SVP and CIO at Whirlpool Corporation

As the SVP and CIO at Whirlpool Corporation, what are some of your key roles and responsibilities that you have on a daily basis?

At Whirlpool Corporation, we have always been focused on the company’s mission to be the best kitchen and laundry company, in constant pursuit of improving life at home.

This vision is supported by our three global strategic imperatives, which guide everything we do and are heavily rooted in our enterprise technology strategy. These imperatives include: winning with product leadership, growing our consumer direct business and building a competitive and resilient supply chain.

Bringing that down to the CIO role, my core responsibility is to drive forward these strategic imperatives by unlocking value through technology and data.

On a weekly basis, this could include anything from engaging consumers online to ensuring our data and technology are enabling a personalized, frictionless experience as well as developing platforms that facilitate and protect our value chain so that the business can operate efficiently. It also means holding strategic sessions with my leadership team to discuss our strategy, goals, and any barriers to achieving them, as well as mentoring people at all levels and recruiting new talent.

How does cross-functional transformational programs and technology initiatives impact financial and operational performance? How can this be controlled and made efficient for organizations?

During my time at Whirlpool Corporation, I have found that the relationship between IT and the rest of the business has been a true partnership. This is a testament to the cross functional integration at the company and the important role that technology plays in driving our operational and financial success.

​ We are on a journey of digital transformation. When we say digital transformation it means delivering key new business systems or functionality such as consumer experience platforms, sales force automation and cloud analytics, to make processes more efficient and data more accessible 

We are on a journey of digital transformation. When we say digital transformation it means delivering key new business systems or functionality such as consumer experience platforms, sales force automation and cloud analytics, to make processes more efficient and data more accessible. This digital transformation ultimately increases consumer engagement and functionality of the home appliances we manufacture because it facilitates faster, more seamless innovation and allows us to understand where we can provide a better consumer experience and streamline or reduce inefficiencies in the business.

Organizations can make sure they are effectively and efficiently integrating technology into their broader business strategy by viewing it through the lens of information sharing and collaboration across business verticals - from engineering to marketing to manufacturing and distribution - to develop new products and platforms that meet consumer demand and drive business growth, which is part of what has made us so successful for more than 111 years.

How difficult is it to improve organizational effectiveness and efficiency in both technical and operational areas? What are the elements that it entails?

One of the most challenging aspects of organizational effectiveness and efficiency is change management and motivating teams to move in concert towards a common goal.  Starting with the “Why” is the most important step for any change.

For example, within Whirlpool we are evolving our operating model, to include the establishment of global core tech products that follow a product-oriented approach and mindset.  This change enables the elimination of duplicate efforts, teams to continuously develop up-to-date capabilities and skills and it enables us to accelerate value unlock of our Whirlpool strategic imperatives. The communication of the “why” to all of the various stakeholders helps others to understand why change is necessary, how it benefits them directly and the company as a whole.

As leaders we have to be intentional about how we unlock value for the company and make space for people to learn, grow, and succeed. Whenever possible I try to combine both of these objectives together. 

What would be your piece of advice for your fellow peers and leaders?

My biggest piece of advice is to work hard (CIO roles aren’t for the faint of heart), listen to and learn from others and always create an environment for people to be successful.

In terms of listening, I have always sought advice from others who have traveled down similar paths. The advice I have received has helped me form thoughtful perspectives and make knowledgeable decisions. My willingness to listen and learn from others has helped me navigate some of the biggest challenges in my life and my career and so I encourage others to do the same.

The role of any leader is to create a space where others feel safe and empowered to share their diverse ideas and achieve their goals. To do so, you have to ensure people feel comfortable to use their voice and provide feedback that inspires greater learning and development, all while guiding them along the way. I found that, as a leader, the more successful you make others, the more successful you will be.