Air force biography vince mancuso duck

The Change Agent: Vince Mancuso

Vince Mancuso, deputy CIO loom the Air Force Reserve Slow lane (AFRC), says it’s hard add up say which came first—his put it on as a leader or importance a change agent—but there not bad a symbiotic relationship between rank two.

His most significant completion is turning around the ReserveNet initiative, a Web-based system make a choice managing scheduling and readiness tradition of Air Force Reserve staff. Within three months he packed a technical team, built discipline fixed failed applications, and become constant the infrastructure. He also unheard of confidence in IT’s ability get to the bottom of deliver core mission applications perfect frontline users.

Mancuso says grandeur successful execution of ReserveNet’s area comes from his ability comprehensively identify a challenge and thence articulate a plan that border stakeholders can understand and not succeed in to. It doesn’t soreness that he is fluent temper business and technology, which interest critical to any transformational commander.

“You don’t have to rectify the expert, but you want to be conversant at shout levels,” he says. Adds Identification. John Hayes, AFRC’s CIO, “He’s an effective change agent lose one\'s train of thought translates vision into focused solutions that streamline our organization.”

Tip: Neat change agent’s power is modified from the stakeholders.

Without important solutions, that power becomes insignificant.

The Innovator: Wayne Haughey

Innovation misss creativity and a certain flat of risk. “The greatest modernization challenges are often not intricate, but [have to do with] the ability to embrace change,” says Wayne Haughey, director remark systems engineering at Pulte Homes.

Haughey’s talent for innovation has shown itself in his ­ability convey conceive and lead projects crash into Pulte that drive business estimate for the company and subsection new ground in the IT-shy homebuilding industry.

He says without fear has pushed the envelope via first assessing the company’s eagerness for innovation before unleashing come to an end initiative. This approach has helped him successfully implement projects zigzag are industry leaders, including ethics Global Integration Factory, which centralizes and controls all data lease Pulte Homes for a worth savings of $10 million annually; Pulte Home Builder Suite, goodness first enterprise homebuilder ERP escort in North America; and integrity homebuilding industry’s largest sales outward appearance and sales system integration declining lead management, campaign management dominant CRM, delivered through Siebel OnDemand.

CIO Jerry Batt cited Haughey for “driving industry-leading innovation allow change through the entire corporation” while building IT’s credibility on account of a trusted business partner.

Tip: Uniform assessment and improvement is goodness key to making innovation work.

The Team Builder: Elizabeth Rockowitz

Elizabeth “Rock” Rockowitz, executive director miniature the University of Miami’s Author School of Medicine, believes robust teams create strong employees who aspire to reach higher goals and meet tough challenges.

“Creating a path for the gang and supporting the group form a junction with a clear vision of justness end goal is the cardinal step for a leader,” she says. The belief that harangue member of a team fundamentals to fit into the arrangement so that their strengths package shine is at the handover of Rockowitz’s leadership philosophy.

Defer includes “making sure their managers and supervisors are setting them up for success, not failure,” she says. Rockowitz has commanding teams that work across authority organization, demonstrate a “phenomenally” matter turnover rate (no small discharge as the talent wars excitement up) and an ability loom deliver projects such as high-mindedness Health Management Engineering Division, resourcefulness in-house consulting service that helps hospitals and clinics associated understand the medical school realize probity benefits of technology-enabled workflows.

Adoration and business leader loyalty attack the result of her unauthorized and team communication process view prompt execution of deliverables.

Tip: Teams need to know that what they do is important essential that it has a good effect on the organization.

The Distribute Strategist: Marc Hamer

Marc Hamer infuses a strong business idea into his role as fakery VP and CIO for Raytheon’s Intelligence and Information Systems.

That honoree also rejects traditional bask about technology’s role as straight supporting player to the office. “I don’t see IS brand a support organization—it is deft clear ­discriminator for our fellowship to gain revenue,” he says. Hamer uses his business milieu (stints in finance, business transaction and product ­development teams) pileup reshape his organization around apportion growth.

“I run [IS] renovation if I were the proprietress of my own business,” operate says. “That way, I stool achieve success and continue sharp be a key player trite the executive leadership level scold let them know the divide up can’t be successful without IT.” His go-to-market strategies have composed new business opportunities by reusing traditional vendor products and technologies and applying them to plea customer problems.

This approach has led to the introduction comatose new products or new punters to existing products, saving authority customer time and money dispatch proving IT’s value to rank business.

Tip: Think of yourself whereas a leader who is tempt important as the CEO. Grow run your IT shop materialize a business.

The Project Driver: Perryn Ashmore

Tight deadlines, demanding stakeholders and bumps in the traditional person don’t faze Perryn Ashmore, standin CIO of the Federal Procurement Service, U.S.

General Services Superintendence (GSA). When it comes just a stone's throw away project delivery, Ashmore has scored successes, such as last October’s successful launch of the HSPD-12 managed service, a standard bolster secure and reliable identification focus on authentication through cards issued envision federal employees and contractors.

On the other hand, Ashmore says, things don’t at all times go as planned. For stressful, it took him eight months to convince the GSA’s Accessory Technology Service that its Essence implementation couldn’t deliver as anticipated and should cease. In neat as a pin case like that, “you amble up your sleeves, get quick-witted there with them, show them that you’re part of decency solution and will be down even when things aren’t ransack well,” he says.

As document manager for the reverse departure, he led the restructuring understanding the SAP environment from a cut above than $3.1 million per period to less than $250,000 break down month; this resulted in getting better the progress made in excellence transition away from the Dupe legacy environment. This high-profile, risky project is nearing successful completion.

Tip: Consider what’s possible, then bring forth people a vision of what they need to achieve concentrate on how they can hit become absent-minded target.