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How Boston Scientific's digital and IT boss upgraded her team from order takers to strategic thinkers

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How Boston Scientific's digital and IT boss upgraded her team from order takers to strategic thinkers


When Jodi Eddy joined General Electric shortly after earning a degree in computer science from Southern Connecticut State University, she expected that her entire career would unfold at the conglomerate. 

Throughout Eddy’s 18-year run at GE, she rotated through nearly every job in IT one could have, ranging from engineering to cybersecurity. And GE saw great potential in her too. Only six months after joining the company, Eddy was approached to join a management leadership program, setting her on the path that would eventually see her become commercial chief information officer of two different GE business units.

But when Eddy was recruited to join medical-device maker Boston Scientific in 2013, she “had a vision that we could transform the IT organization,” says Eddy, who became CIO in 2015 and since 2020, has served as SVP and chief information and digital officer.

When Eddy joined the Massachusetts-based medical-technology company, it was worth about $17 billion and while digital investments were a core focus, the folks in IT were there primarily as order takers. Eddy quickly overhauled IT, completing multiple rounds of restructuring and empowering the team to show that technology should be more critically deployed to address a complex healthcare system.

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Eddy says there is now a digital leader who sits on the executive management board of every division, every region, and every business function, so they can work together to deploy tech, rather than being told, “I want this software package. Go implement it for me.”

Today, Boston Scientific is valued at around $110 billion and “treats” over 75 patients globally every minute through its assortment of medical devices such ad pacemakers, catheters, stents, and pain management products. Digital teams have had greater oversight in the development of key projects including an Amazon-ish e-commerce site that’s currently being rolled out. While larger hospital systems are fairly easy for Boston Scientific to sell to, smaller lab offices often lack a fully dedicated IT team. A direct sales channel helps Boston Scientific book more sales.

“We’re listening to the strategies of the company and we are thinking of ways that technology can help solve our strategic priorities,” says Eddy.

Along with nearly all her peers, Eddy is keeping a very close eye on generative AI, though she thinks that “it is evolving slower than initially expected.” Eddy cites a recent survey by consulting firm McKinsey that found only 15% of companies see the technology having a meaningful impact on their bottom line. “But there’s such a huge inflow of money that we know the transformation will continue,” she adds. 

With an aging population, staffing shortages, and “too much data,” according to Eddy, practitioners are overwhelmed. Generative AI can help consolidate and summarize large medical data sets to make them more productive and spend more time treating patients. AI models are also being used to detect abnormalities like tumors.

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Boston Scientific is also bullish about the use of AI to scan and detect cyber incidents and for marketing use cases, helping create assets in mere hours rather than weeks.

But while Boston Scientific experiments with generative AI pilots within the organization, it isn’t putting the technology in patient-facing applications. And every decision that does receive input from AI today won’t rely on machines for the final say.

“We’re very cautious,” says Eddy. The rule of thumb, she adds, is that AI “never replaces the human. It supports the decision.”

John Kell

Send thoughts or suggestions to CIO Intelligence here.

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NEWS PACKETS

The bill may soon come for CrowdStrike. Less than two weeks after a CrowdStrike outage took down millions of Microsoft systems and set off the world’s largest IT failure, projected financial losses to Fortune 500 companies may exceed $5 billion.  Delta Air Lines, in particular, was stung badly by the outage and has reportedly hired a prominent attorney to seek damages from CrowdStrike and Microsoft. The outages cost Delta an estimated $350 million to $500 million, CNBC has reported.

Morgan Stanley opts for “build” over “buy” for generative AI. Financial firms have long opted to build their own customized tech systems rather than buy off the shelf, partly due to the highly regulated nature of the industry. The trend may be continuing with generative AI, as Morgan Stanley launches a new in-house tool using OpenAI’s GPT model that summarizes video meetings and generates drafts of follow-up emails based on them, the Wall Street Journal reports. The firm has been working with OpenAI since the companies signed a strategic partnership late in 2022. It is a similar strategy to what’s recently been deployed by BNP Paribas and TD Bank.

Apply to delay rollout of AI features. While Apple previewed a new suite of AI features to software developers this week, Bloomberg is reporting that the rollout this fall will arrive later than expected, missing the initial September launch of the tech giant’s iPhone and iPad software overhauls. Stakes are high for Apple to get AI right, as it is seen as a laggard to rivals like Microsoft. Meanwhile, in Washington, Apple signed on to the Biden administration’s voluntary AI guidelines, joining 15 other major tech companies including Amazon, Google, Meta, and Microsoft in committing to responsible AI development and testing.

ADOPTION CURVE

The ROI from AI. An inaugural survey by cloud-based software seller ServiceNow and Oxford Economics found that nearly four out of five respondents have increased their AI investments since 2023, with an average increase of 8.7%. But is that spending paying off? Yes and no, according to ServiceNow’s AI Maturity Index, which surveyed 4,470 executives globally at organizations where AI capabilities are in use.  

