Chris Plescia

Chris Plescia


Visionary, results-oriented Fortune 100 executive with a consistent track record of delivering business enabling technology solutions. A flexible and trustworthy people leader who is able to motivate and unify effective teams to deliver large scale programs and initiatives that accomplish corporate goals and objectives. A demonstrated professional with an excellent business development sense including product development and profit and loss experience. A proven change agent and forward-thinking leader who learns from the past and transforms the future.

Work History

Work History
Oct 2006 - Present

CIO - Nationwide Bank

Nationwide Insurance

Currently responsible for leading the IT organization for Nationwide Bank.Thede-novo Bank was launched in late 2006 and has grown to over $1B in assets in its first year of operation.The CIO role leads the technology organization, but also plays a critical role on the senior leadership team.The expectations are to drive business decisions and growth as well as lead the development and evolution of the technical solution.In order to support this growth, the technology teams designed, developed and implemented an integrated full service banking platform in just 7 months.

·Directed the development of the upstart platform which is comprised of multiple best of breed banking solutions, offering a full suite of loan, deposit and credit card products through associated customer servicing channels including; full web self service, call centers, ATMs and branches.Other features of the platform include single sign-on across the web, integrated voice response capabilities, 7x24 customer service centers, and full automation of customer identification, verification, product decisioning and fraud detection.

·Managed and negotiated the outsourcing of the platform to market leading solution providers (Fidelity National Information Systems, PNCCS, Cardworks, First Data Resources (FDR), Checkfree, VisaDPS, and Deluxe).The outsourced model allows the Bank to leverage the expertise and knowledge of these vendor partners, and provides for improved speed to market, operational efficiency and a controllable cost structure.Additionally, this model enables a more efficient operating model, bringing the efficiency ratio in line with the peer group (95%, moving towards a goal of 55%).

·Managed annual budgets of $15-25M for solution development and support, staffing and vendor invoicing.

·Developed vendor management policies and procedures to manage the outsourced solution as well as to manage the intricacies of the various platform providers capabilities.This includes managing key relationships (weekly relationship meetings, monthly review process, quarterly dashboard, etc.), identifying, measuring and managing outsourcing risk (SAS 70 reviews and controls), managing supplier spending, and monitoring performance to eliminate inefficiencies, reduce costs and increase profits.

·Defined and hired key leadership positions onto the Bank IT team.These critical roles of Program Management, Business Consulting, Architecture, and Vendor Management are critical to the success of the IT organization as well as the stability of the Bank’s technical solution.

·Created a portfolio management process to facilitate business growth activities, vendor maintenance and ongoing enhancements to the platform.This process is being used to manage a $10M development budget.

·Delivered a data-mart solution which integrates multiple feeds from across the platform and supports business analytics, modeling, and reporting.

·Implemented a production assurance function with a 24-hr help desk, production monitoring and support, disaster recovery and business continuity.

·Led through a conversion of 10,000 secure account customers ($280M in assets) and converted an additional 48,000 customers ($560M in assets) with the acquisition of the Nationwide Federal Credit Union.

·Team was recognized with the 2007 One IT Community Development Program of the Year award.This award is given to the top run program for their business delivery, commitment and adherence to the methodology, standards and fiscal discipline.

Jan 2005 - Oct 2006

Associate Vice President, Enterprise IT Strategy and Transformation

Directed the Enterprise IT Strategy, Transformation and Metrics programs in an effort to improve the predictability and efficiency of solution delivery and to align business and technical strategies into a multi-year roadmap which leverages IT’s improved delivery capabilities. Delivered the roadmap and strategy which is now being deployed across the Enterprise.

·Led the creation of an IT strategy and vision which supports the business strategy and serves as the goal state for organizational alignment, investment, and direction. This strategy is broken into intents which define the desired level of delivery capability, skill competency, and leadership. Progress on each intent is continuously measured and monitored through a balanced scorecard.

·Developed an IT Capability Framework, which identifies every major process and capability necessary to run IT as a business. The framework is being used as the blueprint for a multi-year, multi-million dollar IT transformation program. The transformation program includes a clear identification and definition of the IT processes, and a portfolio management approach to drive investment direction, priorities and pace. The resulting organizational improvement is allowing IT to deliver on major programs with more predictability, a tighter focus and a better return on investment.

·Implemented a transformation program management office and portfolio management process to control a $35M portfolio of capability improvement initiatives. Responsibilities of the program office include; capability assessment, gap analysis, and an implementation roadmap to obtain the future state vision. The resulting initiatives provide direction for a consistent solution delivery process, identification of the necessary skill required, and the implementation of business enabling technology solutions.

·Managed the development and implementation of an IT metrics program to measure progress on capability competency improvement, as well as providing a balanced scorecard view of how IT is doing to support and enable the business. The resulting metrics are being utilized to measure capability improvement, as well as communicate progress and value to the business. The metrics are also being used to benchmark the level of performance against industry best practices and top competitors.

