Skip to content
Tiatra, LLCTiatra, LLC
Tiatra, LLC
Information Technology Solutions for Washington, DC Government Agencies
  • Home
  • About Us
  • Services
    • IT Engineering and Support
    • Software Development
    • Information Assurance and Testing
    • Project and Program Management
  • Clients & Partners
  • Careers
  • News
  • Contact
 
  • Home
  • About Us
  • Services
    • IT Engineering and Support
    • Software Development
    • Information Assurance and Testing
    • Project and Program Management
  • Clients & Partners
  • Careers
  • News
  • Contact

Pathways to the C-suite: CIO hopefuls look to level up

Andy Farella spent five years rising up the IT leadership ranks at Children’s Hospital of Philadelphia (CHOP) — first as director of business applications and then associate CIO — when he started feeling restless.

“I was dealing with multiple aspects of the organization and involved with big projects, issues, and challenges,” Farella says. At the time he managed 125 people and was leading the technical side of a multiyear, multimillion-dollar ERP implementation. He reported to the CIO and had regular interaction with senior leadership. “I was starting to feel like I could do that job, the CIO role,” Farella says. 

He knew he would first need to fill some experience gaps, so Farella wrote a list of all the skills and experience needed to become a CIO, and he started checking off the boxes.

He already understood the infrastructure space from his previous jobs. Check. He focused on the application space at CHOP. Check. He stayed close with IT security and the CISO learning the challenges they had because he knew it was a big part of the CIO’s accountability. Check. He continued to work on his relationships within IT, with peers, across organizations and the business. Check. Innovation, budget management, vendor management — check. When he eventually applied for CIO roles, he used this checklist as a guide for his cover letter.

Four years later, Farella became CIO at NBME, which provides assessments and educational services in the medical and healthcare sectors. “I’m in the room where everything happens for this organization,” Farella says. “The scope of responsibility was the main attraction.”

Andy Farella, CIO, NBME

Andy Farella, CIO, NBME

NBME

Not every path to the CIO suite is so meticulously planned or follows a straight line, but opportunities for senior directors and VPs to become CIOs are increasing — partly because of the Great Resignation and retirements, but also because of the changing demands of the CIO role. The good news is — there are many pathways to the CIO suite.

Some tech VPs and directors are acquiring deep knowledge of their industry by staying at the same company for decades, others are taking their IT talents to different sectors to pick up new skills or take on more responsibility.

About 70% of CIOs placed by recruiting firm Harvey Nash come from a technology background, according to estimates. Another 25% come from areas close to tech, such as operations and transformation offices, and 5% come from a pure business background.

Executive search firm Robert Half estimates that 60% of new CIOs have experience in the same industry as the hiring company, and 35% have an MBA.

“There’s room in the CIO world for all of these types. The non-technology people need to learn enough technology to be relevant and to earn trust at the executive table,” says Jeffrey Weber, executive director of the technology practice group at Robert Half. “They have to bring broad perspective.”

These up-and-comers have taken different paths to the precipice of the c-suite, but they share three key attributes that make them prime candidates: strong communication skills, inspirational leadership qualities, and robust networks both inside and outside of their organizations.

One company, one goal

Though rare these days, some up-and-comers have excelled at one company for their entire career. Jill Bowen, IT director and chief of staff to the CIO, marked 26 years with chemical manufacturer Dow in January and has never felt the need to leave. “Dow is a big company and there are so many positions to learn and explore,” she says.

Jill Bowen, IT director and chief of staff to the CIO, Dow

Jill Bowen, IT director and chief of staff to the CIO, Dow

Dow

She began working for the company in high school as part of its cooperative education program, interned with Dow in college, then earned a bachelor’s degree in marketing and management and was offered a full-time job.

She spent the first 10 years in various customer service roles “where I got to interact with the customers and understand the order-to-cash process and understand how Dow makes money,” she says. A co-worker convinced her to move into IT.

As an IT implementation specialist, she helped coordinate the IT aspects of mergers, acquisitions, and divestitures, doing implementation checklists and making sure those went off seamlessly. “I applied for a role I didn’t fully understand, but I put myself out there and that was probably one of the biggest turning points in my career,” she says.

She eventually worked on a global, multiyear ERP implementation that took her to Dow locations around the world. From there she went into the purchasing work-process space and was able to grow in various roles helping to define work processes. She eventually found her way back to IT and to the CIO chief of staff position in August 2020.

She credits an entrepreneurial mindset for her rise through the IT organization. “I’ve brought forward different big ideas in my career that have been supported and were game changers,” such as an opportunity to globally streamline and standardize the purchase-requisition-to-purchase-order work process, which improved efficiency, saved money, and laid the foundation for robotics process automation, she says. She also considers herself a proactive communicator with a positive attitude.