Two-thirds of respondents say they are achieving positive returns on investment but only 23% say the gains are significant (15% or more). One in four say they are breaking even and 7% are losing money. The “Pacesetters” are further along and tend to be in tech, manufacturing, and banking; all more likely to score a 50 or higher out of 100 based on five pillars including AI strategy, governance, and workflow integration. “Others” are more often to be laggards and to operate in the nonprofit, telecom, and the public sectors.

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Courtesy of ServiceNow

JOBS RADAR

Hiring:

Kayak, part of Booking Holdings, is seeking a chief technology officer based in Boston. Posted salary range: $275K-$350K/year.

Citigroup is seeking a global head of wealth technology based in New York City. Posted salary range: $250K-$500K/year.

U.S. Small Business Administration is seeking a deputy chief information officer based in Washington. Posted salary range: $147.6K-$221.9K/year.

Hired:

Nike named Cheryan Jacob, a former Salesforce executive, to the sportswear giant’s CIO role, according to an internal memo reviewed by Bloomberg. Under Nike CEO John Donahoe, the company’s global technology division has undergone a few changes, including the exit of Chief Digital Information Officer Ratnakar Lavu last year and the appointment of former Amazon executive Muge Erdirik Dogan to the CTO role in November.

ING appointed Daniele Tonella as CTO to succeed Marnix van Stiphout, who had held the role on an interim basis since November, in addition to his roles as chief operations and chief transformation officer. Tonella, who will ascend to the role effective August 5, has over 20 years of technology leadership experience in the financial industry including at UniCredit, AXA Group, and Swiss Life.

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Lenovo appointed Dr. Tolga Kurtoglu as CTO, succeeding Dr. Yong Rui to further accelerate the PC maker’s technology vision and AI strategy. Kurtoglu has held various leadership roles, including as CTO of HP and CEO of Xerox Palo Alto Research Center. Rui, meanwhile, will become president of the newly formed emerging technology group.

Fanatics has hired Parag Agrawal to the newly created CIO role, leading internal digital systems and to create a dedicated IT infrastructure for the sports apparel company’s corporate entity. Agrawal previously spent 9 years at Chobani, where he most recently served as CIO.

Attentive announced the appointment of Antonio Silveira as CTO to lead the technology development of the email marketing company’s products. Most recently, Silveira served as CTO at Nextdoor and also previously worked at GoDaddy and Yahoo.

UserTesting named David P. Smith as CTO where he will lead the engineering team and scale technology infrastructure. Current CTO Kaj van de Loo will transition to the newly created role of chief innovation officer at the software company.

Slope appointed Jim Munz to the role of chief product and technology officer, joining the clinical trial software company after most recently serving as CTO at Veeva.

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A crowd scientist is helping the Boston Marathon manage a growing field of 30,000-plus runners

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A crowd scientist is helping the Boston Marathon manage a growing field of 30,000-plus runners


BOSTON (AP) — Running the Boston Marathon is tough enough without having to jostle your way from Hopkinton to Copley Square.

So race organizers this year turned to an expert in crowd science to help them manage the field of more than 32,000 as it travels the 26.2 miles (42.195 kilometers) through eight Massachusetts cities and towns — some of it on narrow streets laid out during Colonial times.

“There are certain things that we can’t change — that we don’t want to change — because they make the Boston Marathon,” said Marcel Altenburg, a senior lecturer of crowd science at Manchester Metropolitan University in Britain. “Like, I’m a scientist, but I can’t be too science-y about the race. It should stay what it is because that’s what I love. That’s what the runners love.”

The world’s oldest and most prestigious annual marathon, the Boston race was inspired by the endurance test that made its debut at the inaugural modern Olympics in 1896 — itself a tribute to the route covered by the messenger Pheidippides, who ran to Athens with news of the Greek victory over the Persians in Marathon.

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After sharing the news — “Rejoice, we conquer!” — Pheidippides dropped dead.

Organizers of the Boston race would prefer a more pleasant experience for their runners, even as the field has ballooned from 15 in 1897 to as many as 38,000 to meet demand for the 100th edition in 1996. It has settled at around 30,000 since 2015.

As the race grew, it tested the limits of the narrow New England roads and the host cities and towns, which are eager to reopen their streets for regular commutes and commerce as quickly as possible.

“It would be kind of great someday to be able to grow the race a little bit more,” race director Dave McGillivray said. “The problem with this race is that it’s about two things: time and space. We don’t have either. … So, we’re trying to be innovative.”

That’s where Altenburg comes in.

