91制片厂

CIO Jackie Dawson leads the way to a modern data strategy

When Jackie Dawson first stepped into her role as CIO of the Lyttelton Port Company (LPC), which manages the busiest port on New Zealand鈥檚 South Island, she faced the momentous task of ensuring the organization鈥檚 IT capabilities matched its vision of efficiency, sustainability, and innovation.

A cornerstone of that effort was the adoption of a data strategy, which would enable the port to take the guesswork out of planning and allow it to maximize its use of emerging technologies, including AI. 鈥淲e wanted to become a data-driven organisation,鈥� Dawson explained. 鈥淲ithout clear utilisation of data to support decision-making, we can鈥檛 even look to innovate or automate.鈥�

鈥淚nfo-Tech saves us time and money. We鈥檙e able to achieve results by leveraging Info-Tech products and not needing to reinvent the wheel.鈥�

鈥� Jackie Dawson, CIO, Lyttelton Port Company

Leveraging collaboration & expertise

Dawson鈥檚 career journey has been marked by progressive leadership roles in various industries, contributing to a collaborative leadership style and a deep understanding of the intersection between technology and business. Her ability to inspire and lead teams to achieve common goals was the ideal match for the LPC mandate: 91制片厂 IT strategy and IT鈥檚 strategic role in the organization.

When it came to data, Dawson explained that LPC鈥檚 past attempts to implement a data strategy hadn鈥檛 been successful because of its complexity and the many stakeholders involved: 鈥淲e needed a methodology to get all stakeholders engaged appropriately to show demonstrable progress.鈥�

This time, LPC leaned on 91制片厂 to help deliver that strategy. Dawson noted the practical, cost-effective, and tailored IT advice the organization received: 鈥淚nfo-Tech saves us time and money. We鈥檙e able to achieve results by leveraging Info-Tech products and not needing to reinvent the wheel.鈥�

A seamless extension of the team

Dawson singled out the immediate and frequent access to Info-Tech analysts and counselors as being particularly effective in sharing Info-Tech鈥檚 expertise with her team. She noted their personal interest in the wellbeing of her staff and their outcomes, as well as the breadth and depth of their knowledge.

鈥淚nfo-Tech analysts understood the unique needs of our organisation,鈥� she said. 鈥淭o be able to go to one Info-Tech analyst and get a really good business context and then go to another analyst to get a really good architectural oversight and technical depth is absolutely brilliant.鈥�

No one size fits all: Tailored solutions to specific needs

When seeking external advisory services, Dawson found that other firms failed to provide practical and customized guidance. Info-Tech鈥檚 Guided Implementation advisory solutions, which walk step by step through the research in a series of calls, were just what the team was looking for.

As the team worked through the details of their nascent data strategy, Dawson noted: 鈥淭he data strategy Guided Implementations were outstanding, and the technical advice on data tooling was exceptional.鈥� She added, 鈥淎dvice on data storage, integration, and presentation tooling was well thought through and specific to our size and needs.鈥