Information Technology Chief

SHELIA JOHNSON

Kansas City, MO

901-***-**** ***********@*****.***

https://www.linkedin.com/in/shelia-johnson-4325b24

INFORMATION TECHNOLOGY EXECUTIVE/CXO, CTO, CIO

Innovative leader that brings extensive knowledge in operational effectiveness, information technology security, digital transformation, information technology modernization, and fiscal management within complex customer and mission-oriented organizations.

AREAS OF EXPERTISE

Executive Leadership

Information Technology Security

Leadership Development

Information Technology Governance

Information Technology Modernization

Digital Transformation

Organizational Development

Information Technology Service Management

Strategic Planning /Communication/ Implementation

Financial Acumen

Technical Innovation

Emerging Technology

CERTIFICATIONS

Project Management Professional

Security Plus

Micro-Certification – Configure the CMDB ServiceNow

Certified Public Manager

EDUCATION

Master of Science (Concentration: Information Technology Management)

University of Arkansas Grantham, Little Rock, AR

Bachelor of Business Administration (Major: Management)

University of Mississippi, Oxford, MS

Academic Honors

Golden Key Honor Society

Dean’s List

Secretary, Delta Sigma Pi

PROFESSIONAL EXPERIENCE

State of Kansas, Topeka, KS 2021 – 2025

Chief Information Officer

Recruited to be a part of the newly created executive leadership team and to create a customer experienced focused Information Technology team for the Office of Information Technology for the State of Kansas. Working as a key member of the executive leadership team to create and implement a strategic plan based on mission and vision. Working with a budget of at least 65 million dollars (not including all grant funds) to ensure efficiency and value to all the agencies we serve. Leads a team of 35 with responsibility for developing and maintaining customer service activities and initiatives to support and enhance the objectives of the organization. Analyzed data to develop customer satisfaction targets, service level standards, introduced new systems, created new processes, and modified current processes to produce high quality information technology customer service delivery.

Impact: Creation of a customer experience focused area of Information Technology that brings value to all the state agencies.

Cut response times from an average of a week to 24 hours and issue resolution from an average of at least two weeks to 2 days on standard issues by creating new processes, modifying current processes, and developing service level standards

Increased a consistent income stream for the foreseeable future by increasing the number of agencies we serve by 15. We are fee funded (fees vary by services requested) and this is one of the ways we add money to our budget.

Save 1 to 5 full-time employee positions by introducing new modules and features to our current Software As A Service product. The new modules automate software and hardware inventory, automate patching and updating, automate risk and compliance, and business continuity management.

Ensure compliance with legislative requirements for all state agencies by introducing new software that will modernize the state licensing system. This automated system will take the place of access databases and decrease the number of hours spent by employees completing this process by 80%. It will also bring increased satisfaction to citizens who will be able to apply online and receive licenses much quicker than before.

Increasing productivity by 20%, reduce calls by 50%, and increase customer satisfaction score to industry standard by implementing a service management transformation project that is starting from the ground up to deliver high quality Information Technology Service

Applied Path, Kansas City, MO 2020 – 2021

Director of Information Technology

Create a strategic plan that embodies the mission and vision in conjunction with the owners. Creating policies and procedures and implementing the strategic plan. Led a team of 15 to increase productivity, increase Information Technology Security, create new processes and revamp old processes, and identify emerging technologies.

Impact: Transformed an unstructured and inefficient managed service provider into an organized efficient operation and added a new service offering.

Added a new service offering by hiring a new team member with security certifications and experience we were able to add security as a service offering to our current customers and also gain new customers who were interested in the service

Improved customer total uptime by analyzing the data to find common issues and also using this information to be more proactive in resolving issues before they became problems. This helped with retaining current customers and obtaining new customers.

Improved the security posture by creating policies and procedures that required all users to follow NIST security procedures regarding information security.

Greektown Casino Hotel, Detroit, MI 2016 – 2020

Director of Information Technology

Collaborated with the executive team to help develop a strategic plan and roadmap for the property. Worked with a budget of at least 100 million to ensure the property was a profitable part of the portfolio and all Information Technology needs were met. Led a team of 10 with accountability for security, vendor management, development, projects, asset management, strategic planning and implementation, and strict adherence to regulatory compliance.

Impact: Decreased fines, decreased casino system downtime by 20%, increased productivity, and implemented an educational program

Decreased system downtime by analyzing data, being more efficient, and being more proactive system downtime was decreased by 20%. The downtime of casino systems cost a loss of anywhere from 1 to 10 million dollars a day. This has a big impact on profit, employees, and customers. Some employees lose income and tips, and it is a bad experience for customers who have to leave or can’t come in during this time.

Decreased fines by increasing the number of self-audits completed, also doing random audits, adding new human resource processes, and instituting monthly checks involving all departments to ensure decreased audit findings. This is especially important for gaming audits and SOX audits. All audits were passed, and the property was not fined as it had been previously. The SOX audit can affect the company stock and cause individuals to be fined.

Created educational program that increased the team’s knowledge skills and abilities by working with Human Resources and local colleges and universities to offer a program with specific classes needed for the property team members. Having the necessary knowledge and skills enables more efficient Information Technology operations and leads to more productive and loyal employees.

Isle of Capri Casino, Kansas City, MO 2000 – 2016

Manager of Information Technology

Progressive roles and responsibilities over my 16-year tenure. As a part of the executive team, I helped create and implement plans to ensure that the organizational goals for the property were achieved. This included all policies and procedures and the daily property operations. Worked with a budget of 20 million to try to achieve the property goals. Responsible for all areas of Information Technology including security, development, customer service, and emerging technology.

Impact: Reduced gaming fines, increased audit scores, and saved the property over $100,000 annually

Reduced gaming fines by installing a new system that reduced violations in a major area of the audits and creating policies and procedures to ensure compliance. Getting too many violations could affect the status of the properties gaming license. The property can’t legally operate without a license.

Increased audit scores created a comprehensive audit policy to include all the property departments and included daily weekly, and monthly processes that increased compliance and therefore, audit scores. This audit can have a negative effect on company stock and can lead to individuals getting terminated and fined.

Saved the property $100,000 annually by diligently reviewing each of the departments’ agreements, identifying services that needed to be deprecated, negotiating favorable rates and buyouts, and bringing in new vendors.

Early Career:

ITT Technical Institute – Instructor (2012 – 2015)

Remington College – Instructor (2007 – 2009)

Bally’s Casino – Computer Operator (2000 – 2000)

Harrah’s Casino – Support Specialist I (1997-1999)

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