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Life insurance does not seem like the sexiest of segments. Most of the major players in the industry were founded 150 years ago or more. They often develop such scale and recurring revenue streams that they can develop a bit of strategic laziness, as well. These were among the reasons why entrepreneur, Peter Colis, saw opportunity as he evaluated the life insurance industry.
Colis had a job in advertising prior to attending Stanford Business School. When he arrived in Palo Alto, he met Lingke Wang, a computer scientist who also had an entrepreneurial bent. As they scoured industries that presented opportunities, life insurance checked a lot of boxes suggesting major opportunities. Investors have agreed, as the company has a stable of A-grade venture capital firms have invested in their company, Ethos Life, including Sequoia, (see my interview with Sequoia’s lead investor in Ethos Life here), Accel, and GV, Google’s venture arm. Additionally, Jay-Z and Kevin Durant have also invested in the company.
Life insurance was attractive for two reasons. First, the product is difficult to obtain. It is time intensive, confusing, and it requires many tests to validate coverage. Second, Colis highlights that the incentives for brokers, who are paid on commission, often lead to consumers purchasing coverage that is beyond their needs and their means.
In this interview, Colis describes his entrepreneurial journey, the growth and team composition of Ethos Life, as well as his thoughts on what is next.
Peter High: You are the Co-founder and CEO of Ethos Life, a San Francisco-based company that you founded in September 2016. Your organization has caught quite a bit of momentum, especially in the investor community. Could you talk about the business and the problem that you were looking to solve when you created it?
Peter Colis: My partner Lingke Wang and I started Ethos when we were roommates at Stanford Business School. I came from a background in advertising, and Lingke came from a technical background. Originally, we got interested in a different aspect of life insurance, and we learned a great deal about it. In doing so, we came to understand that life insurance is incredibly important. More than five percent of children in the U.S. are going to lose a parent by the time they turn 18, and 70 percent of families are so unprepared that if they lose a breadwinner, they would be in total financial ruin within three months. This data implies that Americans are vastly unprepared for the loss of a breadwinner. While this is an important industry, we realized that it is executed poorly by the existing players, so we saw an opportunity to dramatically improve how it is executed with technology.
Ethos is a modern and ethical life insurance company. Unlike the traditional life insurance experiences, with Ethos, you go to our website, you fill out an application online in ten minutes, and then you are done. There are no medical exams, no blood tests, no paper applications, and no pushy agents. We launched in early 2018, we are now processing thousands of applications per month, and we look forward to continued growth.
10/08/2018
By Peter High. Published on Forbes
Kimberly Johnson joined Fannie Mae in 2006. As such, she was with the company when it went through its most trying time in the wake of the 2008 economic crisis. She was part of the team that led the company back from the brink in roles of increasing responsibility from Vice President of Capital Markets to Senior Vice President of the company’s Multifamily business unit to Chief Credit Officer to Chief Risk Officer.
In March of this year, she ascended to the role of Chief Operating Officer of Fannie Mae in March of this year. In that role, she is responsible for leading technology, data, enterprise models, operations, the enterprise program management office, and resiliency. Her varied and diverse experiences have aided her rise, and now that she has such a broad set of responsibilities, she has a broad ability to impact innovation within the company. She describes her journey and the path to innovation in this interview.
(To listen to an unabridged podcast version of this interview, please click this link. To read future articles like this one, please follow me on Twitter @PeterAHigh.)
Peter High: Could you talk about your role as the Chief Operating Officer of Fannie Mae and the responsibilities the position entails?
Kimberly Johnson: The COO role that Tim Mayopoulos put together for me includes an interesting combination of responsibilities, such as overseeing Fannie Mae’s technology, operations, innovation, data, and strategic execution. This mix serves as a nice way to string together the full array of the functionality that we need to enable the business.
High: Was there a predecessor with this same job description, or were these a set of responsibilities that was brought together for the first time in the role created for you?
To read the full article, please visit Forbes
Peter High
2-24-2016
Excerpt from the Article:
Gary Wimberly is the CIO and a senior vice president at Express Scripts, a $94 billion pharmacy benefit management company. CIO Insight contributor Peter High recently had the opportunity to tour Express Scripts Technology and Innovation Center in St. Louis with the company’s CIO. In this CIO Insight Q&A, Wimberly explains how data is captured and analyzed, how technology can detect when a potential prescription conflict arises and how to reconcile risk taking with security practices.
