Terry Walker's philosophy about new technology is the same at work as it is at home. If it is cost-effective, integrates well with other IT-related projects, and most importantly, solves a problem, he's all for it. Otherwise, Walker would rather focus on making the most of the technology currently in use.

"My core tenant about technology is how to use it in the most effective, efficient way possible to solve a business issue," he says. "It's not necessarily about using the latest, greatest, slickest products available. It's about enabling people to take advantage of the capability of the technology that's already out there."

Appointed senior vice president and CIO of Hartford Life, Inc., in June 2005, Walker applies his philosophy on a daily basis at the Simsbury, Conn.-based company. A subsidiary of The Hartford Financial Services Group, Inc., Hartford Life is among the country's largest life insurance companies based on assets. Walker joined the company in 2000 after working at GE Capital as CIO of GE Financial Assurance E-Business. He previously held positions at Pitney Bowes and IBM. Walker earned a bachelor's degree in math from the University of Connecticut and an MBA from Columbia University.

Hartford Life is divided into four micro-enterprises–investment products, group benefits, individual life, and international operations in Brazil, Japan, and Europe–that operate autonomously. Under this model, each division has its own IT operation whose leader reports directly to the business unit leader.

As the former leader of technology in the group benefits division (and previously a director of the investment products group), Walker knows firsthand how the micro- enterprise model operates. As CIO, however, he views the company's IT operations in an entirely different way.

"I like to joke with the technology heads in each business now it's do as I say, not as I used to do," he says. "From an IT standpoint, it's very easy for the technology head to focus solely on what's right for his or her division. My challenge is to find ways to leverage best practices, common solutions, and capabilities across the enterprise without getting in the way of the flexibility the line of business needs to have."

Other challenges associated with managing a multimillion-dollar IT budget and a staff of 1,100 include retaining and attracting the best IT talent, improving regulatory and compliance capabilities, developing innovative strategies to manage information, and supporting the company's global expansion.

In addition, Walker plans to focus on integrating systems and developing enterprisewide solutions to create cost and operational efficiencies. "Every dollar we can free up on operational items is another dollar we can spend on strategic initiatives," he says.

Those initiatives include expanding the company's grid computing solution. Hartford Life was one of the first life insurers to use grid computing to perform complex risk calculations and simulate market behavior.

"Along with addressing a major business challenge for us, grid computing really brought to the forefront what we can do with technology to create a competitive advantage," Walker says. "It's been exhilarating to see how far we could push the limits around grid computing's capabilities."

To support additional analytical capabilities and better meet the company's ever-growing processing-power needs, Walker and his IT team are in the pilot stages of a project that uses idle desktops to run grid computing cycles throughout the day.

Other IT projects include enhancing Hartford Life's sales and marketing capabilities, extending its Web-based self-service offerings, and developing more robust sales force automation tools.

To keep abreast of Hartford Life's myriad initiatives, Walker relies heavily on his laptop and cell phone. "My laptop is very much the hub for me," he says. "I leave with it every night, and it's always powered up."

Wireless networks at home and work help Walker stay connected. Hartford's wireless capabilities currently are limited to specific areas in three buildings, but Walker hopes to deploy additional wireless features in the future.

Although he calls himself an "intense e-mail user," Walker is not a big BlackBerry fan. "When I first got one, I found I wasn't paying attention in a lot of meetings because I was too focused on responding to new e-mails," he says. "I've consciously moved away from using my BlackBerry in meetings so I can focus on the discussion at hand."

When he's out of the office, Walker likes to listen to music on his iPod. A photography buff, he says he has not yet moved into the digital arena because he's invested so much money into his 35mm SLR equipment.

"My wife likes to say I shop a lot, but the operational efficiency side of me keeps me from buying something I don't really need," he says.

Now, if that isn't a top requirement to be a CIO, what is?

Special Reports /

Terry Walker, Hartford Life, Inc.

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