Business Chief USA – March 2020

The evolution of aerospace and defence technology

HHH USA

EDITION MARCH 2020

www.businesschief.com

Driving security benefits for the wider industry

INTRODUCING DEVSECOPS AT SCALE Larry Maccherone on the growth of DevSecOps in media and tech

City Focus

NEW YORK

FOREWORD

W

elcome to the January edition

discussing the institutes digital

of Business Chief USA!

transformation in New York City.

This month’s cover features Larry

Elsewhere within the magazine,

Maccherone, Distinguished Engineer of

Calvin Carter, CEO of Bottle Rocket

Comcast, who measures the influence

discusses how the technology and

DevSecOps has on one of the world’s

software industry is being disrupted

biggest telecommunications companies.

by Generation Z.

Other leaders that feature in this

In addition, this month’s City Focus

magazine include Alan Avakian, Senior

explores New York City borough-by-

Director of IT and John Jackson,

borough to discover how each

Chief Information Officer at Aerojet

component works together to build

Rocketdyne who - since we last spoke

its economic powerhouse, while our

with in 2018 - discusses the company’s

Top 10 takes a look at the top 10

innovative digital transformation

most valuable NFL franchises in the

journey. As well as William ‘Bill’ Giard,

United States.

Chief Technology Officer at Intel

Do you have a story to share?

explaining the ways in which the

If you would like to be featured in an

company’s industry leading approach

upcoming issue of Business Chief

to security will benefit the wider

USA, please get in touch at georgia.

industry, and Vincent Moorehead,

wilson@bizclikmedia.com

Senior Director of Strategic Procurement and Supply Chain at

Enjoy the read!

Success Academy Charter Schools,

Georgia Wilson

w w w. b u s i n e s s c h i e f. c o m

03

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CONTENTS

10 36 Technology and Software: riding the disruptive wave of Gen Z

46

54

64

76 City Focus

NEW YORK

86

102 Aerojet Rocketdyne

120 Intel Corporation

132 Success Academy Charter Schools

150 Pura Vida Bracelets

164 CodeBlue

186 Radius Bank

200 Plymouth Rock Assurance

228 DC Blox

212 Great Southwestern Construction

10

Comcast: Introducing DevSecOps at scale WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

CRAIG KILLINGBACK

MARCH 2020

11

w w w.busi ne ssc hief. com

COMCAST

Larry Maccherone, Distinguished Engineer of Comcast, discusses DevSecOps’ growing influence on one of the world’s biggest telecommunications companies

A

s a global leader in media and technology, Comcast is the parent organisation

of three primary businesses: Comcast Cable, NBCUniversal, and Sky. Comcast has more than 12

55 million subscribers, with Sky renowned as one of Europe’s leading entertainment companies operating in seven territories and Comcast Cable recognised as one of the biggest cable TV, high-speed internet, and phone providers in the United States. Sitting down in the new Comcast Technology Centre at its headquarters in Philadelphia, Pennsylvania, Larry Maccherone, Distinguished Engineer of Comcast Cable, shared how the company is uniquely positioned for success in their agile approach to achieving a DevSecOps cultural transformation.

Maccherone’s professional background heavily revolves around data analytics and Lean-Agile, and he started his first business while still an undergraduate at university. “I’ve been a serial

MARCH 2020

13

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“ I believe that if you’re doing DevOps right, then the security part is just automatically included” entrepreneur throughout my entire — Larry Maccherone, Distinguished Engineer, Comcast

career. My first business had 80 employees and made US$20mn annually in sales,” explains Maccherone. “We were writing software that controlled a large portion of the world’s power generation,

16

and it meant that if hackers exploited a vulnerability in the software, then it potentially brought down the world’s power grid. We got really skilled at writing software that didn’t have exploitable vulnerabilities.”

MARCH 2020

DevSec CLICK TO WATCH

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2:07

17 Upon joining Comcast in June

as empowered engineering teams

2016, Maccherone became responsi-

taking ownership of how their prod-

ble for overseeing the company’s

ucts perform in production, including

DevSecOps transformation. “I have

security. When you get development

a love/hate relationship with the

teams owning the problem, you

term DevSecOps. I believe that if

get a fundamental difference in

you’re doing DevOps right, then

decision making.”

the security part is automatically

Since its creation over a decade

included,” he explains. “You don’t

ago, DevOps has become a vital

call it DevTestOps or DevPlanningOps,

component of how companies oper-

it’s just DevOps. However, what

ate. Building upon the foundations

I do like about DevSecOps is the

of the agile movement, DevOps lev-

emphasis on security. My definition

erages automation, for quality and

of DevOps and DevSecOps is

security testing as well as for for-

essentially the same. I define both

merly manual deployment and w w w.busi ne ssc hief. com

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COMCAST

operations activities, in a bid to intro-

to achieve that level of trust,

duce software into production at

Maccherone introduced a trust algo-

speed. The primary goal of any

rithm. “The trust formula has three

DevSecOps initiative is to enable

terms combined in the numerator:

development teams to change their

credibility + reliability + empathy

mindset and adopt security practices

which are all divided by apparent

into their daily activities.

self-interest,” he explains. “It’s impor-

However, Maccherone believes

tant that the apparent self-interest

it’s impossible without healthy collab-

is as small as possible, with an

oration and mutual trust. In order

emphasis on shared interests.”

E X ECU T I VE P RO FI LE 20

Larry Maccherone Larry Maccherone is a Distinguished Engineer at Comcast where he currently leads the DevSecOps transformation initiative. Previously, Larry served as the Insights Product Line Director at Rally, where he published the largest ever study correlating development team practices with performance. Before that, Larry worked at Carnegie Mellon with the Software Engineering Institute (SEI) and CyLab conducting research on cybersecurity and software engineering. While there, he co-led the launch of the BuildSecurity-In initiative. He has also served as Principal Investigator for the NSA’s Code Assessment Methodology Project, on the Advisory Board for IARPA’s STONESOUP program, and as the Department of Energy’s Los Alamos National Labs Fellow. He speaks and publishes regularly on DevSecOps, Lean/Agile, and analytics and he is the primary author of a dozen open source projects, one of which gets 400,000 downloads per month.

MARCH 2020

21

Maccherone believes that under-

in its early stages back then and

standing and embracing each pillar

it’s fundamentally different now.

of the trust algorithm is vital to suc-

If you come into a meeting with those

cess in DevSecOps. “Credibility

old mindsets, make assumptions

means that you know what you’re

and use outdated terminology, then

talking about and it’s important that

the development team will pick up

you’re not just saying things for the

on that and you’ll lose credibility.

sake of it or repeating something you’ve read,” explains Maccherone.

“Writing code has

Reliability is the same regardless of the context; it’s the old business expectation of making and meeting commitments. It’s important to follow

changed a lot

through and do what you say you

in five years.

are going to do. Finally, empathy

DevOps was

is all about how much compassion w w w.busi ne ssc hief. com

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“ If you come into a meeting with those old mindsets, make assumptions and use outdated terminology, then the development team will pick up on that and you’ll lose credibility” — Larry Maccherone, Distinguished Engineer, Comcast

supersedes all of those challenges and give the reasons why. It’s vital that you aren’t dictating them.” The

you show, and the awareness of

importance of coaching rather than

how challenging something is.”

policing is a key aspect of Comcast’s

Following the foundation of the

strategy. The company also has

trust algorithm, Maccherone believes that it has successfully allowed for increased efficiency and has ultimately meant better decisions.

“Lots of security groups at other large companies spend an inordinate amount of time cajoling development teams to do things,” he says. “The reason they have to spend such a considerable amount of time policing is due to a lack of trust. Showing empathy is crucial and it’s important to acknowledge how difficult something is to do. However, it’s also fundamental to explain why you’re trying to make the case that this risk w w w.busi ne ssc hief. com

23

50m lines of code driving the kids home The more powerful you make software, the more inseparable DevOps and security need to be.

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WORKING@COMCAST CLICK TO WATCH

|

1:08

25 a programme in place that provides

what we want; we want them to reach

immediate feedback to the develop-

out and partner with us.”

ment team while also providing

Change management is a key

aggregated metrics to guide coach-

driver to Maccherone and Comcast’s

ing efforts. “We created a workshop

strategy. “The traditional way of

where we sit down with the develop-

gathering a response was to produce

ment team, walk through the trust

surveys. However, we found that

formula and the company’s

the behaviour didn’t change,” he says.

DevSecOps practices and give

“We decided on a framework that

them a chance to internalise what

we can coach from and enable the

that practice means,” explains

developers to reflect on whether

Maccherone. “When someone feels

or not they meet the criteria. If we

like they’re being forced into out-of-

send an email to them then we get

context practices, their natural

almost no response. However, if

reaction is to avoid them. That isn’t

we sit with them and allow them w w w.busi ne ssc hief. com

to ask questions directly then they instantly start changing their behaviour.”

With any successful transformation comes the challenge of recruiting and retaining top talent, and Maccherone believes it’s the most challenging part of any business.

“It’s the key to any tech company,”

1963

Year founded

$108.9bn Revenue in US dollars (2019)

affirms Maccherone. “The HR department that we have at Comcast is fantastic. They really understand the importance of exceptional talent.

Candidates want to have work that is interesting, fun and challenging,

190,000 Number of employees

w w w.busi ne ssc hief. com

27

COMCAST

28

“ Three years ago, I started a Google alert on DevSecOps and would get one hit a week or even a month.

Now, I get 10-20 every day” — Larry Maccherone, Distinguished Engineer, Comcast

MARCH 2020

29

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LEARN MORE

Comcast Partners CLICK TO WATCH

|

1:01

31 in addition to working with peers

are trying to design their products

they respect.”

to fit in with the direction we’re going.”

In a bid to achieve mutual success,

Maccherone believes that without

Comcast Cable has established

developing such robust and long-

a number of key partnerships, such

standing partnerships, the challenge

as with WhiteSource, Vulcan Cyber,

of reaching the level of success

Checkmarx, Go2Group, Contrast

Comcast has achieved would have

Security, Synopsys, Bugcrowd and

been significantly harder. “Our vendors

Veracode. Maccherone recognises

are a key to our success and we’re

the value of forming strategic, business

extremely excited and happy with

relationships in order to realise long-

the current set we have,” beams

term success. “We’re at the forefront

Maccherone. “They align well with

of DevSecOps, and lots of our vendors

our values and that’s been the differen-

see that,” says Maccherone. “We’re

tiator to finding ways to reduce our

constantly searching for vendors that

security risk.” w w w.busi ne ssc hief. com

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“ When someone feels like they’re being policed, their natural reaction is to avoid the police. That isn’t what we want; we want them to reach out and partner with us” — Larry Maccherone, Distinguished Engineer, Comcast DevSecOps has become a 33

hot topic in the technology space in recent years and Maccherone has observed its rapid rise first-hand. “Three years ago, I started a Google alert on DevSecOps and would get one hit a week or even a month,” he says. “Now, I get 10-20 every day and we’re not even at the steepest part of the adoption curve for DevSecOps yet.” In 2019, Comcast’s goal was to scale the DevSecOps programme, the tech giant achieved that by tripling the number w w w.busi ne ssc hief. com

35

of teams onboarded to the pro-

we reach that saturation point,

gramme. “By the end of 2020,

I anticipate that we’ll add more

we aim to double that number again,

capability, tools and practices over

and I expect that will get us close

the next few years.”

to the saturation point of all the teams at Comcast. We’ve gone from essentially launching the programme to evolving, optimising and scaling it to the point of saturation. After w w w.busi ne ssc hief. com

LEADERSHIP

36

Technology and Software: riding the disruptive wave of Gen Z Business Chief sits down with Calvin Carter, CEO of Bottle Rocket to discuss how the technology and software industry is being disrupted by Generation Z WRITTEN BY

MARCH 2020

GEORGIA WILSON

37

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LEADERSHIP

M

ckinsey defines Generation Z as people born from 1995 to 2010. This generation

is the first truly digital native generation

exposed to the internet, social media and technology

from an early age unlike Baby Boomers, Generation X and Millennials who remember a time before the internet was mainstream. Key traits of Generation Z include connectivity, inquisitive, entrepreneurial and brand-consciousness. Currently, Generation Z comprises 32% of the 7.7bn global population (2019).

With this in mind, Business Chief speaks to Calvin Carter, CEO of Bottle Rocket, which provides 38

end-to-end digital transformation services to improve connectivity between businesses and consumers.

Carter discusses the changes, challenges and benefits this new generation entering the work environment will bring to the technology and software industry.

WHAT ARE THE KEY TRENDS AND DISRUPTORS WITHIN YOUR INDUSTRY AT THE MOMENT? Within today’s evolving marketplaces, the brand differentiators that have proved successful in the past are no longer enough to set a company apart.

This new era has been dominated by a new type of customer, emerging as a result of the digital literacy that is now fed from Generation Z through to baby boomers and beyond. The connected customer, who interacts with brands through digital means, MARCH 2020

“ This new era has been dominated by a new type of customer, emerging as a result of the digital literacy” — Calvin Carter, CEO, Bottle Rocket

39

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LEADERSHIP

experiences. These demands make the

HOW DO YOU FEEL THE INDUSTRY IS CHANGING AS A RESULT OF GENERATION Z?

connected customer a huge disruptor in

While 40% of baby boomers are

any industry, and have spawned a host of

considered connected customers,

trends that companies must pay

Gen Z stands at 80%, effectively making

attention to in order to grow their

any brand who wants to work with the

business in the long-term. Providing a

generation invest in a brand experience

seamless omnichannel experience,

that fits their connected lifestyle. Raised

investing in digital channels of

using the internet, Gen Z is placing great

engagement, and tying such digital

pressure on organisations to provide

transformation strategies to core goals

digital experiences that exceed what’s

are now the basic expectations for any

come before. Fundamentally, the way

firm, and those that are achieving

businesses interact with both customers

is a new type of consumer who seeks immediate, frictionless, and personalised

40

harmony between these aspects are becoming disruptors themselves.

MARCH 2020

70: The Origin of a Technology Visionary — Calvin Carter — Founder & CEO, Bottle Rocket Studios CLICK TO WATCH

|

0:29

41 and employees has been transformed

in more than simply a digital presence.

in ways that leverage technology.

Yes, today’s Connected Customer

Although deemed a difficult strategy

wants simple and convenient user

to execute, 67% of consumers say

experiences but, in order to keep them

they’ll pay more for a better experience,

delighted, businesses need to ensure

therefore there are great benefits to

these experiences are innovative.

be reaped if businesses are willing

The resulting challenge is the anticipation

to adapt.

of new needs and making them feel that the customer experience was

WHAT CHALLENGES DO YOU FEEL THE INDUSTRY IS FACING AS A RESULT OF GENERATION Z?

designed just for them. For even the

If a business is to demonstrate that they

could result in brands joining the 52%

are harnessing the changing needs of

of the Fortune 500 that have gone

their customers, they will need to invest

bankrupt since 2000.

most established or successful businesses, failure to favour change

w w w.busi ne ssc hief. com

LEADERSHIP

WHAT DO YOU FEEL COMPANIES NEED TO DO IN ORDER TO STAY AHEAD OF FAST EVOLVING TRENDS AND NEW GENERATIONS SUCH AS GENERATION Z? Anticipating needs and desires, and bringing them to market before competitors, is the underlying strategy all companies must have in place to maintain momentum and further reach the Generation Z market. With new technologies emerging on a regular basis, digital transformation is racing ahead and, to keep up, businesses need 42

to purposefully blend each experience across digital interfaces to create a holistic journey. In order to provide that seamless customer experience, companies need to acknowledge every touchpoint and link them to flow from one device to another. This ultimately reduces, or even eliminates, the likelihood of Generation Z finding flaws and looking to competitors who fully accommodate their needs.

To better premeditate the next set of needs to emerge, businesses inevitably need contextual data that allows for more personalised features. 53% of consumers are looking forward to artificial intelligence (AI) making brand MARCH 2020

interactions a better experience, therefore companies need to purposefully harness the technology to achieve meaningful connections with customers.

By tracking data analytics and customer pain-points, businesses can build technology-enabled solutions that satisfy customers and in turn produce undeniable value for the company.

WHICH INDUSTRIES DO YOU SEE BEING IMPACTED THE MOST BY GENERATION Z? In knowing exactly what they want, when they want it, and how, Generation Z do not judge brands against direct competitors in any specific industry.

