Category Archives: Casinos and Gaming

CIO-Plus Series Summary in Forbes

This summary page provides access to the multi-part CIO-Plus series in Forbes
The CIO-Plus series in Forbes explores the trend of CIOs who are taking on more C-level titles. Most CIOs where many hats. The good news is, those hats are getting more strategic.

Forbes Beyond CIO Series: John Boushy, Ameristar Casinos

Moving beyond CIO to CEO of Ameristar Casinos
How John Boushy, one of the first great CIOs, became CEO of Ameristar Casino after leading IT at Harrah’s

Forbes CIO-plus Series: Sheleen Quish, Ameristar Casions

SVP of IT and HR- leading technology and talent management
In another CIO-Plus Series piece, Peter High talks with Shellen Quish, who as the SVP of IT and HR,provides leadership over two functions that not all business leaders would see as logical pairings.

The Emergence of the CIO-Plus, series in Forbes

Peter High commences his series on the “CIO-Plus” for Forbes
Most CIOs where many hats. The good news is, those hats are getting more strategic. In his Technovation column, Peter High explores the trend of CIOs who are taking on more C-level titles.

Should the CIO Run HR, Too?, article in CIO Insight

Peter High writes an article for CIO Insight on Ameristar Casino’s dual SVP of IT and HR
Rarely have IT and HR been led by the same individual. But similarities between these departments, combined with the need to think creatively about each, has caused some progressive companies to consider this combined role. Sheleen Quish is, perhaps, the most prominent example of this. After leading IT departments at Unitrin and U.S. Can, among other companies, she joined Ameristar Casinos as CIO in early 2007 and soon took added responsibility for the HR department. Here’s what she learned about managing this dual role.

Moving IT Forward

What IT leaders need to consider during mergers and acquisitions
CIOs have a complex undertaking during mergers and acquisitions: They often have to reconcile people and systems of multiple companies while being a driver of cost reduction once a merger is completed. Most mergers fail to deliver anticipated value due to risks that are not fully contemplated and mitigated.