33 Rising Stars

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; Four years ago, the hub of Quantum’s then hub-and-spoke operational structure was sold. Potentially a disaster for remaining company offices, the sale resulted instead in the creation of a global team, says Quantum CIO Scott McIntyre. He gives the credit to Cheryl Monroe, who during her tenure at Quantum created the template for a distributed organization and won enthusiastic buy-in from managers in 11 locations. Then, a first-ever partnership between IT, legal and purchasing reduced vendor-related operations costs by 60 percent. Monroe, who is now at Align Technology, was known for leading change but also for leading the acceptance of change.

Gudrun Neumann, 45, Senior VP, IT, American Century Investments

; Gudrun Neumann has chalked up an impressive record of IT excellence because she understands that IT can be best in class only when it aligns with business needs. She created a program to educate American Century’s top 150 managers about what drives IT expenses, and IT costs went down 40 percent in just over two years. She transformed the company’s technical disaster recovery plan into a companywide business recovery plan, which functioned perfectly in the summer 2003 blackout, says CIO Robert Sauvageau, thanks in part to Neumann’s calming and reassuring influence—another mark of a good leader.

Max Rayner, 44, VP, Systems Architecture, Salesforce.com

; With an MBA from UCLA and a computer science degree from Dartmouth College, Max Rayner has the well-rounded background today’s CIOs need. During a career at Sun Microsystems and now at Salesforce.com, Rayner has led dozens of mission-critical projects. He was chosen by CEO Marc Benioff to join the company’s strategy committee and was tapped to participate in Sun’s leadership conferences, normally an honor reserved for business executives. He has stood in for CIO Jim Cavalieri in a number of situations— including reporting before the audit committee of the board of directors, and representing the company with major vendors, partners and customers.

Kay Sallee, 41, General Manager, Enterprise Information Services, ConocoPhillips

; Mergers and acquisitions always pose dicey IT challenges, but CIO Gene Batchelder says that Kay Sallee was a key factor in the success of the integration between the IT departments of Conoco and Phillips Petroleum. Sallee is in charge of 60 percent of the IT budget, staffing and services. Batchelder describes Sallee as a "can do" leader whose spirit and energy infuse her organization. Batchelder says she brings a culture of openness, global thinking and diversity to her role.

Chuck Scoggins, 45, VP, OnQ Customer Solutions, Hilton Hotels

; When CRM became a major focus for Hilton Hotels, CIO Tim Harvey says Chuck Scoggins assembled a team that improved CRM features to the point at which its "share of wallet" from best customers increased from 40 percent to 60 percent. Under Scoggins’ leadership, uptime for Hilton.com has gone from 85 percent to more than 99 percent, while the budget was cut from $8 million to $6 million. Requests for business intelligence, which used to be handled manually and could take weeks to obtain, are now available online within minutes.

Dale Slaughenhaupt, 33, Deputy CIO, BEA Systems

; CIO Rhonda Hocker lauds Dale Slaughenhaupt for his crack project management skills and focus on cutting-edge IT advancements. He was in charge of BEA’s transition to service-oriented architecture (SOA), changing BEA’s formerly inefficient legacy environment to a seamlessly integrated system with clear standards, visible services shared across the enterprise, a lower cost of ownership and a reduced risk. By building an SOA, BEA decreased its project release time from a year or more to just a few months. Hocker says Slaughenhaupt’s continued delivery of innovative and well-executed projects speaks volumes for his work ethic, experience and leadership.

Kevin Smith, 46, Director of Business Operations in IS, Intermountain Health Care

; Kevin Smith was brought to IHC specifically to help transform the IT organization. He is lauded by a user for doing just that. With a background as both a CEO of a technology company and a consultant, Smith has a unique view of how to better serve IHC’s internal and external customers. And he thinks big. One of his most significant accomplishments has been managing a joint software creation and distribution agreement with a Fortune 100 company, a partnership that will save both companies more than $100 million in development and management costs. He is described as possessing the rare ability to work as a key change agent while engendering trust and loyalty from those he works with.

Judith Spitz, 50, Senior VP of Network Systems, Verizon IT, Verizon Communications

; CIO Shaygan Kheradpir says that when Judith Spitz assumed her current role, the network systems organization was suffering from low morale and a decline in productivity. Within three months, the organization had turned around. One of her biggest challenges was developing an e-business strategy that delivered more than a dozen portals and transactional systems, including the company’s e-procurement system, within two years. She also served as an IT leader on Verizon’s enterprisewide initiative, the building of a new fiber-to-the-premises network. This effort led to the successful delivery of more than 40 systems in 40 weeks and massive operational efficiencies for the business.

Larry Stofko, 41, VP, IT Strategy and Innovation, St. Joseph Health System

; CIO Ben Williams says that Larry Stofko’s background as a consultant and his graduate certificate in health-care administration have made it possible for him to "envision realistic IT innovations within the industry." Stofko can point to success with the Holy Grail of the health-care industry—electronic medical records. More than 700 physicians and staff are now using the new system, moving from a system that was once completely manual. In September, more than 1,300 patients using Vioxx were identified and proactively notified of the medication’s recall. Previously, it would have been impossible to manually search thousands of patient charts.

Timothy A. Waire Jr., 36, Manager of IT Infrastructure, Constellation Energy Group

; Timothy Waire is responsible for the development and maintenance of systems that are core to supporting the energy commodities business. He has led improvements to the company’s data centers as well as its strategy for remote offices. And he has some hands-on disaster recovery experience, leading recovery efforts for a line of business that was forced to vacate its headquarters for a three-week period after Hurricane Isabel. Due to extensive flooding caused by the storm, this required setting up core business technology in less than 72 hours for more than 300 energy commodities personnel.

Rusty Yeager, 42, VP and CTO, HealthSouth

; CIO Randy Carpenter calls Rusty Yeager his "field general" and says that as a trained health-care administrator, Yeager truly understands the end user. Yeager, a lieutenant colonel in the U.S. Air Force Reserves, has implemented a new support center approach that has reduced the call abandonment rate to less than 20 percent, increasing customer satisfaction. He also led a restructuring of the telecom department, producing an overall $7 million in savings. Carpenter pays Yeager the highest compliment, saying he relies on him, "whether it is for a boardroom presentation or a new technology implementation."

Shadman Zafar, 34, Senior VP, Architecture and eServices, Verizon Communications

; CIO Shaygan Kheradpir calls Shadman Zafar a "key change agent" both internally and externally. He credits Zafar with successfully leading a modernization of the IT structure and with skillfully participating in the support of a broad range of functions—including R&D, architecture, infra- structure, procurement, contract negotiation, and application development. Kheradpir credits Zafar with rescuing a severely delayed platform development program for an operations support system, saying that Zafar and his team jumped in and were able to turn the situation around, reversing previously mistaken decisions through consensus building.

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Copyright © 2005 IDG Communications, Inc.

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