In fact, those who fail to receive a

“ Raised using the internet, Gen Z is placing great pressure on organisations to provide digital experiences that exceed what came before” — Calvin Carter, CEO, Bottle Rocket

superior experience will not hesitate to switch to any other company that can fill that gap. It is impossible in today’s concentrated business environment to think of a sector that is immune to the ever-evolving demands resulting from digital disruption.

HOW DO YOU FEEL WORK ENVIRONMENTS WILL BE AFFECTED

BY GENERATION Z? Forming the newest wave of young professionals, 40% of the US workforce w w w.busi ne ssc hief. com

43

LEADERSHIP

44

will be comprised of Generation Z this

deemed a challenge for business

year, undoubtedly having an impact

leaders, but is needed to reduce churn

on company culture and internal

and for the entire business to grow.

processes. As digital disruption takes

This demographic responds by seeking

WHY DO YOU FEEL IT IS IMPORTANT FOR BUSINESS TO FOCUS ON THIS GENERATION?

active engagement in conversations

Positioned as disruptors to the global

around culture and wanting to be a part

workforce, it should be a priority for

of an immersive environment — both

companies to harness the talents and

verbally and spatially. These employees

expertise of Generation Z. In the same

take the time to understand ‘why’ and

way that it is crucial to cater to the

ask a lot of questions, which may be

needs of post-Millennial consumers,

force, the need for immediacy and connectivity replicates in work settings.

MARCH 2020

“ Forming the newest wave of young professionals, 40% of the US workforce will be comprised of Generation Z this year” — Calvin Carter, CEO, Bottle Rocket

come together to build amazing things together, regardless of their age, ethnicity, gender, background

business leaders must also focus their

or belief systems. So you could say

resources on maximising the potential

we are predisposed to being attractive

of this workforce demographic.

to the Generation Z workforce.

Traditionally, team members are

Gen Z and Millennials demand

delegated tasks and are only deemed

authenticity, transparency and

successful based on their ability to

vulnerability, which are all things

get as many tasks completed, or

most companies struggle with and

boxes ticked, as possible. Nowadays,

make executives uncomfortable.

Generation Z employees define

We have had to become more and

success differently, and view career

more transparent and vulnerable

progression as a team effort. Within

with our Rocketeers as our workforce

this, leaders should understand that

continues to be filled more and

what they build internally has an impact

more by more recent generations

on the marketplace. Recognition,

of professionals. The good news

awards, and compensation rather than

is that we already had this mindset,

simply clocking-out invites long-term

but we had to amp it up and get

rewards and retention.

very real with our Rocketeers.

HOW HAS BOTTLE ROCKET BEEN IMPACTED BY GENERATION Z? Bottle Rocket’s culture has always been a place where the best and the brightest w w w.busi ne ssc hief. com

45

TECHNOLOGY

46

MARCH 2020

Cleansing the complex Cleansing CRM data doesn’t have to be an overwhelming task - it can be an easy, manageable and efficient process, as Oleg Rogynskyy, CEO of People.ai explains WRITTEN BY

OLEG ROGYNSK Y Y 47

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TECHNOLOGY

T

he origin of Customer Relationship Management (CRM) can be traced back to the 1990s, when companies such as Siebel helped gradually drive the evolu-

tion of contact management software towards CRM systems. Previously, CRMs were built on hierarchical databases, but these have since been wiped out by SQL (Structured Query Language) CRMs. Since then, the likes of Salesforce have moved SQL CRM into the cloud, but the problems that inhibited the platforms 20

years ago, such as inaccurate, incomplete and 48

untrustworthy data, still exist today.

This is a problem that limits the true potential of CRM software. The technology was built for static data while today’s business data is, in fact, very dynamic. Information is constantly developing and so can quickly become outdated. The current use of CRM is like using flipbooks to try to watch a movie: the method has become obsolete and overtaken by newer, more efficient forms of technology.

The main issue is that modern CRM platforms, despite their sophistication, focus primarily on processing and consuming data instead of collecting and keeping it accurate. According to Ben Horowitz, we have witnessed the demise of systems of record from the rise of AI. CRMs were built in the point-in-time sales world, meaning that they were built in the days of one-time sales, where MARCH 2020

“Today’s business data is, in fact, very dynamic” Oleg Rogynskyy, CEO and Founder, People.ai

49

activity data and the dynamic nature of contacts didn’t matter. Since then the world has transitioned into a continuous sales world, leading companies like Zuora and Gainsight to try to fix the point-in-time nature of CRM and successfully address data inaccuracy and duplication.

SPECIALISED TOOLS A ‘CRM Scan’ can quickly identify data quality metrics and incorporate them into an overall metric called the w w w.busi ne ssc hief. com

TECHNOLOGY

“ We have witnessed the demise of systems of record from the rise of AI” Oleg Rogynskyy, CEO and Founder, People.ai

50

‘CRM Health Score’, revealing where

1. Is the activity data complete?

efforts need to be focused. This

2. Is there a single representation of

assessment sheds light on CRM fitness and, when combined with a strong understanding of how sales and marketing teams are using the

the activity data?

3. Does the activity data correctly represent the real world?

Although it is possible to create the

activity data, elevates confidence in

metrics internally, this would take sev-

prioritising efforts to improve the

eral weeks. Not only does this dis-

CRM system.

courage teams who are investing

Within this process, it is para-

significant time in this work, but it also

mount to focus on three primary

paralyses them as they often don’t

dimensions of CRM data quality to

know where to start or whether their

establish the baseline:

efforts are making a difference.

MARCH 2020

How Cogniance Enables Their Sales Team CLICK TO WATCH

|

2:18

51

IMPORTANT FIRST STEPS

1. DEFINE DUPLICATES

Identifying data duplication is another

The first step is to define what is con-

hurdle that can undermine productiv-

sidered a duplicate. For instance, in

ity. Duplication is typically due to a

contacts and leads this can be email

lack of standard and unique identifiers

address matches, identical name

for companies and the people that

matches and account associations.

work for them. Despite the use of domain and email addresses, these

2. S ET UP PREVENTATIVE DEDUPE RULES IN THE CRM

are often not unique, as the names of

Businesses should then use fea-

companies and people can change or

tures established by Salesforce to

have variations. To tackle duplicates,

block and prevent the creation of

businesses need to:

duplicate records.

common proxies, including web

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TECHNOLOGY

3. I DENTIFY AND CLEAN EXISTING DATA DUPLICATES The ‘CRM Scan’ can be used to identify duplicates and clean them up.

This requires some planning based on the CRM system in use. There are specialised tools that make this process easier, but in some cases it can be a good step to reinforce the process by taking it offline to use spreadsheet analysis.

52

4. IMPLEMENT ONGOING MONITORING FOR NEW DUPLICATES Once data duplicates have been identified and cleaned, it is important to set up preventative de-duplication rules in the CRM platform to monitor and repair duplicates.

QUICK, VISIBLE RESULTS Specialised scan tools, custom reports and dashboards are used to identify, clean and enrich data. This focuses on finding invalid data, such as digits or special characters in contact names, email addresses, web domains and incomplete mailing addresses. This can be done by combining spreadsheets and simple MARCH 2020

“Organisations need to set targets that are tied to business priorities�

Oleg Rogynskyy, CEO and Founder, People.ai scripts to build update files for a CRM loader, as well as using a database built for this purpose.

The timescale of this process varies depending on data quantities, the number of duplicates and the amount of data that needs cleansing. With the right tools, reliable measurement and ongoing commitment, results can be visible almost immediately.

In order to achieve this, organisations need to set targets that are tied to business priorities. This will enable businesses to communicate results, rebuild trust in the data and celebrate milestones to keep the momentum going. Benefiting from CRM data doesn’t have to be overwhelming, impossible or disheartening. It can be relatively easy, straightforward and more than satisfying.

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S U P P LY C H A I N

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ADOPTING BIG DATA AND ANALYTICS TECHNOLOGYIN SUPPLY CHAINS Business Chief speaks with supply chain experts to discuss the benefits and challenges of adopting Big Data and analytics in supply chains

WRITTEN BY

MARCH 2020

GEORGIA WIL SON

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S U P P LY C H A I N

“P

eople talk a lot about data being ‘the new oil’, and cognitive supply chains are indeed making a huge

impact, allowing businesses to use Big Data

to drive themselves onto the next level. Using artificial intelligence and machine learning to process data makes it increasingly realistic for systems to make smart decisions without the need for human intervention,” says Fred Baumann, GVP for Industry Strategy at Blue Yonder. “When businesses are able to identify disruptions and act with immediacy and decisiveness, the effect will be transformational.

56

Alongside the short-term problem solving, cognitive supply chains provide longer-term learned recommendations to enable businesses to stay ahead of the curve.”

Agreeing with Baumann, Grant Millard, Director and Technology Services Specialist at Vendigital, explains that traditional data analysis methods are outdated and inefficient.

“More often than not, companies are operating in a data vacuum. Analysis is based on static data sets which are created, and then recreated, from the ground up. Companies are continuously manipulating the data to get the insight they are after and then repeat this process every time insights are required.

This is not only inefficient, but costly, and the result is reliance on systems that fail to deliver MARCH 2020

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“ Government and regulators have a role to play to ensure that legislation is clear, to guide companies on the correct usage of this technology” — Raj Bawa, Operations Director, JBi Digital 58

clear and credible data-based insights.

This is where Big Data and analytics can help so that the user is no longer required to analyse data. Rather, the

COO at Oliver Wight EAME adds that

THE CHALLENGES OF ADOPTING BIG DATA AND ANALYTICS WITHIN SUPPLY CHAINS

“it is a proven benefit that advanced

“The world is becoming more complex

analytics for the supply chain indus-

as more business and consumer inter-

try increases yield, whether through

action channels migrate into the digital

improved production or reduction of

space. This complexity is evident in the

waste. Advanced analytics can play

amount of data these interactions

a vital role in identifying issues that can

create across an increasing number

impact yield, as well as help to reduce

of channels,” says Jonathan Clarke,

operating costs, manage inventory

Manager, Statistical Modelling at

and create a more personalised cus-

LexisNexis Risk Solutions. As a result,

tomer experience.”

when it comes to Big Data and analytics,

system is telling them what action they need to be taking.” Kirsty Braines,

MARCH 2020

59

there are a number of challenges that

implemented. If organisations don’t

companies can face including data

align technology with their business

manipulation, adherence to GDPR,

plans, they risk making a very expensive

credible data, talent and digital maturity.

mistake in terms of time and money.

“Technologies such as AI, Industry 4.0,

This applies to data too. Unless organi-

blockchain, Big Data and analytics are

sations dedicate time beforehand to

game changers for businesses, how-

understand what information they want,

ever it’s all advanced technology and

what purpose it’s going to serve and

the clue is very much in the name.

how they’re going to manage it, analyt-

A huge proportion of companies haven’t

ics becomes an exercise in futility,”

reached the maturity to completely han-

comments Braines.

dle data, with the technology not fully understood, let alone successfully

“Additionally, there is little point in importing this technology into the w w w.busi ne ssc hief. com

S U P P LY C H A I N

business if the data that exists is not

management, they need to understand

credible, as this could lead to incor-

that there is no one-size-fits-all. If these

rect predictions,” adds Millard. “It is also

factors are not fully considered at the

important that business leaders import

outset, any investment could deliver

the right expertise. Sometimes, they fail

negligible value.”

to do this and either get a data scientist

60

Contemplating the future of Big Data

who doesn’t understand the business

and analytics within supply chains,

context or an industry expert who knows

Baumann speaks of the potential of

nothing about data science. Getting Big

the technology, stating that “the use

Data and analytics to deliver value is a

of Big Data and analytics in supply

multi-disciplinary activity.” Ultimately,

chains is rapidly increasing, with it

Millard stresses that “for organisations

being possible to achieve a near-auton-

considering investment in Big Data and

omous supply chain

analytics to improve their supply chain

in the

MARCH 2020

Big Data Supply Chain CLICK TO WATCH

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2:47

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“ When businesses are able to identify disruptions and act with immediacy and decisiveness, the effect will be transformational” — Fred Baumann, GVP for Industry Strategy, JDA Software

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“ Technologies such as AI, Industry 4.0, blockchain, Big Data and analytics are game changers for businesses” — Kirsty Braines, COO at Oliver Wight EAME 62

future. However, for this to happen, businesses need to get to a point where they feel confident and can trust that technology can identify disruption and subsequently take action. Once this has been achieved, the effects will be incredible: just imagine the possibilities that will be provided by a self-learning, self-healing supply chain that is able to predict challenges and transform them into opportunities for growth.” Agreeing with Baumann, Peter Ruffley, CEO of Zizo, sees emerging technologies, such as the internet of things (IoT) and AI, having the ability to generate greater efficiency within the supply chains of the future. “Edge computing is also going MARCH 2020

to provide a much easier way for businesses to quantify and understand what they are investing in when looking at collecting data, processing it and moving it. It provides the opportunity to have greater agility and real time analytics.”

Clarke does however comment that, in order to speed up the adoption of these technologies, “government and regulators have a role to play to ensure that legislation is clear, to guide companies on the correct usage of this technology. The significant benefits offered by the increased use of Big Data and analytics has to be balanced with the lawful, compliant use of data.”

Raj Bawa Operations Director at JBi Digital adds that, “while the culture has improved significantly in this area,” he too believes that the need for impactful enforcement or policing of big companies is urgently needed to truly reap the benefits of the technology.

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S U S TA I N A B I L I T Y

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Nine ways your business can better consider the environment Wilf Robinson, owner and co-founder of Certified Sustainable, offers his top nine tips on how businesses can be more mindful of the environment WRITTEN BY

MARCH 2020

WILF ROBINSON

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S U S TA I N A B I L I T Y

A

new international study conducted

by Unilever has revealed that a third of consumers now favour brands

which they feel are doing social or environmental ‘good’. Unsurprisingly, this trend is becoming poignant in the world of business

too. Investing in companies with a vibrant green thumb has become an evident priority for potential clients, making this an important consideration for all businesses.

However, despite the many benefits which 66

follow businesses who decide to ‘go green’, CitySprint has revealed that whilst 90% of SMEs thought sustainability is an important aspect of conducting business, over half of these businesses are failing to invest in any sustainability goals. It seems there is an equal number of businesses that pride themselves on fulfilling a greener agenda, for example by selecting suppliers and contractors who are known for sustainable conduct (31%), and businesses who dismiss green-oriented goals altogether. Essentially, the world of sustainability is at a loss; businesses are overpromising and underdelivering.

As influential companies continue to demonstrate an ‘all or nothing approach’, MARCH 2020

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S U S TA I N A B I L I T Y

changes must be made. Meanwhile, it has been concluded that SMEs don’t feel confident enough to pursue greener agendas; they simply don’t understand how their businesses can become more sustainable. As it’s been found that 51% of businesses lack critical information regarding how efficient methods can be developed and maintained, this failure becomes more understandable.

To help you better understand how your business can successfully con68

sider the environment, encouraging others to follow suit, here are nine ways that companies can better consider the environment.

like to become more sustainable, for example by saving water or reducing

1. SET A MISSION STATEMENT

waste and incorporate your revised

If you want to determine whether a

values, creating a short, concise mis-

company is excelling sustainably,

sion statement which reflects your

then the first thing to check is its

green priorities.

mission statement. As a compilation of guiding principles, mission state-

2. BE MINDFUL OF YOUR ENERGY USAGE

ments encompass the organisation’s

There are many ways by which you

values and goals.

can become more energy efficient,

Any company hoping to improve its

having a positive impact on the

sustainability efforts ought to incor-

environment in turn. For example,

porate this into its mission statement.

you can use alternative energy

Discuss with your team how you’d

resources; solar and wind power

MARCH 2020

“Certifications can support your sustainable image exponentially� — Wilf Robinson Co-Founder, Certified Sustainable 69

E XE CU T I VE PRO FI LE

Wilf Robinson Wilf Robinson is the co-founder of Certified Sustainable.

Providing accreditations to businesses in the sector which have made a clear and demonstrable commitment to best-practice sustainability and waste management, Wilf helps businesses to become more sustainable. He is passionate about the environment and the impact that unsustainable waste-streams are having on our planet. Many large corporations do not inform customers of how they dispose of their waste, which is something that needs to change. As a father, Wilf realised the importance of protecting the environment for future generations to enjoy and has taken a lead to revolutionise the waste management industry.

