</strong>

09<br />

Chris Capossela<br />

Microsoft (1991–)<br />

Chris Capossela has been a part of<br />

Microsoft for nearly 30 years. He<br />

started his career as a marketing manager<br />

and speech writer for Bill Gates,<br />

working his way up to the role he is<br />

in today – <strong>Chief</strong> Marketing Officer<br />

and Executive Vice President of<br />

Consumer <strong>Business</strong>. Capossela<br />

is driven by the importance of<br />

developing products and telling<br />

stories that are compelling<br />

for everyone. A notable campaign<br />

led by Capossela was<br />

the Microsoft Super Bowl<br />

‘We All Win’ advertisement;<br />

the video shows several<br />

children with disabilities<br />

using adaptive controllers<br />

to play video games.<br />

99<br />


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TOP 10<br />

08<br />

Phil Schiller<br />

Apple (1987–)<br />

Phil Schiller is Apple’s current Senior Vice President of Worldwide<br />

Marketing. Schiller has over 25 years of experience within marketing<br />

and management, 20 of which have been spent at Apple. Outside of<br />

Apple, Schiller has held various marketing positions at Macromedia,<br />

FirePower Systems, Nolan, Norton & Company, and Massachusetts<br />

General Hospital. Over the course of 2019, Schiller led several campaigns<br />

for the company. For example, he coordinated the ‘Privacy.<br />

That’s iPhones’ campaign, a drive from Apple to<br />

ensure its customers that, although data<br />

security concerns are on the rise, customers<br />

can trust Apple with their data.<br />

101<br />


TOP 10<br />

07<br />

Linda Boff<br />

General Electric (2003–)<br />

102<br />

Currently, Linda Boff is the <strong>Chief</strong> Marketing Officer and Vice<br />

President of Learning and Culture at General Electric. Boff has 20<br />

years’ experience in marketing and communication, and is driven<br />

by her passion for digital and the future of media. Prior to her<br />

roles at General Electric, Boff was the Director of Marketing and<br />

Communication at Citi. “I’m passionate about all things digital,<br />

and the future of media, specifically new digital media and concepts<br />

that fuse content, design and technology. I focus on embedding<br />

a meaningful marketing strategy, and marrying the art and science<br />

of marketing while instigating change.”<br />

APRIL <strong>2020</strong>

06<br />

Raja Rajamannar<br />

Mastercard (2013–)<br />

103<br />

With over 30 years of experience in marketing and communications,<br />

Raja Rajamannar has been the <strong>Chief</strong> Marketing and<br />

Communications Officer at Mastercard since 2013. Prior to working<br />

at Mastercard, Rajamannar has worked at Asian Paints, Unilever,<br />

Citi, Diners Club North America, Humana, WellPoint, Ad Council,<br />

PPL Corporation and Bon Secours Mercy Health. Rajamannar is<br />

recognised for his innovative thinking, leadership and ability to<br />

transform businesses. His goal is to “completely redefine the model<br />

of marketing”. With this aspiration, Rajamannar has recently led the<br />

transformation of Mastercard’s identity, delivering a streamlined<br />

look for the company and simplifying its logo.<br />


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TOP 10<br />

erActive<br />

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TOP 10<br />

04<br />

Kristin Lemkau<br />

JPMorgan Chase (1998–)<br />

Kristin Lemkau is the <strong>Chief</strong> Marketing Officer of one of the oldest<br />

financial institutions in the United States: JPMorgan Chase.<br />

Lemkau’s main focus as <strong>Chief</strong> Marketing Officer is to project the<br />

human side of the financial giant. Noteworthy campaigns led by<br />

Lemkau include the company’s ‘#ThisMama’ campaign which<br />

featured Serena Williams and her daughter to celebrate working<br />

mums. Lemkau has just under 30 years’ experience in marketing<br />

and communications, working at Freeport-McMoRan Copper<br />

and Gold Inc, and AlliedSignal before joining JPMorgan Chase.<br />

106<br />

APRIL <strong>2020</strong>

03<br />

Ann Lewnes<br />

Adobe (2006–)<br />

107<br />

Currently the Executive Vice President and <strong>Chief</strong> Marketing Officer<br />

of Adobe, Ann Lewnes has over 30 years’ experience within marketing.<br />

Under her leadership, Adobe transitioned to using digital<br />

marketing solutions, establishing a strategic template, using a combination<br />

of data-driven marketing and human skills. Prior to being<br />

Executive Vice President and <strong>Chief</strong> Marketing Officer at Adobe,<br />

Lewnes was the Vice President of Marketing at Intel Corporation.<br />

Outside of Adobe, Lewnes has been inducted into the American<br />

Marketing Association’s Hall of Fame and named as one of the<br />

most influential and innovative <strong>Chief</strong> Marketing Officers.<br />




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TOP 10<br />

Breaking Down Barriers & Building<br />

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CLICK TO WATCH | 26:31<br />

110<br />

02<br />

Antonio Lucio<br />

Facebook (2018–)<br />

Antonio Lucio is the current Global <strong>Chief</strong> Marketing Officer of<br />

Facebook. Joining the company in 2018, Lucio brought with him over<br />

30 years of experience in marketing to Facebook, having previously<br />

worked for PepsiCo, Visa and HP. Not long after joining Facebook,<br />

Lucio set about repositioning the company with the launch of the<br />

‘More Together’ campaign which emphasises the social network’s<br />

ability to bring people with shared interests together. Over the years,<br />

Lucio has been recognised as a thought leader and global influence<br />

in marketing transformation, championing diversity and inclusion.<br />

APRIL <strong>2020</strong>

www.businesschief.com<br />


TOP 10<br />

112<br />

APRIL <strong>2020</strong>

01<br />

Marc S Pritchard<br />

Procter and Gamble (1982–)<br />

Currently the <strong>Chief</strong> Brand Officer at Procter and Gamble, Marc S<br />

Pritchard drives the company’s marketing strategy to make content<br />

that is relevant and crucial. Pritchard strives to be a force for good<br />

through ethics, responsibility, community impact, diversity, inclusion,<br />

gender equality and environmental sustainability. Amidst the #MeToo<br />

movement, Pritchard worked to develop the Gillette ‘The Best Men Can<br />

Be’ campaign that urged men to set a healthy example for young boys.<br />

“We wanted to start an important conversation, and we sure have done<br />

that,” reflected Pritchard. Pritchard strives to make every day his personal<br />

