Argyle Executive Forum

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Memberships

Argyle Executive Forum memberships are closely managed through an invitation-only process to ensure quality and balance within each membership community. Memberships comprise senior operating leaders and board members from private and public companies, investment professionals, as well as public-policy makers. The memberships also maintain highly targeted sub-memberships/special interest groups that focus on a specific discipline, business topic or investment area.

Over 40,000 executives participate in our communities, with over 700 new members joining each month.

Chief Financial Officer
Chief Marketing Officer
Chief Information Officer
Chief Information Security Officer
Corporate Development & Strategy
Customer Experience
General Counsel
Human Capital

Chief Financial Officer Membership

Argyle Executive Forum’s Chief Financial Officer Membership currently represents the financial leadership from over 1000 mid cap (annual revenue $100m – $1b) and large cap (revenue greater than $1b) organizations.

Topic imperatives the membership is currently discussing include but are not limited to:

Emerging Technologies and the Role of Finance

What responsibilities around technology has the finance department taken on?
What are the key technology trends CFOs are exploring? What is the main technology goal for finance and the organization as a whole?
How do you overcome the traditional obstacles to adopting new technologies in the finance function?
Thoughts on the cloud: Where does the true value lie? How can security concerns be mitigated?
How can finance executives transform data into actionable insights? How can finance exploit business intelligence and analytics to gain the competitive advantage?

CFO & Talent Management

How are HR & Finance collaborating in your organization?
How can finance help HR extract value from HR data to drive business performance?
Are you partnering with different functions outside of finance to develop the skills of your existing team?
Thoughts on the evolution of the CFO role. What new skills will be required to succeed?
How are you addressing training and development challenges for these new skills? Are you seeing a gap between what is being taught in school and the practical skills that the business needs?
Best practices for attracting and retaining talent
What is your organization doing around employee engagement to create long-term development of talent and align business objectives?

Managing and Minimalizing Enterprise Risk

A look at how the role of the CFO has evolved and how risk fits in that transformation
How are you integrating risk into routine decision-making, strategy-setting and performance management?
How does finance ensure that the leadership team and the board have the risk information they need to set and modify corporate strategy?
Defining the organization’s risk appetite in the context of its strategy
What are the top issues CFOs are focusing on to minimize risk?
- Specifically, how has the modern digital landscape impacted the CFO’s risk priorities?
What teams/key executives are CFOs collaborating with closely to minimize risk?
Succession planning and streamlining any changes in leadership that may occur

Finance as a Partner in Innovation

How is innovation defined in the finance function?
What is the CFO’s role in evaluating, financing and driving innovation for the company?
How can finance become a partner to successful innovation? Moving past the reputation that finance stifles innovation
Balancing innovation to drive profitable growth with financial responsibility
Rethinking traditional finance metrics
As CFO, how do you make sure innovation is a priority everywhere in the company?
How are you forging partnerships with strategic business units where innovation typically begins?
How can finance help operating executives understand the potential of new projects?

Chief Information Security Officer Membership

Argyle Executive Forum’s Chief Information Security Officer Membership currently represents the senior IT Security executives from over 600 mid cap (annual revenue $100m – $1b) and large cap (revenue greater than $1b) organizations.

Topic imperatives the membership is currently discussing include but are not limited to:

Keeping Up with the Evolution of IT

What security issues do mobile devices present and how are IT departments responding to them?
How to address and overcome the major barriers hampering the success of your mobile integration strategy
How important is it to have accurate information about your customers and prospects in real time?
With financial services being targeted by DDoS more than any other industry, how does your team stay on alert for attempted theft of data and funds?
What major IT security changes (i.e. data use, app development practices, hosting) have occurred in the past couple of years, and what is driving these changes?
How do you use real-time data to enrich the customer experience, drive ROI and accelerate business growth?

Securing the Organization While Embracing New Innovations

What new technologies will have the biggest impact on business in the year ahead?
What are the key benefits of cloud computing for a business?
- Does it effectively cut costs? Improve productivity?
How does your cloud strategy impact business initiatives in every aspect of the business – customers, engagement and execution?
Looking forward: Should IT Security be made into a business enabler?
How has wireless network technology improved in the last year?
How does your organization choose which mobile devices and platforms to support?
What security issues do mobile devices present and how are IT departments responding to them?

