Jerry Glynn

Jerry Glynn

Work History

Work History
2006 - Present

Chief Executive Officer

ChaosMap Digital Marketing

ChaosMap - Internet Marketing Architects - is a digital marketing firm connecting customers with products and services they’re seeking. We create digital programs from search marketing to social media. Our experienced talent combined with leading technology create marketing programs that perform.

Handpicked by corporate board for technical and operational expertise to spearhead all startup activities including development of corporate brand, business and service delivery model, business processes, sales strategy, performance metrics, and staffing plan. Direct strategy and planning to position company to compete in $18 billion marketplace.

  • Grew company from start-up to 15 staff and $1 million in annual revenues. Secured nearly $800,000 operating capital to support business through first 18 months.
2000 - 2006

Senior Vice President IT

https://www.americancentury.com/index.jsp

Promoted to manage technology leadership and delivery for retail business with 1+ million customers and distribution channels. Key role in overall IT department strategic planning. Managed annual budgets as large as $60 million and IT organization with as many as 300 staff. Led project management office (PMO) for a year. Held oversight for information security, database administration and analysis, technology infrastructure delivery, and client relationship management.

  • Serving as interim co-CTO, sponsored and led creation of renewed vision, mission, and strategic priorities of IT department to meet changing needs of business and industry.
    • Broke down organizational silos with new culture and enabled company to adapt to rapidly changing technology landscape. Additionally improved client satisfaction as much as 30% and staff engagement more than 30%.
    • Piloted development of award-winning technology processes and methodologies that resulted in company being named a finalist for CMP Business Technology Optimization Award.
  • Leveraged personal leadership strengths to pilot turnaround of massively failing, $25 million project to outsource transfer agency systems serving nearly 3 million clients.
    • Reorganized and managed program resources, defined key project component to build unique system integration solution, organized 100-person project team, and played key leadership role in defining essential functionality.
    • Implemented project on-time and with 8 million customer accounts converted to new systems with zero interruption to customer service or operating efficiencies. Enabled redeployment of 50 IT staff to other value-add activities and decreased IT operating costs 15% ($2+ million per year) despite growing functions and accounts.
  • Directed IT aspects of negotiating successful divestiture of retirement plan business to JPMorgan in 2003.
    • Moved 35 permanent staff to allow ACI more flexible IT staffing model post-sale and negotiated ongoing technology infrastructure services agreement that generated $25+ million annual revenue over the span of 6 years.
    • Designed and executed plan to separate infrastructure for 700 people in less than 3 months as part of divestiture.
  • Transformed multiple problematic IT functions including information security and data analysis.
    • Built proactive information security culture with new leadership, best practices, innovative risk assessment tool, and CISSP/CobIT-based framework. Enabled business to quickly identify true risk level and remediate high-risk areas. Improved from numerous ôredö areas to all ôgreenö within a year and from 10 significant audit findings to zero.
    • Reorganized data analyst function to better align with overall IT mission and lower staffing costs $200,000 per year.
    • Formed cross-department team to review problems with business units developing own systems. Eliminated $500 million in ôstealthö IT spending and enabled risk management for 20 systems previously hidden in the business.
  • Change leader in initiatives that resulted in multimillion-dollar cost savings.
    • Negotiated new vendor contracts to immediately reduce IT costs during post dot-com bubble period. Cut expenses by $3 million and downsized 15% of permanent staff without sacrificing service levels or value-add project work.
    • Teamed with MIT professor to develop innovative portfolio mapping and resource management tool for IT projects. Provided clarity into real gaps and challenges in IT portfolio, resulting in substantial changes in funding process with funding cuts from over $200 million to $180 million ($20 million savings).
1997 - 2000

Vice President IT

http://www.americancenturyinvestments.com

Brought in to lead technology delivery for companyÆ;s institutional lines of business. Mandated by CIO to build technology organization to support these rapidly growing businesses that account for over 50% of firms $100 billion in managed assets. Key leader in developing best practices that became standard for IT department.

  • Partnered with senior business and IT leaders to assess business/technology needs and build IT organization, governance processes, steering committee, and management system to fulfill mutual goals.
    • Established IT as true partner with business, increased productivity 50%, and grew staff from 35 to 100+ in 12 months to meet business demand for value-add IT projects.
    • Created and presented technology story that contributed to successful sales presentations to major corporations.
    • Led business/IT team in creating and executing strategic product plans to meet managementÆ;s vision for retirement plan business. Delivered industry-leading customer statements and transactional website for 1 million customers.
  • Spearheaded department-wide improvements in processes, systems, and project management methodologies.
    • Teamed with consultants in 18-month initiative to reengineer key areas using SEI capability maturity model (CMM). Also introduced focus on human elements of change management to transform culture of IT department. Achieved Level 3+ CMM and improved project delivery/quality. Presented successful program to company president.
    • Guided team purchasing Siebel package to replace homegrown system for customer contact, sales, and reporting. Resulted in greater functionality and future capability at $500,000 less cost on the initial project alone.
    • Outsourced all maintenance and variable work to Infosys, reducing operating costs 40%.
  • Salvaged failing 15-week enterprise architecture implementation project.
    • Brought in new consultant and recommended key changes in staff roles. Delivered solid infrastructure, applications, and processes to support future growth of lines of business, lower operating costs, and speed time-to-market.
1994 - 1997

Vice President - Retirement Plan Services

http://www.schwab.com

Promoted to manage all brokerage and trust technology for division. Served in operations executive (COO) capacity for this rapidly growing strategic business (represented $9+ billion in assets, making it one of the nations fastest growing retirement plan service providers). Built organization of 60 staff in 3 areas IT, operations, account administration.