mission to be useful. “I am fortunate to be part of a great company<br />

that is useful to five billion people around the world,” said Pritchard.<br />

113<br />

Gillette: we believe – the best men can be<br />

CLICK TO WATCH | 1:45<br />


114<br />

Kansas City<br />

Public Schools:<br />

Creating<br />

The Classroom<br />

of Now<br />





APRIL <strong>2020</strong>

www.businesschief.com<br />



Joe Phillips, Director of Technology,<br />

shares the leapfrogging that KCPS<br />

is undertaking in order to create<br />

greater student equity<br />

116<br />

D<br />

igital transformation takes time and a<br />

considerable amount of resources, but for<br />

Kansas City Public Schools (KCPS),<br />

Joe Phillips, Director of Technology, asserts that his<br />

students cannot afford to wait. Few people understand<br />

the technological needs of the students more<br />

than Phillips, who grew up in Missouri, knowing first<br />

hand the disparity in educational support provided<br />

to children across the state.<br />

Before he came to his current role, Phillips spent<br />

16 years in the army as a <strong>Chief</strong> Human Resources<br />

Officer and <strong>Chief</strong> Information Officer. Following<br />

an injury in Afghanistan he was medically retired in<br />

2015. “Leadership breaks down into three components:<br />

purpose, direction and motivation,” explains<br />

Phillips, “and my time in the army really prepared<br />

me for my current position at KCPS in providing<br />

direction and leadership to our team.”<br />

Prior to his time at Kansas City Public Schools<br />

(KCPS), Phillips was the Manager of Technology<br />

Support Services at Park Hill School District, where<br />

he received the 2018 Spirit Award. Just recently he<br />

was nominated for the CoSN CTO of the year award<br />

APRIL <strong>2020</strong>

117<br />

1867<br />

Year founded<br />

$100mn<br />

Revenue in<br />

US dollars<br />

2,500<br />

Number of<br />

employees<br />



118<br />

for his work at KCPS. Yet Phillips is far<br />

more occupied with the achievements<br />

of the district. “My key responsibility<br />

in this role is to use technology to<br />

improve the lives of our students, and I<br />

am particularly invested as I know how<br />

our kids feel and what they face every<br />

day. They can’t wait several years for<br />

change, they need it now in order to be<br />

equipped for the future.”<br />

The key way in which Phillips is<br />

doing this is via a project he calls<br />

‘The Classroom of Now.’ “Many other<br />

districts may have projects called<br />

‘The Classroom of Tomorrow’ or ‘The<br />

Classroom of the Future’, but our kids<br />

don’t have time to wait for this,” he says.<br />

Phillips shares that there are currently<br />

42 technology projects underway to<br />

improve upon the district’s infrastructure,<br />

cybersecurity and classroom<br />

experience. “Our largest project is the<br />

district-wide refresh of technology,<br />

so that our students can get the bestof-the-best<br />

and our teachers aren’t<br />

hindered by technological difficulties.”<br />

At the core of these edtech initiatives<br />

is a clear goal: to become the go-to<br />

strategic partner across the entire<br />

organisation. “If we can help every<br />

“Many other districts<br />

may have projects<br />

called ‘The Classroom<br />

of Tomorrow’ or<br />

‘The Classroom of<br />

the Future’, but our<br />

kids don’t have time<br />

to wait for this”<br />

—<br />

Joe Phillips,<br />

Director of Technology, KCPS<br />

APRIL <strong>2020</strong>

Kansas City Public Schools (KCPS):<br />

New laptops<br />

CLICK TO WATCH | 1:20<br />

119<br />

department improve upon their processes,<br />

procedures and technologies,<br />

then we can truly improve the experiences<br />

of our students.” This assistance<br />

may range from the effective technology<br />

training of teachers, through assisting<br />

in the selection and deployment of<br />

active shooter simulation technology<br />

for the security department. “All of this<br />

comes down to equity: identifying the<br />

challenges faced by our students in our<br />

district, and helping them to overcome<br />

these challenges so that they can have<br />

the same opportunities as higher-SES<br />

students when they go to college, or<br />

enter their career. We can’t simply keep<br />

pace with other school districts; we<br />

need to leapfrog our technologies so<br />

our students can remain competitive.<br />

Outdated technology won’t equip our<br />

students for the future.”<br />

KCPS is currently in the first year of<br />

a five year edtech plan which aligns<br />

with the district’s strategic plan and<br />

goals. “Often, an issue that you see<br />

with regard to others in my position<br />

is that they decide on technology<br />

that they believe should be in place,<br />


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they don’t necessarily work from the<br />

needs of the educators,” he explains,<br />

“This is where our team differs. We<br />

see what our educators would like to<br />

achieve in the next five years and we<br />

work backwards from there to provide<br />

the best processes and needs in<br />

order to become aligned.”<br />

To really articulate the scope of this<br />

transformation, Phillips details the<br />

conditions of the classrooms when he<br />

first started in his role in 2019. “One of<br />

my first initiatives was to ensure the<br />

implementation of iReady, however<br />

the elementary schools in the district<br />

had exceptionally poor technology.<br />

Joe Phillips<br />


Before entering Educational Technology, Joe served as both an<br />

enlisted soldier and an Army Officer. During his tenure, Joe<br />

served in numerous positions including 10 years as a <strong>Chief</strong><br />

