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Joel Manfredo

Chief Information Officer l Chief Technology Officer (CIO l CTO), Chief Operating Officer (COO) l Sustainability Officer


Summary: Mr. Manfredo is a multi-disciplinary well-rounded executive offering leadership and vision based upon over thirty years of experience working for major corporations in a broad spectrum of corporate functions. He has a proven record of success serving in senior level management roles in the areas of information technology, marketing and business development, operations, sales, development and construction, real estate, and finance. His most recent endeavors were focused on transformational information technology assignments where he’s been described as a “technology visionary”; he is a sought-after speaker for technical and industry conferences and has been asked to be a source of best practice research by Gartner on such topics as leading enterprise change, risk and strengthening the core of IT. He is known for the 3Ts: Transformation, Turnaround and Technology. A testament to his zeal in prosecuting his duties, in 2007, Mr. Manfredo was named as one of the top 100 CIOs in the U.S. by eWeek magazine for green technology and also received the Digital Impact Award for lifetime technology achievement in Real Estate. Mr. Manfredo was the Chairman of the CIO Roundtable sponsored by the University of California at Irvine's CRITO Consortium (Center for Research on Information Technology and Organizations) and The Paul Merage School of Business. He is also a Board member of Southern California’s chapter of the Society of Information Management and was the Chairman of the Advisory Council of Realcomm, an organization focused on the intersection of technology and real estate. He is currently on the Advisory Boards of CleanTechOC and the Technology Business Management Council. On numerous occasions, Mr. Manfredo has been asked to speak in industry events on a broad range of topics including IT Strategic Planning, Enterprise Architecture, IT Governance, Portfolio Management, Web 2.0, IT Strategic Sourcing, "Green IT", Chargeback, Information Technology Infrastructure Library (ITIL) and IT Controls.

Public Keynotes and Speaking Engagements:


“IT Enabled Transformation” – UCI Paul Merage School of Business

“Technology Business Management” – Peer Group CIO Roundtable

“Technology Business Management” – Financial Executives Networking Group

“CIO Perspectives, IT Governance and the Evolution of IT” – USC International MBA Program

“Communication and The Evolving Role of Information Technology” – UCI ICS

“Confessions of a VC”: Fred Wilson Interview – UCI ICS Top Trends in Technology Series

“Cloud Computing: What, Why and When for SMB” – Commerce Bank

“Communication and The Evolving Role of Information Technology” – UCI ICS

“Futurist versus Archivist Paradox” – Panel Moderator, Society of Information Management


“Branding & Marketing IT: An Imperative” – Peer Group CIO Roundtable

“Developing an Elevator Pitch” – Communication Skills for Computer Scientists – UCI ICS

“Cloud – Shining a Light on Implementation” – Southern California Venture Network

“Branding and Marketing IT: Take control of your brand; if you don’t others will” – itSMF

“Have We Failed at Running IT Like a Business?”- STA Strategies in Leadership CIO Event

“Branding and Marketing IT: Take control of your brand; if you don’t others will” - Nth 2012 Symposium

“Getting to a Service Catalog” – Peer Group CIO Roundtable

“Stand Out! Creating a Brand for Technology Organizations and Their Leaders” – Society of Information Mgt.

“Real Estate and Green IT Convergence” – Electric Vehicle Association of Southern California

“Green IT” – Pepperdine Annual Innovation Forum

“Cloud Wars” Keynote – Technology Integration Group

“CIO Perspectives, IT Governance and Green IT” – USC International MBA Program

“Trends and Mega-Trends in Information Technology” – Financial Executives International

“Cloud Computing” – TechBiz Connection


“IT Governance” – UCI MBA Program

“Business Technology Transformation and Leadership” – HMG CIO Executive Leadership Summit (Panel)

“Accelerating IT Mojo in the Face of Financial Distress” – Pepperdine Graziadio School CIO Event

“Megatrends, IT Service Delivery and the Pervasive Learning IT Organization” – Executive Next Practices

“Orange County’s Multi Year Journey to IT as a Service” - Nth Generation 2011 Symposium

“Operational Transformation in the Face of Financial Distress” – ITSMF Annual Conference

“The Green Cloud” – The Business of Cloud Computing, Opal Events

“Technology Trends and the CFO” – Financial Executives International, Continuing Education

Cost Transparency: Demonstrating the Business Value of IT”- Evanta CIO Executive Summit

“What is Green IT and How Can it Benefit You and Your Company?” ISACA Annual Conference

“The Coming Wave: Green IT and Real Estate Convergence" - USC MBA Program (Sustainability Class)

"2011 CIO Agenda, IT Governance and Hot Topics" - USC International MBA Program

“The Coming Wave: Green IT and Real Estate Convergence” – Access Executive Network, Los Angeles