Balancing Act: Becoming More Transparent & Even More Secure

As data centers become more distributed and the traditional network perimeter dissolves, what are some best practices to protect enterprise data?
How is identity and access management defining the new security perimeter?
With so many organizations struggling to manage identities within applications, what are some best practices that you can share that helps your team lower costs and risks?
- What are some of the other data management best practices have helped drive success?
What are the key benefits of SSO for an organization?
- Does it effectively cut costs? Improve productivity?
With regards to the cloud and data, does identity management training equal security awareness?

IT Transformation is the New Normal

How does your team build a road map to drive long-term business initiatives?
- How does your team turn InfoSec into a value added product?
What are some best practices for a successful incident response plan?
- How do you deal with issues such as loyalty and winning customers back after the breach?
How important is it to build a flexible organization that is innovative and not reactive?
How to address and overcome the major barriers hampering the success of your mobile integration strategy?
What are some best practices with regards to aligning risk management to business priorities?
What major IT security changes (i.e. data use, app development practices, hosting) have occurred in the past couple of years? What is driving these changes?

Chief Information Officer Membership

Argyle Executive Forum’s Chief Information Officer Membership currently represents the senior IT executives from over 600 mid cap (annual revenue $100m – $1b) and large cap (revenue greater than $1b) organizations.

Topic imperatives the membership is currently discussing include but are not limited to:

Ready, Set, Innovate

As a leader, how are you fostering and driving innovation within the IT space?
- How has innovation helped drive efficiency and productivity throughout your organization’s business processes?
- What are some challenges you’ve encountered in your attempts to drive innovation or build an innovative culture?
What new technologies will have the biggest impact on your business in the year ahead?
- Are your devices helping to create a streamlined organization that thrives on mission-critical content, or are they creating more document access headaches?
How do your customers prefer to engage with your organization given the emergence of digital channels like social, mobile, etc.?
- How has this shifted in recent years, and how has your team helped the organization realign to this new environment?
What role does the customer play in driving innovation within the organization?
How is your team managing the inundation of available data and helping the organization harness data to translate into customer insights?
- What challenges have you encountered in terms of creating workable analytics and measuring the success of digital channels?
Looking to the future, what will the most innovative companies do next? What are your priorities with regards to driving innovation in coming years?

Is There Even an IT New Normal?

Discussing the major IT advancements (i.e. mobile devices, app development practices, hosting) that have occurred in the past couple of years and the drivers behind these developments
How to address and overcome the major barriers hampering the success of your mobile integration strategy
Protecting business data from the device to the data center and the cloud in a BYOD world
- Managing and enforcing security policy in a BYOD world
- What issues do mobile devices present and how are IT departments responding to them?
How important is it to build a flexible organization around the cloud that is innovative and not reactive?
How does your team build a road map to drive long-term business initiatives?

Crossing the Intersection Where Cloud and Mobility Meet

Top challenges that are inherent to business growth within the mobile and cloud space
- How are CIOs preparing for these challenges and easing their teams through the growing pains?
How to deliver a seamless customer journey across multiple channels while still meeting corporate financial demands
- Breaking down silos and partnering with the CMO and marketing team
Leveraging real-time data to enrich the customer experience, drive ROI and accelerate business growth
Which new mobile devices will remain viable tools for business users?
What are the key benefits of cloud communications for a business?
- How can it improve internal communication?
- How can it improve customer communication?
Can the cloud make it easier for organizations to provide a consistent customer experience even when different organizations are responsible for different aspects of customer communications?

The Perfect Security Storm: Managing Data and the Cloud for Better Business

What is the future of relational systems? Are they meeting the demand of today’s high-volume data driven online world?
How are organizations predicting customer behavior, and are there any initiatives surrounding recommendation, personalization etc.?
What is driving this influx of companies moving towards the internet to compete and stay relevant?
How has big data transformed the way in which companies need to evaluate their IT standards?
What major infrastructure changes have occurred in the past couple of years and what's driving these changes?
Exploring the gap between security training and security awareness with regards to the cloud and data
Current trends observed in the industry, especially surrounding new customer acquisition
- Is the delivery of new features dependent on cost?
What is your firm’s policy on social media use by employees, and how does your IT department handle the increased security risks posed by employee use of social media sites?