Peter High: Gary, we have just done a quick tour of the Technology and Innovation Center and I wonder if you can take a moment to describe the center, but then also peel back the onion a little bit to describe IT’s role in all this?
Gary Wimberly: Here at Express Scripts we have a Technology and Innovation Center and it is really focused around data analytics. We bring resources from teams across all disciplines within IT, so not only IT for the technology we utilize, but our economists, our clinicians, our physicians that really are focused on analyzing all of the data that we capture at Express Scripts—and we have an enormous amount of data. I think we are close to up to 20 petabytes at this point. We utilize that data to identify opportunities to improve health outcomes and eliminate waste in the healthcare space.
High: Can you talk a little bit about the variety of disciplines that are brought together in this effort?
Wimberly: We have IT people, obviously. We have a lot of technology in here: not only from an infrastructure perspective with all the servers, but the amount of software, the tools that we use to do this analytics, to ensure that those are operating and that we are developing the right solutions. A lot of them are self-serve kinds of applications, so our responsibility on those is to make sure that they are available and that they are performing to what the user experience should be.
To read the full article, please visit CIO Insight
by Peter High, published on Forbes
2-9-2015
Ed Robben has worked in retail for most of the last eight years. He confides that when he joined the industry after having been an IT executive at BNSF Railway, and a consultant at the Feld Group and EDS, retail seemed to be a real laggard in terms of staying on top of technology trends and opportunities. He spent nearly five and a half years at J.C. Penney, including time as the CIO there before joining Fossil Group as its CIO in June of 2012. In recent years, he has seen the influence of IT grow substantially, and as omni-channel strategies are carved out, IT has more potential value that it can contribute to the enterprise. I began our interview by asking him about innovation in the retail setting.
(To listen to an unabridged audio version of this, please click this link. To read more articles like this one, lease click the “Follow” link above.)
Peter High: How do you think about technology innovation in the retail space and how do you think about the variety of channels through which you sell?
Ed Robben: I would say that retail has been sort of a laggard in that space. I was amazed by the amount of complexity that goes into running a retail operation. In Fossil’s case, that is wholesale, retail, marketing, manufacturing—all the things we do to operate the company and deliver to our customers. With the advent of the Internet and mobile technology, it is a prerequisite for any company to develop capabilities to engage your customer and listen to them.
On the operational side of things, the analytics required to do this in a targeted and personal way is a capability that all retailers need to develop. I think retailers do a pretty good job of doing the old style of marketing, but when it comes to the Omni-channel style, the consumers end up better armed than we do in most cases. So that is a real need for any retailers doing business today.
At Fossil, given the fact that we are two-thirds wholesaler and one-third retailer, we look at this digital space to include our wholesale customer as well. Our products are found in a lot of the major department stores—a consumer may never walk into a Fossil retail location. So it is important for us to have that brand attraction and the digital capabilities to engage them in the right way. We are not where we wanted to be, but we are working hard to put the right strategies and technologies in place to enable that.
CIO of Carestream, Bruce Leidal, was asked to cut IT cost relative to revenue in half over five years. He explains how he addressed the challenge.
03-11-2013
by Peter High, published on Forbes.com
Since the beginning of the economic malaise in 2007 and increasingly in 2008, IT department have been asked to slash their budgets, as other departments have been asked to do the same. For many companies where IT is a relative black-box to those outside of the department, these cuts were made with machetes rather than with scalpels all too often, and as a result, fat and muscle were cut away from the department. This has led to a difficulty among these same departments to switch gears toward growth opportunities, as some of the most innovative (and expensive) resources are no longer a part of IT.
I have been pleased to find a growing number of CIOs who are able to balance cost cutting and innovative thinking in their minds, and use reductions in costs as the justifications for increases in funding geared toward innovation.
Bruce Leidal is the CIO of Carestream, a $2.4 billion company that develops , sells and services imaging products and software for the dental, medical and non-destructive testing global marketplace. When Leidal joined the company in 2008, spending on IT was 3.0% of revenues. An external benchmark study suggested targets for each of the functions in the company, for IT this was 1.5% of revenue. To ensure competitiveness in the throes of the downturn, he, like other execs at Carestream was asked to reduce costs to the benchmarks. Bruce was asked to achieve this target within five years. He developed a five year plan to get there, realizing it was quite a short time horizon. Within a year, with some demonstrated progress, the company asked him to shorten the time horizon to accomplish this in four years rather than five. Unfortunately, demand for IT services were not decreasing at that pace. He realized that something had to be done. As he put it, “We had to shift gears and tell the story of IT to our colleagues outside of IT.” He followed a multi-step process in order to accomplish this.
