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PMO and Leadership Blueprints for the
Innovative Technology Leader

This is the Members Only area with Premium Online Training for your team on Innovation Focused PMO & Technology Leadership. For information on joining the Technology Innovation Institute, please visit the Join page.

Online Training Modules

Seminar/Workshop 2017

Annual Event Focused on PMO and Leadership Best Practices for the Innovative Technology Executive

Keynote Blueprint/Case Study- The Five Stages of Running a Technology Innovation Center

After you’ve established an effective portfolio management process, a standard stage gate process and financial metrics, then it’s time to consider implementing a Project Management Office (PMO) across the enterprise…… BUT what’s next?
Consider transforming to the Disruptive PMO: a Center for Innovation and Organizational Change. Your PMO can become:
• A key facilitator of innovation
• An organizational change agent
• A leader in process reinvention, including agile processes
Today, the project factory is a Project Management Office (PMO). However, the PMO is not always the center of innovation in a firm. There are many different types of PMO’s, with different mandates, budgets and resources. Understanding that we’re all different, there are some steps that we can all take to drive creativity in our organizations.

This session will cover the five key stages that a Center for Innovation can go through regardless of your organizational model.



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Roman Dumiak, Director - Technology Innovation, Allstate

Roman Dumiak, Director - Technology Innovation, Allstate

Roman Dumiak is currently a Director in the Technology Innovation group for the Allstate Insurance Company. His focus includes directing and facilitating efforts utilizing innovative software and hardware solutions from the ideation phase through implementation as part of Allstate Technology and Strategic Ventures (ATSV). His previous experience has included roles in application development, database administration, network engineering and enterprise architecture. During his career, he has also functioned as a senior strategic planner working on a variety of IT-wide related strategies including ITIL/ ITSM planning and rollout and a Business Integrated Technology Strategy to create an optimized and integrated set of IT capabilities.  Most recently, he has been a key player in a fundamental transformation of the way Allstate ATSV develops, delivers and runs their technology solutions by leveraging Agile methodologies, DevOps principles and cloud-based platforms. Mr. Dumiak has a B.S. in Math and Computer Science from the University of Illinois and a Masters in Telecommunications.


Blueprint/Case Study- Creating a Culture of Innovation

Innovation is often thought to be a mysterious form of management dark art. In reality, particularly for most mature organizations, it is often mostly the result of sound processes helping to drive a receptive organizational culture. The College of American Pathologists (CAP) has developed an approach to innovation that links sound business planning with technology development in a way that reinforces a culture of innovation. Our culture, in turn, keeps pushing the engine of innovation forward resulting in a virtuous circle that reinforces and guides continuous and quantum improvement. This discussion will highlight four key process components that play a major role in driving and focusing innovation at the CAP. Each of these components in turn generates and channels cultural energy to keep new ideas in play and moving forward. Those, in turn, tie to a portfolio and project management approach that brings consistent discipline to how innovative products, services and capabilities are brought to life. An example, based on our current portfolio, will provide an example of how a mid-sized organization brings process and culture together to drive innovation.


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Greg Gleason, Chief Information Officer and Vice President, Information Services, College of American Pathologists

Greg Gleason has been with The College of American Pathologists (the CAP) for over 5 years, following a career in strategy consulting. Originally from Chicago, he received his MBA from The University of Chicago in Finance and Accounting following an undergraduate degree in Economics; Greg is a Certified Public Accountant. Following an initial career in public accounting, Greg held senior management and practice leadership positions with several global strategy and technology consulting firms. At the CAP, he currently has responsibility for the 100 staff IS group and, as CIO, has a leadership role related to informatics, the role of technology in product/service development, and health IT. Greg has a deep interest in economic history, the development of computers and information systems, and the impact of digital technology on behavior and ethics.

Keynote Panel:: PMO and Leadership Strategies for the Innovative Technology Leader

It's not just running a PMO. Now you have to be responsible for creating a culture of innovation, starting and running the innovation center and integrating a more innovative, rapid development process into your company.

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Christine Stone, VP, Office of Project Management, General Growth Properties

Christine Stone is a strategist, connector and coach. Christine's career began with technical project management - quickly evolving into project recovery, developing top performing IT teams, building business technical strategies and financial plans, then changing and building IT organizations to execute.Currently with General Growth Properties as the VP of PMO, Christine leads Strategic Planning, Budget, Governance and Talent Development for IT, and honed her skills at VW/Audi, EMC2, McDonald’s and consulting firms.  Leading technical change and developing people is a natural part of Christine’s approach, formalized in her graduate work in Organizational Behavior.  She mentors with Chicago Innovation, is active with the Chicago Women in Tech community including ARA, i.c.Stars, Chicago Executive Women’s network and others.  She is an organic connector of technology and people.