Human Resources Officer and later as a <strong>Chief</strong> Information<br />

Officer. In both roles, Joe’s specialty was building new, and<br />

turning around poorly performing, organisations and<br />

departments for the Army. Joe retired from the Army in 2015<br />

and joined the Park Hill School District in Kansas City, MO as<br />

the Manager of Technology Support Services. In 2018, Joe<br />

accepted the position of Director of Technology for the<br />

Kansas City Public Schools District and has spent the past<br />

two years completely transforming the department. Joe<br />

has numerous technology certifications, a Bachelor’s in<br />

Criminal Justice from the University of Central Missouri,<br />

a Master’s Degree in <strong>Business</strong> and Organisational<br />

Security Management from Webster<br />

University, and is currently a doctoral<br />

candidate in Liberty University’s Ed.D<br />

in Educational Leadership programme.<br />

121<br />



122<br />

APRIL <strong>2020</strong>

The laptops couldn’t hold a charge<br />

and the students didn’t have power<br />

outlets at their desks,” he explains.<br />

On Phillips’s 90th day as Director<br />

of Technology he approached his<br />

superintendent Dr. Mark Bedell and<br />

requested US$2mn. “Dr. Bedell and<br />

our board members are very supportive<br />

of the work we are doing and<br />

the project was easily approved.” After<br />

the first winter break, all students<br />

in grades three to six received new<br />

laptops, shortly followed with iPads<br />

for Kindergarten through to grade two.<br />

“This upgrade has made a huge difference<br />

on our ability to use technology to<br />

teach our kids as well as individualising<br />

our teaching for each student. We<br />

have also focused on reducing our<br />

average ticket time for IT problems and<br />

have been able to get it from 46 days<br />

down to under 48 hours.”<br />

In addition to this, the vast number<br />

of projectors are being replaced with<br />

OneScreen interactive flat panels,<br />

which were provided by Clary Co,<br />

a company Phillips cites as pivotal<br />

in standardising teaching for staff<br />

across all schools in the district,<br />

which, when paired with strong<br />

123<br />


OneScreen<br />

It's why<br />

students<br />

stay in class<br />

even after<br />

the bell rings.<br />

<br />

<br />

(800) 992-5279<br />

sales@onesreensolutions.com<br />

training in technology, has positioned<br />

staff to be able to become more creative<br />

and attentive with their classes.<br />

“Technology anxiety has the power to<br />

undermine and destroy a whole transformation,<br />

so working with our Digital<br />

Learning Team and making sure our<br />

staff are trained and comfortable with<br />

these new technologies is paramount<br />

to our greater strategy,” he says.<br />

Phillips references Fred Davis’ 1989<br />

Technology Acceptance Model, which<br />

was used as the framework for the<br />

staff training. He adds that for every<br />

rollout, a school in the district will pilot<br />

the technology, allowing for feedback<br />

and amendments prior to the districtwide<br />

rollout.<br />

As technology evolves, naturally so<br />

does cybersecurity. “We have a layered<br />

approach to cybersecurity,” explains<br />

Phillips. “We have solid firewalls and<br />

end point detection and response<br />

software. We’re also following all NIST<br />

cybersecurity standards, CIS controls,<br />

CIPA, HIPPA, and FERPA where we<br />

modify it by grade range and the topics<br />

studied by students as needed.” KCPS<br />

also adheres closely to the Children’s<br />

Online Privacy Protection Act (COPPA),<br />

APRIL <strong>2020</strong>

“CTOs need to move from<br />

the basement to the<br />

boardroom: we need to be<br />

out across the schools and<br />

departments building<br />

strategic partnerships and<br />

really trying to understand<br />

what our schools and<br />

departments need from us”<br />

—<br />

Joe Phillips,<br />

Director of Technology, KCPS<br />

which ensures stricter security levels<br />

for children under the age of 13. “It is<br />

so crucial that educators understand<br />

cybersecurity and the threat it poses,”<br />

he says. To illustrate the gravity of the<br />

situation, Phillips shares that on the dark<br />

web, a student’s information is worth<br />

around $30 a transaction, as opposed<br />

to that of an adult, whose data is worth<br />

around 30 cents. “It’s important to<br />

understand that simple solutions can<br />

have a massive impact.” He goes on to<br />

share that KCPS has an email address<br />

for students and educators to forward<br />

125<br />

Kansas City Public Schools (KCPS):<br />

IT Department<br />

CLICK TO WATCH | 4:04<br />



126<br />

suspect emails onto, as well as a warning<br />

banner that heads suspect emails<br />

external to the district. “From these<br />

solutions alone we have seen a massive<br />

decrease in phishing attempts across<br />

the district,” he remarks. A partner that<br />

has been integral to cybersecurity<br />

is Lightspeed Systems, which has<br />

assisted in a number of ways: piloting<br />

classroom management, staff monitoring<br />

and controlling what students see<br />

as well as the projection of work. Lastly,<br />

it provides a safety check that centers<br />

around self-harm, bullying and anything<br />

else that may place students at risk.<br />

KCPS has already made great<br />

strides in the first year of this transformation<br />

and Phillips takes pride in this.<br />

“My favorite part of this transformation<br />

is seeing the impact. I grew up in this<br />

district and I remember how easy it is<br />

to succumb to feelings of inferiority<br />

when relating to suburban districts.”<br />

“Seeing our students, who have been<br />

using these depleted laptops, unbox<br />

a new chromebook halfway through<br />

the academic year was absolutely<br />

incredible. They’re durable and cutting<br />

edge and the students’ reactions<br />

were amazing; they realise that their<br />

education is valuable, and that they<br />

are valuable. Yet in my role, I need to<br />

ensure that the best-of-the-best technologies<br />

feel normal for our students<br />

and that they never feel that their<br />

education isn’t as valuable as their<br />

suburban counterparts.”<br />

Looking ahead, Phillips makes his<br />

intentions clear: “It’s no secret that I<br />

want us to be the best K-12 technology<br />

department in the world. I want<br />

KCPS to be the first thing that people<br />

associate with K-12 EdTech, and not<br />

for personal ego, but because our<br />

APRIL <strong>2020</strong>

“We can’t simply keep<br />

pace with other<br />

school districts; we<br />

need to leapfrog our<br />

technologies so our<br />

students can remain<br />

competitive”<br />

—<br />

Joe Phillips,<br />

Director of Technology, KCPS<br />

127<br />

students truly deserve the best.”<br />

Phillips also wants to harness VR in<br />

the classrooms, to take students on<br />

virtual field trips. He is also interested<br />

to see how the role of 3D printing will<br />

evolve. “3D printing has been something<br />

of a novelty, but I believe it has<br />

the potential to serve a greater purpose<br />

in helping students learn.” When<br />

considering his position in the wider<br />

industry, Phillips comments, “CTOs<br />

need to move from the basement to<br />

the boardroom: we need to be out<br />

across the schools and departments<br />

building strategic partnerships and<br />

really trying to understand what our<br />

schools and departments need from<br />

us.” Phillips says that KCPS is in an<br />

excellent position to accelerate to<br />

transform from what he describes as<br />

“the underdog of school districts” to<br />

a Missouri leader, in time a regional<br />

leader, and eventually a global leader.<br />


128<br />

APRIL <strong>2020</strong>

PCL Construction:<br />

transformation<br />

through people<br />

and culture<br />

129<br />







Mark Bryant, CIO at PCL Construction,<br />

describes how the company’s vision<br />

and “innovate or die” philosophy is<br />

helping to shape the modern industry<br />

130<br />

F<br />

ounded in 1906 in Stoughton,<br />

Saskatchewan, PCL Construction is<br />

a construction company operating primarily<br />

in Canada, the US, Australia and the Caribbean.<br />

Now headquartered in Edmonton, Alberta, the<br />

100% employee-owned company currently<br />

employs over 4,000 full-time professional and<br />

admin staff and more than 10,000 hourly tradespeople.<br />

Operating primarily on heavy industrial,<br />

civil and building construction, PCL has attained<br />

consistent results and broad geographic diversity<br />

to ensure its continued success. The company<br />

works on 700-800 projects each year, and is the<br />

largest contracting company in Canada and the<br />

seventh largest in North America overall.<br />

Mark Bryant, <strong>Chief</strong> Information Officer (CIO)<br />

at PCL, joined the company seven years ago with<br />

the aim of helping the business understand how<br />

IT-based solutions could bring benefits and drive<br />

efficiencies. “I’ve always had an entrepreneurial<br />

vibe and a big interest in technology,” he explains.<br />

“I’m one of those guys that’s always bridged IT<br />

APRIL <strong>2020</strong>

www.businesschief.com<br />



132<br />

“There’s a lot of opportunity for change.<br />

If you’re open to change, it’s a pretty cool<br />

place to be right now”<br />

—<br />

Mark Bryant,<br />

CIO, PCL Construction<br />

and business, even when I started at<br />

Toronto Dominion Bank, where I spent<br />

the first nine years of my career.” Having<br />

the fortune and talent to work for some<br />

of the largest, primarily Canadian,<br />

companies in the market — Davis<br />

& Henderson, and WSP — Bryant found<br />

that one thing consistently attracted<br />

him: great work culture and great colleagues.<br />

Regarding the honour of being<br />

named the 2019 ‘Canadian CIO of the<br />

Year’ by ITAC, Bryant was clear on what<br />

he regards as the key to his success.<br />

“It’s a pinnacle award for me from a<br />

career perspective,” he says. “But if you<br />

don’t have an amazing team around you,<br />

you don’t win ‘CIO of the Year’. My team<br />

at PCL has been instrumental in<br />

executing the vision that I’ve had.”<br />

For PCL, that vision meant making<br />

a fundamental shift away from ‘legacy<br />

IT’ and towards becoming an<br />

integrated business technology<br />

group. “Initially, IT was<br />

focused on keeping the lights on,”<br />

APRIL <strong>2020</strong>

PCL’s Digital Transformation<br />

CLICK TO WATCH | 2:22<br />

133<br />

says Bryant, describing the limitations<br />

of the previous tech culture’s scope.<br />

“One of the things that I’m most proud<br />

of is my team’s transition to realise our<br />

new strategic vision.” More specifically,<br />

Bryant has spearheaded a new range<br />

of products and services for PCL to<br />

drive productivity, efficiency and safety.<br />

This approach has proved crucial<br />

in an industry that is typically slow to<br />

adopt the latest trends in digitisation.<br />

Bucking the trend, PCL has been<br />

focused on developing this aspect of<br />

its operations for over 30 years. From<br />

homegrown estimating software to staff<br />

management applications, the company<br />

has striven to be an active<br />

participant in the change, rather than<br />

merely reacting to it. According to<br />

Bryant, there is a reason for this. “The<br />

construction industry historically has<br />

been underserved by the software<br />

development community. As one of the<br />

oldest industries in the world, a lot of<br />

practices in construction haven’t<br />

changed.” Due to the nature of the work,<br />

which requires a vast amount of manual<br />

processes to function, cvonstruction<br />

has been among the last industries<br />

to embrace the digital revolution.<br />


134<br />

APRIL <strong>2020</strong>

www.businesschief.com<br />



136<br />

However, with investment capital<br />

starting to flow into the industry,<br />

a huge influx of new thinking has<br />

opened doors for IT and business<br />

professionals. “There’s a lot of opportunity<br />

for change. If you’re open to<br />

change, it’s a pretty cool place to be<br />

right now.” The digital transformation<br />

for PCL began with what Bryant calls<br />

the ‘four pillars’: cloud, integration,<br />

mobility, and data analytics. Shifting<br />

the company’s large volumes of data<br />

from its hundreds of yearly projects<br />

to the cloud was a significant move<br />

for efficiency, as was integrating its<br />

technology more intelligently to allow<br />

innovations a quick gateway into daily<br />

operations. “If something new comes<br />

along that’s better, faster, or makes<br />

more sense for our business, we can<br />

rip out the incumbent technology and<br />

plug another one in. An integration<br />

framework allows us to be very agile.”<br />

This shift away from a ‘waterfall<br />

development cycle’ also means that<br />

applications and services can be<br />

brought out in weeks or months,<br />

rather than years.<br />

Mark Bryant<br />


As CIO, Mark is responsible for the strategic and innovative advancement<br />

of information technology (IT) within the PCL family of companies.<br />

Mark has over two decades of IT expertise, having served in<br />

the financial services, software, manufacturing, and AEC<br />

(architecture, engineering, and construction) industries.<br />

Prior to joining PCL, he led the technology operations at<br />

a century-old financial services firm and was CIO at<br />

a leading planning, engineering and consulting firm.<br />

Mark received his business administration accreditation<br />

from Sheridan College in Ontario and additional credentials<br />

related to ecommerce from the Ivey School of <strong>Business</strong>.<br />

He completed his CIO MBA at Boston University.<br />

APRIL <strong>2020</strong>

137<br />

Mobility and the ability to collect<br />

data from the field is also crucial to<br />

PCL’s operations. With the advent of<br />

smartphones and tablets, the company<br />

was able to find a way to gather this<br />

information more simply. More data<br />

also meant that an overhaul of the way<br />

the company performed data analysis<br />

was crucial. The launch of PCL’s smart<br />

construction platform Job Site Insights<br />

— a key Internet of Things (IoT) based<br />

platform and one of the core focal<br />

points for the company in <strong>2020</strong> —<br />

meant that data could be collected<br />

and utilised in fascinating new ways,<br />

such as monitoring conditions at the<br />

work-face of construction. “The IoT<br />

platform is 100% data driven, enabling<br />

real time alerts to anomalies and is<br />

extremely extensible, allowing for the<br />

addition of new capabilities quickly.<br />

It allows us to make better decisions<br />

because now we’re doing something<br />

with data that wasn’t historically available.”<br />

says Bryant.<br />

Another great example of data<br />

being an enabler is a hazard inspection<br />

safety application exploiting AI<br />



“PCL Construction is<br />

a juggernaut of innovation<br />

in the industry”<br />

—<br />

Mark Bryant,<br />

CIO, PCL Construction<br />

138<br />

Taking Safety into<br />

the Digital Realm<br />

CLICK TO WATCH | 2:27<br />

APRIL <strong>2020</strong>

www.businesschief.com<br />



technology to scan photographs and<br />

identify hazards. PCL has been able<br />

to reduce the time and labour spent<br />

on a crucial task — safety inspections<br />

— without sacrificing quality.<br />

His goal is nothing short of the total<br />

digitisation of the construction industry,<br />

including how it measures quality,<br />

safety, financials, work schedules,<br />

performance and more. Data is the<br />

essential element of the large-scale<br />

improvement PCL is striving towards,<br />

as are close relationships with the<br />

“Our people and our<br />

culture really are the<br />

difference. I am<br />

passionate and excited<br />

about what we’re doing.<br />

I couldn’t find a better<br />

company to do it at”<br />

—<br />

Mark Bryant,<br />

CIO, PCL Construction<br />

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Providing Project Insight<br />