To read the full article, please visit Forbes.com
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As the former EVP of Global Services and Chief Information of Merk, Chris Scalet oversaw the centralizing of IT infrastructure, Human Resources, and Finance, but the devil was in the details.
12-17-2012
This is the fifth article in the CIO-plus series, covering CIOs whose roles have been augmented due to the good work they did first and foremost as CIOs, but also recognizing that the good work translated into other areas. (You can access the prior four articles here) I recently spoke with Chris Scalet, the former executive vice president, Global Services, and Chief Information Officer at Merck & Co., Inc. as part of the Forum on World Class IT podcast series. Scalet developed one of the first shared services organizations at Merck when he centralized infrastructure, yielding a nine-figure savings per year in the process. The CEO of the company was sufficiently impressed that he asked Scalet to do the same in other parts of the company. Scalet began with Human Resources and with Finance, but eventually took responsibility for a wider array of functions. Scalet humbly surmises that the path he pursued should be accessible and achievable by most CIOs, no matter the industry, though he readily admits that the devil is in the details.
Peter High: Chris, you began your time at Merck as the company’s CIO. Your role was augmented substantially as your tenure continued. What was it about the CIO role that lent itself well to this augmentation?
Chris Scalet: There are four factors that come to mind. First, most CIO’s have a strong business mindset. They have a strong tendency to focus significantly on the business processes that underpin the operations of the company. Throughout their careers, they have likely digitized the majority of these processes and have developed a broad and deep understanding of how they fit together as well as how they flow to move the business.
Second, CIO’s today are strategic in their thinking. They have been forced to be in both a business and a technology sense. Both business environment and technology are changing quickly, often at paces that are considerably faster than in the past. Reacting to change is no longer acceptable. To be effective today, CIO’s must anticipate where both are going, make choices, and put actions in place that make sure the two are effectively aligned.
Third, CIO’s are operational thinkers who are organized and methodical in their thinking. They can break down complex business problems into simple tasks, and work to solve each simultaneously. They are also effective risk managers who can see around the corners and ensure proper contingency plans are in place to manage the business.
Finally, CIO’s are generally very good influencers up, down, and across the organization. They have developed the appropriate skills to set a vision and sell the vision across the organization.
Additional topics covered in the article include:
To explore other CIO-plus Series articles, please click here.
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by Kalhan Koul May 2012
Please click here to download the PDF of this article
As the pace of technology progresses rapidly, it has become vital for CIOs and IT leaders to keep an eye out for transformative technologies that help increase efficiency, drive revenue, and more. Thus, since 2010, we have asked interviewees on Metis Strategy’s Forum on World Class IT podcast series to provide their thoughts on upcoming trends in IT; our team has tracked the results and elucidated several interesting patterns, some of which will be highlighted in this paper.
Overall, 51 individuals, ranging from active CIOs, CTOs, CEOs, CFOs, CAOs, professors in IT-related fields, among others, provided their input concerning future trends. The graphs in this article demonstrate which areas IT thought leaders believed to be most compelling in the near future.
Figures 1 and 2 illustrate the top trends identified over the course of the podcast series, and consist of some of the “usual suspects” such as cloud computing, mobility, etc. Figure 3 provides a breakdown of trends identified in 2010 vs. 2011, and Figure 4 takes the data a step further to demonstrate the change in percentage of identified trends. Together, these charts convey some interesting revelations, such as the emergence of trends like the consumerization of IT, the increased role of IT in the business, and the power of computing, as well as the decline or stagnation of trends such as social media. Although the identification of prominent and emerging trends provides interesting food for thought in itself, simply identifying trends without a broader context does not do the insights justice; thus, this article will further build upon these insights and present context concerning the emergence, decline, or persistence of specific trends in order to provide IT leaders greater visibility into what technologies will gain a foothold and should be considered sooner rather than later.
