Dorianne Cotter-Lockard

Dorianne Cotter-Lockard brings over 25 years of IT strategy and management experience, as a leader and delivery-oriented executive with a proven track record in organizational management, business process transformation and implementation of large scale technology initiatives. She has focused on leadership of large IT organizations through defining vision and strategy, leading change, instituting best practices and developing technology leaders.

Dorianne works internationally with Fortune 500 companies to help businesses evolve into “Next Generation Enterprises,” through operating model and workforce transformation, business-IT value alignment, and enterprise architecture strategy.

In particular, Dorianne specializes in:

Helping Fortune 500 companies “Run IT Like a Business” through best practices in financial, human capital and operational management, and strategic use of technology.

Assisting executives to design and implement operating models based on business capabilities and strategies to create greater agility and innovation across the enterprise.

Helping companies define global talent sourcing strategies, management approaches and governance models, in order to create a Next Generation Enterprise

Working with senior IT executives to implement a well-defined and managed strategic planning process that aligns with business strategy and planning processes

Assisting clients to define evolutionary systems architecture strategies that decouple signature capabilities from legacy systems and tie architecture to technology governance processes

Working with executives to develop and implement workforce transformation strategies and best-in-class processes, including comprehensive competency models, training programs, rewards, and career development programs that tie to business strategies

Working with executives to implement comprehensive core values, culture management, communication, and recognition programs

Dorianne Cotter-Lockard’s Specialties:

Additional:

Assisting companies to achieve congruence between the business and IT on the topic of IT value, through establishment of appropriate IT governance, project portfolio management and cost recovery processes

Working with senior IT and business executives to address the human impact of IT enabled change to ensure value delivered

Educating IT and business leaders in leading IT practices and technology organization strategy

Dorianne Cotter-Lockard’s Experience

Adjunct Professor

California Lutheran University

(Educational Institution; 501-1000 employees; Higher Education industry)

2008 — Present (1 year )
Consultant

ArpegioHealth

(Hospital & Health Care industry)

August 2008 — Present (1 year 4 months)
President
Cotter Consulting Services (Sole Proprietorship)

(Sole Proprietorship; Myself Only; Information Technology and Services industry)

August 2007 — Present (2 years 4 months)
consultant

nGenera

(Privately Held; 501-1000 employees; Management Consulting industry)

2007 — Present (2 years )
Managing Director

Countrywide Financial Corporation

(Public Company; 10,001 or more employees; CFC; Financial Services industry)

May 1999 — July 2007 (8 years 3 months)

Managed two divisions, totaling over 850 technology professionals, including offshore software development teams and a $120 million operational budget for divisions across Countrywide Financial Corporation. Established professional disciplines and practices, improved quality and productivity of staff, lowered staff turnover rate from 32% to 4.8%. Member of “C-level” leadership making divisional decisions for the Loan Administration business (a billion dollar subsidiary). Profiled twice by Gartner for case studies on best practices for leading high performance IT organizations
President
Cotter Consulting Services, Inc. (Sole Proprietorship)

(Sole Proprietorship; Myself Only; Management Consulting industry)

July 1997 — April 1999 (1 year 10 months)

Managed the IT Strategy project for a $54 billion bank. Project scope included all business units of the bank. Project objectives were: align technology strategy and architecture with the bank’s business goals; ensure the IT organization was structured and staffed to respond to business needs; leverage technology to improve profitability and service.

Developed the Technology Services organization strategy and structure for a $20 billion bank as consultant to the CIO. Provided all client-server development for the bank. Included loan origination and managed asset tracking systems, data warehouse, Internet, Intranet, Oracle financials, Lotus Notes, home banking and teller/platform system selection.
Vice President

Great Western Bank

(Public Company; 10,001 or more employees; Banking industry)

January 1996 — June 1997 (1 year 6 months)

Key IT executive responsible for managing the relationship between IT and the Retail Bank (including Branch Services, Business Banking, Consumer Lending, Call Center, and Securities). Advisor to the CIO on IT organization and process issues. Leader and change agent in implementing Great Western’s IT Strategic Plan.
Senior Manager

Price Waterhouse

(Partnership; 10,001 or more employees; Information Technology and Services industry)

June 1989 — January 1996 (6 years 8 months)

Technology consultant and business advisor to Fortune 500 companies. Top-rated manager; partner track. Consulting Project Experience:

Managed a strategic financial systems planning project for a $2 billion global division of a major entertainment company. Defined target systems architecture and implementation plan; addressed licensing, royalty, records, and book publishing financial systems issues.

Managed a large-scale business process reengineering project to streamline the financial close and reporting cycle a division of a major entertainment company. Reduced cycle time by 33%.

Application architect of a major client/server criminal justice system for one of the largest District Attorney's offices in the country. Managed development of 150 modules (40 on-line functions) in an OS/2 and DB/2 environment.

Developed requirements for a clearance and settlement system to support the equities trading floor specialists at a regional stock exchange.