CLICK TO WATCH | 2:24<br />

141<br />

partners and suppliers with which<br />

the company works. Emphasising the<br />

collaborative nature of the construction<br />

industry, Bryant believes that<br />

PCL’s business relationships in <strong>2020</strong><br />

are going to be of paramount importance.<br />

“I’m really focused on continuing<br />

to build a partner ecosystem of companies<br />

that want to share our vision and<br />

success as we digitise construction.”<br />

“We have a fantastic relationship<br />

with Microsoft,” he explains<br />

(Microsoft provides PCL’s cloudbased<br />

services). “They’re not<br />

a supplier to us, frankly. They’re<br />

a partner with a vested interest<br />

in helping us drive efficiencies.”<br />

Microsoft will also be instrumental<br />

in PCL’s integration of blockchain into<br />

its logistical operations, as well as<br />

billing and receiving.<br />

Similarly, Pype has a special<br />

relationship with PCL; the company<br />

leverages Pype’s ‘AutoSpec’ product<br />

to enhance operational efficiencies.<br />

“They’re a great example of a startup<br />

in the construction industry that is<br />

using artificial intelligence (AI) to<br />

review submittals and show us areas<br />

that we should focus on.”<br />



142<br />


• The IoT platform is<br />

100% data driven<br />

• PCL work on<br />

between 700-800<br />

projects each year<br />

• 4,000 full-time<br />

professional and admin<br />

staff and more than 10,000<br />

hourly tradespeople<br />

APRIL <strong>2020</strong>

“I’ve always had an<br />

entrepreneurial vibe<br />

and a big interest<br />

in technology”<br />

—<br />

Mark Bryant,<br />

CIO, PCL Construction<br />

Another partner offering exciting<br />

solutions to PCL is Australian company<br />

Willow, providing ‘digital twin technology’<br />

to create a virtual model of assets,<br />

processes, systems, and other entities.<br />

“The concept of a digital twin has been<br />

in the airline and automotive industries<br />

for years,” says Bryant. “It has not been<br />

applied to construction, so Willow will<br />

be a significant partner for us in their<br />

smart building strategy.”<br />

Even though he has established an<br />

exciting technological vision, Bryant<br />

hasn’t forgotten that changes in the<br />

construction industry are not easy to<br />

introduce. With new technologies<br />

being introduced at breakneck speed,<br />

it’s possible that staff will reach a saturation<br />

point in their ability to adapt.<br />

However, it is by fusing the knowledge<br />

143<br />



144<br />

“Digitisation is<br />

not an option.<br />

Digitisation is<br />

an absolute<br />

necessity”<br />

—<br />

Mark Bryant,<br />

CIO, PCL Construction<br />

and experience of its field staff and technology<br />

staff, who have been working<br />

on-site for 40+ years, with the latest IT<br />

tech that PCL hopes to gain a major<br />

advantage in the market. Adopting a<br />

‘crawl, walk, run’ philosophy of introduction,<br />

Bryant is confident that PCL will<br />

add new digital aspects at an appropriate<br />

pace. “It blows my mind how complicated<br />

our business is and how our people do<br />

such an excellent job,” he states.<br />

APRIL <strong>2020</strong>

1906<br />

Year founded<br />

$6.95bn<br />

Revenue in<br />

US dollars<br />

4,000+<br />

Number of<br />

employees<br />

145<br />

This represents the crux of PCL’s<br />

digital transformation for Bryant: “Our<br />

people and our culture really are the<br />

difference. I am passionate and excited<br />

about what we’re doing. I couldn’t find<br />

a better company to do it at.” Thinking<br />

about the journey that PCL is embarking<br />

upon, Bryant considers the upcoming<br />

change to be inevitable. “Digitisation<br />

is not an option. Digitisation is an absolute<br />

necessity. You’re going to see a big<br />

difference between those companies<br />

that realise this and those that don’t.<br />

PCL Construction is a juggernaut of<br />

innovation in the industry and, to me,<br />

that’s super exciting.”<br />


146<br />

APRIL <strong>2020</strong>

Doing<br />

everything<br />

with<br />

its members<br />

in mind<br />

147<br />







Stacey Rous, Executive VP<br />

and <strong>Chief</strong> Financial Officer,<br />

explains how OTIP’s unwavering<br />

dedication to its members<br />

is being augmented with<br />

technological developments<br />

148<br />

F<br />

ounded in 1977 and currently managed<br />

and owned by four teaching affiliates<br />

(AEFO, ETFO, OECTA and OSSTF) in<br />

Ontario, Canada, the Ontario Teachers Insurance<br />

Plan (OTIP) was established on the basis that<br />

nobody understands education better than<br />

educators. A not-for-profit organisation, OTIP is<br />

committed to providing the very best insurance<br />

benefits to its members, using its collective industry<br />

insights to go above and beyond the needs of<br />

the teaching and education professionals it serves.<br />

Starting out handling long-term disability insurance,<br />

OTIP has subsequently grown to over 700<br />

dedicated staff and covers a wide range of auto,<br />

home and health insurance.<br />

Joining the company in 2016, Stacey Rous,<br />

EVP and CFO, came from an accountancy<br />

background originally, but gradually gained<br />

experience in insurance from some of the top<br />

companies in the sector, including Allianz. “I have<br />

a property, accident and sickness and group benefits<br />

background too,” she explains. “My career<br />

APRIL <strong>2020</strong>

www.businesschief.co<br />



150<br />

“Insurance is our<br />

business, but it’s<br />

the people we work<br />

with every day that<br />

are important”<br />

—<br />

Stacey Rous,<br />

Exec VP and <strong>Chief</strong> Financial Officer, OTIP<br />

has really been about change: I adapt<br />

to change and I try to implement<br />

change very quickly in businesses.”<br />

Rous considers her executive leadership<br />

skills and ability to identify<br />

problems and subsequently bolster a<br />

company’s operations and finances<br />

to be the reason OTIP sought her out.<br />

What sealed the deal for her was an<br />

outstanding corporate culture that<br />

clearly centralises the wants and<br />

needs of its members. “It’s all about<br />

the people,” Rous says. “Insurance<br />

is our business, but it’s the people<br />

we work with every day that are so<br />

important to our success.”<br />

When she started with the company<br />

almost four years ago, Rous says that<br />

it was an intense transition period as<br />

OTIP was expanding. “I quickly saw<br />

that our project management office<br />

and parts of our operations were not<br />

adequately staffed and really needed<br />

ramping up.” Meeting the workload<br />

demand required strong management<br />

skills and a clear vision of the<br />

company’s overall goals. “You can<br />

use technology down the road after<br />

you ramp up your growth. You can’t<br />

do it in the beginning; you really need<br />

APRIL <strong>2020</strong>

The OTIP Story<br />

CLICK TO WATCH | 1:53<br />

151<br />

people to get something as large as<br />

what we were doing off the ground,”<br />

Rous explains.<br />

Utilising technology whilst always<br />

keeping business people-centric<br />

is a philosophy which informs both<br />

Rous’s approach to being a CFO and<br />

OTIP’s method of operating. “Great<br />

success is built on people, not on<br />

technology,” she says, “but technology<br />

is the enabler that helps keep<br />

your workforce engaged.” For this<br />

reason, the company seeks out<br />

individuals with creative flair, drive<br />

and passion to help deliver quality<br />

and member-focused services to<br />

Ontario’s education community. “At<br />

OTIP, our job is to look after our members,<br />

so we’re very service-oriented<br />

and we want people that have empathy<br />

and care for them.” Therefore,<br />

OTIP is careful to ensure that any<br />

technology introduced to the company<br />

has the end-user in mind and<br />

will benefit their members directly.<br />

“It is so important to make sure that<br />

our workforce is equipped with the<br />

necessary tools to be able to do their<br />

job well. I always say, ‘we are not for<br />

profit, but we’re not for loss either.”<br />




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Economical is a proud strategic partner of OTIP<br />

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Economical Insurance includes the following companies: Economical Mutual Insurance Company, Family Insurance Solutions Inc., Sonnet Insurance Company, Petline Insurance Company. ©<strong>2020</strong> Economical Insurance. All Economical<br />