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A former German army captain who runs ultra marathons himself, Altenburg has worked with all of the major races, other large sporting events, and airports and exhibitions that tend to attract large crowds on ways to keep things safe and flowing smoothly.

For the Boston Marathon, which draws hundreds of thousands of spectators in addition to the runners, his models allow him to run simulations that help him see how the race might play out under different conditions.

“We have simulated the Boston Marathon more than 100 times to run it once for real. That is the one that counts,” Altenburg said in a telephone interview. “They gave me, pretty much, all creative freedom to simulate more waves, simulate more runners and — within the existing time window — they allowed me to change pretty much anything for the betterment of the running experience.

“And then we checked every aid station, every mile, the finish, every important point, (asking): Is the result better for the runner? Is that something that we should explore further?”

The most noticeable difference on Monday will be that the runners are starting in six waves — groups organized by qualifying time — instead of three. The waves, which were first used in Boston in 2011, help spread things out so that runners don’t have to walk after the start, when Main Street in Hopkinton squeezes to just 39 feet wide.

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Other, less obvious changes involve the unloading of the buses at the start, the placement of the water and aid stations, and the finish line chutes, where runners get their medals, perhaps a mylar blanket or a banana, and any medical treatment they might need.

“For an event that’s as old as ours, 130 years, it allowed us to be a startup all over again,” said Lauren Proshan, the chief of race operations and production for the Boston Athletic Association.

“The change isn’t meant to be earth-shattering. It’s to be a smooth experience from start to finish,” she said. “It’s one of those things that you work really, really hard behind the scenes and hope that no one notices — a behind-the-curtain change that makes you feel as if you’re just floating and having a great day.”

Shorter porta potty lines would also be nice.

“What I loved about working with the BAA was how aware they are of what the Boston Marathon is. And they won’t change anything lightly,” Altenburg said. “So it was very detailed work from literally the moment the race last year ended to now. That we check every single option. That we really make sure that if we change something about this historic race, then we know what we’re doing.”

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The BAA will look at the feedback over the next three years before deciding about expansion or other changes.

“Fingers crossed, hope for the best, but we’ll get feedback from the participants,” McGillivray said. “And they’ll let us know whether or not it worked or not.”

But keeping the course open longer isn’t an option. And the route isn’t going to change. So there’s only so much that crowd science can help with at one of the toughest tests in sports.

“I can talk. I’m a scientist. I just press a button and it’s going to be,” Altenburg said. “But the runners still have to do it.”

___

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AP sports: https://apnews.com/hub/sports



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From across Boston they flock to play for Latin Academy boys’ tennis, a co-op of 29 schools – The Boston Globe

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From across Boston they flock to play for Latin Academy boys’ tennis, a co-op of 29 schools – The Boston Globe


“I’ve done a lot of different things in my life, but there’s no question in my mind that the youth development aspect of what I’ve done with kids and tennis in Boston is the most important work I’ve ever done,” said Crane, who has dedicated the last 30 years of his life to youth tennis.

Once upon a time, Crane served as a sports journalist for the New York Post, the defender general of Vermont, and the executive director of the Massachusetts State Ethics Commission.

He has been the head boys’ tennis coach at Latin Academy since 2009, and last season led the Dragons to their first Division 3 semifinal appearance in program history.

Latin Academy coach Peter Crane congratulates his number one doubles pairing of Gio Waterman and Mayfre Moreta.Barry Chin/Globe Staff

This season, the Dragons are trying to repeat that success, and are doing so with players from five Boston high schools (Latin Academy, O’Bryant, Josiah Quincy Upper, East Boston, and New Mission).

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Sophomore Mayfre Moreta, a New Mission student, has never crossed paths in the school hallways with his doubles partner, Gio Waterman, who attends Latin Academy, but the pair still managed to rally from a set down to clinch the deciding No. 2 doubles point in last year’s D3 quarterfinals.

“I think [that win] speaks to our identity as a program,” said Waterman. “It’s so nice to play with all these new guys from other city schools. We share that bond of representing the city of Boston.”

Along with the unique co-op structure, Crane runs a no-cut program that carries roughly 35 kids ranging from seventh to 12th grade every year who vary from beginners to experienced tournament players.

“We don’t cut because we want to teach kids from all over the city how to play the game,” said Crane. “We want to give them a sport that they’ll play for the rest of their lives.”

Mateus Washington, a Latin Academy senior, is in his sixth, and final, year with the program. Although Washington has dueled the state’s top players at No. 1 singles this season, he is just as proud that he gets to lead his teammates every day.

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Mateus Washington, now a senior, joined the Latin Academy team as a seventh-grader.
Matthew J Lee/Globe staff

“It’s really cool to see how the seventh-graders of this generation look so much like I did in seventh grade,” said Washington, who has posted a 3-3 record this year. “It’s super eye-opening and enriching to be a part of their development.”