Revamping the CIO/CMO Partnership

Bridging the gap between the IT and marketing departments
Establishing a common language to improve collaboration
Aligning objectives and working towards common business goals
Integrating marketing and IT systems to leverage big data
Utilizing more of the data that is available across the enterprise to drive results and growth
The challenges and opportunities that both CIOs and CMOs are facing on the path towards establishing a more customer-centric organization
Collaborative Innovation to drive business outcomes, increase ROI and transform the business

Chief Marketing Officer Membership

Argyle Executive Forum’s CMO Membership currently represents the marketing leadership from over 1000 mid cap (revenue between $100m – $1b) and large cap (revenue greater than $1b) organizations.

Topic imperatives the membership is currently discussing include but are not limited to:

Customer Engagement in a Hyper-Connected World

Understanding the evolution of the customer and the new brand dialogue in today’s hyper-connected world
- How are brands adapting to this customer-centric dynamic and best facilitating customer engagement?
- Understanding audience fragmentation and the multitude of channels being utilized by customers throughout their decision process
Consumer expectations driving innovative marketing
- Continually striving for innovation to distinguish your brand from the competition
- What creative innovations are driving results? What brands are leading the charge?
Utilizing the available channels in today’s technologically advanced world to engage with customers through all available touch points
- Delivering the most tailored, personalized content at these touch points
- Connecting emotionally with customers and earning their trust to drive brand loyalty
How to facilitate the intersection of traditional marketing and newer digital techniques
- Best practices in aligning new marketing channels and technologies with tried and true techniques for the greatest possible impact

Leveraging Content Marketing to Drive Value

Understanding the growing importance of content marketing in today’s customer-centric world
- Addressing customers’ heightened expectations for tailored, relevant, valuable content
Evaluating the types of interactions and content your customers prefer
- Segmenting your customer base, understanding their preferences, and mapping marketing efforts accordingly
Delivering the most tailored, personalized content at all touch points to drive customer engagement
Exploring the most innovative channels and technologies to communicate with your customers
Organizing your team to create, execute and measure content marketing efforts most effectively
How to measure and demonstrate the ROI from these efforts to the executive team

Catering to the Multi Touchpoint Customer

How are marketers creating a more holistic view of customers across channels in real time?
- Can you share some examples? What challenges are you encountering in building a thorough, real-time view of your customers?
How are marketers leveraging this customer information to create personalized interactions that drive revenue?
- Leveraging data to better tailor every interaction with each customer
- Best practices in creating complementary touch points and how to track and integrate these across channels
Best practices in cross channel data connection and activation
- How far along is your organization on the maturity curve?
- Challenges encountered, success stories
Understanding the modern consumer’s privacy concerns
- How are the best brands building a transparent, trustworthy image?
- How are marketers helping customers understand that tracking their interactions will help brands improve their experience?

Buyer 2.0: The New Customer Dynamic for B2B Marketers

Ensuring that the entire organization understands your current customer, as opposed to your customer 5-10 years ago
- Spending the time to research and understand your modern customer
- Marketing’s role as educator within the organization Addressing generational shifts on the buyer side
- How does your modern customer want to engage?
- Has your organization built out the channels & capabilities to support these new preferences? What challenges have you encountered? Catering to different generations within the customer base
- How to reach the different types of customers successfully
- How to educate and empower the sales team to connect with this new, diverse group Establishing the brand as a thought leader
- How is your marketing team working to establish the brand’s credibility before the customer interacts with your company directly?

The Modern Digital CMO

How has digital transformed the role of the CMO? How does the modern CMO fit into the management team?
Understanding marketing’s transformation into a data driven science
- Being the catalyst to help your marketing organization make this transition
- Scrutinizing how investments into certain channels are driving results and using that knowledge to better target your spending
- Utilizing new measurement tools to demonstrate the value of marketing within the organization
How has digital transformed the way in which CMO’s structure their teams?
- What new positions have become necessary? How are these new roles being defined?
How is digital affecting the CMO’s agenda?
- Strategy, resources, finance, decision making, technology choices
How will the role of the CMO continue to evolve in the future?