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Serving approximately 20% of the<br />

teaching and education staff in the<br />

province prior to 2016, she states<br />

that OTIP now supports almost 100%<br />

- more than half a million members<br />

and their dependents. “OTIP’s growth<br />

came from our expertise in the industry<br />

and the backing of the four Ontario<br />

teaching unions saying, ‘OTIP needs<br />

to do this work’.” Taking a strong and<br />

positive stance, OTIP operates with the<br />

conviction that once someone experiences<br />

its service they won’t want to<br />

go anywhere else. The organisation<br />

achieves this by maintaining care and<br />

empathy for its members at all times,<br />

and this approach appears to be<br />

swiftly winning over educators across<br />

Ontario. With a vision of always fulfilling<br />

the insurance needs of the province’s<br />

educators, the company funnels any<br />

profits directly back into its members’<br />

benefits programmes. The ‘not for<br />

profit but not for loss’ attitude also<br />

means that the latest innovations in<br />

technology are trialled and considered<br />

for use. “We need those technologies<br />

because as times change and<br />

153<br />

OTIP Sponsorship of Schools<br />

Projects and Initiatives<br />

CLICK TO WATCH | 1:54<br />



154<br />

new teachers join the profession, they<br />

expect choice in the platforms we offer<br />

them,” explains Rous.<br />

One particular innovation which had<br />

a large impact is what OTIP calls ‘middleware’.<br />

In the wake of its increasing<br />

membership, Rous says, data was<br />

being collected in very large quantities<br />

from over 70 school boards and<br />

across four separate teaching unions.<br />

It was soon discovered that some of<br />

the information had been transmitted<br />

incorrectly, causing hardship to<br />

members who were unable to access<br />

the benefits they needed. “We took a<br />

step back and said, ‘our members are<br />

in a crisis’,” she says, “We needed to<br />

own this, and come up with a creative<br />

solution to solve this problem.” What<br />

resulted was the development of a<br />

unique computer programme which<br />

allowed OTIP to maximise its capacity<br />

for data processing, allowing the<br />

company itself to produce a member’s<br />

eligibility for benefits. “OTIP is ‘in the<br />

middle’ between the school board<br />

and the member and that is how the<br />

term ‘middleware’ got coined,” explains<br />

APRIL <strong>2020</strong>

Stacey Rous<br />


Stacey Rous is the Executive Vice President and <strong>Chief</strong> Financial<br />

Officer at OTIP, Ontario Teachers Insurance Plan.<br />

Responsible for Finance and IT strategy, including financial operations<br />

of the company and accountable for the Project Management Office,<br />

Stacey is an accomplished financial executive known for achieving<br />

financial and service benchmarks by creating a compelling vision,<br />

clearly communicating strategies and providing strong leadership.<br />

She has more than 25 years of progressive leadership experience in<br />

operational finance. Stacey has provided executive financial leadership<br />

to the Waterloo Wellington Local Health Integration Network, Allianz<br />

Global Assistance and Cowan Insurance Group of Companies.<br />

Stacey is an MBA graduate from Athabasca University and holder of<br />

CPA designations in Canada and the US. Throughout her career, she<br />

has continued to seek educational opportunities and certifications<br />

that enhance her finance and operational capabilities,<br />

including: Chartered Professional Accountant (CPA,<br />

CMA) designation, Certified Public Accountant (US<br />

designation) and Chartered Global Management<br />

Accountant (CGMA) designation.<br />

155<br />

Outside of her role with OTIP, Stacey is actively<br />

involved in building strong partnerships with<br />

communities to make a positive impact on social<br />

issues such as social isolations, poverty,<br />

inequality and mental health. She currently<br />

serves on the Board of the YMCA for Kitchener<br />

Waterloo, the Canadian Mental Health<br />

Association for Waterloo Wellington and<br />

International Women’s Forum Waterloo.<br />


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Our technology, people and processes help organizations simplify<br />

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We provide the tools and expertise to help organizations solve complex<br />

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adminsolutions@morneaushepell.com<br />


