How She Got Here:
1987 to 1994: Vice president, human resources and operations, Boston University Medical Center
1980 to 1987: Vice president, human resources, Beverly Hospital/Northeast Health Systems
Mouthing Off:
If only I had a bigger IT budget, I would: "Test more and run parallel operations longer."
Greatest business challenge for Children's: "Continuing to ensure money doesn't become a barrier to top-notch patient care and cutting-edge research."
Chief difference between Children's and other hospitals: "The focus, the intensity and the number of people who are the best in their fields."
I love technology when: "I feel like I can zoom through work."
I hate technology when: "The network is down, a program is stuck or slow, and I am trapped."
If I could do this project over, I would: "Better prepare the organization for the impact of the new system."
My next career: "Retirement, I hope."
When I retire, I will: "Be a full-time llama farmer and a specialist in exotic fibers."
Role: Chief Technology Officer
At Work: Leads five-year strategic IT planning; enforces technology standardization; oversees capital and operating budgets for major clinical, financial and research applications
At Home: 37 years old. Married, no children
Alma Mater: University of Texas, San Antonio, B.S. in computer science
How he Got Here:
1996 to 1998: Director of IT, Stony Brook University
1984 to 1996: Various positions including chief of IS operations, Wilford Hall Medical Center, Lackland Air Force Base, Texas
Mouthing Off:
Toughest moment during PeopleSoft project: "Stepping in after the resignation of a fellow IT director who had primary responsibility for technical oversight of the PeopleSoft project."
Boss horror story: "I once destroyed several gigabytes of my boss's personal file share in trying to back up the data for a presentation he was about to give."
Greatest technical challenge for PeopleSoft implementation: "Maintaining a balance of getting incumbent technical staff up to speed while keeping consultant resource spending under control."
If I could change one thing about the IT organization, I would: "Keep all staff collocated. Having IT staff spread out in various locations away from the community they serve has a significant impact on our ability to meet their needs."
The chief difference between the Children's IT organization and your average IT organization: "The support from executive management at Children's Hospital has been greater than at any other organization I've ever worked in."
Worst high-tech invention ever: OS/2 Warp.
Why I'd take a CTO job over a CIO job any day: "The CIO takes a significant beating from unsatisfied users. That's not to say that the complaints don't ultimately come my way, but the buck stops with the CIO
Role: M.D. Chief Information Officer
At Work: Oversees IT operation and treats pediatric endocrinology patients
At Home: 37 years old. Married, two sons. Hobbies include electronic music, soccer and cycling
Alma Mater: Massachusetts Institute of Technology, M.S. in medical informatics; American Board of Pediatrics, board certification, pediatric endocrinology; Johns Hopkins University School of Medicine, M.D. Johns Hopkins University, B.A. in biophysics
Subsea cable alternatives can provide a level of comfort for those concerned about disruptions. Realistically, they will continue to play a small, but critical role in the short term.
Maintaining existing network infrastructures often incurs huge technical debt before newer technologies are adopted over time.
Amid ongoing regional uncertainties, telecom infrastructure in the Middle East has expand to include terrestrial low-latency network infrastructure, which offers resilience and agility in navigating political complexities without relying solely on undersea networks.