Building an Effective Omnichannel Strategy to Drive Value

Omnichannel: what does it mean for your organization? Who owns it?
- How far along is your organization on the omnichannel maturity curve?
How is your team organized manage and drive accountability surrounding the omnichannel customer experience?•
How are marketers managing cross-function collaboration to support their organization’s omnichannel strategy?o
- What teams collaborate to deliver the omnichannel experience? I.e. IT, marketing, operations, supply chain, eCommerce, etc.
How are you measuring the ROI of your omnichannel strategy? What challenges have you encountered?
- Tracking and measuring within individual channels vs. measuring cross channel interactions
How are you leveraging customer data to better target cross channel interactions?

Leadership Speaks: Mobile Marketing

Discussing the shift to mobile
- Has your organization addressed the shift in consumer behavior away from traditional devices towards mobile devices?
- How far along is your organization in creating an exceptional mobile experience for your customers? What challenges have you encountered?
Best practices and challenges encountered surrounding measuring the ROI of your mobile efforts
How has the marketing team evolved over the past 5+ years to adapt to the mobile customer? How is your team organized to manage your mobile efforts?
How is your team going about building a unified view of your customer across screens and devices?
Best practices for facilitating the intersection of traditional marketing and newer digital channels like mobile

Corporate Development & Strategy Membership

Argyle Executive Forum’s Corporate Development Membership currently represents the deal-making and strategy leadership from over 1000 mid cap (annual revenue $100m – $1b) and large cap (revenue greater than $1b) organizations.

Topic imperatives the membership is currently discussing include but are not limited to:

The Modern Day Dealmaker

What does the modern day dealmaker skill set look like?
- How has this changed in the past few years
How are you recruiting and retaining the best talent around these skills?
How do you build the skills of the team that you have in place to execute for the future?
Where does corporate development best fit within a corporation – reporting to the CFO, CEO, or Corporate Head of Strategy?
- What factors impact such a diversity of structure?

Best Practices for Integration

Strategies to maximize contribution of acquired company to bottom line growth of parent
Pros and cons of tying incentives to success of the deal over time vs. at closing
How early should integration team be involved in the deal?
How to successfully integrate existing management of acquired company into parent
What are the metrics used to determine the success of an acquisition?

The Role of Corporate Development in an Organization

What we’ve learned and what lessons we can take with us into the coming year
Offense vs. defense”- how the role of the corporate development professional changes from periods of recession to periods of growth
Measuring the ROI of M&A- how has your organization measured ROI in the past? Has the recession changed any of those measurements?

The Role of Divestitures in Today’s Environment

Analyzing the strategic and financial objectives of your portfolio- when and what to divest
Deciding to divest- the internal decision making process
Considerations on purchasing a business in a divestitures process- the buyer’s and seller’s perspective
Asset valuations- finding the common ground

Cross Border Deals and Emerging Markets

Unique characteristics of cross border deals- due diligence requirements and the management of risk, timeliness and reputation
How attractive are emerging markets? Is now a good time to look abroad to capture market growth?
New sources of geographic competition
What can we take from our cumulative experiences as they relate to emerging market growth?

Unconventional Corporate Development

The role of joint ventures and strategic alliances in your organization
When do you choose unconventional forms of M&A over a traditional merger or acquisition strategy?
The advantages and disadvantages of unconventional M&A
Exiting from a joint venture or strategic alliance- how to successfully cut ties

Customer Experience Membership

Argyle Executive Forum's Customer Experience Membership represents Chief Customer and Experience Officers, as well as EVPs, SVPs, VPs, heads and directors of customer experience, customer care, client support & service from over 850 mid cap (revenue between $100m - $1b) and large cap (revenue greater than $1b) organizations.

Topic imperatives the membership is currently discussing include but are not limited to:

Delivering an Exceptional Omnichannel Customer Experience

Best practices and challenges encountered with regards to providing seamless and consistent service across channels
- Driving customer retention through brand consistency across all channels that customers are accessing
Utilizing mobile as a feedback, analysis, and engagement channel to personalize and improve the customer experience in real time
Leveraging different channels to reach and interact with customers in different scenarios
Breaking down internal silos to ensure brand consistency across all channels
Best practices and challenges encountered in measuring the success of your omnichannel strategy
How does the call center fit into your organization’s omnichannel strategy?