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70

are just two examples of the many

3. GET CERTIFIED

sustainable options which provide a

Becoming more sustainable as a

greener alternative.

company is an admirable goal and it’s

Consider also replacing old appli-

equally important that you showcase

ances with more energy efficient

your achievements. Being seen as

ones. Cost-cutting rarely benefits

a sustainable business means you

the environment, contributing to

need to highlight this in your brand-

unnecessary energy wastage which

ing, PR and marketing strategies.

certainly doesn’t portray your com-

Certifications can support your sus-

pany in a favourable light. By investing

tainable image exponentially. These

in energy-efficient alternatives, you’ll

accreditations demonstrate that

create a sustainable working environ-

your achievements are recognised

ment that’s long-lasting.

externally, as your processes are quality-approved by experts.

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For example, the ‘Certified Sustainable’ accreditation provides a clear and visible means for UK manufacturers to showcase the company’s commitment to best-practice waste management and sustainability. Started by a team of independent waste management experts, the certification encourages manufacturers to operate in a truly sustainable manner. By becoming ‘Certified Sustainable’, these businesses better communicate the sustainability efforts, sharing achievements with clients, partners and employees alike.

“ Going paperless is an environmental saviour, whilst it’s also been said to enhance productivity” — Wilf Robinson Co-Founder, Certified Sustainable

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S U S TA I N A B I L I T Y

4. GO PAPERLESS Going paperless is an environmental saviour, whilst it’s also been said to enhance productivity. Findings suggest that employees spend one-third of their time looking for paper documents, an indisputable waste of their skill sets. Adopting a paperless strategy means that important information can’t be lost or misplaced easily, whilst allowing your employees to use their valued time more efficiently. Meanwhile, your 72

business will proactively protect our trees, a commitment to be proud of.

5. INVEST IN SUSTAINABLE PROJECTS Companies that consider important causes are certainly favourable among consumers and clients. This purposeful image demonstrates your ability to support the wider world. As a consequence, you could consider investing in sustainable projects; for example, by supporting charities which proactively work to create a more sustainable planet, you’ll be seen as a ‘greener’ company, with the environment at the top of your priority list.

MARCH 2020

“ Use your platform as a successful business professional to champion a local cause” — Wilf Robinson Co-Founder, Certified Sustainable

6. ASSIGN A SUSTAINABILITY ADVOCATE Creating sustainable plans might be simple, but their maintenance requires commitment and monitoring. I recommend having a sustainability leader who can act as an advocate for your company’s sustainability practices.

The individual will work to bring your goals to fruition, communicating these with the rest of your team.

7. BECOME AN ENVIRONMENTAL CHAMPION IN YOUR LOCAL AREA Where possible, use your platform as a successful business professional to champion a local cause, contributing to a project which makes a difference close to home. This will encourage fellow members of your team to embrace a more sustainable and supportive lifestyle themselves, using their expertise for good. In turn, your company will consist of passionate employees who aim to live sustainably both professionally and personally.

8. CONSERVE WATER There are numerous ways by which your business can conserve water.

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S U S TA I N A B I L I T Y

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MARCH 2020

nies underestimate how much water they’re using, however audits can help to uncover any leaks and unnecessary wastage. Once you know where your water’s being used, you can better educate your team. Encouraging them to become more water-aware will help to reduce the environmental impact your business is having, making gradual steps towards a more efficient and sustainable workplace.

9. BE WISE WITH YOUR WASTE Every business will produce waste, regardless of how many changes you implement. It would be extremely difficult to avoid waste entirely. However, there are sustainable uses for your waste, putting your by-products to the best possible use. For example, you can reduce packaging, eliminate plastic water bottles, or contribute to local food banks. Above all else, ‘recycle and reuse’ should be values which lie at the core of your business.

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CITY FOCUS | NEW YORK

City Focus

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NEW YORK MARCH 2020

Business Chief explores New York City borough-by-borough to see how the components of this incredible city fit together into an economic powerhouse WRITTEN BY

WILL GIRLING

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CITY FOCUS | NEW YORK

F

rank Sinatra wanted to be a part of it, and, more recently, Alicia Keys called it the ‘concrete jungle where dreams

are made’ - it’s the city so nice they named it

twice: New York, New York.

Founded by Dutch settlers in 1624 under 78

the name ‘New Amsterdam’, the city received its more well-known moniker in 1664 when it was gifted to the Duke of York as an 18th birthday present. Now known as New York, the city had the honour of being the first US capital when the constitution was ratified in 1789. However, it was soon replaced with Philadelphia, Pennsylvania and then finally Washington D.C. in 1800. Now home to over 8mn citizens (one in 38 Americans call it their home), New York is comprised of five boroughs: Manhattan, the Bronx, Queens, Brooklyn and Staten Island. Demonstrating the sheer scale of New York, either Brooklyn or Queens alone would count as the fourthlargest city in the US if they were designated separate cities.

MARCH 2020

8.623mn Population of New York

1624

Year founded

3

Airports John F. Kennedy International Airport ( JFK), LaGuardia Airport (LGA) and Newark Liberty International Airport (EWR)

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CITY FOCUS | NEW YORK

“ Tech companies have found compelling operational reasons to base their businesses in Brooklyn”

With over 600 languages spoken, New York City is one of the most linguistically diverse places in the world.

Ellis Island and Liberty Island are symbols of the city’s history of ethnic diversity and partnership with other nations - the latter featuring the iconic Statue of Liberty. A present from France to celebrate the USA’s centennial, the statue was officially dedicated in 1886 and was constructed from 350 separate pieces.

ECONOMY 80

The Greater New York City region has a GDP of US$1.21trn, making it the second-largest metropolitan economy in the world after Tokyo, Japan. In 2012, it was recorded that New York City accounted for roughly 8% of the USA’s GDP, although the city itself only uses about 1% of the country’s total landmass. Home to more than 380,000 millionaires and 78 billionaires, New York City’s Federal Reserve Bank possesses the world’s largest quantity of stored gold. Contained in a vault hidden 80ft beneath the earth is 7,000 tonnes of gold bullion, approximately 5% of all the gold that has ever been mined.

MARCH 2020

What It’s Like To Be The Youngest Woman Equity Trader In The New York Stock Exchange CLICK TO WATCH

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4:50

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Home to the New York Stock

which houses Wall Street is rightly

Exchange and NASDAQ - the largest

regarded as an economic powerhouse.

stock exchanges currently operating

Containing iconic office-buildings such

today - the city is a proverbial mecca

as the Empire State Building, which

for business, with each borough con-

accommodates the corporate offices

tributing to key economic areas.

of Air China, LinkedIn, JCDecaux and more, Manhattan also facilitates New

MANHATTAN

York’s role as an established media

The financial heart of New York City,

power from the advertising industry

Manhattan is a global leader in terms

based on Madison Avenue. Real

of the banking and communications

estate contributes significantly to the

sectors. Providing an estimated 5%

city’s economy; it has recently been

of private-sector jobs and 8.5% of

estimated that the total market value

the city’s tax revenue, the borough

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CITY FOCUS | NEW YORK

Manhattan has properties frequently

Market, located in Concourse, just

valued as the most expensive in the

south of Yankee Stadium, is an almost

world, such as the Times Warner

1mn sqft retail space. Costing $500mn

Center and the Waldorf Astoria.

to construct, the market was opened in 2009 and currently houses well-

THE BRONX

known brands like Target, Home Depot

Although it suffered a gradual decline

and Staples.

following the Great Depression in 1929, the Bronx has been experiencing

QUEENS

an economic revival since the 1980s.

The borough of Queens has the

Most notably, the area contains some

second-largest (after Manhattan) and

of the city’s largest shopping centres,

most vibrantly diverse economy in New

such as The Hub, Southern Boulevard

York. Although the area’s main sectors

and Bay Plaza. The Bronx Terminal

are trade, transportation and utilities,

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MARCH 2020

Queens also has significant input from the healthcare, manufacturing, construction and media industries. A key contributor to the borough is the presence of the two major airports: JFK International Airport and LaGuardia Airport. Ranked as some of the busiest

“ The city is a proverbial mecca for business, with each borough contributing to key economic areas”

in the world, JFK IA alone handled over 61mn passengers in 2018, placing it in the top 25 busiest overall. Long Island City, a residential and commercial district located in western Queens, is also one of New York’s most up-andcoming locations.

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S TAT I S T I C S

84

•N ew York City accounted for roughly 8% of the USA’s GDP; 5% of all the gold that has ever been mined in Federal Reserve; Manhattan = 5% of private-sector jobs and 8.5% of the city’s tax revenue.

BROOKLYN Traditionally the manufacturing epicentre of New York City, Brooklyn started to diversify its economy towards the end of the 20th Century. Now with thriving construction and services sectors, Brooklyn is also reported to have the second-largest growth rate amongst tech startups in the country, behind only San Francisco, California.

Featuring alluring office space and lower rent costs than other boroughs MARCH 2020

like Manhattan, tech companies have found compelling operational reasons to base their businesses in Brooklyn. Notable companies in the sector include Vice Media, Makerbot and Kickstarter.

STATEN ISLAND The least populated (approximately 476,000 people) but one of the larger boroughs of New York City, Staten Island was originally known as the Borough of Richmond until it was changed in 1975. The economy of the area is primarily composed of the healthcare, retail and construction sectors and has a GDP of $14.5bn.

More recently, Staten Island has experienced growth in real estate, finance and warehousing – the latter being a result of Amazon’s new $100mn fulfilment centre in Matrix Global Logistics Park in 2018.

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T O P 10

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MARCH 2020

Most valuable NFL franchises in the US Business Chief takes a look at the top 10 most valuable NFL franchises in the US from Forbes’ Sports Money: 2019 NFL Valuations WRITTEN BY

GEORGIA WILSON

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T O P 10

MAJOR SPONSORS

Anheuser-Busch InBev, American Airlines, Axalta Coating Systems, Banco Santander S.A., Coca-Cola, Comcast, Entercon, Lincoln Financial Group, MillerCoors, NovaCare, NRG Energy and Verizon.

88

10

Philadelphia Eagles $3.1bn

Established in 1933, the Philadelphia Eagles has been a franchise in its hometown since the beginning of its sports journey. In 1941, a unique swap happened between the Philadelphia Eagles and the Pittsburgh Steelers where both franchises swapped ownership and team players. In 1943, the franchises crossed paths again, combined for one season due to a manpower shortage and was known as Phil-Pitt and Steagles. Today, the Philadelphia Eagles has an operating income of US$150mn, and its home ground is the Lincoln Financial Field, costing US$360mn to build and has a capacity of 69,596.

MARCH 2020

09

Houston Texans $3.1bn

Established in 1999, the Houston Texans is one of the newer franchises in the NFL. In 2002, the franchise’s debut game earned it its first victory against the Dallas Cowboys, making it the first time an expansion club had won an opening game since Minnesota defeated Chicagos in 1961.

Today, the Houston Texans has an operating value of US$176mn, and its home ground is the NRG Energy Stadium which opened in 2002, costing US$449mn to build and has a capacity of 71,795.

89 MAJOR SPONSORS

Anheuser-Busch InBev, BMW, CocaCola, Ford Motors, HEB, Houston Methodist, Hyundai, MillersCoors, NRG Energy, United Continental Holdings and Verizon.

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T O P 10

MAJOR SPONSORS

Anheuser-Busch InBev, M&T Bank Corporation, JetBlue Airways Corporation, Atlantic Health System, MetLife, MGM Resorts International, NRG Energy, PepsiCo, SAP, Ticketmaster, Toyota and Verizon

91

08

New York Jets $3.2BN

Established in 1960, the New York Jets started its on field journey as the Titans with reasonable success. However, in 1963, the franchise went bankrupt and was bought by Sonny Werblin and partners, who changed its name to the New York Jets. Today, the franchise has an operating income of US$82mn, and its home ground is the MetLife Stadium which opened in 2010 costing US$1.4mn to build and has a capacity of 82,500.

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07

Washington Redskins $3.4bn

Established in 1932, the Washington Redskins are one of the most dominant franchises in the NFL. The franchise has gone through several name changes over the years, starting its journey as the Braves.

In 1933, it moved to Fenway Park (Boston, Massachusetts) changing its name to the Redskins, however, George Marshall (former owner of the Washington Redskins) wasn’t happy with Boston, and moved the team once more to Chicago, before finally settling in Washington D.C. in 1937 adopting the name Washington Redskins. Today, the franchise has an operating income of US$120mn, and its home ground 92

is FedEx Field - owned by the team - which opened in 1997, costing US$250mn to build and has a capacity of 85,000.

MAJOR SPONSORS

Anheuser-Busch InBev, Bank of America, FedEx and PepsiCo.

MARCH 2020

MAJOR SPONSORS

Advocate Health Care, Dr. Pepper, MillerCoors, PNC, Proven, United Continental and Verizon.

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06

Chicago Bears $3.5BN

Established in 1920, the Chicago bears is one of the oldest NFL franchises, that started its sports journey as the Stanleys in Decatur, Illinois. After it won its first league championship in 1921, the franchise was renamed to the Chicago Bears. Today, the franchise has an operating income of US$62mn, and its home ground is the Soldier Field which opened in 2003, costing US$630mn to build and has a capacity of 61,500.

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Reimagine the impossible

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With the latest in AI technologies, you can engage your customers in new ways, empower your employees more than ever before, and optimize operations to become an industry leader. Start your digital transformation today.

Get started

T O P 10

MAJOR SPONSORS

Anheuser-Busch InBev, Bank of New York Mellon Corporation, Dignity Health, Intel, Levi’s, NRG Energy, PepsiCo, SAP, Toyota, United Continental Holdings, VISA and Yahoo!.

95

05

San Francisco 49ers $3.5BN

Established in 1946, the San Francisco 49ers were members of the All-American Football Conference (AAFC), ranking second best behind the Cleveland Browns. In 1950, the franchise moved to the NFL following the collapse of the AAFC. However, it wasn’t until 1982 that the San Francisco 49ers won its first league championship at the XVI Super Bowl. Today, the franchise has an operating income of US$93mn, and its home ground is the Levi’s Stadium, which opened in 2014, costing US$1.3mn to build and has a capacity of 68,500.

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MAJOR SPONSORS

Allbertsons, American Airlines, AnheuserBusch InBev, Cedars-Sinai Health System, Corona Extra, Hyundai, Pechanga and Unify.

96

04

Los Angeles Rams $3.8bn

Established in 1936, the Los Angeles Rams is also one of the NFL’s oldest franchises, that began its sports journey in Cleveland, Ohio.

In 1946, Dan Reeves (former owner of the Los Angeles Rams) moved the team to Los Angeles, receiving its first NFL championship game in 1945. Today, the franchise has an operating income of US$30mn, and its home ground is the Los Angeles Memorial Coliseum which opened in 1923, costing US$950,000 to build and has a capacity of 77,500.

MARCH 2020

03

New York Giants $3.9bn

Established in 1925, the New York giants are truly entwined into the history of the NFL. For the young league a franchise in the nation’s largest city was imperative to keep the league alive. Two years after its establishment, the New York Giants won its first championship in 1927. Today, the New York Giants’ home ground is the MetLife Stadium, which opened in 2010 costing US$1.4mn to build and has a capacity of 82,500. The franchise itself generates US$142mn in operating income.

MAJOR SPONSORS

Anheuser-Busch InBev, Dell Technologies, PepsiCo, Quest Diagnostics Inc., SAP, Toyota and Verizon.

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T O P 10

02 98

New England Patriots $4.1bn

Established in 1960, the New England Patriots was given its name by a panel of Boston sportswriters in a contest.

During its first decade, the franchise climbed the ladder to become a serious contender in the late 1970s. Today, the franchise has an operating income of US$240mn and opened its own stadium in 2002, the Gillette Stadium, which cost a total of US$325mn to build and has a capacity of 66,878.

MARCH 2020

MAJOR SPONSORS

Anheuser-Busch InBev SA, Bank of America, BDSE, Dell Technologies, Draft Kings, Gillette, JetBlue, Optum, PepsiCo and Verizon.