“The Coming Wave: Green IT and Real Estate Convergence” – UCI MBA Program

“The Coming Wave: Green IT and Real Estate Convergence” – Crystal River Business Conference


“The Coming Wave: Green IT and Real Estate Convergence” – Project Management Institute, Orange County

“The Coming Wave: Green IT and Real Estate Convergence” – Nth Generation 2010 Symposium

"Green IT: Convergence in Buildings" - CIO Government Summit

"2010 CIO Agenda, IT Governance and Hot Topics" - USC International MBA Program

"Take the Green Initiative" - (Panel Moderator) Association of Women in Technology

"IT Convergence in Buildings: Green Opportunity" - UCLA CIO Impact Forum

"Green Opportunities Panel Discussion" - UCI MBA Mentor Program

"The 2010 CIO Agenda" - XO Communications Sales Event

"Green IT" - Los Angeles CIO Group

"Green IT" - UC Irvine Executive MBA Program

"Green IT" - Financial Executives Networking Group

"CIO Perspectives and Project Prioritization" - USC International MBA Program

"Green IT", Peer Group CIO Roundtable

"Web 2.0 in the Context of Technology Trends" - ADP

"Green Buildings & Green IT" - CafeNet

"2008 Trends - Today's Top technologies" - Southland Technology Conference

"Web 2.0: What Does It Mean for Your Organization?" - EdgeTech Thought Leadership Roundtable

"IT Governance" - Technology Executives Networking Group

"Managing Electronic Communications" - Realcomm Annual Conference

"The Changing Face of IT: Social networking and Beyond" - Realcomm Annual Conference

"CIO Perspectives and Project Prioritization" - USC International MBA Program

"CIO Pearls of Wisdom" - TechBiz Connection

"Top Issues for the CIO" - Realcomm CIO Forum

"What Keeps You Awake At Night?" - Realcomm Annual Conference

"IT Compliance & Governance" - Realcomm Annual Conference

"IT Risks & Controls - Executive Perspective" - Institute of Internal Auditors

"IT Risks & Controls - Executive Perspective" - Information Systems Audit and Control Association

"IT Architecture" - IBM Western Regional Kickoff

"IT Governance Framework" - Realcomm CIO Forum

"Analyzing Technology Solutions" - Realcomm Annual Conference

"Integrated Applications" - Realcomm Annual Conference

"IT Governance" - UCI Center for Research on Information Technology and Organizations

Specialties: IT Leadership, IT Organizational Assessment, IT Governance, IT Strategic Planning, IT Strategic Sourcing, IT Alignment, Program and Project Management, SAP ERP, JD Edwards ERP, Green Technology, Real Estate Operations, Real Estate Leasing, Utilities, Finance, Negotiation, Attracting and Retaining Talent

Work experience

May 2012Present

Managing Director, CIO Practice

Acies Consulting Corp.
Acies offers confidential strategic consulting services primarily targeted to Chief Information Officers. These services (core competencies) normally cover emerging trends in the Chief Information Officer (CIO) space such as Technology Business Management, marketing and branding IT, Shared Services, chargeback, running IT like a business, green IT, the convergence of IT and OT (Operating Technology), and organizational effectiveness... Open to full time Executive Information Technology and Sustainability positions...  Sample Completed Engagements:

Topic: Healthcare (Big Data, Cloud, Natural Language Processing, EHR.); Client: CEO / CMO / CIO

  • Requirements elicitation project utilizing a hybrid between Agile methodology and classic requirements gathering methods; the goal of the system is improved patient care and outcomes
  • Five formal Epic, Theme and User Story iterations with two 3-day facilitated workshops covering ten topics (Accounts & Billing, Compliance & Security, Quality, Cloud, Data Model, Database, Master Patient Index, Reporting & Analytics, Portal and Service Desk)
  • Generated over 1,000 User Stories and over 950 requirements slated for inclusion in a large RFP
  • Requirements were prioritized and slated for specific releases (versions) of the platform
  • Provided Traceability between the User Stories and the Requirements accounting for both a single User Story resulting in multiple requirements and multiple User Stories resulting in a common requirement (beyond the simple one-to-one relationships)
  • Provided specific Use Cases for 21 “players” using the system

Topic: Balanced Scorecard; Client: Chief Financial Officer

  • Preliminary pre-kickoff work targeted to establishing a culture of accountability through metrics
  • Collected, codified, compressed and presented the state of the Balanced Scorecard body of knowledge
  • Presented recommended metrics to drive the Company’s performance
Oct 2008Apr 2012

Chief Technology Officer

County of Orange

Orange County, California encompasses nearly 800 square miles with 34 cities and 42 miles of coastline. The County of Orange employs 18,000 people and has a population of over 3.0 million.