“You can use technology<br />

down the road after you<br />

ramp up your growth.<br />

You can’t do it in the<br />

beginning; you really<br />

need people to get<br />

something as large as<br />

what we were doing<br />

off the ground”<br />

—<br />

Stacey Rous,<br />

Exec VP and <strong>Chief</strong> Financial Officer, OTIP<br />

Rous. “Now, instead of relying on<br />

others to ensure our members’ information<br />

is accurate, OTIP has taken<br />

control of the situation and brought<br />

an operational stability that would not<br />

have been possible without the middleware<br />

solution.”<br />

As with any organisation, in order<br />

to deliver a superior service, a company<br />

cannot function alone. OTIP<br />

recognises this and has built important<br />

partnerships with local and<br />

international businesses to assist in<br />

its mission. Working with numerous<br />

insurance, tech and admin companies,<br />

one partner singled out for special<br />

praise by Rous is the HR services<br />

company Morneau Shepell, which<br />

helped OTIP implement a new health<br />

and dental administration platform just<br />

prior to its explosive growth. “Shepell<br />

has been working with us since 2014.<br />

It has walked side-by-side with us, living<br />

through and helping OTIP with the<br />

difficult times and always coming up<br />

with creative ideas. Shepell really cares<br />

about our members and we couldn’t be<br />

where we are today without it.” Other<br />

companies lauded by Rous include<br />

Waterloo-based Economical Insurance<br />

(“they’re a huge partner for us”),<br />

Aviva Canada and Robotic Process<br />

Automation Implementation Inc (RPAi<br />

Inc), the latter enabling OTIP’s first utilisation<br />

of robotics.<br />

“People sometimes get scared when<br />

they hear about robotics and automation<br />

because they think it will take<br />

away their jobs. However, robots are<br />

simply an extension of your workforce,<br />

designed to take away the repetitive<br />

administrative tasks and allow employees<br />

to focus on value-added work<br />

for our members,” Rous emphasises.<br />

Demonstrating that OTIP is willing to<br />

157<br />


Making a positive impact<br />


3:1 ROI<br />

or greater achieved by<br />

the end of a project<br />

90%<br />

of our clients achieve<br />

scheduled results<br />

100%<br />

of our clients have agreed<br />

to be references for us<br />

Your Trusted<br />

Robotics<br />

& AI Partner<br />

RPA pioneers, providing a full range<br />

of RPA and related AI implementation<br />

services (vision, change management,<br />

COE development, product selection,<br />

staff training, Robot training, AI upskilling<br />

and ongoing mentoring and support).<br />

Some of our Partners include Blue Prism,<br />

UiPath, Microsoft Cognitive Services,<br />

Trust Portal.<br />

Learn More


Serving approximately<br />

20% of the education staff<br />

in the province prior to<br />

2016, Rous states that OTIP<br />

now supports almost<br />

100% - more than 500,000<br />

members and their<br />

dependents.<br />

159<br />

try out anything if it appears beneficial<br />

for its membership, Rous clarifies:<br />

“what the company is doing today in<br />

robotics is small, but we’re branching<br />

out into other areas of the business to<br />

help with process automation.”<br />

Adding another crucial component to<br />

OTIP’s everyday computing infrastructure<br />

is Applied Systems’ (AS) ‘Epic ’<br />

Broker Management System. A longterm<br />

provider of software solutions<br />

to the insurance sector, AS’s product<br />

allows OTIP to gain a holistic view of<br />

its business, integrating P&C, benefits<br />

and sales into one application. One of<br />

“At OTIP, our job is to<br />

look after our members,<br />

so we’re very serviceoriented<br />

and we want<br />

people that have<br />

empathy and can care<br />

for them”<br />

—<br />

Stacey Rous,<br />

Exec VP and <strong>Chief</strong> Financial Officer, OTIP<br />



160<br />

the most widely used agency management<br />

systems around the world, Epic<br />

provides OTIP with an essential method<br />

of managing relationships with its members,<br />

as well as accounting functions<br />

and core administrative capabilities<br />

relating to insurance.<br />

The last few years have been a challenging<br />

and transformative time for<br />

OTIP. Not only has the company striven<br />

to link technology to each member’s<br />

experience in a meaningful way, but<br />

recent events - such as the ongoing<br />

Ontario teacher strikes - have conspired<br />

to make life for the province’s<br />

educators even more challenging.<br />

“What we’re trying to do is<br />

take away the repetitive<br />

administrative tasks and<br />

allow them to focus on<br />

value-added work for our<br />

members”<br />

—<br />

Stacey Rous,<br />

Exec VP and <strong>Chief</strong> Financial Officer, OTIP<br />

APRIL <strong>2020</strong>

1977<br />

Year founded<br />

$1.6bn<br />

Revenue in<br />

Canadian dollars<br />

700<br />

Number of<br />

employees<br />

161<br />

Despite this, the company is confident<br />

that no other business understands<br />

education from an insurance perspective<br />

as it does, and it is by bringing<br />

technology and people together that<br />

OTIP hopes to further distinguish<br />

itself. “We’re really about ease of doing<br />

business and ensuring that we can<br />

leverage the technology to get things<br />

right,” Rous states. “Everything we do<br />

is for our members.”<br />


162<br />









APRIL <strong>2020</strong>

www.businesschief.com<br />



John McComas, Head of Project<br />

Management at Nordex North<br />

America, discusses the impact<br />

of digital transformation in the<br />

energy space amidst the launch<br />

of a new wind turbine platform<br />

164<br />

A<br />

s one of the world’s largest wind turbine<br />

manufacturers, Nordex Group provides<br />

high-yield, cost-efficient wind turbines<br />

under the Acciona Windpower and Nordex brands.<br />

Nordex has production facilities in Germany,<br />

Spain, Brazil, the US, Argentina, Mexico and India<br />

and produces nacelles, hubs, rotor blades and<br />

concrete towers across its offices in 25 countries.<br />

Following its acquisition of Acciona Windpower<br />

in 2016, Nordex became a major player in the<br />

energy space.<br />

John McComas is Head of Project Management<br />

at Nordex North America. Having originally joined<br />

Acciona Windpower North America in August 2007<br />

as a Supply Chain Analyst, McComas worked in several<br />

different positions before moving into his current<br />

role in May 2017. Having achieved considerable success<br />

over the past few years, McComas points to his<br />

company’s product line as a driving factor. “Our product<br />

line between the Nordex and Acciona turbines is<br />

flexible, cost effective, and client driven,” explains<br />

McComas. We’re not afraid of entering into markets<br />

where other organisations feel uncomfortable.”<br />

APRIL <strong>2020</strong>

www.businesschief.com<br />







166<br />

—<br />

John McComas,<br />

Head of Project Management,<br />

Nordex North America<br />

A key area of priority to McComas<br />

is the company’s client approach.<br />

“We have an approach with our clients<br />

which is quite the opposite of<br />

‘take it or leave it’,” he says. “It’s<br />

about trying to foster a relationship<br />

and learn what the constraints, challenges<br />

and economic model inputs<br />

are in order for the projects to be<br />

successful.” Having worked in several<br />

different markets, McComas<br />

acknowledges that every individual<br />

sector has its own unique challenges.<br />

“What makes us successful is our<br />

approach,” he explains.<br />

“We can’t have just one way of doing<br />

things across a diverse range of markets.<br />

It’s important that we adapt to<br />

what the requirements are.”<br />

Another important area of focus<br />

to McComas is the introduction of<br />

new technology. He understands the<br />

growing impact digitalisation is<br />

APRIL <strong>2020</strong>

Delta4000 Series Start:<br />

N149/5X & N163/5X (ENG)<br />

CLICK TO WATCH | 3:13<br />

167<br />

having on the energy industry and<br />

beyond. “Digital transformation<br />

is one of the biggest opportunities<br />

facing most markets at the moment,”<br />

says McComas. “We used to spend<br />

lots of time and effort collecting,<br />

analyzing and correcting information<br />

and data that came to us from paperbased<br />

sources. We’re flooded by<br />

the onset of tools, techniques, processes<br />

and data, so it’s important<br />

that we use it in the right way. With<br />

increased efficiency comes the<br />

opportunity to be safer, more quality<br />

centered, and strategic.<br />

Since its purchase of Acciona<br />

Windpower in 2016, there has been<br />

a noticeable shift in operations.<br />

“Acciona Windpower product technology<br />

was typically deployed in large<br />

wind farms cost of energy focused<br />

markets, in comparison to the Nordex<br />

technology which was deployed at<br />

smaller wind farms in Europe that<br />

had specific requirements,” says<br />

McComas. “Those requirements<br />

were prevalent primarily in Germany,<br />

Scandinavia and the UK and that<br />

technology was very successful<br />

in those markets. However, since the<br />



168<br />




—<br />

John McComas,<br />

Head of Project Management,<br />

Nordex North America<br />

merge a few years ago, we have put<br />

in considerable effort to combine that<br />

technology into one platform.”<br />

That platform is the Delta4000. The<br />

Nordex Group was the first company<br />

to launch a turbine platform with<br />

a flexible rating as part of its core<br />

design philosophy and operation<br />

strategy. The Delta4000 turbine<br />

adapts to the grid operators’ individual<br />

needs, local wind conditions as<br />

well as noise constraints. Through<br />

the platform, the Nordex Group relies<br />

APRIL <strong>2020</strong>

on tried-and-tested series production<br />

technology. The primary aim is to<br />

reduce the cost of energy by designing<br />

turbines which provide much<br />

higher yields from any given site. Its<br />

Delta 4000 portfolio demonstrates<br />

the N155/4.5, N133/4.8, N149/5.X<br />

and N163/5.X wind turbines.<br />

McComas believes that the new<br />

platform delivers a clear message<br />

to the marketplace. “What we set out<br />

to do was take the best parts from<br />

both the Nordex and Acciona platforms<br />

and merge them together<br />

to create a platform that best serves<br />

the needs of our clients,” explains<br />

McComas. “This product line is a signal<br />

to the marketplace that the merger<br />

between both organisations has been<br />

finalised and our recent commercial<br />

success with it proved that we are<br />

here to stay.”<br />

McComas believes in the value of<br />

partnerships. Nordex has established<br />

key, strategic relationships with Appia<br />

Wind Services, DSV Air & Sea and<br />

ATS, in addition to collaborations with<br />

global energy leaders such as Engie, 169<br />

John McComas<br />


John McComas is a results-orientated, strategic<br />

and bi-lingual manager with experience in a range<br />

of wind farm supply and construction. McComas<br />

has a verifiable track record in four different<br />

countries for the successful completion of<br />

utility scale projects ranging from 45 to<br />

304.5MWs. He manages site teams,<br />

maintaining the site P&L and creating<br />

positive working relationships with<br />

colleagues, contractors, suppliers and<br />

clients. He has been in his current<br />

position since May 2017.<br />


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1985<br />

Year founded<br />

6,800<br />

Number of<br />

employees<br />

171<br />

Announcing N163/5X<br />

CLICK TO WATCH | 0:32<br />




• Asset-based project management solutions<br />

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Enel, Duke, Acciona Energy, and<br />