Building a Customer-Centric Culture

Transforming business culture and creating a customer centric enterprise
Evaluating what is most important to the customer and building the business strategy accordingly
How are customer care executives measuring customer experience?
- What are the top challenges encountered? What are some best practices?
How can companies strengthen their everyday customer experience model to ensure that a crisis doesn’t disturb the business
The importance of aligning organizational culture to the customer
How to engage with employees and incentivize them to deliver great customer experiences
Best practices with regards to customer acquisition, retention and proﬁtability

Engaging with Customers in Real-Time Through Social Media

Utilizing social media to connect and engage with customers in today's global marketplace
Leveraging social channels to drive meaningful, personalized interactions with your customers
- Delivering content and social interactions that actively engages with customers
Managing online customer feedback to better monitor and respond to customer feedback
- The new dynamic: understanding the power that the customer has over the brand
- How to mitigate these new risks and how to transform the live feedback into an asset
Developing a formalized social roadmap: where to start, challenges encountered, best practices
Leveraging social data to track behaviors and drive sales

Leveraging Data to Maximize the Customer Experience

Building a data-driven customer care team
- Creating new data expert roles within the team to manage call resolution, customer satisfaction, and customer retention data
Creating an organizational infrastructure that not only supports the collection of data but also sets in place a process to analyze and translate the data into valuable insights
- Challenges encountered, best practices
Collaborating with HR to attract and retain the right talent to sustain a data adept team
- How to provide existing employees and leaders with the proper technical training
How can customer care teams capitalize on the exponentially growing customer data generated across channels to identify cost saving and revenue boosting opportunities?
- Communicating this value to the executive team

General Counsel Membership

Argyle Executive Forum’s General Counsel Membership currently represents the legal leadership from over 1000 mid cap (revenue between $100m – $1b) and large cap (revenue greater than $1b) organizations.

Topic imperatives the membership is currently discussing include but are not limited to:

The General Counsel’s Growing Strategic Role

How has the role of the GC evolved over the last few years?
- Specifically, in what ways is the GC playing a larger role in the strategic growth and direction of the company?
How is the GC’s role transforming given recent changes within the regulatory environment?
- How are GCs preparing for the next era of regulatory change? How can GCs prepare their teams for these changes?
How are GCs utilizing technological advancements to benefit their teams?
A look at the relationship between the General Counsel and other C-level executives
Lessons learned and leading practices on developing a collaborative relationship and enhancing communications with the Board while managing risk exposure to the organization
Maximizing and aligning the value of the legal department and function with the overall goals of the company

Adapting to the Modern Regulatory, Compliance and Legal Landscape

What are the key regulatory trends that GCs are facing?
How are GCs adapting to and keeping up with the constantly changing regulatory and compliance landscape?
Red flags to consider when designing an effective compliance program
Maintaining compliance with FCPA and other international anti-corruption statutes
Best practices and lessons learned with regards to effectively managing a legal department spread out across multiple countries
Discussing what’s next: predictions on how the regulatory landscape will continue to evolve and how to best prepare

Leadership Speaks: The GC’s Role within M&A, Divestitures & Strategic Alliances

The GC’s role as owner of due diligence
- Best practices and lessons learned with regards to due diligence in evaluating and negotiating bad purchases
Examining and analyzing the legal implications of cross-border transactions
- To what extent do cultural differences play a part in cross border deal outcomes?
- How to anticipate and prepare for the new dynamics that emerge post deal
The GC’s role within the organization’s cost-benefit analysis of acquisitions
How are GCs collaborating with other executives to protect the corporate reputation during growth periods?
Best practices and challenges encountered with regards to planning ahead and predicting the implications of an acquisition to the company
The growing importance of innovation within the M&A environment
- How to enable growth despite economic challenges such as reduced liquidity

Driving Efficiency during Litigation

What are the biggest initial challenges that GCs face at the start of a litigation case?
- How have these challenges evolved over the past 5 years?
What are some best practices for managing costs during litigation? How are GCs driving efficiency?
How has e-discovery impacted the way in which General Counsels manage their budget and legal expenses?
- What are some of the top challenges encountered and lessons learned with regards to e-discovery?
How can the in-house team and outside counsel work together to avoid ethical concerns within the e-discovery space?
When ethical concerns arise, what is your process for evaluating and responding to these issues?
- Which other key executives do you collaborate with or consult?

