For Verisk Analytics, achieved a comprehensive revamp of disparate technology organizations consisting of more than 1,200 employees. Mr. Rotella, in his role as Global CIO, established federated model of IT governance for enterprise-wide decision-making. He led the creation of a centralized managed service to leverage synergies. Verisk distributed more than 200 developers into operating units to streamline customer facing technology support.
For Verisk Analytics, Mr. Rotella led the consolidation of data centers achieving $5M in annual savings through 2015. The company is on track to realize the target of $15M in annual savings while reducing overall enterprise risk.
Verisk Analytics realized broad cultural change by transforming technology organization into one that runs IT as a business, providing options to business leaders with transparency of cost, value, & quality of service. Mr. Rotella led the conception of a career path framework that became a corporate standard. Mr. Rotella led the transformation of product delivery through enterprise adoption of Agile methodology in partnership with business unit leadership. In addition, Mr. Rotella led the implementation of an analytic sandbox to enable data scientists to correlate data across business units.
For Moody's Corporation, Mr. Rotella secured Board of Directors approval of strategy founded on simplification with supporting programs to stabilize platforms, better align technology to business strategies, & establish IT governance processes. Initiated staged simplification program to replace core rating systems & more than 400 production databases over five-year period. Implemented pilot system on schedule.
For Moody's Corporation, Mr. Rotella led an outsourcing deal over 9 months consolidating 9 US data centers. Projected $17.5M savings over six-year contract on $110M of annual infrastructure spending while improving service levels. In addition he transitioned systems support offshore resulting in $9M annual savings.
For Moody's Corporation, Mr. Rotella developed a new communications approach to keep the Board of Directors abreast of technology status and risks. He developed departmental balanced scorecard summarizing financial performance, project performance, operational performance & talent management for Board of Directors.
For AIG, Mr. Rotella deployed an award-winning program enabling expansion of traditional low-volume, high-complexity business into the high-volume small business segment. Enabled 90% revenue growth ($333M to $630M) between 2003 & 2005 while reducing cost per transaction 15% in 2004 & 25% more in 2005. New workflow system reduced submission turnaround time from 24+ hours to less than 2 hours.
For AIG, Mr. Rotella developed a governance framework to prioritize IT initiatives. Turned around 10 run-away projects by engaging project teams & business sponsors to realistically assess project structure, deliverables, scope, technologies, staffing & risks. Implemented balanced scorecard to report status to executive management.
For AIG, Mr. Rotella achieved savings of $7M per year by restructuring technology organization, eliminating unnecessary management positions, converting 125 consultants to employee positions, & increasing use of offshore resources.
For AIG, Mr. Rotella led a team that generated $1B+ in revenue in 2005 by creating new business model leveraging AIG’s massive customer base as a corporate asset, which led to the formation of the Office of the Customer. Developed cross-sell & target marketing programs, retention strategies, & new customer-based product development.
For AIG, Mr. Rotella saved $42.1M in 2001 & $27M in net annual savings by developing planning framework to assess synergies across 3 lines of business/corporate functions & launching IT integration plan for $28B acquisition of American General. Identified opportunities to reduce telecom pricing, combine software contracts, merge corporate technology support, eliminate redundant headcount & consolidate systems.
For AIG, Mr. Rotella saved $4.8M per year by renegotiating Dell & Oracle enterprise contracts. Created vendor management framework to centrally manage AIG’s most strategic technology partners.
For AIG, Mr. Rotella implemented federated model to manage advanced technology creating solid-line matrix reporting for divisional CTOs to global CTO. Enabled divisions to evaluate new technologies with corporate coordination & increased collaboration among top technologists.
Extended corporate technology organization into all business divisions to leverage experiences globally. Developed program to leverage lessons learned of 6000+ IT staff worldwide.