Comment by googlryas
4 years ago
Hertz hired a new CIO in 2015, and you can't just come in and keep the ship running in the same direction. You need new, big, flashy changes! Not just $32M, actually over $400M in changes, to prove the CIO knows what he's doing. Compare the article with the CIO's self provided description of his 3 years at Hertz(from his Linkedin):
> I was hired by Hertz to integrate and optimize technology infrastructure following the acquisition of Dollar/Thrifty car brands into Hertz Global Holdings. Reported to the CEO and led a team of 1,200 professionals in eCommerce delivery, customer digital experience, digital business processes and communications, information security, IT operations and delivery, and new digital ventures. Consolidated car rental systems, transitioning from legacy mainframe to the Cloud and rebuilding the fleet reservation and accounting system to streamline all aspects of the customer lifecycle. Aligned digital initiatives (IoT, AI, CRM, Big Data, Mobile) into the strategic business planning process.
> My Achievements Include:
> § Drove technology integration of the multi-billion dollar acquisition of Dollar/Thrifty car brands. Transitioned Mainframe/Cobol to Cloud/Microservices to support the new technology infrastructure utilizing an agile development cycle.
> § Reduced technology spend by 20% and enhanced customer service and product offerings through a complete system project redesign (CRM, Fleet, Rental, Reservation, Data Warehouse).
> § Improved marketing and revenue segmentation by optimizing technology to more effectively align brand/service offerings to Corporate vs. Leisure consumers.
> § Realized a 35% increase in website visits and 12% growth in conversion rates by spearheading redesign and modernization of the e-commerce platform utilizing microservices technology and AWS Cloud environment.
This tells you everything you need to know about the kind of person that hires Accenture and what motivates them. Accenture will always be Accenture (and Deloitte, EY, PwC) as long as there's this CIO personality flaw of burning money doing flashy things without accomplishing much. Or in this case, anything at all.
I’m kind of surprised to see that the CV of a CIO like that is filled with the same meaningless drivel that mine is.
Like, I could write these exact same things, and they’d be true, except I’d have to scale the number of employees down to 15… and change a few instances of car.
>My Achievements Include [...]
These all look like your typical resume inflating BS.
Reminds me of the Silicon Valley series satire from Mike Judge.
I once interviewed a guy who "revolutionized" his Major Department in Big Firm with Deep Learning. Genius.
He hasn't heard about gradient descent, not by name, not by maths. He was quite impressed when I described it to him, in fact.
If it didn't happen to me, and i still have written records, i wouldn't believe it today.
https://www.cio.com/article/191244/how-one-cio-and-hockey-co... (2021)
Veteran CIO provides his team with accountability, board exposure, and continual feedback to turn them into tomorrow’s IT leaders.
That’s the problem. They hired a CIO and not a CTO to rebuild their online presences. CTO creates revenue and CIO reduces costs. Big difference. CIO rely on consultants and CTOs rely on internal software teams.
I'm sure microservices and AWS and cloud were the reasons for the growth.
not sure about the case here, but a common executive play I've seen at bigcorps is: 1. take credit for what was in-flight when you came in 2. kick off massive projects which you can't possibly be around to measure before you bounce to the next gig 3. switch roles / bounce and blame it on your successor (if anyone bothers to follow up / ask)