Figure 1: Top Trends Identified by Interviewees N = 51
Where the chart above provides the number of interviewees identifying trends, the chart below demonstrates trends identified as a percentage of interviewees.
Figure 2: Top Trends Identified – Percentage of Interviewees N = 51
The top few trends identified by the podcast interviewees, as shown in Figure 1 and Figure 2, have been prominent in the IT realm for some time, and for good reason. Cloud computing, which essentially provides shared resources, software, and information on demand, enables increased flexibility in IT spend, as it entails not only a significant reduction in fixed costs, but the ability to focus time and resources on better supporting the business and aligning to their objectives, a proposition tantalizing to many CIOs. For example, Curt Edge, CIO of The First Church of Christ, Scientist, states that “about 4-5 years ago [prior to moving to the cloud], we spent about 80% of our time working on maintenance …today we spend anywhere from 60-65% of our time working with the businesses.[1] ” It should be noted that some of the identified trends, such as Software-as-a-Service (SaaS) and virtualization remain closely linked to cloud computing: virtualization enables the movement of major infrastructure components to the cloud, and SaaS essentially acts as a subset of cloud computing, with software and associated data being centrally hosted in the cloud. For the purposes of this paper, these trends will be treated as distinct entities despite their linkage.
As mobile technologies improve at a rapid pace, employees have the ability to utilize mobile devices to conduct business and access internal networks, so that they may be productive anywhere. For instance, David McCue, CIO of Computer Sciences Corporation, states that “we’re all beginning to appreciate what the convergence of the last few years of ubiquitous available bandwidth, thick pipes, and powerful handheld devices means…we’ve learned that being able to do anything, anytime, anywhere is the direction we’re going.[2] ” Furthermore, what has partially enabled the advent of mobility has been the consumerization of IT, where a plethora of ever-improving mobile computing devices such as smartphones and tablets have begun to permeate the business world.
Taken together, these trends do not seem surprising at all, as they have been widely recognized in a variety of publications and numerous companies have begun implementing projects in relation to them; however, further delving into the data provides significant insights into the shifting priorities of IT leaders (see Figure 3 and Figure 4).
Figure 3: Trends Identified in 2010 and 2011 N = 48
Evidently, the data illustrates significant changes in trends identified between 2010 and 2011. Figure 4 provides the difference in percentage from 2010 to 2011, and reveals several interesting details concerning trend trajectories.
Figure 4: Change in Trend Identification from 2010 to 2011 – Percentage of Interviewees N = 48
First, the number of interviewees identifying social media and collaboration technologies (both internally and externally facing) as a major IT trend decreased dramatically; over the past two years, this trend dropped from first to fourth overall (see Figure 1).
So, what has caused this dramatic decrease in recognition? Some plausible explanations include the increased awareness of social media platforms, such as Facebook, that were more front-of-mind due to their exponential growth in use by the general population, or by the significant level of media exposure these platforms received. Another explanation could be that organizations recognized the potential of these platforms early and sought to implement technologies to take advantage of them. For instance, Microsoft witnessed a significant increase in sales of SharePoint [3] (which enables collaboration), indicating that more companies have sought this type of solution, and have addressed this trend. On the flipside, however, as detailed in a recent InformationWeek article, numerous internal social networking initiatives have faced lackluster adoption [4] ; one possible consequence could be that IT leaders have shifted focus elsewhere. Whatever the explanation, this precipitous decline in focus on social media remains an interesting topic that merits further monitoring.
It comes as no surprise that consumerization of IT, which concerns the impact that consumer-originated technologies have on enterprises, has witnessed the greatest increase in being identified as a trend from 2010 to 2011. The rise of tablet technologies likely acts as one of the primary drivers for this increase, particularly the release of the Apple iPad. Although consumerization of IT has been increasing in prominence as consumer technology becomes more sophisticated, it appears that the release and the widespread adoption of the iPad (approximately 55 million sold to date [5] ) has opened the floodgates and has caused this topic to considerably rise in prominence. In fact, Metis Strategy has advised several clients who have sought to implement tablets within their own organization in recent years; overall, despite concerns of security of information in adopting tablets and other consumer originated technologies, the majority of organizations have found benefits through a combination of increased productivity, employee satisfaction, and reduced cost. Furthermore, as the capabilities of consumer technologies expand, we have also seen an increase in organizations employing “Bring Your Own Device” programs, which leverage not only the familiarity employees have with their own devices, but the reduction in support necessary for these devices. For instance, Bruce Leidal, CIO of CareStream Health, states that “people own their own devices and they would just as soon use those for work…and we’re putting in the right infrastructure so that we can make sure that that happens. I think the benefits [are that] we have basically eliminated all of the support costs…it reduces our call volume and also takes a lot of noise out of our support environment. [6] ” Thus, overall, the rise in consumerization of IT makes sense given the parallel advancements and capabilities of consumer technology.