Legal Implications of New Technology

How are the General Counsel and the Chief Information Officer collaborating in your organization?
- How has this relationship evolved over the past 5+ years?
Navigating the new digital landscape and the subsequent data and security issues that have emerged
- How are GCs and legal teams collaborating with the CIO & IT team to protect the organization from cyber security issues?
What new tools and technologies are you and your team leveraging to drive efficiency?
What is the GCs role within the organization’s collection and analysis of data?
- How are GCs managing data to meet business, legal, and regulatory objectives?
- What are some of the challenges that your organization has encountered with regards to the proliferation of data? What role has the legal team played in addressing these challenges?
With regards to e-discovery, how are GCs evaluating risk and areas of weakness that could be attacked at trial?

Human Capital Membership

Argyle Executive Forum’s Human Capital Membership currently represents the HR leadership from over 850 mid cap (revenue between $100m – $1b) and large cap (revenue greater than $1b) organizations.

Topic imperatives the membership is currently discussing include but are not limited to:

Outlook on the HR Function and the Role of the HR Executive

How is today’s HR executive acting as a change agent to create a common vision within the organization?
- Best practices and challenges encountered surrounding the creation of a results driven common vision
In what ways are you working to align the whole organization to a new people strategy?
How important is the alignment of talent with the business through partnerships across the C-suite?
What mechanisms can HR leverage to motivate employees to perform and effectively impact corporate culture?
As HR leaders, how can we create a high performance culture that supports business strategy implementation?
As HR Executives continue to play a bigger role on the executive team, what is the biggest way in which you hope to make a difference in your business?

Emerging Technologies Revolutionizing HR

What new technologies are you leveraging to modernize your HR organization?
- How have these technologies helped you better align HR with the business to drive results?
How can HR executives utilize mobile and social tools to manage recruiting efforts, benefits, feedback, talent management, etc.?
How are workforce and predictive analytics changing the way HR executives make decisions?
- Are these tools impacting your bottom line? If so, how are you sharing these results with the executive team?
- If not, what challenges are you encountering?
What new skillsets and competencies are modern HR executives adopting to better leverage these emerging technologies?
How are you using data to make decisions and build strategic business objectives?
How can collaboration between the HR and IT teams increase the return of your technology investments?

Developing, Engaging, and Empowering Your Workforce

Top challenges HR executives face with regards to organizational culture and employee engagement
How is the HR team communicating with employees to determine what they want and need from their manager and employer?
- Challenges encountered, lessons learned
- Has this communication helped drive employee efficiency?
How are learning and development opportunities key to the success of your business?
What are some of the latest trends emerging in the learning and development space?
- How are you leveraging these tools to nurture leaders and drive engagement within the organization?
How are you measuring the effectiveness of training initiatives and new learning opportunities?

Recruiting and Maintaining Top Talent within the Organization

How can HR professionals create a top brand as an employer?
- How are top employers communicating their organization as a brand to potential candidates?
How are HR executives utilizing technology to improve employee engagement and empowerment?
- How are you leveraging new tools to attract and engage new, digitally savvy candidates?
How are you engaging with all of the different generations in your workplace?
- What challenges have you encountered, and how have you approached these?
Leveraging big data to develop a targeted, strategic workforce plan
- Discussing challenges encountered, where to start, best practices, etc.
How are you balancing the need to attract a large pool of candidates (i.e. making it easier to apply and humanizing the experience) with the need to be efficient and highly selective?
Given the scarcity of top talent in certain fields, how can HR executives do a better job of "re-recruiting" our current employees and creating a culture that employees don’t want to leave?

