Without Andrew Jordan's involvement and strategic input, there is every likelihood that NBC would have implemented multiple facilities to support different parts of the business – and as a result missed out on the big scale benefits that the TV and radio broadcaster now enjoys. Job titleSVP international operations and technology, NBC. When did you start your current role?May 2012. What is your reporting line?CEO and chairman. Do you meet with and discuss business strategy with the CEO every week?Yes. Are you a member of the board of directors?Yes. What other executive boards do you sit on?Global operating board, New York; executive management committee. Does your organisation have a CDO?No. What non-technology responsibilities do you have in the organisation?Security, environmental health and safety, real estate, facilities, strategy, business operations, financial planning, PMO. How many employees does your organisation have?300+ (contract and permanent). How many users does your department supply services to?4,500. How do you ensure that you have a good understanding of your business and how your customers use your business's products?Regular one-to-one meetings with other board members; town halls; employee feedback system. NBC Universal technology strategy and agenda Is your organisation being disrupted by the internet, mobility or technology-oriented start-ups?No. Are you empowered by your organisation to disrupt from the inside?Yes. Describe a disruptive measure you’ve led or played a major part inI conceived, built and implemented Media Labs (www.nbcumedialabs.com) to act as an internal business and new idea incubator, and now run it on behalf of the whole company. This included hiring a CTO. What major transformation project has been recently completed or is under way at your organisation?In 2014 we completed a greenfield build of a new media operations centre in Denver, Colorado. What impact will the above transformation have on your organisation?The Denver MOC brought all our global media operations in-house and into one consolidated facility. This has allowed us not only to implement automated workflow, but also to use it as the hub to expand into non-traditional (non-linear) media distribution. How has your leadership style contributed to the outcomes of the transformation project?Without my involvement and strategic input, there is a strong likelihood that we would have implemented multiple facilities to support different parts of our business and therefore not achieved anywhere near the scale benefits that we now have. What key technologies do you consider enable transformation?Key vendors within the media industry supporting automated, file-based workflows contributed to this major transformation. Are you increasing the number of cloud applications or infrastructure in use at your organisation?No. What is your information and data analytics vision for the organisation?At present, this area tends to be managed within each individual business unit. However, within the past year, we appointed one board member in New York to oversee this area on behalf of the whole corporation, so this is likely to change significantly in 2015 and beyond. How is mobile and social networking impacting operations and customer experience?This is having a major impact as an increasing number of social groups and demographics are demanding content (TV and film) anywhere, on any device. This is being fuelled by social media – for example, using Beyonce's prominence in social media allowed a major boost to the trailer break for Fifty Shades of Grey. Describe your strategic vision towards shadow IT and BYOD. How do you influence and engage executives and employees around choice?The whole topic of BYOD is still in its infancy although is being actively researched and analysed. NBC Universal IT security and budget Has your organisation detected a cyber intrusion in the last 12 months?Yes. Has cyber-security risen up your management agenda?Yes. Does your organisation understand the potential cyber-security threats it faces?Yes. Has this led to an increase in your security budget?Yes. How much is the IT operational spend compared with the revenue as a percentage?10%. What is the strategic aim of the CIO and IT operations for the next financial year?To use technology as a business accelerator to catalyse new market opportunity. Are you finding it difficult to recruit the talent you need to drive transformation?No. Has recruitment and retention risen up your agenda as a CIO?No. Does your IT organisation operate an apprenticeship scheme?Yes. NBC Universal technology department How would you describe your leadership style?Pragmatic, open, entrepreneurial, energetic. Explain how you’ve supported and developed your senior leadership team to support your overall objectives and visionIt is now greatly simplified around three areas: media operations, business operations and IT. This allows the three groups to work in concert across the full breadth of my whole operation. In addition, I have recruited a number of highly experienced VPs in 2014 in all three areas to support my senior management team. How many employees are in your IT team?Around 100. What is the split between in-house/outsourced staff?70/30 in-house/outsourced.