others “We want to work hand in hand<br />

with our clients in order to generate<br />

collaborative solutions,” he says.<br />

“It’s important that we meet our<br />

commitments and ensure that we’re<br />

transparent and are working together<br />

in a collaborative manner to resolve<br />

issues. We understand that if we<br />

make a mistake then being open and<br />

honest is essential. We don’t try and<br />

hide; we strive to learn from our mistakes.<br />

Being open and honest with<br />

173<br />

NXG Service Technicians EN V1<br />

CLICK TO WATCH | 0:28<br />



174<br />

“Being open and honest<br />

with every partnership<br />

is essential and if we<br />

want to foster long-term<br />

growth, we understand<br />

we have to work<br />

collaboratively<br />

and transparently”<br />

—<br />

John McComas,<br />

Head of Project Management,<br />

Nordex North America<br />

MONTH <strong>2020</strong>

every partnership is essential and if<br />

we want to foster long-term growth,<br />

we understand we have to work collaboratively<br />

and transparently.”<br />

With the future in mind, McComas<br />

has a vision of where he expects<br />

Nordex to be over the next few years.<br />

“We’ve almost doubled the growth<br />

of the overall organisation in just<br />

a few years and we aim to continue<br />

in that vein,” he says. “Moving forward,<br />

our plan is to focus on the execution<br />

of our commitments and make sure<br />

we deliver on the projects that we’re<br />

undertaking.” McComas also harbours<br />

ambitions of transforming The Nordex<br />

Group to being considered a leader<br />

in wind turbine supply construction<br />

and commissioning. “It’s a pivotal year<br />

for us,” summarises McComas.<br />

“We’ve already established ourselves<br />

as a top tier supplier globally for wind<br />

turbines and we want to continue<br />

to scale.”<br />

175<br />


176<br />

APRIL <strong>2020</strong>

177<br />










CRC ORE<br />

How the Cooperative Research<br />

Centre for Optimising Resource<br />

Extraction (CRC ORE) is improving<br />

the productivity, energy and water<br />

signatures of mining operations<br />

178<br />

T<br />

he Cooperative Research Centre for<br />

Optimising Resource Extraction<br />

(CRC ORE) is part of the Australian<br />

Government’s Cooperative Research Centre<br />

(CRC) Program. It is co-funded by seven mining<br />

majors - Anglo American, AngloGold Ashanti, BHP,<br />

Glencore, Newcrest, Teck and Sumitomo. It also<br />

includes the support of ten research institutions<br />

and seven major METS - Metso, Orica, Hatch,<br />

Imdex, Sodern, JKTech and METS Ignited.<br />

Originally established in 2010, CRC ORE is a not<br />

for profit co-creation partnership, which received<br />

its second phase of funding in 2015 (A$34 million<br />

from the Australian Government and the remainder<br />

from its partners, mostly the miners). It is focused<br />

on “improving the productivity, energy and water<br />

signatures of mining operations”.<br />

<strong>Chief</strong> Executive Officer Dr Ben Adair notes:<br />

“To meet our Commonwealth funding requirements,<br />

we had to raise some A$114 million over our sixyear<br />

term. With 18 months left and we will have<br />

raised in excess of A$160 million — a consequence<br />

of the traction and support we’ve gained, from<br />

our mining company sponsors in particular.”<br />

APRIL <strong>2020</strong>

www.businesschief.com<br />


CRC ORE<br />

180<br />

“We must find better ways of extracting value<br />

that requires less water and energy. We need<br />

to generate lower volumes of much coarser<br />

waste by-products, which we can dry stack<br />

and recover all the water from. Ultimately, these<br />

will be cheaper processes, which will actually<br />

produce more metal”<br />

—<br />

Dr. Ben Adair,<br />

CEO, CRC ORE<br />

“We are seen as independent, trusted<br />

advisors by the Mining companies, to<br />

the point that we are now often used<br />

to manage their site-based gangue<br />

rejection strategies on their behalf.”<br />


Dr Adair explains that CRC ORE’s<br />

commitment to optimising resource<br />

extraction (ORE) is underpinned by<br />

two suites of technologies: Grade<br />

Engineering® and the Integrated<br />

Extraction Simulator (IES). The former<br />

focuses on extracting metal more efficiently<br />

by separating ore from waste<br />

before it enters comminution. The latter<br />

is a cloud-based simulation and optimisation<br />

platform across the mine to mill<br />

value chain. Grade Engineering therefore<br />

involves the implementation of<br />

practical gangue rejection technologies<br />

at production scale on sites.<br />

APRIL <strong>2020</strong>

CRC ORE - Impact to Date - 2019<br />

CLICK TO WATCH | 0:58<br />

181<br />

IES provides the opportunity to optimise<br />

downstream processing performance<br />

from this newly engineered feedstock.<br />

Dr Adair urges that, to reduce the<br />

mining industry’s energy and water footprints,<br />

it’s important to take a “helicopter<br />

view” of where the sector is today.<br />

“We get delusional about the current<br />

status quo,” he says. “The fact is that<br />

for base and precious metal operations,<br />

we still mine huge volumes of<br />

rock and send it into a process plant<br />

where 99% or more of this mate<br />

rial has no value whatsoever. Further,<br />

the comminution process used on<br />

this material is in itself less than 10%<br />

energy efficient in breaking rocks<br />

and collectively consumes 3% of the<br />

worlds’ electricity — enough to keep<br />

the lights on in Germany each year!”<br />

Dr Adair adds: “We also over-grind<br />

the material to extract the target minerals,<br />

way beyond what is necessary<br />

to efficiently separate and recover the<br />

metal. Consequently, we generate<br />

enormous volumes of ultra-fine waste.<br />

Current process plants are also water<br />

intensive and these waste streams are<br />

too fine to self-drain. As a result, we<br />

store waste in wet tailings dams and<br />


accept the challenge of continuously improving to achieve<br />

greater effectiveness and efficiency in our work

CRC ORE<br />

184<br />

struggle to recycle the water efficiently.<br />

This brings another set of<br />

challenges — poor levels of water<br />

recycling and wet tailings dams<br />

that are a safety hazard across<br />

the Industry”.<br />

Dr Adair’s conclusion, and where he<br />

believes CRC ORE can have an impact<br />

with its research and solutions, is that<br />

effective pre-concentration in the mine<br />

is required to dramatically reduce the<br />

volume of treated material that has<br />

no value. “We then need to apply the<br />

principles of gangue rejection into the<br />

design and operation of new energy<br />

and water efficient process equipment<br />

and circuits. This will require the realisation<br />

of co-creation partnerships<br />

between selected miners and suppliers<br />

to implement these solutions<br />

quickly. Nothing less than a complete<br />

step change in energy reduction and<br />

close to full recycling of water will suffice”.<br />

Ironically, he also states that this<br />

will actually increase metal production<br />

at sites, with cheaper capital and operating<br />

expenditures proclaiming that<br />

“sustainability really isn’t a cost!”<br />

APRIL <strong>2020</strong>


Sumitomo is a major producer globally<br />

of Zinc, Lead and Silver from their<br />

Minera San Cristóbal (MSC) operation<br />

in Bolivia. “It’s a fascinating place,”<br />

explains Dr Adair. “It operates with<br />

a head grade of around 1.7% Zn where<br />

traditionally Zinc/Lead/Silver operations<br />

would be looking at an equivalent<br />

of >7% Zn or more. In spite of this,<br />

the operation is one of the world’s<br />

most profitable thanks to remarkable<br />

approaches in optimising process performance,<br />

combined with world class<br />

water and energy conservation.”<br />

Located in the south-western<br />

Bolivian province of Nor Lípez, and<br />

operating since 2007, the mine produces<br />

around 1,500 metric tons of<br />

Zinc-Silver and Lead-Silver concentrates<br />

each day. To achieve this result,<br />

MSC needs to move a daily average<br />

of 150,000 tons of rock, 52,000 tons<br />

of which goes to the process plant<br />

Ben Adair<br />


185<br />

Dr Ben Adair has three decades’ experience in the mining industry.<br />

Splitting his time between roles in applied R&D, and working for majors<br />

such as Rio Tinto, he joined CRC ORE in 2015. Prior to this he worked<br />

at the University of Queensland, both as Director of the JKMRC<br />

and then running an industry funded Ore Sorting Centre. His<br />

primary interests are in step change technology to improve the<br />

energy, production and water signatures of operating sites in the<br />

minerals sector. “I’ve been able to bring a skillset to CRC ORE<br />

which has been honed on the practical challenges facing the<br />

industry,” says Dr Adair. “The experiences I’ve had at processing<br />

plants, auditing mining sites and at innovation labs in R&D, have<br />

given me the ability to see whether a particular approach can<br />

be practically implemented or not. There are many wonderful<br />

ideas out there, but can they stand up to the industrial process?<br />

That’s why the work we do at CRC ORE is so important.”<br />


CRC ORE<br />


186<br />

• Comminution processes<br />

consume 3% of the<br />

world’s energy<br />

• 99% of the material<br />

processed in base and<br />

precious metal operations<br />

has no value<br />

• Existing technologies<br />

properly applied can reduce<br />

plant power consumption<br />

by 25%<br />

• Runtime can be<br />

increased to 97%<br />

• You can recycle 90% of the<br />

water used in processing<br />

using today’s technology<br />

APRIL <strong>2020</strong>

for treatment. “To become more productive<br />

and lower costs, this operation<br />

deploys highly sophisticated mill sensors<br />

and integrated control systems<br />

which defy conventional thinking in the<br />

comminution process. Acoustic sensors<br />

linked to infra-red imaging are<br />

used to control both the SAG and Ball<br />

Mill circuits.” reveals Dr Adair.<br />

“As a consequence, over the past<br />

five years the site has reduced absolute<br />

power consumption within their<br />

SAG (Semi-Autogenous Grinding)<br />

mill circuit by 26%, while increasing<br />

throughput of material through the<br />

comminution circuit by over 35%! In<br />

the process, they’ve also decreased<br />

