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Todd Coombes
CIO, CNO Financial Group
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Todd Coombes joined CNO in 2005 and is currently serving as SVP and CIO. Before joining CNO, Coombes was CEO of Health Care Systems Corporation, a software development firm providing SaaS based solutions in the healthcare industry. Prior to HCS, Mr. Coombes was an executive at IBM Corporation in charge of advanced technology for global insurance services. Before IBM, Coombes was CIO and partner at Professional Data Management, an Indianapolis based software vendor. Prior to that, Coombes was Director of Software for R.E. Nolan Management Consultants.
In addition to his corporate experience, Coombes has created and launched successful startup businesses in multiple industries including construction, automotive, entertainment, agriculture, communications and technology. He has also consulted on technology-related product strategies and economic development projects in private industry and in government.
Servings as an adjunct MBA professor for Anderson University, Coombes also serves on the Board of Directors for the Entrepreneurship Advancement Center, a non-profit economic development organization in Hamilton County, Indiana.
Coombes is a Fellow of the Life Management Institute (FLMI – with distinction) and holds the designation of Certified Computing Professional (CCP) from the Institute for the Certification of Computer Professionals.
by Todd Coombes
Todd Coombes
Todd Coombes joined CNO in 2005 and is currently serving as SVP and CIO. Before
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on Thursday, 15 September 2011
Leadership/Management
CIOs are faced with ever-increasing demands to provide business value across a wide range of categories. Cost efficiencies, technological innovation, growth opportunities, and compliance/regulatory requirements are just a few of the significant areas where CIOs must execute effectively and deliver real value.
How then should CIOs position themselves for the greatest probability of success? Should they take an approach based more on planning and strategy or would they be more successful using an adaptive and nimble style of execution? It would be easy to claim a “middle of the road” position, but does that really represent a CIO’s inherent style or approach in providing business value? What if you had to choose one or the other – which would it be and why? If you are not sure, perhaps a closer look at the characteristics of each would be useful.