Mr. Manfredo served the County of Orange where he ran an IT Service Delivery business and was responsible for all delivery for: Business Information Services (applications, data, quality assurance) and Enterprise Information Services (security, business continuity, networks, telephony and IT operations) for the County of Orange. Includes staff of over 200 serving 18,000 County employees and 30 agencies.

  • Envisioned and transformed the Service Delivery function from reactionary to an organized and planning-focused culture through leadership, staff empowerment and a unique combination of vendor relationship development, facilitated soft skills development and IT Service Management (“ITSM”) frameworks including formalized monthly capacity & availability reporting.
  • Reorganized the Network & Platform Services function (introducing the Plan & Design, Build & Transition and Operate organizational methodology) and reduced staff (from 37 to 27) while simultaneously dramatically improving performance; results include a 77% decline in Service Level breeches, a 38% decline in incidents, an improvement of incident mean time to resolution from 5 days to 2 days, achieving 100% success on production changes and eliminating rework by instituting Service Design Package methodology.
  • Acknowledged for achievements by a variety of third party mechanisms including customer survey (improvement in 10 of 11 categories in six months), academics, consultants, infrastructure benchmarking organizations and the County’s Performance Auditor.
  • Responsible for transformational activities as the County moves from having its core applications on a mainframe to open systems; developed and implemented procedures for about 500 topical areas consistent with the ITSM framework (formerly ITIL)
  • Introduced contemporary technologies into the County.
  • Responsible for maturing the Project Portfolio Management function by creating discipline around resource planning, prioritization, project management, impact analysis and financial accountability
  • Implemented Disaster Recovery for all systems and applications with a 72 hour RTO
  • Simplified security: 18 firewalls consolidated to 8 (56 % reduction); rules from 3,000 to 2,300 (23 % reduction)
  • Operated an Internal Service Fund “in the black” across 28 service (cost) pools
Mar 2004Aug 2007

Senior Vice President, Information Technology

The Irvine Company

The Irvine Company is the preeminent private real estate development and investment firm in California (and one of the largest real estate organizations in the US) and focuses on master community planning and the development, acquisition, ownership, and operation of: apartment communities, office buildings, retail venues and resorts (hotels, golf clubs, marinas and destination resorts with the attendant amenities such as restaurants and gift shops).

Reporting to the Vice Chairman and COO, led a staff of 152 (plus over 100 consultants and contractors) with a budget of $70 million in completing the transformation of IT supporting 180 business applications and 3,000 users in 120 locations.Had six direct reports, five Vice Presidents and one Senior Director.

  • More than quadrupled output in three years after identifying and effectively communicating a staffing crisis by identifying and assessing 59 responsibilities which resulted in doubling of staff.Annual metrics: completed projects went from 17 to 74, resolved help desk tickets from 12,000 to 60,000
  • Attracted and acquired a first class leadership team into the organization while maintaining employee satisfaction at 92% and retaining existing staff
  • Created IT Architectural Vision documents that won wide acclaim when presented publicly; these documents were the cornerstone of the IT Strategic Plan
  • Achieved clean auditor’s opinion regarding technical reliance on system generated financial statements (without the need for compensating manual controls) consistent with Sarbanes-Oxley
  • Created a world-class Program Management Office with recommended deliverables for 12 project models characterized by type (Strategy, Application or Infrastructure) and by size
  • Instituted detailed cost tracking enabling costs to be captured and reported multiple ways
  • Drove the Company’s first cross divisional process focus through an SAP ERP selection and design
  • Instituted IT Governance enabling annual project planning based on detailed resource planning
Oct 2000Jul 2003

Chief Technology Officer & Managing Director, e-Business Solutions

CarrAmerica Realty Corporation was a publicly traded real estate investment firm that focused on the acquisition, development, ownership, and operation of office properties.Annual revenues above $527 Million.

Reporting to the CFO, led a staff of 57 in transforming IT while supporting 750 users in 93 locations.

  • Focusing on strategic sourcing, conducted and finalized negotiations for several multimillion dollar outsourcing arrangements that dramatically improved service levels with zero incremental cost
  • Drove a complete reengineering of the IT department that produced dramatic operational improvements with zero incremental costs, e.g., unscheduled network downtime eliminated
  • Executed a successful 18 month, $10.2 million J D Edwards ERP implementation
  • Served as Chairman of the Technology Investment Committee and the IT Governance Committee
  • Implemented a world class Business Continuity and Disaster Recovery program
Dec 1988Sep 2000

The Rouse Company

The Rouse Company was a $1.1 Billion organization that engaged in the master planned community of Columbia, MD and the ownership, management, acquisition, and development of income-producing properties, such as retail centers, office and industrial buildings, and mixed-use projects throughout the US.