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Do Your Life: Duron Harmon The Life of an NFL Player and Parent CLICK TO WATCH

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11:58

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100

Legendary Cowboys Players Celebrate 60 Years of Football CLICK TO WATCH

MARCH 2020

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2:56

01

Dallas Cowboys

101

$5bn

Established in 1960, the Dallas Cowboys won its first two divisional championships in 1966 and 1967. Despite not playing in MAJOR SPONSORS

American Airlines, AT&T, Bank of America, Ford Motors, Dr. Pepper, MillerCoors and PepsiCo.

the Super Bowl since 1995, the Dallas Cowboys still generate the most operating income compared to other NFL members, generating US$420mn in 2018. In 2009, the AT&T Stadium became the franchise’s home ground, the stadium cost US$1.2mn to build and has a capacity of 100,000.

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102

Aerojet Rocketdyne: the evolution of aerospace and defence technology WRITTEN BY

GEORGIA WILSON PRODUCED BY

MIKE SADR

MARCH 2020

103

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AEROJET ROCKETDYNE

After two years, Alan Avakian, Senior Director of IT and John Jackson, Chief Information Officer at Aerojet Rocketdyne, discuss the company’s innovative transformation journey since 2018

W 104

ith 20 years’ experience within information technology, Alan Avakian, Senior Director of IT at Aerojet Rocketdyne,

has spent most of his career in the aerospace and defense industry. “I started out as an application developer, working in technologies ranging from the mainframe to client/server and web. Other technical roles I have had include database administration and project management,” says Avakian.

“After working with programmers and internal customers, I branched out into other more specialized disciplines including reporting and ERP. At a certain point, I had to make a career choice between technical and management tracks, and chose management in the end for the opportunities. With guidance from others, I went back for my Masters of Business Administration and transitioned to managing my own department before becoming a Director and Chief Technology Officer.”

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AEROJET ROCKETDYNE

“ Additive manufacturing, hypersonics, and solar electric propulsion are key innovation areas for Aerojet Rocketdyne” — Alan Avakian, Senior Director of IT, Aerojet Rocketdyne

Avakian describes Aerojet Rocketdyne as “an innovative worldclass developer and manufacturer of advanced propulsion and energetics systems

106

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2:55

107 for customers including the US

“Additive manufacturing, hyper-

Department of Defense, NASA and

sonics, and solar electric propulsion

other agencies and companies, both

are key innovation areas for Aerojet

in the United States and abroad.” Its

Rocketdyne. We are also developing

vision is to further develop the brand

propulsion systems to utilise high-

and leverage its experience to provide

performance ‘green’ propellants.

the most cost-effective, on-schedule

Green propulsion systems are an

and reliable products in the industry.

alternative to conventional chemical

Over the last two years, Avakian has seen the aero-

propulsion systems that use hydrazine propellants for a variety of applica-

space and defense industry evolve

tions, including next-generation

significantly, with multiple new trends

launch vehicles and spacecraft,”

emerging fast such as: additive manu-

says Avakian.

facturing, solar electric propulsion, cybersecurity and cloud technology.

John Jackson is the Chief Information Officer at Aerojet Rocketdyne and w w w.busi ne ssc hief. com

AEROJET ROCKETDYNE

110

E X ECU T I VE P RO FI LE

Alan Avakian Alan Avakian is the Senior Director of IT at Aerojet Rocketdyne. In this role, he leads the organisation’s Business Alignment and Technology Management functions responsible for shared business service strategy and operations including Networking, Infrastructure, Applications, and End User Support services. He coordinates with line-ofbusiness leaders to understand their needs (including anticipated technology and product changes) and works with IT outsourcing partners for execution.

MARCH 2020

111 has extensive experience in cyber-

security in cloud, Jackson is also

security and cloud technologies. In

seeing companies shifting to this tech-

the Information Technology arena,

nology. “Cloud solutions now meet the

Jackson mentioned that “there’s a

stringent security requirements of our

much bigger focus on security and

industry, so companies are now start-

the new Cybersecurity Maturity

ing to pivot.”

Model Certification (CMMC) that was

Further discussing data security,

released in January. An accredited

Jackson explains the company’s own

third party assessor will independently

efforts since 2018 to develop its data

assess whether internal information

security methods. “Keeping up with

systems of companies that perform

the ever-increasing security threats

DoD work (including suppliers) have

for people who want to steal your data,

the required cybersecurity controls

while also meeting the new industry

in place to meet the assigned cyber

compliance standards such as the

maturity level.” With new levels of

CMMC, are core challenges when it w w w.busi ne ssc hief. com

AEROJET ROCKETDYNE

112

comes to data security as it changes

a traditional IT architecture which

so fast.” At Aerojet Rocketdyne,

relies heavily on on-premise infra-

the company has a threat hunting

structure to a hybrid architecture.”

program which allows the company

In particular, Avakian highlights the

to proactively measure its security

company’s adoption of cloud tech-

posture rather than only relying on

nology, microservices and robotic

traditional threat management meas-

process automation (RPA). “Over

ures such as firewalls. In addition,

the last couple of years we have

“we are currently embarking on an

transitioned our Product Lifecycle

Enterprise Information Management

Management (PLM) system from

initiative to establish a data govern-

an on-premise solution to a cloud

ance program. This program will

provider. Our data is housed in a

assist with the standardisation and

FedRAMP data centre with around-

integration of data and metrics

the-clock support.” In addition to

across the enterprise.”

the cloud, the company has begun

When it comes to the innovative

conducting an RPA proof-of-concept

evolution of the company, Avakian

with its Finance department. “This

explains that over the last two years

will reduce costs, eliminate input

the company has “pivoted from

errors, speed up business processes,

MARCH 2020

What Is Artemis?

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0:45

113

E XE CU T I VE PRO FI LE

John Jackson John Jackson is the Chief Information Officer and Vice President at Aerojet Rocketdyne.

In this role, he leads the Information Technology organization focused on the development and execution of an IT strategy to help deliver on mission success. The goal of the strategy is to unlock greater value for customers and the business by enabling innovative, secure and compliant technology solutions.

w w w.busi ne ssc hief. com

Empower every person and every organization on the planet to achieve more.

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115

“ Keeping up with the ever-increasing security threats while also meeting the new industry compliance standards such as the CMMC, are core challenges when it comes to data security as it changes so fast” — John Jackson,, CIO, Aerojet Rocketdyne

and will be integrated with applications. Our hope is to expand the program once we have proven out the technology and business model.”

At an operational level, Avakian also explains the company’s development of a business relationship management team, as well as its healthy transition towards a balanced outsourcing and in-house operations approach. “We started with realigning some of our existing talent as well as recruiting new people with w w w.busi ne ssc hief. com

AEROJET ROCKETDYNE

1942

Year founded

$2bn+ Revenue in US dollars

5,000 Number of employees

116

MARCH 2020

117

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AEROJET ROCKETDYNE

“ An innovative worldclass developer and manufacturer of advanced propulsion and energetics systems for customers including the US Department of Defense and NASA” 118

— Alan Avakian, Senior Director of IT, Aerojet Rocketdyne a background in IT and business liaison

our requirements in relation to levels

skills,” comments Avakian, who has

of control, security considerations,

seen huge benefits from establishing

cost model and growth.”

the team. “Our customers love the fact

With these developments, Avakian

that they have an IT representative

has seen “the ability of the company’s

that is aligned to them.” When it comes

IT systems to grow with the busi-

to balancing its outsourcing and in-

ness, enabling faster turnaround of

house operations, Avakian highlights

key enhancements which were not

that “it’s a challenging opportunity as

achievable before without significant

there are benefits and use cases for

investment in time and money.” For

both methods. Our approach is to look

example, Microsoft has been help-

at the IT area and then assess which

ing Aerojet Rocketdyne to “leverage

approach or combination best meets

Microsoft Dynamics for our CRM.

MARCH 2020

119

We will also be using Microsoft’s

– and the company’s propulsion which

Office 365 and Azure for storage later

plays a critical role in SLS’s ability to

this year.”

successfully launch the heaviest, larg-

Reflecting on the company, Avakian

est, and most valuable payloads to deep

sees the company’s biggest strength

space” is an example of one of the com-

being its people and drive towards

pany’s biggest successes to date.

innovation in everything that it does, particularly having seen the company expand its presence to drive innovation.

Avakian concludes that the company’s “NASA Space Launch System (SLS) – America’s next-generation heavy-lift rocket, powered by Aerojet Rocketdyne w w w.busi ne ssc hief. com

120

Intel Corporation: Setting the stage for the year of security WRITTEN BY

WILL GIRLING PRODUCED BY

CRAIG KILLINGBACK

MARCH 2020

121

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I N T E L C O R P O R AT I O N

William ‘Bill’ Giard, Chief Technology Officer (CTO) Cloud and Enterprise Group, at Intel on how Intel’s industryleading approach to security will benefit the wider industry

F

ounded in 1968 in Santa Clara, California, Intel Corporation began with a focus on computer memory. From the very start,

the company prided itself on its agility and breadth of ability, as well as a customer-driven philosophy that ensured its popularity with consumers. When 122

Business Chief last spoke to Intel in August 2019, the company stated that it was moving “from a PC-centric strategy to a data-centric one”. It was a big shift for Intel, which had spent the last 50 years focusing on the former. However, realising that storage, memory, computing and data centres were all part of a larger, more exciting picture, it was determined to make the transition.

Almost six months later, we spoke with William ‘Bill’ Giard, Chief Technology Officer (CTO) at Intel, who talked about his vision for the company in 2020. Part of Intel for over 20 years, having joined almost immediately after completing his studies at Portland State University, Giard has seen the evolution of the business first-hand. “I saw what it was doing in the industry and got really energised about working with computers and electronics,” MARCH 2020

1968

Year founded

$70bn Revenue in US dollars

110,000+ Number of employees

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123

I N T E L C O R P O R AT I O N

“ Changing Intel is a big deal, but changing an industry direction is probably what excites me the most” 124

— William ‘Bill’ Giard, Chief Technology Officer (CTO) Cloud Enterprise Solutions Group, Intel

he explains. “For me, it was just a logical choice once I graduated.” Starting as an engineer and then working his way up to CTO, Giard says he has gained a lot of valuable experience in enterprise IT, including data management, product life-cycle management and big enterprise systems. “It really opened my eyes to what we’re doing for the wider industry. Changing Intel is a big deal, but changing an industry direction is probably what excites me the most.”

Giard believes that embracing digital transformation, understanding system architectures and how to enable business processes is a pivotal strategy for the company. However, his primary focus is on understanding how Intel’s software can be used to enable hardware in such a way that it works seamlessly. “My role as CTO is about combining technical hardware and software implementations with the developments happening in data growth, analytics, infrastructure modernisation and security,” he says. “This is where my passion really lies.” Giard’s strategic vision for Intel is a trifecta of technological developments: hybridcloud solutions, analytics powered

MARCH 2020

AWS re:Invent 2019: William Giard, Intel CLICK TO WATCH

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17:48

125 by artificial intelligence (AI), and, most

the keystone of Intel’s product devel-

importantly, security.

opment. “It can’t be bolted on after

Security is of paramount impor-

the fact; it’s got to be built in from the

tance to both customers and the tech

start. And enabling that work, where

industry as a whole. With ransom-

we’re trying to perform computing at

ware incidents and insider threats

the edge, I think is critically important

infiltrating even the most hermetic

to our business strategy.”

of organisations, such as the US

Owing to the necessity for latency-

Federal Government, it’s becoming

sensitive applications and the

all too clear that traditional firewalls

emergence of 5G, which is ushering in

and perimeter-based controls can no

the possibility of real-time solutions,

longer adequately protect the digital

‘edge computing’ is a paradigm taking

world. Recognising it as, perhaps, ‘the’

on great precedence in the indus-

central challenge of 2020, Giard has

try. Instead of sending data from a

decided to make security solutions

device to a server where it can then be w w w.busi ne ssc hief. com

I N T E L C O R P O R AT I O N

“Security needs to be at the forefront: it’s the number one growth potential in a number of areas” — William ‘Bill’ Giard, Chief Technology Officer (CTO) Cloud Enterprise Solutions Group, Intel 126

analysed, the analysis is conducted on

Intel’s efforts to tackle the issue have

the device itself. Common examples

been bolstered by healthy relationships

of edge computing include the bio-

with its digital solution partners, such as

metric readers (fingerprint or facial

Microsoft, Red Hat, IBM and VMware,

recognition hardware) on smart-

which has enabled a productive eco-

phones. “This is where technology is

system in which to develop solutions.

shifting quite rapidly,” Giard explains.

Intel’s more than seven-year part-

“It allows us to meet our customers

nership with Lockheed Martin, one

where they’re addressing their chal-

of the top security providers in the

lenges. Security needs to be at the

world, on a project for the Federal

forefront: it’s the number one growth

Government is a demonstration of

potential in a number of areas, but

its commitment to delivering world-

security professionals will tell you

class security capabilities. After all,

it hasn’t gotten enough attention.”

Giard explains, there’s no better way

MARCH 2020

to develop an awareness of security

up meant a vastly improved level of

than by working with a security com-

protection, which, nonetheless, didn’t

pany. “In the federal arena, security

compromise performance in any way.

is the first conversation you have

Intel Select Solutions for Hardened

instead of the third or fifth. When

Security with Lockheed Martin

Lockheed Martin asked us to assist

resulted from this partnership. The

them in that effort, it helped us not

company recognised that the problem

just develop our Xeon processors,

lay in security occurring at different

but also to develop our understand-

layers of the computing process: the

ing that integrated security has got

operating system, the application

to work from the moment the system

layer, virtual machines, etc. The tradi-

turns on.” Intel’s collaboration with

tional approaches to protection can

Lockheed made it clear that building

leave customers open to threats in

security from the most nascent level

multiple areas and a more rigorously

E XE CU T I VE PRO FI LE

William (Bill) Giard Bill has over 20 years of experience in designing enterprise architectures and developing software solutions to support mission-critical systems across supply-chain, product development, and enterprise infrastructure segments. Prior to joining DPG, he led the software development efforts within Intel IT to modernize the application and computing environment, delivering secure and usable solutions across multiple client computing platforms utilizing cloud technologies to enable new business models.

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127

I N T E L C O R P O R AT I O N

consolidated structure was required.

Constituted from Xeon hardware and Security Runtime Environment (SRE) software, the solution is designed to address fundamental challenges experienced by CIOs and CISOs daily, delivering comprehensive protection across the entire computing process. The solution is able to provide an organisation with a new and comprehensive security method that will help it safeguard its most precious 128

asset: data.

“Our approach is about enabling data creation, consumption and insights not only across data centres but also the public cloud environment.

Our rich portfolio of technologies from Intel Xeon Scalable processors to Intel Ethernet to Intel Optane memory and storage are key to achieving that,” Giard states. In addition, as a leader in the industry, Intel has a long and established history of collaborating with partners of all sizes to optimise software in Intel’s architecture. Customers benefit from a high-performing cloud platform that easily integrates into their MARCH 2020

129

“We take the philosophy that growth and speed of execution helps everyone” — William ‘Bill’ Giard, Chief Technology Officer (CTO) Cloud Enterprise Solutions Group, Intel

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I N T E L C O R P O R AT I O N

“In the federal arena, security is the first conversation you have instead of the third or fifth” 130

— William ‘Bill’ Giard, Chief Technology Officer (CTO) Cloud Enterprise Solutions Group, Intel existing environments. “We take the philosophy that growth and speed of execution helps everyone,” he says.

Reinforcing this point, Mike Gann, Director of Business Development, adds that this is what helps Intel distinguish itself from competitors. “The coolest thing that I’ve seen at Intel is how we partner within that ecosystem to really make an impact. As a company, we want to deliver innovative technology that will change how we all work, play and live. We want to change the world.”

MARCH 2020

It’s a noble idea, but one that can’t succeed without a solid, customercentric strategy to back it up.

Fortunately, Intel has and always will be about providing an easy, ‘out of the box’ experience for consumers of its products. “Part of our value comes from providing that flexibility.

No matter where the data resides, we’re helping customers put it in the right place so that they can take appropriate action. From a security perspective, that means making it easy for them by just incorporating it into the infrastructure, giving them peace of mind,” Intel explains. This arrives at the crux of the matter for Intel: as cyber-attacks get more sophisticated and old defences lose their potency, a comprehensive and fundamental reimagining of the whole concept is required and that is what Intel believes in. “After all,” Giard says, “if you get the foundation right, you can act fast and solve the problem very quickly.”

