Traditionally, constraints are seen as stumbling blocks or negative forces that prevent us from fulfilling our goals and desires. Can constraints be considered an ally and a powerful resource that can be effectively harnessed to achieve success?
Randy Gaboriault joined Christiana Care Health System in 2010 as vice president and chief information officer from Teleflex Inc., a multi-billion dollar, global medical device leader in Limerick, Pa., where he spent more than 12 years leading global teams for IT, logistics, operational excellence and strategic sourcing.
He volunteers for the non-profit board of directors for NPower Pennsylvania and Delaware, where he chairs the finance committee and serves on the CIO advisory council. He also serves as a board director for the Community Performing Arts Center at the Pennsylvania Institute of Technology.
SVP Finance and CFO, Christiana Care Health System
Tom Corrigan joined Christiana Care Health System in October 2006 as senior vice president and chief financial officer.
Previously, Mr. Corrigan worked as CFO for the ADP Brokerage Services Group in Jersey City, N.J., and as president of ADP Investment Center in Wilmington, Del. Prior to joining Automatic Data Processing, he worked for Anheuser-Busch Companies in various capacities, including vice president of finance for Busch Entertainment Corp. at locations in St. Louis, Mo., and Tampa, Fla.
Mr. Corrigan has an undergraduate degree in economics from the University of Virginia and an MBA from Columbia University. He is also a certified public accountant.
Prior to joining Christiana Care, he served in a number of voluntary roles with Christiana Care Health System, including membership on the board of directors of the Visiting Nurse Association, as a member of the Finance Committee, and as chair of the Audit Committee.
There will come a day when the CIO and the CFO can work together as true partners and allies. It will be when CFOs will see IT as more than just a cost center and the CIO will be able to prove IT’s value in a way the CFO can understand. Someday they ...
Anyone can be breached. Risk of breach and data loss is an increasingly significant issue, but not just a technology issue, and technology alone regardless of spend will not fix it. Mitigating the risk of data breach demands recognition of a flaw in the data protection strategies of too many very large and competent organizations that have emphasized the reliance on technology to broadly target enterprise vulnerabilities over the implementation of effective administrative controls and operational hygiene. Monitoring tools and mitigating technologies are critical to awareness of compromise and effective defense, but without the more mundane attention to operational cleanliness and prudent controls are less effective and offer diminishing returns relative to the increasing threat environment. Like all risk, breach and data loss needs to be managed, and prioritized, and in fact it can be managed and consequences limited. Of course vulnerabilities overall need to be managed, there are threats other than data theft to be addressed, but managing risk of data loss requires more than addressing vulnerabilities. Effective management requires a better understanding of the consequence of loss for different classes of data to better target breach mitigating investments. This requires greater visibility and a clear understanding of what we have, where we have it, how we use it, how long we retain it and how we protect it. This even more so for regulated data and for companies operating overseas.