As chief of staff, Bowen partners closely with CIO Melanie Kalmar (who has been with Dow for 34 years) on IT strategy. “I’m part of her leadership team. I’m always listening for opportunities and trying to understand the pulse of the organization,” Bowen says.

With a strong group of advocates and sponsors at Dow, Bowen says she’s never felt the need to look outside the company to grab a CIO role more quickly. But she’s still expanding and elevating her professional network through several tech associations in Michigan.

She also has an executive coach who helps her sharpen her leadership skills. “I’m a firm believer that you need to be spending four to eight hours a month on personal development — whether that’s reading or engaging with people that sponsor or mentor you and keeping them up to speed on new things that you’re working on.”

Switching sectors

While deep industry knowledge has many benefits, many aspiring CIOs have built technical strengths that translate well into any organization. “Most people that I see stepping into CIO roles from outside an industry bring a set of capabilities into an organization that is behind the ball” in some area, says Barry Brunsman, head of KPMG’s global CIO Advisory Center of Excellence and a principal in its CIO Advisory practice. They could be bringing customer experience capabilities to healthcare or omnichannel knowledge to retail, for example.

That’s how James McFarlane found himself at furniture retailer La-Z-Boy as its senior director of IT business services in 2018. McFarlane had moved up the IT ranks with the State of Michigan and in local government for most of his IT career.

In Michigan, “it was big scope, big projects, big staff,” McFarlane says, with almost 2,000 people reporting to him. “A lot of La-Z-Boy’s technology in retail management, point of sale and omnichannel technology, and ERP were very old. I had experience with legacy modernization and application rationalization,” he says. “Those experiences also taught me to manage budgets, do projects using agile, Scrum, SDLC with legacy modernization. Those are all principles you can take with you no matter what industry you’re in,” he says.

James McFarlane, senior director of IT business services, La-Z-Boy

James McFarlane, senior director of IT business services, La-Z-Boy

La-Z-Boy

To reach the next step in his career, McFarlane focuses on building relationships with business partners inside La-Z-Boy and peers outside the company. He sits on the board of the National Retail Federation Tech council and meets quarterly with other deputy CIOs from other retail organizations.

He credits a good relationship with La-Z-Boy CIO David Behen for many of these connections. “He encourages me to get out and have a good solid network in place and to learn,” McFarlane says. “We put together a professional development plan every year.”

He continues to sharpen other necessary skills, such as avoiding “IT speak” and articulating business value through operational effectiveness, profitability, and growth. He’s also working on balancing enterprise priorities. “Everyone needs technology right now, and I tend to want to do more than I can, but sometimes we need to say no or put something on pause for the greater good. It’s learning from a strategy standpoint what can we take on and execute successfully.”

Leadership, empathy, and healthy self-promotion

Erik Sabadie earned five promotions over the past 10 years at Rent-A-Center and now reports to the CIO as vice president of enterprise technologies. “I’m not sitting around thinking that being CIO is my goal. I’ve always felt that if I do the right things and take care of the things I can control, then good things will happen,” he says.

Early in his career, Sabadie decided not to become a deep subject matter expert but to pursue a broader path that lends itself more to a management career. “That was a pretty key decision — even coming up in the applications side of the world. If you are managing the application, part of that is knowing how it interacts with the network, the database, with security, all the different IT elements. That forced me into knowing a little bit about a lot of areas, which really helped me long term,” he says.

Erik Sabadie, vice president of enterprise technologies, Rent-A-Center

Erik Sabadie, vice president of enterprise technologies, Rent-A-Center

Rent-A-Center

He also focused on building relationships within the company and leading with empathy — “walking alongside someone through their challenges,” Sabadie says. That includes helping his direct reports get face time with other senior leaders to showcase their talents — a practice he recommends at every professional level.

“I’ve grown a lot in the realm of marketing myself internally,” he says, “making sure I have great partnerships with peers on the business side and that they’re hearing me and seeing me. Making sure I’m the front face of challenges when we have technical issues.”

As he nears the next step on the professional ladder, Sabadie is building his external network and keeping up with external trends. “I’ve got to take it to the next level for that serious CIO consideration,” Sabadie says, but it doesn’t preoccupy him. “If it’s meant to be, then good things will happen.”

Smaller company, big opportunity

Executive search firm JM Search sees a small but growing trend where up-and-comers look for CIO positions at smaller, private equity-backed companies where they can create impact. Farella made a similar move from a large hospital to a small healthcare-related company.

Most often, aspiring CIOs look to these smaller companies for bigger salaries, “a different vibe and their ability to create impact at a much faster pace,” says Ben Millrood, partner and co-leader of the IT executives practice at JM Search.

Right now, only one or two out of 10 candidates placed in these CIO positions are completely new to the role, but up-and-comers are still very competitive, says Bill Hogenauer, partner and co-practice leader in the IT executives practice.