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131

132

SUCCESS ACAD EMY D I S RUP T I NG THE E DUCAT I ON SPACE WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

DENITRA PRICE

MARCH 2020

133

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SUCCESS ACADEMY CHARTER SCHOOLS

Vincent Moorehead, Senior Director of Strategic Procurement and Supply Chain at Success Academy Charter Schools, discusses his organisation’s transformation journey in New York City

134

S

Success Academy Charter Schools is the largest and highest-performing free public charter school network in New

York State. It’s the size of the seventh largest school district in the state.

Founded in Harlem in 2006 by former New York City Council Member Eva Moskowitz, the organisation now operates 45 schools, enrolling 18,000 students in grades K-12, most of them low-income children of colour, in Manhattan, Brooklyn, Queens, and the Bronx. In a city where only one in three children of colour can read or do math at grade level, Success Academy’s scholars have excelled. On the most recent state exams, 99% of Success students passed mathematics and 90% passed English Language Arts. With ambitions to operate 100 schools and enroll 50,000 students over the next decade, Success Academy is driven to innovate in the realm of pedagogy as well as procurement.

MARCH 2020

135

2006

Year founded

HQ

New York, NY USA

2,500 Number of employees

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We Can Build It: Success Academy Charter Schools CLICK TO WATCH

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3:48

137 Overseeing the organisation’s procurement arm, Vincent Moorehead, Senior Director of Strategic Procurement and Supply Chain, believes that Success Academy is differentiated by a culture of excellence: “Excellence is ingrained in our culture. Our customers are our scholars and their families,” explains Moorehead. “Our work is extremely high stakes. To us, it’s all about consistently raising the bar for what is possible in public education. We need to always be thinking about how we can deliver a great education to our

“ Our work is extremely high stakes. To us, it’s all about consistently raising the bar for what is possible in public education” — Vincent Moorehead, Senior Director of Strategic Procurement and Supply Chain, Success Academy Charter Schools w w w.busi ne ssc hief. com

SUCCESS ACADEMY CHARTER SCHOOLS

138

“ If you look at charter schools generally, we are one of the few that has a procurement team” — Vincent Moorehead, Senior Director of Strategic Procurement and Supply Chain, Success Academy Charter Schools MARCH 2020

scholars and how we can use each dollar to make the biggest impact in our classrooms.”

Operating efficiencies are critical to Success Academy. With public funding that’s about $5,000 less per student than what district schools spend each year, the network prioritises strong management of its resources. Moorehead has been instrumental in delivering savings. “The role of management is undervalued in public schooling,” says

139

Moskowitz. “Educators everywhere

A graduate from Howard University in

acknowledge the impact of effec-

Washington, D.C, Moorehead worked

tive teachers, but what is less often

for several different companies such

recognised—yet essential to creating

as United Technologies Corporation,

and sustaining excellent schools—is

Kearney, and the FBI before joining

the need for operational excellence.

Success Academy in August 2018.

When the administrative and business

Upon his arrival, the organisation

aspects of schools are well managed,

decided to centralise the entire

teachers and principals are freed up

purchasing area across the board.

to focus entirely on student learning.

“When I first started, we had so many

Vince has been important in helping

conversations about what a central-

us achieve this.”

ised procurement model would look w w w.busi ne ssc hief. com

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like,” he says. “If you look at charter

processes, which led to the imple-

schools generally, we are one of the

mentation of Coupa and a centralised

few that has a procurement team. The

approach. He focused on making the

first thing we had to do was map out

programme as streamlined as pos-

an ideal purchasing process for our

sible. “I wanted something that was

network of schools. It was vital that we

very user-friendly because our users

had the right tools, systems, and pro-

are educators, not procurement spe-

cesses in place for our team to be able

cialists. They should be able to focus

to imagine how streamlined this new

on their scholars, not on purchasing

process could be for our school staff.”

orders,” says Moorehead. “I wanted

Subsequently, Moorehead set about updating several outdated and broken

a system in place where they could make requests for classroom supplies 141

E XE CU T I VE PRO FI LE

Vincent Moorehead Vincent Moorehead currently leads procurement at Success Academy Charter Schools, the largest and highest-performing free public charter school network in New York City. He leads a team that manages contract negotiations, supply chain, tactical and strategic sourcing in order to secure every thinkable material (from chapter books, furniture, to interactive whiteboards) for 18,000+ students in the NYC area. Vincent’s background is primarily within Supply Chain Management focusing on Operations and Procurement. Prior to joining SACS in 2018, he worked in management consulting at Efficio Consulting and A.T. Kearney, global sourcing at United Technologies, with unique experience in government contracting at the Federal Bureau of Investigation (FBI).

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SUCCESS ACADEMY CHARTER SCHOOLS

“ Educators everywhere acknowledge the impact of effective teachers, but what is less often recognised — yet essential to creating and sustaining excellent schools — is the need for operational excellence” 142

— Eva Moskowitz, Founder and CEO, Success Academy Charter Schools

MARCH 2020

in a way that they’re used to, similar to buying something on Amazon. On the backend, our procurement team still has the control, and we can now see what the needs of each classroom are in real time, as our teachers and school leaders make purchase requests. With this knowledge, we’re better prepared for our next school year. We better anticipate what we’ll need to stock in all of our classrooms based on what our educators request this year.”

Having overseen many ERP implementations over the years, Moorehead affirms that this was one of the least troublesome he’s dealt with. “It was one of the smoothest transitions that I’ve ever been through and we implemented the system in just eight months,” he explains. “We phased out the launch and were able to trial the system before implementing it fully across our network. I’m pleased to say that after the initial hurdle of learning a new system, Success Academy staff members regularly stop me in the hallway and tell me how much easier the new platform is to use.”

Success Academy places significant value on its partnerships. The network w w w.busi ne ssc hief. com

143

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Take a Look Inside a Success Academy School CLICK TO WATCH

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1:47

145

“ I’m looking for a partner that understands the mission and wants to help us get there” — Vincent Moorehead, Senior Director of Strategic Procurement and Supply Chain, Success Academy Charter Schools

has formed several key strategic relationships, such as with The Advance Group, CrossCountry Consulting, KI, and OpenText. Moorehead believes that any prospective partnership must have the right drive and mentality to succeed from the start. “I’m looking for a partner that understands the mission and wants to help us get there,” says Moorehead. “The suppliers that we currently work with understand the challenges that we go through.

However, it’s important that there’s mutual benefit and I’m constantly w w w.busi ne ssc hief. com

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ki.com/ruckus

thinking about ways we can help make

including working with our internal

our suppliers’ jobs easier. By doing this,

and external technical teams, and was

we can support them not just for the

able to help reduce the change man-

immediate future, but long term too.”

agement impact on the organisation,”

Moorehead affirms that each

he explains. “OpenText has a digital

partnership plays a critical role in

platform that helps us protect our

ensuring Success Academy runs

data — which is critical for us because

efficiently. “CrossCountry Consulting

we’re protecting student privacy. All

was brought on board as our imple-

of our integrations use a partner for

mentation partner to help us roll out

error management and manage data

our new purchasing system, and they

as it flows from system to system.

have been outstanding. The team,

OpenText is at the heart of that and

led by Harpreet Narula, Partner at

has data that flows through it from our

CrossCountry, had in-depth knowl-

Human Resource Information Systems

edge of the purchasing system,

(HRIS) to our financial systems and

managed the entire implementation

to our purchasing platform.”

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147

SUCCESS ACADEMY CHARTER SCHOOLS

C O M PA N Y FACT S

• Last summer, Success delivered over 300,000 items per classroom across our 45 schools.

• On the most recent state exams, 99% of Success students passed mathematics and 90% passed English Language Arts.

148

• For the 2019-20 academic year, Success Academy schools received more than 17,000 applications for about 4,000 open seats.

MARCH 2020

“KI has helped with providing innovative furniture and has been suggesting and updating products to ensure that our school design is as efficient as possible,” says Moorehead. “The Advance Group is our logistics partner.

They deliver and install all the furniture in each classroom. Last summer, Success delivered over 300,000 items per classroom across our 45 schools.

The Advance Group truly understands the critical nature of our mission and they are a reliable partner in making sure each of our classrooms is ready for scholars on the first day of school.”

With a vision to operate 100 schools in New York City, Moorehead has a clear idea of how to achieve such ambitions. “I’m very optimistic and I believe we will get to 100 schools comfortably.

By then, we’ll likely be serving over 50,000 students across New York,” says Moorehead. “That’s the size of the Boston or Atlanta school system.”

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149

PURA VIDA BRACELETS

ARTISANAL SUPPLY CHAINS

150

WRITTEN BY

WILLIAM SMITH PRODUCED BY

DENITRA PRICE

MARCH 2020

151

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PURA VIDA BRACELETS

ERIKO BAILEY, VICE PRESIDENT, SUPPLY CHAIN AT PURA VIDA BRACELETS, DISCUSSES HOW AN ETHICAL APPROACH TO THE SUPPLY CHAIN DEFINES THE BRAND

P

ura Vida Bracelets was founded by Griffin Thall and Paul Goodman after a trip to Costa Rica and an encounter with two

artisan bracelet makers by the name of Jorge and Joaquin. After originally requesting 400 bracelets to take back to San Diego, 10 years later the com152

pany is now worth over $100mn dollars. As Eriko Bailey, Vice President, Supply Chain, explains, the artisanal connection has not been lost along the way. “Our artisans have been able to scale with the brand and, today, Jorge and Joaquin are the sole owners of the manufacturer that produces 75% of the products which we offer to the marketplace.”

That connection is an important part of the company’s identity and attracts the demographic with which it is most successful. “Where we really hit it off is with that millennial, Gen Z core customer,” she explains. “Being socially and charitably conscious is the life vein of the brand. We’ve also been able to highlight that through things like Instagram and Facebook where we use the social media aspect to really showcase Pura Vida as a lifestyle brand outside of just being a product.” In pursuit of this MARCH 2020

153

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PURA VIDA BRACELETS

“ BEING SOCIALLY AND CHARITABLY CONSCIOUS IS THE LIFE VEIN OF THE BRAND” — Eriko Bailey, Vice President, Supply Chain, Pura Vida 154

and alongside supporting artisans, Pura Vida partners with select charities. “We’re creating products that an end consumer can purchase and know that a portion of that dollar amount is given to charity. As a brand, our biggest focuses right now are mental health issues, animals and anything that has to do with the environment. Those are the three key things that our customers are demanding.”

Of course, a focus on sustainability runs far deeper than just burnishing the company’s reputation. As Pura

MARCH 2020

Pura Vida — Live Free CLICK TO WATCH

|

3:16

155 Vida expands the product categories in which it is active, it is ensuring that an ethical approach is built into its operations, and the operations of those with which it works. “We try to stay as authentic as possible to the artisan and charitable messaging that we have,” Bailey explains, “whether that be working with manufacturers that are Fairtrade certified, finding the cotton farmers that are working in organic fields, all the way through to the mills that are producing the fabrics that we’re going to be using.” Bailey has had a personal hand in ensuring w w w.busi ne ssc hief. com

PURA VIDA BRACELETS

156

that such intentions are translated into

artisan means, but in essence anything

reality. “I’ve been spearheading our

that’s being made with two hands is

overall sustainability initiative. It started

artisanal. The biggest thing is focus-

with social compliance auditing of the

ing on transparency within all of our

factories of our vendors and manufac-

artisans and vendors. We work with

turing partners, then getting them up

them with regards to capacity planning

to a baseline; ensuring that fair wages

and what our demands are going to

are being extended to individuals at the

be. That helps them to scale up as the

ground level, that these facilities are at

business continues to grow.” In many

code, and that there’s a safe working

other ways, however, dealing with

environment overall.”

artisans is not so different from con-

The reliance on artisanal products

ventional mass production. “Just like

does present its own problems.

regular manufacturing, communication

“Everybody has this idea of what

and transparency are the two biggest

MARCH 2020

157

E XE CU T I VE PRO FI LE

Eriko Bailey Eriko Bailey is Pura Vida Bracelets’ Vice President, Supply Chain. An innovative supply chain leader, she has proven success in transforming both forward and reverse supply chain operations to Best-in-Class, while reducing expense and improving customer satisfaction. With over 10 years of supply chain experience, Eriko also possesses a BS in Retail Management / Marketing and a Minor in Entrepreneurial and Emerging Enterprises from Syracuse University and a Professional Designation AA focused in Merchandise Product Development from Fashion Institute of Design & Merchandising. w w w.busi ne ssc hief. com

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159

things that help production overall,” Bailey says. “You have to provide foresight on those annual plans you are looking to produce and also work with the teams that you have in terms of where they are today and where you need them to get to in six months, or a year from now. That visibility and transparency ignites the possibilities and the production capabilities of any manufacturer, whether they’re artisans or mass producers.”

Culture is another important consideration. “Culture’s a big thing for our

“ CREATIVITY AND COLLABORATION ARE THE TWO BIGGEST COMPONENTS TO OUR CULTURE OVERALL” — Eriko Bailey, Vice President, Supply Chain, Pura Vida w w w.busi ne ssc hief. com

PURA VIDA BRACELETS

160

MARCH 2020

2010

Year founded

$108mn Revenue in US dollars

35

Number of employees communities, but also in the supply chain as well. This is made up of the people that are working for our brand: the individuals in the team. But then it’s also the wider supply chain. They’re an extension of our team - they may not have Pura Vida in the name, but they are still a part of us.” To a certain extent, that culture has been guided by the relative youth of its workforce.

“Within the department specifically, and in the wider team as well as our vendor partners, creativity and collaboration are the two biggest components to our overall culture. I think the beauty of w w w.busi ne ssc hief. com

161

PURA VIDA BRACELETS

“ VISIBILITY AND TRANSPARENCY IGNITES THE POSSIBILITIES AND THE PRODUCTION CAPABILITIES OF ANY MANUFACTURER, WHETHER THEY’RE ARTISANS OR MASS PRODUCERS” 162

— Eriko Bailey, Vice President, Supply Chain, Pura Vida working with a company that is very

says. “Now that we’re growing into

young from an employee standpoint -

these additional categories we need

probably 85% millennial to Gen Z - is

to bring all of our vendors into one

the thought process of: ‘I’m going to

centralised database of information.

take this process, but I’m also going

Being able to have a partner plug

to try to improve it.’”

into a software program that can

Processes are also being improved

then provide information in real time

by technological means. “We’re

means we don’t have to wait a full

bringing in a product lifecycle man-

day for the information to come back.”

agement (PLM) system this year from

Pura Vida also relies on partners for

Visual Next, which is going to help

distribution, with different third-party

centralise our design and develop-

logistics (3PL) firms in domestic and

ment processes overall,” Bailey

international markets.

MARCH 2020

163

Those international markets are just

first branded Pura Vida retail store,

one of many focuses for this rapidly

opening in May 2020, with more on

growing business. “We’ve just opened

our radar,” Bailey explains. “We’re fir-

a fulfillment center in Canada to help

ing on all cylinders to ensure that we

facilitate that growth as well as in

have a footprint on multiple levels so

Hong Kong for the APAC region over-

that the customer can really experi-

all,” says Bailey. “We’re very excited

ence the Pura Vida brand.”

about our international growth.”

Traditionally both a direct to consumer and B2B brand, Pura Vida is bolstering those relationships while also exploring new methods of reaching customers. “We’re embarking on our w w w.busi ne ssc hief. com

164

MARCH 2020

CodeBlue: Leading an industry

WRITTEN BY

AMBER DONOVAN-STEVENS PRODUCED BY

ANDY TURNER

w w w.busi ne ssc hief. com

165

CODEBLUE

Jason Manns, COO of CodeBlue, details the rise of insurtech as CodeBlue leverages science and cutting-edge technology to meet industry challenges

T

echnology is transforming every industry, and insurance is no exception. The landscape is rapidly evolving and with

this, insurance companies are challenged with managing change. The transformation toward digital solutions creates an opportunity to have 166

a better understanding of customer behaviours and to provide immediate customer solutions.

When harnessed successfully, these newly acquired technologies improve policyholder satisfaction while reducing costs for insurance carriers.

Jason Manns, COO of CodeBlue, has over 25 years’ experience in the personal and commercial lines insurance industry. As a transformational change leader, he has led claims and operations for a number of insurance carriers with a passion for delivering best-in-class performance, while ensuring that the customer experience is at the heart of decisions.