Membership Advisors:

Chief Financial Officer Membership Advisors:

John Dysland
Chief Financial Officer
Woodrow Wilson Center
Brian Fiedler
Former VP Finance
Canadian Tire
Anthony Giugliano
Chief Financial Officer
Partnership for New York City
Ray Henger
CFO
OwnEnergy
Kevin Kilkelly
Assistant Treasurer
Pall Corporation
Richard Li
VP, Assistant Treasurer
Moody's
Michael Morack
Controller � U.S. & Bermuda
Merck & Co., Inc.
Jeffrey Rohr
Former Vice-Chairman and Chief Financial Officer
Deloitte
Lyon Roth
CFO
Yarotek
Susan Uthayakumar
Chief Financial Officer
Schneider Electric

Chief Marketing Officer Membership Advisors:

Diana Chan
Vice President, Marketing & Innovation at Bard Canada
C.R. Bard, Inc.
Alan Colberg
Executive Vice President - Marketing & Business Development
Assurant Solutions
Kate Hutchison
Chief Marketing Officer and Executive Vice President
Polycom
Jose Luis Marin
Senior Vice President of Marketing & Member Services
PriceSmart Inc.
Laurin McCracken
Chief Marketing Officer
Jacobs Engineering Group
Eric Waller
Chief Marketing Officer
Health Management Associates, Inc.

Chief Information Officer Membership Advisors:

Clay Johnson
Vice President of Information Technology
Boeing Co.
Jeff Kubacki
Senior Vice President & CIO
ATK
Carole McCluskey
Chief Technology Officer
Outerwall
Vivek Shaiva
Executive Vice President & Chief Information Officer
La Quinta
Stuart Silberg
Chief Technology Officer
Expedia, Inc.

Customer Care Membership Advisors:

Renee Cacchillo
Vice President of Service Delivery
Safelite AutoGlass
Erwin Furukawa
Senior Vice President of Customer Service
Southern California Edison Co.
Tom Karinshak
Senior Vice President, Customer Experience
Comcast
Penny Sanchez
Vice President, Customer Experience
AmeriGroup Corporation
Carol Wise
Vice President, Customer Service
Starbucks Coffee Company

General Counsel Membership Advisors:

Rich Baer
Executive Vice President and Chief Legal Officer
UnitedHealth
Janet Dhillon
SVP & General Counsel
J.C. Penney Company
Alan Kreczko
Executive Vice President and General Counsel
The Hartford
Denise McWatters
Vice President, General Counsel & Secretary
Holly Energy Partners
Marschall Smith
Senior Vice President, Legal Affairs and General Counsel
3M Co.
Steve Zipperstein
Former General Counsel
Verizon Wireless

Human Capital Membership Advisors:

Etty Burk
Chief Learning & Talent Officer - Vice President, Human Resources
Continuum Health Partners, Inc.
Lysa Dahlin
Senior Vice President, Human Resources & Organizational Effectiveness
Comcast
Leilani Gayles
Chief People Officer
San Francisco Giants
Ryland Harrelson
Executive Vice President & Chief Human Resource Officer
TSYS
Mayerland Harris
Group Vice President, Human Resources
H. E. Butt Grocery Company
Michael Head
Senior Vice President, Human Resources
Southern Wine & Spirits
Kevin Henry
CHRO
Lance, Inc.
Janet Hogan
Vice President & Chief Human Resources Officer
Harsco Corporation
Brett Hooper
Senior Vice President Human Resources
JDS Uniphase Corporation
Katya Laviolette
Corporate Vice President of Human Resources
Transcontinental
Sandra Lueders
VP, Human Resources & Development
Vantage West Credit Union
Donna Miller
Vice President-Human Resources
Chaparral Energy
Laurinda Pang
Chief Human Resources Officer
Level 3
Rick Pollak
Chief Talent Officer
STV Group, Inc.
Martha Soehren
Senior Vice President and Chief Learning Officer
Comcast
Joe Wegener
Vice President Human Resources
Core-Mark Holding Company, Inc.
Karen Weisz
Vice President of Human Resources & Corporate Services for Standard Insurance Co
StanCorp Financial Group Inc.
Lisa Zankman
SVP Human Resources
Beth Israel Deaconess Medical Center
Kevin Zhang
Director, Corporate HR Programs
Interpublic Group