consumables (liners and grinding<br />

media consumption) by 40%. Best<br />

in class effective run time in mineral<br />

processing circuits globally is<br />

around 95%. At MSC it is 97%.<br />

In short, they have achieved substantial<br />

reductions in energy with<br />

increased metal production using<br />

conventional off the shelf technology.<br />

Why can this not be repeated<br />

elsewhere in the Industry?”<br />

Furthermore, the site is located in<br />

an arid region of Bolivia, where access<br />

187<br />


CRC ORE<br />

188<br />

APRIL <strong>2020</strong>


The Innovation Hub<br />

The Kalgoorlie-Boulder Mining<br />

Innovation Hub is a CRC ORE<br />

initiative, jointly developed with<br />

our research participants Curtin<br />

University and MRIWA. It is<br />

operating as a node of CRC ORE.<br />

It focuses on nurturing innovations<br />

which will add significant value to<br />

the burgeoning minerals industry<br />

in West Australia.<br />

The Hub’s purpose is to:<br />

• Promote collaboration between all<br />

industry groups (Research, METS,<br />

Miners, Community, Government)<br />

in the region, to solve common<br />

problems within the mining<br />

sector that ultimately improve the<br />

economic viability of the industry<br />

• Demonstrate new technology and<br />

innovations in a non-commercial<br />

independent environment<br />

• Provide customised professional<br />

development to all levels<br />

in industry<br />

• Provide a pipeline of technologies<br />

and methodologies to deliver<br />

direct value to operations,<br />

suppliers and the community<br />

• Facilitate other technology<br />

developments other than those<br />

initiated by CRC ORE<br />

• Assist with promoting and<br />

streamlining access to alternative<br />

government funding sources<br />

(e.g. MRIWA, METS Ignited, City<br />

of Kalgoorlie Boulder etc.)<br />

“The hub is an extremely useful<br />

way for us to interface with smaller,<br />

or more nimble miners, and expose<br />

CRC ORE to a varied range of<br />

commodities,” says President<br />

Dr Ben Adair<br />

189<br />


CRC ORE<br />

“One of the exciting things about Grade Engineering is<br />

that when people hear about it, they think that it’s what<br />

we can do with the mine that we have. But we’re also<br />

thinking outside the box by applying the techniques<br />

to very low-grade material to offset mine closure costs<br />

in advance with ‘Waste Engineering’. It gives you much<br />

more opportunity to think about other applications<br />

to Grade Engineering besides what it was originally<br />

intended for”<br />

190<br />

—<br />

Dave King,<br />

Operations Director, Sumitomo<br />

to water is at a premium. Dr Adair<br />

highlights that Sumitomo has coupled<br />

its energy efforts with a<br />

substantial reduction in water consumption<br />

from external sources<br />

— from 30% five years ago, down<br />

to just 19% today. “They’re now<br />

pushing towards a 90% plus level<br />

in water recycling” he says, “all<br />

of it done by integrating existing<br />

technology, albeit in a novel and<br />

sophisticated way. Surely there<br />

is a message here for what can<br />

be achieved for the sector — the<br />

outcome of which is a more sustainable<br />

operation that actually makes<br />

more money!”<br />


The Australian-born ingenuity of CRC<br />

ORE has been put to the test by<br />

Sumitomo during a successful fullscale<br />

production trial of Grade<br />

Engineering techniques at MSC.<br />

“Sumitomo asked us a fundamental<br />

question,” notes Adair. “Is there any<br />

way to reduce the amount of barren<br />

material that you send into a process<br />

plant in the first place?”<br />

CRC ORE’s Grade Engineering<br />

solutions deploys a range of waste<br />

rejection technologies that integrate<br />

with a suite of separation technologies<br />

relevant to ore specific characteristics.<br />

This leads to a deeper understanding<br />

of the orebody, supporting the ability<br />

to exploit inherent ore deposit heterogeneity<br />

and variability. Describing<br />

APRIL <strong>2020</strong>

CRC ORE - Minera San Cristóbal - case study<br />

CLICK TO WATCH | 5:09<br />

191<br />

the application of this approach at<br />

MSC as a ‘co-creation partnership’,<br />

Dr Adair underlines the need to work<br />

intimately with mining companies<br />

and their suppliers to form a genuine<br />

alliance: “Ultimately, you need supply<br />

companies of scale and mining companies<br />

with vision. In this case CRC<br />

ORE worked with the MSC site and<br />

another of our participants, Metso,<br />

to engage in a full-scale production<br />

trial of Grade Engineering.”<br />

The outcome of this trial was the ability<br />

to reject 75% of barren components<br />


CRC ORE<br />

192<br />

in material that was originally designated<br />

as mineralised waste (not even<br />

ore feed). A 450 tons per hour Metso<br />

Loko-Track mobile screening plant was<br />

deployed on site to assist in the production<br />

scale testing. The trial focused<br />

on upgrading this and other waste targets<br />

from the pit to determine if a<br />

metal-rich stream could be generated<br />

that could be economically combined<br />

with Run of Mine (ROM) feed to the<br />

concentrator.<br />

“So far, results show that by applying<br />

Grade Engineering to areas previously<br />

designated as ‘mineralised waste’,<br />

25% of the material has a feed grade<br />

to the mill some 2.5 times higher than<br />

ROM ore,” says Dr Adair. “There is<br />

now the potential to convert this waste<br />

material into high grade ore-feed, with<br />

associated opportunity to increase<br />

metal production and reduce process<br />

power and water intensities. We’re<br />

now in the process of operationalising<br />

the process for the site going forward.”<br />

MSC Operations Director Dave King<br />

believes the opportunity for the mine is<br />

huge. “One of the exciting things about<br />

Grade Engineering is that when people<br />

hear about it, they think that it’s ‘what<br />

APRIL <strong>2020</strong>


193<br />

Grade Engineering Explained<br />

Grade Engineering is being<br />

developed and implemented<br />

by a consortium of over 20<br />

mining companies, equipment<br />

suppliers and research<br />

organisations. Emerging results<br />

from collaborative site activities<br />

demonstrate potential for<br />

generating significant value<br />

which can reverse the trend<br />

of decreasing production<br />

due to declining feed grades.<br />

Opportunity for Grade<br />

Engineering is based on five<br />

rock based ‘levers’ linked<br />

to combinations of screening,<br />

sensor-based sorting and heavy<br />

media separation. These involve:<br />

• Preferential grade deportment<br />

by size<br />

• Differential blasting for grade<br />

by size<br />

• Sensor based bulk sorting<br />

• Sensor based stream sorting<br />

• Coarse gravity<br />


CRC ORE<br />

194<br />

we can do with the mine that we have’.<br />

But we’re also thinking outside the box<br />

by applying the techniques to very<br />

low-grade material to offset mine closure<br />

costs in advance with ‘Waste<br />

Engineering’. It gives you much more<br />

opportunity to think about other applications<br />

to Grade Engineering besides<br />

what it was originally intended for.”<br />

Dr Adair points out that Sumitomo’s<br />

culture and approach to innovation<br />

2010<br />

Year founded<br />

$147mn+<br />

Cash contributions<br />

in Aus dollars<br />

APRIL <strong>2020</strong>

195<br />

has been the key to success. “The<br />

site adopts a modular and flexible<br />

approach to rapidly test and deploy<br />

new innovations. It’s very much a plug<br />

and play philosophy, more analogous<br />

with what Japanese industry in other<br />

sectors does like Toyota, for example.<br />

Every piece of equipment that they<br />

(MSC) have in their operation is bristling<br />

with sensors. They measure<br />

what they do and because of the<br />

modular scenario, they can quickly<br />

test new opportunities without<br />

impacting production. A technology<br />

can be quickly implemented or<br />

rejected if it’s not working. It’s a ‘lean<br />

pivoting’ approach.”<br />



Dr Adair points out that historically<br />

there’s been something of a standoff<br />


CRC ORE<br />

196<br />

between mining companies and their<br />

suppliers. “The landscape is changing,”<br />

he says. “It’s a lot more collaborative<br />

and we’re seeing more joint strategic<br />

thinking that will benefit the industry as<br />

a whole. It needs to be a win-win situation<br />

with the mining company/supplier<br />

relationship. Suppliers need to be able<br />

to sell their services and products out<br />

of co-creation partnerships. Equally,<br />

however, the mining companies are<br />

entitled to some form of competitive<br />

advantage as co-creators. Traditionally,<br />

it takes around 15 years in the sector<br />

to implement an innovation from ideation<br />

to industrial deployment.<br />

Co-creation can cut this to less than<br />

five years.”<br />


CRC ORE deploys a variety of levers<br />

for different approaches to gangue<br />

rejection. “We’re doing a lot of work<br />

with fusing sensor technology,” confirms<br />

Dr Adair. “This goes way beyond<br />

the promotion of point solutions<br />

by individual companies, so common<br />

in the industry today. Our experience<br />

has shown we need more integrated<br />

solutions. There is no silver bullet with<br />

“Our experience has shown<br />

we need more integrated<br />

solutions. There is no silver<br />

bullet with any one<br />

approach; it’s important<br />

to integrate with the best<br />

of the best”<br />

—<br />

Dr. Ben Adair,<br />

CEO, CRC ORE<br />

APRIL <strong>2020</strong>

197<br />

any one approach in gangue rejection;<br />

it’s important to integrate the best<br />

of the best.”<br />

CRC ORE is working towards this<br />

goal on a multinational basis in a series<br />

of initiatives with mining majors in<br />

Australia, Chile, Brazil, South Africa<br />

and other parts of South America.<br />

“We’re working across different commodities<br />

and a multitude of diverse<br />

ores and waste types. It is interesting<br />

that many of the principles of<br />

pre-concentration and taking advantage<br />

of heterogeneity are common<br />

to all. Our goal at CRC ORE is therefore<br />

to make a significant contribution<br />

towards a genuinely more sustainable<br />

industry going forward.<br />


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