As an insurance executive, Manns has seen the insurance industry begin to slowly shift with technological adoption advances and, consequently, sees three of the most significant challenges MARCH 2020

167

w w w.busi ne ssc hief. com

CODEBLUE

“ The insurance industry is paying close attention to the technological advancements of other industries but continues to significantly lag behind in the adoption rate of the innovations that exist today in the marketplace” — Jason Manns, COO, CodeBlue

The second challenge insurance carriers face is the embedded inefficiencies in the claim handling process

168

currently faced by insurance carriers.

from inadequate initial claim damage

The first is the effective management

evaluations. “For example, it is common

of labour and the expenses associ-

for insurance carriers to experience 25%

ated with insurance carrier workforces.

to 40% supplemental claim payments

“This is particularly important because,

due to inaccuracies in the initial

in today’s low unemployment rate

damage evaluation process.” Today,

economy, there are shortages of

technology is available to provide

qualified and technically proficient

real-time digital capture of damages

insurance staff. I expect the virtual

at the policyholder’s initial loss report,

technologies that are now available

reducing supplemental work.

will significantly change traditional

Lastly, policyholder engagement

insurance carrier staffing models,”

presents a new challenge. The expec-

he says.

tations of customers have increased to the point where an Amazon-like standard of service, with same-day turnarounds between orders and deliveries, has become the norm.

“This level of service with regards to policyholders seeking immediate same-day property claim inspections

MARCH 2020

Join the CodeBlue Revolution CLICK TO WATCH

|

3:20

169 and contractor on site arrivals is typi-

insurance claims management pro-

cally unheard of across the insurance

vider with full scale customisable

industry,” says Manns. “There is a mas-

solutions. Drawing from his experi-

sive potential for insurance carriers

ences in the insurance carrier industry,

to catch up to what other industries

he focused on immediate policyholder

are doing.”

actions at first contact and the contin-

Early in CodeBlue’s inception,

ued development of proprietary claim

Manns — while working at an insur-

management software with digital

ance carrier — was involved in the

technologies. This included virtual

development of CodeBlue’s proactive

inspections strategies that provided

claims management model, which

solutions for insurance carrier staff

was and continues to be significantly

to view loss damages real-time and

different than all others in the industry.

remotely. “Insurance carrier staff

Today, Manns leads the operations

can now view initial damage inspec-

at CodeBlue, an industry-leading

tions from their office in a few hours w w w.busi ne ssc hief. com

Let us grow together.

Bamboo is a newly formed insurance organization, backed by some of the largest carriers in the industry, and established on the principles of customer advocacy and transparency. We aren’t looking to reinvent the wheel, but to add some grease that ultimately delivers a smooth and pleasant experience for our Customers.

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LEARN MORE

CODEBLUE

CodeBlue Join the Revolution #2 CLICK TO WATCH

|

1:59

172 after claim notification as opposed

reporting of claims, CodeBlue has

to having to be physically present at

advanced this by providing a 24-hour

the site, removing the additional costs

service, available 365 days a year,

incurred with travel time and fleet

for first notice of loss claim reporting

vehicles,” says Manns. In addition,

with virtual damage inspections and

virtual damage inspection solutions

contractor integrations that provide

reduce vehicle usage, promoting envi-

immediate actions for policyholders.

ronmentally friendly carbon practices

This approach maximises the accu-

and are a strategy that can be used to

racy of initial damage inspections

protect staff against exposure to air-

while driving high levels of policy-

borne viruses and contaminants often

holder engagement. In addition to

found at loss locations.

this, says Manns, “insurance carriers

While it remains an industry stand-

include policy language that stresses

ard to use call centers to interact

the policyholder’s obligation to pre-

with policyholders during the initial

vent additional damages at the time

MARCH 2020

of the loss by taking the needed

as “First Notice Of Loss” claim report-

actions. However, policyholders often

ing, but instead, we call it “First Notice

need greater levels of assistance in

And Response” with immediate actions

the claim process than they typically

for policyholders.” Vault Insurance

receive.” This is where CodeBlue’s

Chief Claims Officer, Peter Piotrowski

combination of technology, staff with

stated, “by partnering with CodeBlue,

property subject matter expertise

we can leverage best-in-class technol-

and contractor network, are lever-

ogy to respond quickly with the right

aged to ensure insurance carriers

resources and skills to policyholders.

and policyholders receive immediate

Together with CodeBlue, customers

actions that translate to science-

will always receive efficient, empa-

based outcomes. Manns explains,

thetic and personalised assistance,

“because of this advanced approach,

leveraged by technology in order

we no longer refer to our process

to deliver the best repair services.

E XE CU T I VE PRO FI LE

Jason Manns Jason Manns is the Chief Operations Officer at CodeBlue, an industryleading insurance claims management provider servicing North America. Jason has over 25 years of experience in leading claims and operations at insurance carriers at the executive officer level.

At CodeBlue, Jason is responsible for overseeing and scaling company-wide operations, including the continued development of proprietary claim software with digital applications that support virtual damage inspection strategies for insurance carriers. He is passionate about working with personal and commercial lines insurance carriers to provide property claim solutions that assist in making technology transformation easier.

w w w.busi ne ssc hief. com

173

CODEBLUE

D ID YO U K N OW?

The CodeBlue Flood House Experience

174

Facilities That Embody The CodeBlue Culture CodeBlue is headquartered in Springfield, Ohio, USA, with two additional offices in Hudson, Ohio, and Eau Claire, Wisconsin. Much like the company itself, CodeBlue’s headquarters in Springfield, Ohio, is a blend of history and innovation.

CodeBlue is located in the historic 1893 Bushnell Building, where the Wright brothers patented their design for the airplane. The building renovations since its erection have achieved Platinum LEED (leadership in energy & environmental design) Certification by the U.S. Green Building Council (USGBC).

MARCH 2020

In the CodeBlue flood house, they train and certify (IICRC S500) CodeBlue staff, insurance carrier staff, and contractors to be subject matter experts on the science of drying. The Springfield OH, CodeBlue flood house has been flooded with 1,500 gallons of water over 200 times since being built in 2011. “In this live water damage home environment, we demonstrate and teach the science of drying with participants using industry water and fire mitigation equipment to understand what is possible using today’s technology. Participants witness the ability to dry and restore wet materials such as carpet, hardwood flooring, cabinets, trim, and drywall versus replacing materials. This enables CodeBlue to return policyholders to pre-loss condition in the fastest and least disruptive manner.” CodeBlue has a 2nd flood house used to train and certify staff, built in 2007 in Eau Claire, Wisconsin.

175

Classroom teaching session with Ed Jones in the CodeBlue Flood House Vault Insurance and CodeBlue are

smart-connected homes and buildings

united by the same ethos: excellent

that measure the inside environmental

customer service.”

conditions. These emerging technolo-

“The insurance industry is paying

gies provide insurance carriers with

close attention to the technological

missing data points and consumer

advancements of other industries but

behaviors to better predict underwrit-

continues to significantly lag behind

ing risks, loss frequency and all of the

in the adoption rate of the innovations

costs associated, as well as the ability

that exist today in the marketplace,”

to take actions to avoid losses through

Manns notes. “We are seeing innova-

virtual real-time policyholder interac-

tions ranging from automotive loss

tions. The opportunity exists for

avoidance capabilities and self-driv-

insurance leaders to challenge the

ing vehicles, aerial photography

status quo in their organisations,

and the use of drones, to IoT

embrace available technologies, w w w.busi ne ssc hief. com

T H O UG HTF UL, SIM PLE, DYNA M IC

Vault is the new standard in personal insurance.

Vault is the new standard in personal insurance. Everything we do from building superior insurance products to interacting with our customers, is just that: personal. Our business is about empowering people to live spirited, passionate, and fulfilled lives, and we’re deeply committed to creating an unrivaled experience for our agents and our customers. Our mission is to create the perfect balance between living life and protecting it, and where the status quo doesn’t cut it, we’re rethinking insurance.

Easier to do business with.

Insurance should feel intuitive and direct. At Vault we work obsessively to make this a reality. We’re constantly reinventing how the technology we build saves customers time -- from how our bespoke insurance plans are generated to how we’ve redesigned the billing process for a more intuitive, less cumbersome process.

The luxury of support for all.

Simply put, Vault is protection done in a new way -- the broadest coverage on the market today, with real humans, prioritizing real lives in the background. Customers will feel supported by Vault before a claim is ever filed. After all, we’re here to make their lives less stressful, not more complex.

The tenacity of a startup with backing you know and trust.

Vault is backed by significant financial and operational support from Allied World, a global insurance and reinsurance company. Our team is led by top industry veterans focused on developing a better holistic experience for customers, because we believe you can have it all.

Learn more at vault.insurance or contact us at 844 36 VAULT (82858)

CODEBLUE

178 I N DU ST RY FACT S

According to US Housing Study and Chubb Water Survey, 1 in 12 homes experience a plumbing leak each year with more than 2.5 million US homeowners experiencing water damage (excluding f looding) annually. US$10bn is paid annually by US insurance carriers to repair water damage (excluding f looding) each year.

MARCH 2020

and to become champions for change

For example, insurance carrier staff

to improve existing insurance models.�

can typically drive to inspect five to

To add to this, Manns asserts that

eight claims in a day, yet with the utili-

the fast emergence of startups in the

sation of digital technologies, the

insurtech space supports that there is

same staff member can virtually

evidence of insurance carrier sectors

inspect between 15 to 20 claims

dedicated to financially supporting

a day. This approach maximises the

this evolution. We are seeing insurance

accuracy of initial damage inspec-

carriers use emerging technologies

tions, reduces expenses and delivers

in the claim process to evaluate dam-

high policyholder satisfaction.

ages to the exterior of houses and

Another CodeBlue advantage is

buildings, but often overlook using

its proprietary claim software specific

available technologies in the evaluation

to each property line of business:

of damages to the interior of the home

water and fire mitigation, reconstruc-

or building. This is where CodeBlue has

tion, contents and inventory. These

become an industry leader, differenti-

are digitally connected to photo and

ating itself from its competitors by

video chat technologies that give

having the best-in-class interior vir-

the insurance carrier staff the ability

tual damage inspection solutions.

to confirm the cause of loss, verify w w w.busi ne ssc hief. com

179

CODEBLUE

180

MARCH 2020

181

Policyholder Video CLICK TO WATCH

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2:28

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CODEBLUE

182

coverage and evaluate damages in

Information Institute, this averages

real-time at the loss location. At the

out at a cost of US$9,633 per claim.”

same time, personalised assistance

“Here is a pipe break example. The

is provided to the policyholder so that

insurance carrier directs the policy-

immediate action is taken to avoid

holder to report the loss to CodeBlue,”

additional loss damages and to start

says Manns. “Through targeted ques-

the repair process. Manns comments,

tions, CodeBlue identifies loss

“In the world of insurance property

specific details and uses a scientific

claims, one of the most frequent

algorithm in our proprietary database

losses are water-related damages

of 3,100 certified contractors to

caused by broken pipes and leaks.

select the best contractor for the job.

According to the Insurance

The chosen technology enabled

MARCH 2020

contractor arrives at the loss location within four hours. CodeBlue staff complete a virtual damage inspection video chat with the contractor and policyholder on-site, which provides insurance carrier staff the needed information — such as measurements, materials, and a sketch document — to be able to evaluate the loss damages from their office.” After this, CodeBlue’s certified IICRC staff use the proprietary software with the sci-

“ We’re highly customisable to insurance carriers and provide a suite of property claim solutions and virtual damage inspection strategies that insurance carriers can choose” — Jason Manns, COO, CodeBlue

ence of drying to proactively create

insurance carrier field staff coverage

a water mitigation drying plan with

locations,” he says. “Our success

the on-site contractor to restore wet

is driven by our ability to identify the

materials instead of replacing them.

best virtual inspection solution for

This keeps the focus on returning the

each specific claim, with inspection

policyholder to pre-loss condition

methods including policyholder self-

in the fastest ,most efficient and and

service, contractor dispatch, and the

least disruptive manner possible.

deployment of CodeBlue W2 staff.

To deliver the highest level of detailed

All virtual damage inspections utilise

loss documentation, CodeBlue uses

our proprietary claim software and

a combination of 3D cameras, digital

digital technologies to meet a policy-

applications and video chats to cap-

holder’s specific needs. This assists

ture the loss in a virtual environment,

insurance carriers with the effective

which allows insurance carrier staff

management of labor and the expenses

to tour the site from their computer

associated with large workforces,

or mobile device. “Our virtual damage

while reducing the inefficiencies of

inspection solutions vary and are

supplemental claim payments.”

determined by the type of loss and

Bamboo Insurance founding member w w w.busi ne ssc hief. com

183

CODEBLUE

“ Our success is driven by our ability to identify the best virtual inspection solution for each specific claim, with inspection methods including policyholder self-service, contractor dispatch, and the deployment of CodeBlue W2 staff” 184

— Jason Manns, COO, CodeBlue and Chief Advocacy Officer, Stann Rose, explained: “Code Blue’s partnership and technology has enabled Bamboo Insurance the ability to scale operations from a startup into a high

Since no partnership is the same, Manns

growth company by providing imme-

emphasises the importance of listen-

diate information gathering, coverage

ing to partners to understand their

identification and faster claim han-

desired operating model and individ-

dling which has translated to high

ual needs. “We’re highly customisable

policyholder satisfaction.”

to insurance carriers and provide

CodeBlue partners with companies

a suite of property claim solutions and

throughout North America, including

virtual damage inspection strategies

three of the top 10 insurance carriers

that insurance carriers can choose.

in the US, regional insurance carriers

Insurance carriers like to partner with

and insurtech-like startup companies.

established companies with a history

MARCH 2020

2004

Year founded

$63mn Revenue in US dollars

455

Number of employees

of success, while simultaneously

solutions centered on virtual inspec-

providing innovative services with

tion strategies inside the home and

technology at the core. CodeBlue

building, they continue to focus on

has been providing property claim

the next innovation to achieve best

solutions to insurance carriers since

-in-class performance levels for poli-

2004 and is leading the way in making

cyholders and insurance carriers.

technology transformation easier for insurance carriers that choose to embrace innovations.� While Manns and the CodeBlue team provide industry-leading property claim w w w.busi ne ssc hief. com

185

186

WRITTEN BY

SHANNON LEWIS PRODUCED BY

SHIRIN SADR

MARCH 2020

187

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RADIUS BANK

Joe Mancini, Chief Information Security Officer at Radius Bank, on how the company made a shift to digital five years ago and what that has meant for its cybersecurity

T

he American digital banking space has historically fallen behind the wider world’s innovations. Radius Bank seeks to correct

that. It specialises in partnering with fintechs to provide industry-leading consumer and commercial offerings. Recently, it was named Best Online 188

Bank by Bankrate.com. Headquartered in Boston, Massachusetts, the company has provided financial services for customers across the nation since 1987, when it was still called First Trade Union Bank.

The business assumed its current name in 2014, a decision that coincided with a major transformation that closed every brick-and-mortar branch except one and evolved it into a digital-first organisation.

Joe Mancini has been at Radius since 2016, overseeing information and cybersecurity across every facet of the bank and working closely with business lines, managing external partners, and ensuring appropriate protection on networks and assets. Mancini’s lifelong interest in cybersecurity has resulted in him working everywhere, from frontline protection at banks to interning at a local police department. With a special focus on cybercrime, MARCH 2020

Customer Service Team in Boston, MA

189

1987

Year founded

$100mn Revenue in US dollars

121

Number of employees w w w.busi ne ssc hief. com

RADIUS BANK

“ You find a vulnerability; you patch it before it’s exploited. We come at it from a more investigative background” 190

— Joe Mancini, Senior Vice President, Chief Information Security Officer, Radius Bank

SVP, Operation Excellence; SVP, CISO; SVP, Treasurer; SVP, Customer Experience

MARCH 2020

he brings a unique perspective to his role. “My viewpoint tends to be ‘what is the visibility from a malicious actor standpoint, and how can we work from there?’,” Mancini explains. “Often, it tends to be a cat-and-mouse game.

You find a vulnerability; you patch it before it’s exploited. We come at it from a more investigative background.”

Mancini’s role includes a business enabling approach, seeking opportunities to help Radius grow. His team works closely with the virtual banking team to assess acquisitions and potential

Radius Bank: Why Work at Radius Bank?