Brian Kemper, Executive Director, Enterprise IT Services, Healthcare Services Corp

Brian has more than twenty years of experience in IT and technology solutions businesses.   In his current role, Brian oversees the Delivery Assurance and Performance Management functions for the IT organization at HCSC (Blue Cross Blue Shield of IL, TX, OK, NM, MT), which help drive continuous improvement in program delivery and IT operations.  Brian previously held EPMO leadership positions at HCSC as well as at Hospira, a global pharmaceutical manufacturer.  Prior to that, Brian led innovation initiatives for Motorola’s Corporate IT and Corporate Technology organizations, and has also held product management and product development roles.  Brian holds PMP and ITIL certifications, an MBA, and is on the PMI Chicagoland Executive Council. 


Preeti Gupta, VP, Program Delivery/Agile Transformation,Northern Trust

Over 20 years of experience in financial industry, available for global opportunities in leading Agile Transformations,  IT Project/Program Management with hands on expertise in Business Analysis, Development Lead, Architecture for Front Office/Middle Office/Back Office, Compliance & Regulatory, Sourcing, Vendor Management areas. Proven track record in software development, with specialty in Capital Markets. Managed and successfully delivered various IT programs/projects to enable operational efficiencies in f2b processes for OTC as well as non OTC derivatives within fixed income, as well as cross business areas.

Executing Your Portfolio of Innovation – Strategies and Tactics

One of the goals of this presentation is to address some key questions that will provide deep insight into how Midwest companies can be more competitive through innovation. The empirical foundation for the presentation is based on DePaul’s Innovation Lab research in Silicon Valley since 2012 on ‘How Silicon Valley Companies Innovate”. The presentation will address the following questions – What is a portfolio of innovation; How can my company create such a portfolio; What are the strategies for prioritizing the portfolio once created and lastly What are some of the key tactical solutions to execute my organizations’ Portfolio of Innovation.

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Olayele Adelakun, Associate Professor of MIS at DePaul University

Yele Adelakun is an Associate professor of MIS at DePaul University Chicago, Illinois, College of Computing and Digital Media (CDM). His research focuses on IT Innovation and Agile, Telemedicine, IT Outsourcing, ERP systems implementation, Information Systems Quality, IT Evaluation and Emotional Intelligence among IT Leaders. He has conducted studies in small, medium and large companies in Europe, Africa and the United States. He has organized and chair several academic and industry focus conferences on Innovation, Outsourcing and Global IT. He started the study abroad program in the school CDM. He has conducted student led study on Global IT to Brazil, Argentina, South Africa and Ghana. . He has also conducted several executives’ presentations including for the Technology Executives Club. He has published over 100 articles in conferences, books and journals. He holds a Ph.D. in Information Systems from the Turku School of Economics and Business Administration, Turku, Finland, an M.S. in Information Processing Science from University of Oulu, Oulu, Finland and an MBA from DePaul University.

Is Innovation More Like Roulette or Poker? Making Strategic “Bets” on Innovation.

One of the business challenges companies face with respect to innovation is how to assemble a portfolio of initiatives that offers a compelling mix of ideas designed to address key strategic needs. Is there an ideal distribution of incremental, adjacent, and transformational projects? How do you assemble the right team to deliver on initiatives that may require very different skill sets? How closely should these efforts be aligned with core business teams? Are traditional product development processes sufficient for managing the pipeline. This session will discuss these essential questions as well as allow the participants a chance to actively participate in an activity highlighting some of the key messages. . 


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Kirk Pion, Lake Forest Graduate School of Management Affiliate & Former VP of Design & Development for UnitedHealthcare

Kirk Pion is an accomplished thought leader for innovative and successful business and product strategies. He recently served as Vice President of Design & Development for UnitedHealthcare’s Innovation Center of Excellence, an innovation lab that creates new health solutions for the company’s major business segments. He was responsible for the Center’s innovation pipeline and pilot portfolio, with efforts focused on health care affordability, digital solutions, consumer engagement, chronic condition management, wearable health/biosensors, and genomics. Kirk has more than 29 years of experience in innovation, product development, marketing, research, health care and business consulting. Prior to UnitedHealthcare, he spent 15 years with a regional health plan in a variety of product development and marketing roles. He helped significantly grow that organization’s membership in consumer-directed health plans, overseeing the development of value-based plan designs and integrated health and disability programs. He holds a bachelor’s degree in political science from Macalester College and a Master of Health Services Administration from the University of Michigan.




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