An additional trend that is rising in prominence includes an increased IT role in the business. In numerous organizations Metis Strategy has advised, IT has historically been regarded as an “order-taker”, and not seen as integral to driving the business; however, as technology becomes vital in how business operates in contemporary times, we have begun to see a shift towards increasing IT involvement in the business. Although this trend has yet to become pervasive, it appears to be a logical successor to other prominent trends. For instance, we have seen several of our clients try to unburden their resources by adopting cloud computing solutions, significantly increase virtualization, or leverage consumerization of IT programs such as ‘Bring Your Own Device’; not only do these initiatives decrease fixed costs related to hardware, but they drastically reduce ongoing maintenance and support of the hardware. Consequently, IT employees have increased opportunity to partner with the business so as to focus on value-oriented and revenue driving initiatives. For example, Jim Knight, EVP and Global CIO of Chubb & Son, states that “what we have found the last couple of years is not only are we the fuel for managing expenses…we’re also the engine for the business…because technology can get us there…there are absolutely expectations of us that our operations will be streamlined and [as] cost-effective as possible, but they are also investing in programs to bolster up the business. [7]” In addition, as the general consumer of technology becomes more tech savvy, it becomes necessary for businesses to connect with these consumers utilizing the same technology; as a result, IT can naturally team with other functions to drive business’ strategy through leveraging new tech-enabled customer touch points.
When explaining the power of computing and analytics as a rising trend, it makes sense to take a step back and assess the progress of technology as a whole. For instance, Moore’s Law, one measure of technology progress, states that the number of transistors that can affordably be placed on an integrated chip doubles approximately every two years (and is hence associated with growth in processing speed, memory, etc.), and illustrates the dramatic pace at which computing improves. Furthermore, recent developments where research teams have taken significant strides in quantum computing (e.g., IBM physicists at the Watson Research Center advancing superconducting qubits [8]) indicate that a new era in the scale of computing power may not be too far off. However, the real appeal lies in what can be done with this computing power, and how it can be utilized to drive business. June Drewry, former CIO of Chubb Insurance and Aon Corporation, states that “over the years…we’ve collected so much data that we’re not sure we know how to make information out of it in some cases; well, now we’re learning, and now there’s a thirst for it in the business. [9]”
The ability to process and analyze massive amounts of data, currently referred to as Big Data in IT circles, to form conclusions that can be acted upon will be invaluable, allowing businesses to discern customer behavior and other patterns. One of the reasons why this capability will be so valuable derives from the fact that many correlations that can be discovered through this type of analytics are not intuitive in nature. For instance, the New York Times recently published an article detailing how Target was able to utilize statistical correlations to predict which of its consumers were pregnant, and thus create tailored promotions to that demographic; other correlations included finding that newly-married individuals are more likely to begin purchasing a new type of coffee, or when individuals divorce, they tend to change brands of beer [10]. These behaviors do not appear to have inherently intuitive explanations, yet they exist and can be discovered and leveraged through analytics as enabled by computing power. Thus, the rise in the power of computing, and the correlated capability to conduct extensive analysis to discover valuable insights, will become a source of competitive advantage in the future, and likely explains why this trend has been increasing in prominence.
The analysis of the data obtained from the Forum on World Class IT podcast series reveals interesting insights concerning the trends that are front of mind for IT thought leaders. Not only does the data point to top trends such as cloud computing and mobility, but it also demonstrates trends rising in prominence such as consumerization of IT, the power of computing, and the increased IT role in the business, as well as trends on the decline such as social media.