CLICK TO WATCH

|

0:44

191 partnerships, while also keeping an

products and services to consumers

eye out for emerging technologies

and businesses.” Some partners play a

such as cryptocurrency.

major role in Radius’ risk prevention pro-

By partnering with fintechs, Radius

grammes; Alloy operates heavily within

drastically reduces its time to market

Radius’ fraud prevention space. Together,

and was able to rebuild its entire digital

the two companies rebuilt the model by

platform in a mere four months. “Our

which Radius judges the risk of potential

digital banking strategy is built around

customers, integrating a risk waterfall

fintech driven technology,” Mancini

with seven to eight checkpoints. With

explains. “Push products, gain custom-

the help of partners like Alloy, Radius

ers and create a frictionless experience.

Bank has been able to significantly

The biggest challenge is speed to market

decrease its fraudulent account open-

and flexibility. Aligning with partners

ings. The financial benefits have also

that provide the high-tech platforms

been high, while the technology costs

allows us to offer these industry-leading

of opening a new account decreased. w w w.busi ne ssc hief. com

RADIUS BANK

Radius Bank Security Team

192 Trust and shared values are at the core

approach rather than having risk seen

of Radius’ partnerships. “Speed to

as the roadblock.” This allows the

market is critical,” Mancini says, “but

risk team to catch problems before

we also need to understand there is risk

they happen, aligning with business

in the digital space. It’s about finding

partners while ensuring security

the right balance.”

compliance. “Proactively identifying

To ensure the highest standards of

potential risks and vulnerabilities is

cybersecurity, Radius Bank embeds

a critical component to the project

risk management into every stage of

lifecycle.” Mancini continues, “there

development. Banking is already a

is significant pressure to build and

highly regulated industry, but Radius

release products as quickly as pos-

goes further. “The risk team is involved

sible to remain competitive. Radius’

from day one in all these projects and

speed to market is industry leading,

partnerships,” Mancini states. “It’s

but we won’t roll out a product that

about building a business enabling

poses a risk to our customers.”

MARCH 2020

The key to implementing such a new system has been mutual trust between employees and executives. “It all goes back to culture,” notes Mancini. “You can have the best strategy in the world, but if your culture isn’t in line with that, you’re in trouble.” Team building starts from recruitment. Radius seeks out individuals whose values and mentality align with the bank’s, offering in turn a high-benefits, high-energy work environment. In order to attract talent, Radius ensures its offerings are 193 E XE CU T I VE PRO FI LE

Joe Mancini Joe Mancini is the Senior Vice President, Chief Information Security Officer at Radius Bank, an industry leading digital first bank, headquartered in Boston, MA. In his role, Joe develops and implements a forward thinking, business enabling approach to information and cybersecurity that supports Radius’ fast-paced, tech driven approach. Prior to his role at Radius, Joe spent 10 years at East Boston Savings Bank.

Joe is an experienced banking leader having held roles in fraud prevention, information and cyber security. Joe’s specialties include data security, business continuity and disaster recovery, emerging technologies such as digital currency and blockchain, along with privacy and compliance requirements in the digital world.

w w w.busi ne ssc hief. com

The complete identity operating system Alloy helps top banks and fintechs make better decisions using a single API and dashboard to manage KYC/AML, fraud and more.

Approve More Good Customers Increase customer conversion and improve customer experience by increasing autoapproval rates.

Stop Fraud with Better Data Fight onboarding and ongoing fraud in one unified system.

Expertise to Ensure Success Alloy powers top 20 banks and the biggest names in fintech. We ensure you will never get stuck or fall behind.

Learn more

RADIUS BANK CASE STUDY Radius Bank is a forward-thinking community bank offering personal and business products and services.

In an effort to become a digital-first, 21st century bank, Radius decided to create the best possible digital experience for its customers by using the best-in-class and most innovative fintech products on the market.

Our partnership with Alloy is transformative and means that we can now scale our digital retail bank ad-infinitum.

- Mike Butler | CEO

OVERVIEW

Radius partnered with Alloy (in partnership with another fintech, Mantl) to transform the bank’s online consumer application process. By integrating APIs and data-driven workflow management tools into Radius’s digital banking platform, a superior customer experience was delivered while generating enormous cost savings for the bank.

?

CHALLENGE

With an increasing number of online banking applications, Radius’s onboarding process couldn’t meet customer demands.

Applicants abandoned their applications or were denied in manual review resulting in significant back-office costs and huge delays in account opening and funding.

Online banking is fraught with fraudulent account openings; a more sophisticated approach was required to combat fraud while letting in good customers.

SOLUTION

Alloy overhauled the entire KYC/AML process in Radius’s digital banking platform. By combining multiple data sources, fraud scores and authentication tests into a single rules engine, customer onboarding decisions were optimized, transparent and made in seconds.

Most powerful of all, Alloy’s solution is customizable. This flexibility enabled Radius to create a risk decision scorecard that can be tested and modified in real time.

RESULT

The strategic partnership has equipped Radius with a best-in-class digital application platform and has transformed it into a recognized digital banking leader.

Radius is now efficiently and automatically validating users’ identities and onboarding customers. Where users did have to go through manual review, the wait time was significantly lowered by having one place to review all application data and documents. Furthermore, the transparency of the Alloy platform gives Radius full digital paper trails when audits take place.

Together with Alloy, Radius is empowered to capture more value from their online channels, delivering a far superior digital experience to their clients, all while lowering fraud.

50

% fraudulent

95

%

30

account openings

manual review applications

% application to account conversion

alloy.co

RADIUS BANK

196

MARCH 2020

CO MPAN Y FACT S

• Recently, Radius Bank was named Best Online Bank by Bankrate.com • With the help of partners like Alloy, Radius Bank has been able to half its fraudulent account openings

substantial and competitive with the standards of the best tech companies and that employees have flexibility and perks, such as the ability to work from home. “We want to incorporate a fun, hard working experience, while at the same time acknowledging the need for a cross functional, open-minded approach from all of our employees.”

Security compliance comes down all the way from the executive team and board of directors. To this regard, Mancini emphasises the importance of leadership setting the example that others should follow.

Security is a high priority to modern consumers, but so is a frictionless experience. Ultimately, it comes down w w w.busi ne ssc hief. com

197

RADIUS BANK

198

“ Speed to market is critical, but we also need to understand there is risk in the digital space. It’s about finding the right balance” — Joe Mancini, Senior Vice President, Chief Information Security Officer, Radius Bank

to providing customers with the best experience possible in an allencompassing single platform. Part of engaging with new technologies is acknowledging contemporary cybersecurity needs. “Today’s cybersecurity landscape presents a complex array of risks with a growing list of technologydriven tools to help combat those threats,” Mancini says. The biggest risk continues to be the human element.

Employees are still the main target of malicious actors. “Phishing attempts aren’t going away anytime soon.”

MARCH 2020

199

Mancini adds, “It’s about educating

emerging technology sphere. It turns

employees and customers about these

towards international waters for inspi-

potential risks.”

ration, absorbing concepts from the

Partnering with fintechs puts Radius

advancing global technology. “We will

Bank at the cutting edge of the industry,

continue to strategically incorporate

meaning it becomes the company that

high-tech driven initiatives,” Mancini

sets the precedent. Mancini states,

concludes. “We are an industry disrup-

“rather than looking at it as a challenge,

tor and are excited for what the future

we welcome the opportunity.” This is

holds for Radius and our customers.”

particularly important moving into the future, as the banking industry evolves and becomes increasingly digital. Over the next five years, Radius Bank intends to continue being a leader within the w w w.busi ne ssc hief. com

WRITTEN BY

SHANNON LEWIS PRODUCED BY

SHIRIN SADR 200

Plymouth Rock Assurance: building up from within

DECEMBER 2019

201

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P LY M O U T H R O C K A S S U R A N C E

We speak to Bill Martin, who leads the Home Insurance Group at Plymouth Rock Assurance, about how being willing to take risks for the sake of the customer experience can lead to sustainable growth

P

lymouth Rock Assurance, founded in 1982, is an insurance provider that had historically focused on providing auto

insurance for the Northeastern USA. However, the 202

last two years have seen its Home Insurance Group growing extraordinarily, all thanks to a decision by the company to embrace homeowner’s insurance as a growth strategy. “Our values are helping customers solve their problems.” Bill Martin, who leads the Home Insurance Group at the company, says, “We go a little further than most companies are willing to in order to do a better job.”

Martin was brought on to turn home insurance at Plymouth Rock into a self-sustaining business in 2016. “Coming into the home insurance business, we already had established relationships through our auto insurance connections, so we had an embedded advantage. Our independent agents and our distribution partners were already committed and enthusiastic marketers of our products,” he explains, “but it also provided us with MARCH 2019

203

1982

Year founded

$1.5bn Revenue in US dollars

2,400 Number of employees

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Plymouth Rock: Celebrating 35 Years CLICK TO WATCH

|

1:58

205

“ What happens in the background might be very complicated, but for you sitting on the other end of the chatbot, or our website, or the phone, it looks like three small steps” — Bill Martin, Head of the Home Insurance Group, Plymouth Rock Assurance

an opportunity to do something more dramatic and sophisticated than what was being done.”

The goal at Plymouth Rock was to streamline the customer experience.

Traditionally, acquiring home insurance is a complex process with dozens of lengthy questionnaires full of “gotcha” questions that either hike up the price or justify denying the customer. “We did something similar to what a startup does,” Martin says. “We wiped the slate clean.” This allowed the company to establish a clear goal. “We wanted to start with something very simple: what w w w.busi ne ssc hief. com

P LY M O U T H R O C K A S S U R A N C E

was the absolute ideal way for a customer to buy and maintain their home insurance policy?” Martin continues, “Everything we do is built around that specific experience.” Internally, the quest for innovation saw the Home Insurance Group completely remodel its product manager role, following a technology industry model. Historically, product managers in the insurance industry focus primarily on product pricing. Plymouth Rock gave product managers direct oversight for a variety 206

of employees, from data scientists to technology IT professionals, user design experts to business process engineers.

The resulting tool is called @Home.

While the average competitor takes 20-30 minutes to quote a home insurance policy and find coverage, @Home

by Plymouth Rock Assurance can do it in under five minutes. The quote itself takes less than 30 seconds. “The only way we can do that is by doing our homework first,” says Martin. “We try to answer all the questions about the people and the houses that need insurance before they even ask us for a quote. We pre-rate all the homes in our territory and figure out what it MARCH 2019

207

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P LY M O U T H R O C K A S S U R A N C E

T

Plymouth Rock: The future of Home Insurance is landing CLICK TO WATCH

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1:11

208

costs to insure them for a basic cover-

payments. While this isn’t possible for

age package.” Everything delivered at

every customer and every case, data

Plymouth Rock works alongside the

and analytics help the company define

advent of technology. It is a learning

when loss scenarios can be stream-

process, with customer experience

lined like this. Customers can also

at the forefront. “What happens in the

take pictures of their home and submit

background might be very complicated,

them through an app developed by

but for you sitting on the other end

Plymouth Rock when initially seeking

of the chatbot, or our website, or the

a home insurance policy. This removes

phone, it looks like three small steps,”

the need for inspections and allows

Martin says. With Plymouth Rock’s new

policies to be in force more quickly.

tech platform, customers can submit

Plymouth Rock also focuses on the

photographic evidence for simple

importance of partial loss claims such

claims with the potential for instant

as ruined carpets or fire-damaged

MARCH 2020

kitchens. “Most home insurance com-

profitability. While the insurance

panies practically expect you to be

industry grew around 3% last year,

a general contractor, able to know how

the Home Insurance Group grew 57%.

much it’ll cost to rebuild your home

Rapid growth is not the main chal-

two years from now,” Martin says.

lenge; competitors can grow rapidly

“Yet the majority of claims you make

by under-pricing the product. What

aren’t total loss claims.”

sets Plymouth Rock apart from the

The approach taken by Plymouth

many fast-growing insuretechs is how

Rock has had such great success that

it keeps growth in line with profitability.

it has started bleeding into other busi-

Aside from a competitive market, the

ness lines of the company. Plymouth

company has had to face detractors

Rock’s home business has exceeded

who operate traditionally and criticise

internal expectations in terms of

new methodologies. “There’s a lot

both growth trajectory and business

of mischaracterisation in what we’re

E XE CU T I VE PRO FI LE

Bill Martin Bill Martin leads the Home Insurance Group at Plymouth Rock and also oversees Plymouth Rock’s reinsurance program. He joined Plymouth Rock in September 2016.

Bill has more than 30 years of experience in the property/ casualty insurance industry. He has held senior positions at several companies including Farmers Insurance, Progressive and Travelers. He has been involved in four home and auto start-ups, most of which continue to thrive today. Prior to joining Plymouth Rock, Bill was President of Bankers Insurance in St. Petersburg, Florida. Bill has a B.A. in political science from Stanford University. He is an avid sailor, skier, trombone player and sports fanatic.

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P LY M O U T H R O C K A S S U R A N C E

“ While it takes a little bravery to do something that’s dramatically different, with us, we’re less brave than we are strategic” 210

— Bill Martin, Head of the Home Insurance Group, Plymouth Rock Assurance

doing,” Martin says, “but you make

the industry. But it’s worth it. Plymouth

yourself vulnerable to that whenever

Rock’s quick processes allow agents

you disrupt a market.”

to spend more time talking to custom-

This rapid growth has had its chal-

ers about types of coverage instead of

lenges. Being at the forefront of

price, ultimately selling more and more

innovation means presenting unknown

often. “While it takes a little bravery to

processes to partners that might have

do something that’s dramatically differ-

to change their workflow to accommo-

ent, with us, we’re less brave than we

date new systems. Meanwhile, finding

are strategic.” Martin explains, “We use

in-house talent to perform at the level

a lot of data, advanced modelling, and

needed is an obstacle faced across

process technology behind the scenes.

MARCH 2019

211

It would be difficult for other compa-

concludes, “I think that will set us as

nies to replicate and deliver the results

a market leader. Internally, it will be a

we’re delivering.”

rollercoaster of making mistakes and

According to Martin, the indus-

learning from those. Externally, for the

try is on the cusp of major change.

customer, it will be a lot more enjoyable

“Five years from now, there will be

to buy home insurance.”

a shakeout of people who have good technology but don’t have a sustainable profit margin, leaving only companies that are ‘doing it’ rather than talking about it.” Martin w w w.busi ne ssc hief. com

212

WRITTEN BY

DANIEL BRIGHTMORE PRODUCED BY

TOM VENTURO

MARCH 2020

213

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G R E AT S O U T H W E S T E R N C O N S T R U C T I O N

How Great Southwestern Construction is training its teams to offer expertise in EPC project delivery across a range of substation, transmission line and distribution system projects

S

ince 1977, Great Southwestern (GSW) has successfully completed hundreds of substation, transmission line and distribu-

tion system projects throughout the United States.

214

During the 1980s company founder and Vietnam War veteran Robert Martinez established the company’s reputation on a series of power delivery projects, securing government contracts with the Western Area Power Authority and Bonneville Electric while performing a substantial role in the Central Arizona Irrigation Project. Expanding into utilities projects, GSW became an operating subsidiary of MYR Group in 2000. MYR Group provides management expertise, resources and financial backing that has allowed GSW to achieve new levels of performance and the ability to take on larger and more complex projects. This led to GSW’s involvement in MYR Group’s largest single project to date – the 235-mile, 345kV Cross Texas Transmission Line, part of Texas’s US$7bn Competitive Renewable Energy Zone (CREZ).

MARCH 2020

1977

Year founded

$1.6bn

MYR Group revenue in US dollars

600+ Number of employees

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215

G R E AT S O U T H W E S T E R N C O N S T R U C T I O N

“ We want our employees to feel as though they’re part of a large team, in a family where their interests are looked out for, that they’re valued” — Brandon Lark, President, Great Southwestern Construction

“The acquisition by MYR helped out a lot because it added the capital resources needed to grow, supporting the ability to buy equipment and bond projects with capital backing,” recalls President Brandon Lark. “Shared resources throughout the group gave us the opportunity to grow rapidly from being a project focused organisation that bounced around the country focusing on single projects all won through competitive hard bid, to an organisation that is now regionally

216

focused with long-term MSA agreements in multiple different regions across the US.” Lark explains GSW is focusing on overall market saturation from a regional aspect and keeping crews local to an area. “In the past our crews would travel nationwide, so this helps with our recruitment and our employee development.”

