Almost five months into her job, Zendesk Inc. Chief Information Officer Colleen Berube is shaping internal IT systems for the Silicon Valley big leagues.
The San Francisco-based maker of customer service software aims to reach $1 billion in revenue by 2020, up from $598.7 million in fiscal 2018.
"I've got to think about, How do I help the company scale?" said Ms. Berube, who came to Zendesk from Fisher Investments, where she was chief technology officer.
One goal is to wrangle 200 disparate apps and services accumulated over the years into an integrated system. That move could cut down on the pain points associated with onboarding employees, often a time-consuming process.
For CIOs at midsize firms, approaching the $1 billion in annual revenue mark represents an inflection point, said Joe Pucciarelli, group vice president and IT executive adviser at International Data Corp. It is a time when CIOs need to start thinking bigger, he said, shifting the mindset from solving IT problems to helping deliver smoother business outcomes.
Compared to CIOs at companies in the early stages of digital transformation, CIOs at digital-native companies, such as Zendesk, may have the advantage in some technology-specific areas, most notably in not having to handle legacy systems, said Dora Vell, CEO at Vell Executive Search, which conducts CIO searches for companies.
"As a head of technology they have a responsibility to tell the business side, 'Hey, this is what we can enable, and this is how much bang-for-the-buck or value it'll drive,’” Ms. Vell said.
Ms. Berube has been in CIO-type roles for more than a decade. She picked up the mechanics of digital transformation during her years at Adobe Systems Inc. from 2007 to 2015, where she was part of the leadership team that led the company's transition from boxed software to cloud services.
She has spent the past few months getting a better understanding of Zendesk's processes, technology, architecture, business capabilities and redundancies, as well as what needs to be scaled.
She has also started cross-training the IT team in emerging skills.
“She has to reassure the people that their performance is no longer the delivery of one particular service to the organization,” Mr. Pucciarelli said.
— Agam Shah
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