“Those one or two are seen as athletes” who worked under the CIO and did exactly what the client is looking for. “They have the exposure and potential,” Hogenauer says.  Up-and-comers like Farella are getting a second look because there aren’t enough candidates who have already held a CIO position, he adds. “There’s a lot to be said for giving those people a shot.”

Executive recruiters say it’s important to establish a set of annual objectives for closing the gap between VP and CIO roles.

“Make sure you’re working for a company where you’re going through 9-box activities (that help identify leadership qualities), succession planning, and formal training to know that you’re on that path,” Millrood says. Have a deliberate, activity-based set of objectives built into your annual plan, he adds. “Don’t wait for it to happen. Take charge.”


Read More from This Article: Pathways to the C-suite: CIO hopefuls look to level up
Source: News

Category: NewsMarch 2, 2022
Tags: art

Post navigation

PreviousPrevious post:Why Companies Need Three-Level Innovation in Their Digital InfrastructureNextNext post:The Future Is Computer Vision – Real-Time Situational Awareness, Better Quality and Faster Insights

Related posts

휴먼컨설팅그룹, HR 솔루션 ‘휴넬’ 업그레이드 발표
May 9, 2025
Epicor expands AI offerings, launches new green initiative
May 9, 2025
MS도 합류··· 구글의 A2A 프로토콜, AI 에이전트 분야의 공용어 될까?
May 9, 2025
오픈AI, 아시아 4국에 데이터 레지던시 도입··· 한국 기업 데이터는 한국 서버에 저장
May 9, 2025
SAS supercharges Viya platform with AI agents, copilots, and synthetic data tools
May 8, 2025
IBM aims to set industry standard for enterprise AI with ITBench SaaS launch
May 8, 2025
Recent Posts
  • 휴먼컨설팅그룹, HR 솔루션 ‘휴넬’ 업그레이드 발표
  • Epicor expands AI offerings, launches new green initiative
  • MS도 합류··· 구글의 A2A 프로토콜, AI 에이전트 분야의 공용어 될까?
  • 오픈AI, 아시아 4국에 데이터 레지던시 도입··· 한국 기업 데이터는 한국 서버에 저장
  • SAS supercharges Viya platform with AI agents, copilots, and synthetic data tools
Recent Comments
    Archives
    • May 2025
    • April 2025
    • March 2025
    • February 2025
    • January 2025
    • December 2024
    • November 2024
    • October 2024
    • September 2024
    • August 2024
    • July 2024
    • June 2024
    • May 2024
    • April 2024
    • March 2024
    • February 2024
    • January 2024
    • December 2023
    • November 2023
    • October 2023
    • September 2023
    • August 2023
    • July 2023
    • June 2023
    • May 2023
    • April 2023
    • March 2023
    • February 2023
    • January 2023
    • December 2022
    • November 2022
    • October 2022
    • September 2022
    • August 2022
    • July 2022
    • June 2022
    • May 2022
    • April 2022
    • March 2022
    • February 2022
    • January 2022
    • December 2021
    • November 2021
    • October 2021
    • September 2021
    • August 2021
    • July 2021
    • June 2021
    • May 2021
    • April 2021
    • March 2021
    • February 2021
    • January 2021
    • December 2020
    • November 2020
    • October 2020
    • September 2020
    • August 2020
    • July 2020
    • June 2020
    • May 2020
    • April 2020
    • January 2020
    • December 2019
    • November 2019
    • October 2019
    • September 2019
    • August 2019
    • July 2019
    • June 2019
    • May 2019
    • April 2019
    • March 2019
    • February 2019
    • January 2019
    • December 2018
    • November 2018
    • October 2018
    • September 2018
    • August 2018
    • July 2018
    • June 2018
    • May 2018
    • April 2018
    • March 2018
    • February 2018
    • January 2018
    • December 2017
    • November 2017
    • October 2017
    • September 2017
    • August 2017
    • July 2017
    • June 2017
    • May 2017
    • April 2017
    • March 2017
    • February 2017
    • January 2017
    Categories
    • News
    Meta
    • Log in
    • Entries feed
    • Comments feed
    • WordPress.org
    Tiatra LLC.

    Tiatra, LLC, based in the Washington, DC metropolitan area, proudly serves federal government agencies, organizations that work with the government and other commercial businesses and organizations. Tiatra specializes in a broad range of information technology (IT) development and management services incorporating solid engineering, attention to client needs, and meeting or exceeding any security parameters required. Our small yet innovative company is structured with a full complement of the necessary technical experts, working with hands-on management, to provide a high level of service and competitive pricing for your systems and engineering requirements.

    Find us on:

    FacebookTwitterLinkedin

    Submitclear

    Tiatra, LLC
    Copyright 2016. All rights reserved.