May 2003 - Jan 2005

Marketing Technology Officer

Created a multi-year marketing-technology roadmap to support Nationwide’s efforts to migrate from a product driven sales company to a customer focused solution provider. Elements of the plan included customer data integration and knowledge management.

·Managed and implemented a cross company Customer Data Integration program to integrate over 15 million customer records from three operating entities and over 14 lines of business.

      o    Led team of 65 individuals and managed a multi-year program budget of $18M.

      o    Leveraged change management, teambuilding and collaboration techniques to gather             input and support for the program.

      o    Results of the successful implementation were:

            - Improved customer retention by providing service reps with a view of all relationships               that a customer has with Nationwide.

            - Projected annual sales increases of up to $15M through cross sell and up sell programs.

            - Reduced annual mail costs by over $1.5 million through address validation and by              supporting electronic document distribution.

            - Legal and compliance support for marketing opt-out and do not contact functions.

·Developed a custom messaging and campaign management solution to allow Nationwide to provide specific messages to each customer to drive behavior and increase retention and retirement plan participation.

Oct 2000 - May 2003

Fixed Annuity Product Officer

Nationwiide Financial Services

Managed a team with responsibilities for profit and loss of a multi-billion dollar fixed annuity portfolio.Key responsibilities were focused on strategic business development, expense management and annual planning.

·Led the negotiation, development and implementation of a strategic partnership with Charles Schwab.The proprietary solution allowed Schwab representatives to enter the Nationwide website and create custom annuity applications and letters for customers.The annual projected revenue run rate for the partnership is $150M.

·Drove a strategic business development deal to expand product distribution in Latin America through a Puerto Rican domiciled insurance provider.The initiative required collaboration across multiple Nationwide departments including Product Management, Sales, Actuary, Marketing General Counsel, Operations and IT, as well as facilitation with the peer organizations within the business partner. The resulting solution was targeted to deliver an 18% ROE.

·Created the 2004 business plan for Nationwide’s Financial Institutions distribution channel.The plan was managed and executed to meet the sales goal of $4.2B.

·Developed Building Your Fee-Based Business program to provide Nationwide wholesalers with sales materials, presentations, continuing education seminars and tools designed to illustrate compensation models and create business strategies to help firms and registered representatives transition and grow their fee based business.

Introduced a portfolio management process and monthly release schedule to manage $11M Internet development investments to budget (2001-2002).This governance reduced previous annual overspends which regularly came in $2-3M over budget.

May 1999 - Oct 2000

Director, Web Application Delivery

Qwest Communications International

Managed web application development teams which implemented sales focused and service oriented solutions for multiple telecommunications lines of business.Solutions drove cost reduction and improved customer retention in the commercial and consumer space.

·Defined and built Qwest web development organization into a multi-channel delivery focused team.Web solutions delivered focused on pre-sales pricing and configuration, sales order entry and post-sales self-service.Two of the solutions were recognized as communications industry leaders for Customer Self-Service, Qwest Control and Wholesale Order Entry.

·Recognized with the “1999 Qwest Excellence Award” for turning around Qwest Control project after it was 7 months late and $1.5 million over budget.

·Staff and budget varied from 85-250 and $18-26M for the delivery of web solutions that were on time and on budget.

·Organized and directed development teams in multiple geographic regions (Dublin, OH, Arlington, VA, San Antonio, TX, Denver, CO, India – Tata Consulting Services.)

·Evolved organization’s ability to quickly deliver by creating a phased development approach to enable Qwest to meet the competitive speed to market needs of the telecom industry.

May 1996 - May 1999

Director, Interactive Media Services (iMedia)

Created interactive media development environment within Nationwide Financial Services which focused on web and voice solutions for both domestic and international customers and producers.

·Managed a team of up to 150 FTE with an annual budget ranging from $12 – 16M.

·Innovatively motivated the staff by relocating them outside the Home Office complex.The culture that evolved was entrepreneurial in spirit, hard working, fun, extremely productive, and dedicated to a high quality of work life.

·Led Nationwide Life’s Internet/Intranet development team, which created Nationwide’s first web based agency applications, providing on-line term and variable life insurance applications and life beneficiary look-up/modification resulting in thousands of dollars in annual savings.

Nov 1992 - May 1996

Regional Systems Manager / Org Design Process Mgr.

Nationwide Insurance

Managed all aspects of Nationwide Direct’s Regional Systems Support Organization and led the reengineering of the sales, service and underwriting operations. Responsibilities included:

·Led data center, telecommunications and development teams, which designed a high-tech voice/data network to efficiently support the 14 state operation.

·Facilitated redesign of acquisition, servicing, and underwriting processes while developing an in-depth understanding of direct marketing business operations.The resulting organizational changes resulted in a streamlined sales and service process and improved efficiencies.

·Drove Nationwide Direct’s reengineering project, resulting in an organizational shift from a hierarchical and functional organization to a team based, low cost service provider.


Aug 1983 - May 1988


- Lettered in football and track while attending