From Metis Strategy’s perspective, we feel that IT’s increased role in the business, as well as the power of computing and analytics, will continue to be pertinent for business leaders, and will rise in prominence in the coming years. As many resource-consuming aspects of IT move to the cloud, such as purchasing and maintaining servers, network equipment, data center space, business applications, etc., IT organizations will thus be able to focus more on driving business strategy. One method of IT supporting the business, as we have seen in several organizations, entails enabling a strong business intelligence function, which is closely associated with the power of computing and analytics. As the amount of consumer information gathered and analyzed continues to grow, it will become essential for IT to develop methods to effectively consume and utilize this information to influence business decisions.
We feel that consumerization of IT, although experiencing a drastic increase in recognition in recent times, will level out somewhat. This is not to say that this trend has been ‘over-hyped’, but that the advantages of consumer-originated technology entering the business landscape have become much clearer recently, and many of our clients actively pursue opportunities to incorporate these technologies in their businesses. Similarly, when considering cloud computing, we feel this trend will begin to even out in the near future; cloud computing has been a topic of discussion among IT leaders for several years now, and we have begun to observe numerous companies moving ‘to the cloud’. In the coming years, cloud computing will be in essence ubiquitous, less of a consideration and more of a necessity, and will be intrinsic in how IT operates.
Overall, these insights bolster the notion that the landscape of IT continuously shifts and progresses at a rapid pace, and it becomes ever more important to keep our fingers on the pulse of IT and understand how these constantly emerging innovative technologies can be harnessed to propel business to a new level. Furthermore, what is truly exciting about all of these mentioned trends is that the majority of them provide tremendous opportunities for CIOs to collaborate with peers across the company, putting IT in the center of interesting conversations that could determine business direction. These trends have deep-seated business implications that should be taken advantage of to increase the curiosity and enthusiasm about how IT can help drive the business as opposed to merely supporting it.
[1] Peter High, “Metis Strategy’s Forum on World Class IT,” podcast interview with Curt Edge, March 26, 2012. [2] Peter High, “Metis Strategy’s Forum on World Class IT,” podcast interview with David McCue, April 9, 2012. [3] Mary Jo Foley, “Microsoft: We’re adding 20,000 new SharePoint users a day.” March 24, 2011. http://www.zdnet.com/blog/microsoft/microsoft-were-adding-20000-new-sharepoint-users-a-day/9011 [4] Healey, Mike. “Enterprise Social Networks: Dislike,” InformationWeek, February 2, 2012. [5] Sam Gustin, “How Many iPads Can Apple Sell?” Time Business, March 16, 2012. [6] Peter High, “Metis Strategy’s Forum on World Class IT,” podcast interview with Bruce Leidal, November 21, 2011. [7] Peter High, “Metis Strategy’s Forum on World Class IT,” podcast interview with Jim Knight, January 3, 2012. [8] Cade Metz, “IBM Busts Record for ‘Superconducting’ Quantum Computer,” Wired Enterprise, February 28, 2012. [9] Peter High, “Metis Strategy’s Forum on World Class IT,” podcast interview with June Drewry, December 5, 2011. [10] Charles Duhigg, “How Companies Learn Your Secrets,” The New York Times, February 16, 2012.
Please visit The Forum on World Class IT to listen to the podcasts and trends mentioned in this article.
In an industry known for risk aversion, Great American Insurance’s Senior Vice President and CIO Piyush Singh has managed to innovate and transform the company’s entire operative platform, while simultaneously influencing its business philosophy.
by Peter High
09-01-2011
In Summary
Who: Piyush Singh, SVP/CIO of Great American Insurance
What: Singh has transformed the 4,000-employee company’s entire operative platform and influenced the company’s business philosophy.
Where: Cincinnati
Why: Singh’s experiences innovating in a traditionally risk-averse industry provides a recipe for success for any CIO grappling with governance, risk and compliance challenges.
Piyush Singh has been a CIO in the insurance industry for more than a decade, currently holding the title of senior vice president and CIO of Great American Insurance, as well as vice president of its parent company, American Financial Group in Cincinnati. Singh led a large-scale transformation of Great American’s entire operative platform and has had a major influence on its business philosophy. Under his leadership, the company’s IT role changed from that of custodian of a legacy IT environment to respected partner that participates in—and contributes to the success of—the businesses it supports. Great American has implemented a modern technology architecture as a foundation that will adapt for future growth and evolving business needs. CIO Insight contributor and Metis Strategy President Peter High recently spoke with Singh about how he balances his team’s role in innovation with governance, risk management and security—especially in light of the increasing demands of his colleagues and the company’s customers.
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