RECRUITMENT & TRAINING Since 2005, GSW has focused on increasing the pace of its EPC (Engineer-Procure-Construct) delivery method. “We’ve prioritised developing project management skills and capabilities throughout our organisation,” MARCH 2020

Great Southwestern Construction, Inc CLICK TO WATCH

|

4:10

217 confirms Lark. “We have an in-house

foundation of GSW and the organisa-

development programme to develop

tion’s expectations. Employees receive

solid project managers across the

industry training through MYR Group

board. This has paid dividends in our

going through the OSHA (ET&D) best

ability to communicate in a timely and

practice course to ensure safety is

effective way with our clients. We

paramount across all of GSW’s sites.

really like to have a very transparent

The continuous improvement of its

approach and, in order to do that, you

employees is important for GSW.

have to have a solid means and meth-

“Our employees have the opportunity

ods of communication through project

to take three paid Department of

management practices.”

Labor Bureau-accredited appren-

Training is a key part of the pro-

ticeship programmes,” adds Lark.

cess at GSW where new hires will go

GSW’s Transmission Lineman and

through a week-long orientation to give

Distribution Lineman Apprenticeship

them a grounding in the values and the

Programmes are provided through w w w.busi ne ssc hief. com

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“ When we’re working towards turnkey delivery methods with our clients we want to have sub-contractors, vendors and staff that are working with us repeatedly rather than going out for the lowest bid on every project” — Brandon Lark, President, Great Southwestern Construction

“Despite the fact we’ve grown tremendously since the 1980s, we’ve tried to maintain a family feeling, we do that through our people first focus,” says Lark. “We want our employees to feel as though they’re part of a large team, in a family where their interests are looked out for, that they’re valued.

We do that by ensuring everybody has a voice and understands it’s not only a right, but an expectation, that if they have questions they get the support

T&D Power Skills, and are geared to

they need. We’re committed to helping

instruct electric utility line workers

them improve their skill set to move

with up-to-date, safety-related work

forward and grow as employees from

practices and technical skills related

one day to the next.” Lark believes this

to the installation, maintenance and

approach has helped GSW develop its

removal of transmission and dis-

reputation as a solid organisation to

tribution systems. The company’s

work for. “The transmission distribu-

Substation Technician Certification

tion industry is a relatively small one,

Program is provided through the

word is spreading and people are

Northwest Lineman’s College

seeking us out.”

(NLC) Power Delivery Program, is most commonly used as the curriculum

TURNKEY SOLUTIONS

component of apprenticeship leading

GSW’s clients are increasingly looking

to journeyman certification, and is ideal

at outsourcing for the kind of special-

for adoption or endorsement by utility

ised expertise unavailable elsewhere

company associations and state-wide

or over-committed in-house. “We must

organisations. A third course focuses

be prepared to deliver turnkey solu-

on distribution alignment.

tions to answer their call,” pledges Lark. w w w.busi ne ssc hief. com

219

G R E AT S O U T H W E S T E R N C O N S T R U C T I O N

Great Southwestern Construction: Apprenticeship Program CLICK TO WATCH

|

3:10

220 Delivering these turnkey solutions often

that are working with us repeatedly

comes in the form of EPC agreements,

rather than going out for the lowest bid

prevalent on more complex projects.

on every project. The best way to show

EPC agreements allow owners to share

steady improvement over time with a cli-

more risk and lower overall costs by

ent is by having a complete team that’s

transferring a project’s engineering

all in and understands their key drivers.”

design, procurement of equipment and

GSW’s in-house construction capa-

materials, and construction activities to

bilities secure the turnkey approach,

a single contractor.

offering the opportunity for early stage

To achieve this, Lark explains that

constructability analysis and the chance

GSW takes an approach of partner-

to optimise value and enhance efficiency

ships across the board. “When we’re

to deliver the best overall design. By

working towards turnkey delivery

directly managing all stakeholders GSW

methods with our clients we want to

enhances communication to minimise

have subcontractors, vendors and staff

impact on project schedules.

MARCH 2020

E XE CU T I VE PRO FI LE

Brandon Lark From Superintendent then Project Manager to Vice President and now President, Brandon Lark’s breadth of experience at Great Southwestern has given him a raft of hands on expertise engaging with all facets of the organisation from the ground up. “It’s given me an invaluable perspective on being able to understand the challenges and the lifestyle that our folks lead out in the field,” confirms Lark. “I understand the problems they face day in and day out, and I’m always keen to get their input on how we can improve. Our senior leadership team are here to help ensure they have what they need to succeed every day they go to work.”

“My hope is that the young folks out there considering their careers and looking into the trades can see from my career path that you don’t necessarily have to jump into a four-year degree and go down that path right off the board. Actually, you really can move into a trade and take that route and it’s by no means closing a door to the future opportunities that you thought maybe your college degree would offer you; there are other ways of doing that and still achieving the highest level of success within an organisation.”

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221

G R E AT S O U T H W E S T E R N C O N S T R U C T I O N

SUPPORTING SUSTAINABILITY As an industry-leading provider of electrical construction services, GSW delivers optimal value while ensuring sustainability that depends on its ability to prioritise economic, social, cultural, ethical and environmental considerations generated throughout day-to-day operations.

“When we look at how Great Southwestern promotes sustainability and energy efficiency, it’s through supporting renewable energy projects,”

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223 confirms Lark. “We seek out and

of a 34.5kV underground collection

partner with renewable energy devel-

system and a new 138kV substation

opers to help bring solar and wind

including two 138kV breakers, eight

energy projects to market. We come

34.5KV breakers, all related steel, bus,

into play to get their green energy

conduits, grounding, foundations, cable

projects connected to the grid. We’ll

trench, control building and site work.

work on the high voltage side, and

“We’re seeing a huge drive on the

the interconnection with the host util-

energy delivery front,” says Lark,

ity.” Driven by client expectations and

highlighting the chance for GSW to

specifications, GSW has constructed

capitalise on its expertise. “There’s a

substations, transmission lines and

big push to move away from coal and

collector systems for solar and wind

towards more renewable, sustainable

farms throughout the US. The Magic

energy. With that, there’s a lot of differ-

Valley wind farm in Texas (completed in

ent complexities that come into it. One

2013) was an EPC project consisting of

of the areas we really want to focus

the construction of 258,000 circuit feet

on is that these renewable projects w w w.busi ne ssc hief. com

G R E AT S O U T H W E S T E R N C O N S T R U C T I O N

Great Southwestern Strengths Cohesive Crews that Remain Together from Project to Project A crew works best together only when given the opportunity and time to do so. This continuity results in better performance, greater efficiency and increased safety – all factors that contribute to the success of your project.

224

A Project-Based Focus on Every Job Our leadership and project management teams are skilled in all aspects of project controls and reporting systems required to efficiently and successfully execute projects on-time and on-budget. We have extensive experience in design-build and Engineer-Procure-Construct (EPC) methods of project delivery, and can also provide an array of pre-construction services.

Our Attract, Train, Retain & Grow Philosophy

MARCH 2020

We attract and retain good people because we offer attractive recruitment packages and provide a firm foundation for professional growth within the organisation.

Industry-Leading Apprenticeship, Training, Orientation and Safety Programs Our apprenticeship programs are accredited by the Department of Labor’s Office of Apprenticeship.

Great Southwestern dedicates significant time and effort to ensure our training, orientation and safety programs provide employees with the latest, most comprehensive and accurate information possible.

Extensive Resources As part of MYR Group, Great Southwestern possesses the technical, financial and managerial resources to install multiple projects of virtually any size and type.

generally drive much tighter timeframes and therefore a higher degree of need for solid project management.

We’ve got to be much more flexible, be able to think out of the box and accelerate projects to a pace that are outside of normal utility delivery. We really see an opportunity to be the bridge between the developer and the interconnecting utilities to help make that happen.”

GROWTH MINDSET “We’ve experienced steady and sustainable growth,” says Lark proudly.

“Through that growth, we’ve been able to offer opportunities for our employees to grow too and improve their positions within the organisation. We’re in a growth mindset, which allows our teams to set high goals and ultimately go and achieve them.” Lark believes that this mindset, coupled with GSW’s commitment to safety and the value that individual employees can bring, has contributed to the company taking an industry-leading role to become best in class. “We’ve got a solid team of very dedicated leaders across the organisation and to me that’s a huge success.” w w w.busi ne ssc hief. com

225

G R E AT S O U T H W E S T E R N C O N S T R U C T I O N

“ We seek out and partner with renewable energy developers to help bring solar and wind energy projects to market.

We come into play to get their green energy projects connected to the grid” — Brandon Lark, President, Great Southwestern Construction

2020 VISION “Projects like the Cross Texas 226 Transmission Line are huge undertakings and show the industry what we’re capable of,” says Lark. “When you look at where we’re at today, we’re excited about utilising those capabilities to develop long-term relationships with the likes of Oncor Electrics in Texas.

“We’re one of their primary contractors and we have several hundred employees on their system supporting them day in and day out. It’s alliances like these that we’re looking forward to forging across the US.” Looking to the future, Lark believes the EPC model is going to be crucial in bridging the gap to ensure deliverable timeframes are met across a range of MARCH 2020

projects, especially renewable energy.

“This not only helps from a developer perspective, so they’re successful in making sure that the timelines are met; but also when dealing with the interconnecting utility and ensuring all the studies and standards of construction are also met.”

“We’re reaching a point where a lot of utilities don’t have the same in-house capabilities that they used to have, due to recruitment issues and staff retiring.

They’re looking at the EPC model as a method of augmenting their project delivery for their own capital projects.

That’s the other area where we’re looking to fill the needs across the board, and a lot of that is ensuring that we’re bringing on that expertise in-house to meet client expectations. We’re aiming to balance the needs of both sides of the fence and I think we are in a very good position to be able to do that moving forward.”

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227

228

DC BLOX: SERVING LOCALLY, CONNECTING GLOBALLY WRITTEN BY

WILLIAM SMITH PRODUCED BY

TOM VENTURO

MARCH 2020

229

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DC BLOX

JEFF UPHUES, CEO OF DC BLOX, DISCUSSES THE COMPANY’S GROWTH IN UNDERSERVED MARKETS AND HOW IT EMBEDS ITS TIER 3 DATA CENTRES INTO THE LOCAL COMMUNITY

D

C BLOX was established in 2014 to provide data centres to markets with a distinct, but unfulfilled, need for them.

“I’ve been the CEO of DC BLOX for about three years now,” says Jeff Uphues. “I originally joined as 230

a supervisory board member and then was asked by the board of directors to come into the role and lead the company in its expansion, placing these data centres in underserved yet growing markets throughout the Southeastern United States.”

Fulfilling this vision has required a focus on a few core fundamentals. “There’s three things that we do and stay focused on,” he says. “One is providing in-market colocation, meaning the housing in a safe, secure environment of servers as well as other technology infrastructure. We provide robust connectivity across our platforms with connections to other cloud service providers, connections to the internet, connections to other major markets. Then we provide cloud services ourselves. Not all data is created equal, and it’s critical to be able to store it close to where it’s actually being consumed.”

MARCH 2020

231

2014

Year founded

HQ

Atlanta, Georgia USA

35

Number of employees w w w.busi ne ssc hief. com

DC BLOX

“ WE HAVE ONE VISION WHICH IS TO SERVE LOCALLY AND CONNECT GLOBALLY” 232

— Jeff Uphues, CEO, DC BLOX

MARCH 2020

There are currently four such locations of consumption catered to

by DC BLOX, with data centres in Chattanooga, Tennessee; Huntsville and Birmingham, Alabama; and Atlanta, Georgia. All are growing markets, as Uphues explains. “We see a significant migration of population and businesses in the US from northern cities down into the Southeast. What’s driving them there is the cost of living or quality of life and just good weather.”

What these diverse cities share, apart

DC Blox: Connected datacenters for digital business CLICK TO WATCH

|

1:47

233 from a relative geographic proximity, is a burgeoning technology scene.

“Many of these markets are not known as technology hubs, but they see the benefits of the growth and they need the core infrastructure such as the data centres and network services which we provide. Generally, our target markets are below the radar of some of the major national markets where you find a lot of competitors, so they really embrace us.”

DC BLOX’s data centres are all built to Tier 3 standard, signifying a high level of reliability. That’s achieved firstly w w w.busi ne ssc hief. com

DC BLOX

234 with quality infrastructure. “Our data

connectivity, it’s a question of how we

centres have to be highly resilient in

build these facilities to be Tier 3-rated.

terms of network architecture and the

It comes down to being concurrently

type of equipment that we use. We use

maintainable, meaning that if any one

premium products, driven by premium

system in the building fails, there is a

service level agreements. We build

backup system that can take over. It’s

our own private network across the

part of the design, it’s in the materials

Southeastern US and then we connect

and the type of vendors that we use.

that back into exchanges and public

It’s in the architecture for how we con-

cloud providers. We really look at that

nect them together.”

connectivity and the uptime of our

The pace of DC BLOX’s growth has

facilities as the core value that we bring

been steady, having launched a data

to our markets.” Achieving DC BLOX’s

centre each year since 2017. That’s

high standards also requires a high

not engendered any complacency,

standard of construction. ”Beyond the

however, with the organisation looking

MARCH 2020

to accelerate its growth. “We’ve spent a lot of time looking at where we can expand and how we can grow even faster. There are 16 markets we’ve identified, and we’ve lined up roughly the next five to six locations. We’re picking up our pace to put in at least two to three data centres per year.”

The choice of a new location is only arrived at after significant investigation, however, as Uphues explains. “To help us determine the size and scope of the facility we’re looking to build, we look 235 E XE CU T I VE PRO FI LE

Jeff Uphues Jeff leads DC BLOX as a proven C-Level executive with deep expertise in data centre infrastructure, hybrid cloud services and the operation of communication networks. He is responsible for setting and leading the company’s strategy in driving the growth and profitability of best-in-class infrastructure for digital services. Prior to DC BLOX, Jeff held numerous C-suite leadership positions in sales, marketing and operations for Liquid Web, Cbeyond, Bandwidth, ACSI Network Technologies and MCI. Jeff graduated from the Harvard Business School, Rice University’s Jones School of Business Executive Education program and completed his undergraduate studies at the University of Texas at Arlington.

w w w.busi ne ssc hief. com

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“ IT’S CRITICAL TO BE ABLE TO STORE [DATA] CLOSE TO WHERE IT’S ACTUALLY BEING CONSUMED” — Jeff Uphues, CEO, DC BLOX

at the size of the market, the amount of fiber, the number of businesses headquartered there. Then we look at markets that are underserved but growing. What does the competitive landscape look like? How well would we be received with our vision of serving locally and connecting globally?

And then, finally, we work with state and local governments and corporate leaders to confirm the need for and the advantages of what we do. Each market takes us about a year and a half to really get to understand it.”

DC Blox holds Birmingham grand opening CLICK TO WATCH

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“ WE LOOK AT MARKETS THAT ARE UNDERSERVED BUT GROWING” — Jeff Uphues, CEO, DC BLOX

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It’s not just its technological capabili-

we’re serving the community and

ties that have led to DC BLOX’s growth.

understanding their challenges and

The company also prides itself on its

their needs. We’re a part of the fabric

integration with the local community.

of the community when we come in as

“The one thing that I know sets us

well as contributing to the technology

apart, because I hear it all the time, is

environment.”

our community focus,” Uphues empha-

For the industry as a whole, Uphues

sises. “When we come into a market,

anticipates the importance of edge

we have one vision which is to serve

computing, where facilities are built

locally and connect globally. That

close to where they’re needed, to only

means we’re serving local businesses,

increase. “For us, the edge is where

we’re serving with our time through

the application meets the network.

volunteering, we’re serving nonprofits,

Trends like 5G, IoT and gaming mean

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we need to push compute closer to

business. It’s a great time to be doing

consumers. That’s going to require

this across underserved markets. We

more local and regional data centres to

can become a strong partner for the

handle all the data and best connect it

community, both in our ability to serve

to the network.” As for DC BLOX itself,

locally and connect globally as DC

the focus has been on edge markets

BLOX continues to expand across the

and the goal is to increase the pace.

Southeast United States.”

“We know that gets harder and harder as you get bigger,” Uphues says, “but we’re a company that is doubling revenue every single year and doubling the size of our footprint of where we go.

It’s a great time to be in the data centre w w w.busi ne ssc hief. com