Vice President, Director of Information Strategies (1995 – 2000)

Reporting to the Vice Chairman and COO, was responsible for transforming IT; chosen by the CEO to spearhead a $43.0 million five-year mission critical program for transformation of business processes, including ERP, CRM, BI and e-Learning.

  • Total program was delivered on time, on scope and 9% under budget despite 15% understaffing
  • Conceived, developed, and implemented the first CRM system (before CRM was a coined term) in the Real Estate industry, resulting in a 20% reduction in sales process times and earlier revenue generation; the system enabled a shift from geography centric leasing to account centric leasing
  • Lead an ERP implementation that realized $4.0 million in ongoing “hard cost” savings (double the pro forma, realized 12 months ahead of schedule) and collapsed financial processes’ cycle times
  • Through standardization, reduced the number of management reports from over 700 to 200
  • Served on the Lotus LearningSpace Customer Advisory Council

Senior Group Manager(1994 – 1995)

Responsible for running all operating and capital aspects of a $42.0 million business consisting of 57 office and industrial buildings in nine locations, totaling 4.0 million rentable square feet. Led a staff of 77.

  • Recognized the potential to be a “market maker” and conceived and orchestrated a $9.1 million business turnaround in three years including “re-imaging” buildings and marketing
  • Finalized several multi-year, multimillion dollar transactions with Fortune 500 companies
  • Researched, analyzed, and implemented participation in energy saving utility programs for 43 buildings that saved $4.0 million annually; conducted negotiations to achieve a $3.0 million of utility company rebates both through lighting and comprehensive construction programs; the balance, $3.3 million, was financed out of energy savings resulting in a zero cash outlay to the Company
  • Served as the point of contact to Baltimore County Economic Development officials

Group Leasing & Operations Manager(1991 – 1993)

  • Implemented building automation systems (using Maximo).All equipment in 27 office buildings was controlled from a single console, including automated run time preventative maintenance
  • Implemented custom programming for load shedding in major office buildings
  • Assisted the subcontractor to the EPA in developing the EnergyStar Program.Had one of the first EnergyStar buildings in the country

Development Director(1988 – 1991)

  • Responsible for post-closing matters involving construction defects and environmental matters
  • Managed adaptive reuse development projects of obsolete manufacturing facilities
  • Developed and leased office properties
Jan 1982Nov 1988

McCormick Properties, Inc.

McCormick Properties was a wholly-owned subsidiary of McCormick & Company, a $2 Billion enterprise that engaged in the ownership, management, acquisition, and development of office and industrial properties.Huntington Realty Interests was a wholly-owned subsidiary that engaged in tax shelter syndication business for office and residential buildings. (McCormick properties was sold to The Rouse Company)

Director, Investment Assets – McCormick Properties(1987 – 1988)

  • Directed capital projects, acquisitions, refinancing, sale, redevelopment and lease workouts
  • Was “on point” in packaging the company for disposition with Goldman Sachs; when closed, the transaction was the largest real estate transaction in US history
  • Served as Chief Operating Officer and Chief Compliance Officer of Huntington Capital, a registered NASD broker-dealer firm (1985 – 1988)
  • Responsible for Current Value Reporting in the Annual Report
  • Achieved emeritus standing in the cross-functional, forced peer ranking Multiple Management Board

Director, Syndications – Huntington Realty Interests, Ltd.(1986 – 1987)

  • Led strategic planning while overseeing syndication managers.
  • Evaluated and approved or rejected potential transactions; sold regulated securities.
  • Recommended that the Company not enter the public securities arena as a result of The Tax Reform Act of 1986

Syndication Manager – Huntington Realty Interests, Ltd.(1984 – 1985)

  • Responsible for origination and operation of private placements including, due diligence, real estate acquisition, structuring investments, real estate financing, tax and securities laws, managing the creation of the private placement memorandum, investor note financing, broker dealer contracts; closed deals
  • Conducted investor seminars and sold regulated securities (Series 39 license)

Financial Planner & Analyst

Strategic Planning Coordinator – McCormick Properties(1982 – 1983)

  • Pioneered the use of microcomputers at the Company
  • Performed financial analyses of leasing transactions and conducted work in the areas of corporate financial reporting and strategic planning
  • Planned and completed the Company’s monthly cash flow
Feb 1977Dec 1981


Bethlehem Steel Corporation was a world renowned manufacturer of quality steel products.

  • Negotiated, closed and administered high value construction contracts for maintenance and new projects
  • Twice awarded “Buyer of the Year”

Assessing IT



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Master of Science

magna cum laude


Master in Business Administration

magna cum laude


Bachelor of Science in Business and Economics

cum laude