1. The Hybrid is More Than a Car
“Trends in CIO recruiting, nationally and locally, and what
it means for you”
Presentation by:
Matt Aiello (with a few extra notes by Martha Heller)

2. National Market Observations in CIO/CTO Searches
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3. What Keeps Most CEOs Awake Related to IT
► Security – data & security, privacy, controls, IT security, fraud
► Cost/Efficiency – value, cost controls, benchmarks, ERP
► Strategic Leadership – innovative CIO; succession, business acumen
► Innovation – new revenue streams, disintermediation, workflow, exploit
► Customers / Data – analytics, big data, BI, do we have a data strategy?
► Competitive Advantage – does IT provide us one?
► Transformation – Will it be successful?
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4. Summary of National Trends
► Generally, search firms and CIO practices are busy but market has been down in 2012
► “Hybrid” roles are popular also at C-level – CIO & CTO especially in technology
(software, hardware, services), professional services, media, BPO, financial services, but also other industries
including CPG and manufacturing
► “Hybrid roles” are popular at C minus 1: innovation & architecture; architecture & security; product and back
office. What Matt refers to as “C minus 1” are the roles that report directly to the CIO.
► “Hybrid roles” are difficult to backfill – need unusual combination of skills. Matt’s point is that you may have a
great senior leader on your IT team, someone who can handle two whole functional areas. That’s great while you
have that person, but when he or she moves on, it will be tough to hire the same hybrid skillset from the outside.
► Other trends: ERP upgrades/replacements; Insourcing / Outsourcing; product platform rationalization, application
rationalization
► There are stronger internal candidates for CIO roles; also pressure to “hire your successor” for seemingly any C
minus 1 role that is a search. In other words, CIOs who are looking to hire, say, a Chief Architect, will ask the
recruiter to make sure candidates have “CIO successor” qualities. The challenge is that the Chief Architect role
typically is NOT a feeder into the CIO role.
► Interim CIOs are more common; Some CIO roles not going to search firms – leverage internal recruiting
organization
► Unless there is a “push”, top talent is staying put – moves generally perceived as risky
► “Friends & Family” are more likely to get interviewed – fear of unknown 3

5. Takeaways – Candidate Perspective
► If you can, get experience on the product / revenue side
► Personal Brand/Reputation Matters – what would superiors & peers say about you
► Tenure Matters – 3-4 years per role – but don’t stay too long!
► Know your strengths – transformation, business enablement, technical depth, ERP
► Read the tea leaves – Turnaround? Innovation? Status quo? New Role?
► Expand your responsibilities from the inside – don’t wait for search
► Be realistic about market demand – hard to jump from manufacturing to services
► Low ego + high impact/influence is the “perfect combination” I couldn’t agree more;
“humility” is as trait that every IT executive should work on.
► Be interested in the role “hard to get” is not attractive. Be open to relocation.
► Network: other CIOs, business leaders, HR, decision makers
► Be in LinkedIn
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6. Takeaways – Hiring Manager Perspective
► Clarify the role / get internal buy in / hire consultants if needed before going to market
► Understand local talent pool and what is realistic
► Very high bar for relocation generally – “2X” value proposition. Exactly! If you want to get a
candidate to relocate for your open position, the candidate has to perceive the new opportunity as
twice as good as the one they have.
► Get creative on location – commuting, Mon-Thursday, etc.
► Assume you will have to pay a premium for top talent.
► If using a search firm, think “partner” not “vendor” – communicate and collaborate. You’ve hired
us to do more than throw bodies your way. Let us help you shape the search so that we can all be
successful.
► Leverage all recruiting channels but have one process owner
► Be creative around skill set – prioritize needs vs. nice to haves
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7. Matt Aiello
Matt Aiello is a Partner in Heidrick & Struggles’ Washington, DC office and
specializes in the recruitment of senior-level technology and professional
services executives.
With over ten years of executive search experience, Matt has led numerous chief
information officer and chief technology officer searches across industries to
include technology, software, media, consumer, industrial/manufacturing, higher
education/social enterprise, and retail.
2001 Pennsylvania Avenue, NW Matt also leads searches for senior-level professional and technology services
Suite 800 executives, and has helped technology and services clients build or expand their
Washington, DC 20006
business into the public sector (global, federal, state and local). He also has
tel: +1 (202) 974 6052 expertise in building boards for distressed/Chapter 11 entities.
fax: +1 (202) 331 4937
maiello@heidrick.com In addition, Matt has led executive assessments and succession planning
projects for chief information officers and business services executives.
Before beginning his career in executive search, Matt was a member of the
startup team of a successful dot.com, a director of research for a distinguished
Washington research group and a public school teacher.
Matt received his BA in political science from Yale University.
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