  • Key leader in redesign of organizational model to better support new retirement plan services business.
    • Developed and executed plan to transition technology function into central IT group. Personally stepped into strategic role innovating next-generation services and technology to enable business to continue to grow and scale.
    • Adapted technology and service model designed for Charles Schwab Trust Company to provide retirement plan administrator integration capabilities. Opened whole new market for brokerage arm to directly serve administrators.
  • Developed and managed operations/account administration business units to support new IT-enabled model.
    • Recruited key staff that included 2 directors and 35 professional staff, designed processes, and established service-level standards. Held this management post for 1 year while simultaneously managing IT organization.
  • Participated in negotiations to acquire TrustMark.
1992 - 1994

Vice President IT

http://www.schwab.com

Recruited as key member of senior management team to direct all aspects of technology for startup business unit (currently $7+ billion in assets through 2 lines of business). Worked with trust company president and other vice presidents to develop strategic plan for aggressive asset aggregation goals.

  • Key leader in designing new service model that positioned CSTC as market leader for retirement plan services. 
    • Conceptualized, developed, and implemented groundbreaking technology ($600,000 project) that enabled company to revolutionize market with expanded investment choices (1,000 mutual funds) and lower cost of doing business.
    • Negotiated strategic alliances with 50 recordkeeping system vendors and partners, enabling growth of retirement plan service offering from zero to $6 billion in assets in 4 years.
  • Visionary strategist and driving force behind development of several new technology innovations and reengineered systems that delivered substantial business results.
    • Built proprietary system to manage transaction processing and accounting for groundbreaking new service offering (using brokerage accounts as vehicle for self-directed plan assets).
    • Designed and implemented automated interface to connect outside investment managers with back-office portfolio management. Took product live in 4 months, providing infrastructure to support $1 billion in custody assets.
    • Developed revolutionary system that fully automated transaction and workflow processing. Lowered corporate operating costs $2 million per year and enabled servicing of successful retirement plan offering.
    • Automated processes and developed administrator workstation, improving productivity to 3,000 trades processed electronically each day and increasing average account load per trust administrator from 56 to 89 accounts.
1988 - 1992

Security Pacific National Bank (Bank of America)

VICE PRESIDENT, IT - FINANCIAL MANAGEMENT & TRUST SERVICES (1990-1992)ASSISTANT VICE PRESIDENT & TECHNICAL SERVICES MANAGER (1989)OPERATIONS OFFICER & PROGRAMMER/ANALYST (1988)Managed strategic IT operations for this $25 billion financial services organization including mainframe-based systems (accounting, trading, settlement), contingency planning, applications development and support, and vendor management. Directed 3 assistant vice presidents, 15-member technical staff, and indirect-reporting team of 15 programmers.

  • Provided strong technical leadership spanning systems, operations, teams, and IT standards.
    • Developed major customizations to vendor system (AMTrust) that resulted in best-in-class client trust statements and industry-leading AMIR investment management reporting.
    • Supported system conversions and de-conversions for 3 bank acquisitions and divestitures, completing transitions on-time/budget and with zero financial or client impact.
    • Planned and implemented retrofit of statewide data communications network infrastructure for conversion to AMTrust. Provided system redundancy and future capacity. Delivered project on-time and with $100,000 savings.
    • Founded comprehensive standards and policies and incorporated into published user guide for emerging personal computing environment (hardware, software, purchasing, support).
    • Captured more than $250,000 cost savings by actively managing acquisition/reallocation of hardware and software in personal computing environment.
    • Created curriculum and train-the-trainer program to deliver just-in-time (JIT) training to 900 staff at all corporate in use of AMTrust prior to system conversion.

Education

Education

Senior Executive Profile

SENIOR IT & BUSINESS EXECUTIVE (CIO, COO):

I Leverage exceptional vision, focus, and execution to transform IT into a results-generating, strategic partner with business

Executive Summary- Strategic Planning & Execution- Technology Operations & Systems- Next-Generation Technical Innovation- IT Governance & Audit Compliance- Best Practice Management- Vendor Management & Negotiations- Project &Program Management - Staffing & Organizational Design- M&A / Corporate Divestitures- P&L / Financial Management- Development Models & Methodologies

  • Results-proven leader with 20 years of progressive management success in the financial services industry. High level executive authority as large as $60 million annual budgets, 300 staff, and $25 million strategic project.
  • IT executive recognized as true partner with business. Deliver technology innovations that drive measurable business results in profit growth, process improvement, operational efficiency, competitive advantage, and cost reduction.
  • Seasoned manager with passion for developing world-class teams; expert ability to recruit, organize, motivate, and lead staff to record results. Create and engage stakeholders with mission, vision, and values of the IT organization.
  • Unrivaled ability to marshal organizations through change (turnarounds, start-up, high-growth, bust/boom business cycles). Readily identify both the problem and solution; gain buy-in at all levels to execute new vision and ideas.

Training and Industry Membership

Member,  Investment Company Institute (ICI) Technology Advisory Committee and Institutional Investor’s Financial Technology Forum

  • Selected to deliver several industry presentations and moderate several sessions at Institutional Investor’s Financial Technology Forum.
  • Delivered presentations and moderated sessions to CIO members and senior IT management on IT/Business Strategy and Budget Alignment; CRM & Sales Force Automation; and Implementing IT Process and Methodology for Results.

Member,  SEMPO (Search Engine Marketing Professionals)

IBM Management Institute & MIT/Sloan School of Management.

  • Courses in technology management, strategy and program management

Management programs: Leading With Mastery, Leader Effectiveness Training and Building the Leadership Engine