Crane recognizes that the team’s makeup is unique and oftentimes difficult to manage.

“Logistically, it’s difficult. The kids are coming from all over the city, and they can’t all show up at the same time because their schools get out at different times,” said Crane.

But above all, Crane is thankful he can give his kids — many of whom come from low-income situations — the chance to play tennis, as well as offer them summer jobs at Sportsmen’s, Franklin Park Tennis Association, and other tennis facilities around the city.

“What motivates me the most is getting to know these kids, building relationships with them, and figuring out how I can be of help to them. I want to help them grow, help them succeed on and off the court, and help them get ready for the rest of their lives.”

Jackson Stotts played No. 2 singles for Latin Academy against Boston Latin on Thursday. Barry Chin/Globe Staff

Emily Cilley has yet to lose a match as the head coach of the Swampscott girls.

In Cilley’s first year with the program, the Big Blue (4-0) have put last season’s second-round loss to Dover-Sherborn in the rearview mirror.

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Key to their success have been sophomore stars Nikki Carr and Ginger Gregoire. Carr has been dominant at first singles, posting a 4-0 record without dropping a set, and Gregoire has been a great option at second singles, logging a 3-1 record and securing the deciding 3-6, 6-1, 6-1 victory in the season opener against Bishop Fenwick.

“They are both very disciplined players who understand the balance between being cautious and being patient,” said Cilley. “Their technical skills are on point, and they aren’t intimidated by the person across from them.”

The Big Blue’s strong start has catapulted them to the top of the Northeastern Conference. They’ll look to continue their unbeaten streak against St. Mary’s next Saturday.

▪ The girls of Central Catholic are off to their best start in program history.

The Raiders boast a 6-0 record after taking down Lowell 5-0 on Saturday morning. The win was their fifth sweep of the season, with the only non-sweep coming in a 4-1 victory over Notre Dame (Tyngsborough).

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Morgan Bateman has looked unstoppable at second singles, as she is yet to drop a set, and Ella Asmar has been just as impressive at third singles, posting an undefeated record.

Although Haley Wolters was responsible for the only loss by a Raiders player this season, she has logged impressive victories at first singles, such as a 6-2, 6-3 win against Chelmsford and a 6-1, 6-1 triumph over Lowell.

The Raiders have a chance to extend their winning streak to nine with matches against North Andover, Lowell, and Haverhill on the horizon, before they clash with undefeated Andover on April 30.


Webb Constable can be reached at webb.constable@globe.com. Follow him on X @webbconstable.





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Practice Report: Bruins Have Last Skate in Boston Before Leaving for Buffalo | Boston Bruins

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Practice Report: Bruins Have Last Skate in Boston Before Leaving for Buffalo  | Boston Bruins


“It is a division team, we’ve played them enough to know kind of what they’re about. They’ve had a great season. They’re a high rush team, a lot of speed and a lot of skill. It is going to be a fun matchup,” Lindholm said. “It is a fun challenge for us, coming in a little bit as an underdog and prove people wrong.”

Lindholm has also been quarterbacking the second power-play unit, which is primed to feature James Hagens. The 19-year-old forward signed his entry-level contract on April 8 and played in the final two games of the regular season. The B’s, however, did not get on the man advantage in either game, so Sturm has yet to see Hagens on the power play outside of practice. The coach thinks it is one of Hagens’ best assets, though.

“He doesn’t have to play or make special plays. He has some really good players on that unit. As long as he’s going to play fast and keep it simple – I think that is something that might be different from college and NHL,” Sturm said. “I think it will be fine because Buffalo, they will come, they pressure hard. So you don’t want to be surprised. You want to be quick, you want to be fast. That’s something that has to be in his mind.”​

Hagens has been skating on the third line with Fraser Minten and Marat Khusnutdinov, and that stayed the same in Saturday’s practice. The three youngsters will all be playing in their first NHL postseason.

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​“Every night you have to give it your all. You have to give everything you possibly have. This is playoff hockey – you want to win every single game like always. Nothing changes, but there are a lot higher stakes,” Hagens said. “This is something you dream of. Something you grow up watching and praying that you could be in the moment one day and be playing in. Now that it’s reality, it’s something that is really surreal.”

After having a whirlwind start to his pro career, it has been helpful for Hagens to get full practices in with the group.

“It’s been great to be able to be out there, practice with these guys. Not only to learn the systems but to be able to talk to teammates, get feedback from coaches,” Hagens said. “Just the repetition, being able to do reps, try to learn day by day.”

The energy is palpable for Boston, but the team knows the work has just begun.

“Everyone is equal in this room. We’re a tight-knit group here, we’re all good buddies…Just go out there and play with that joy that we have in the locker room,” Lindholm said. “It is a really serious time of year, but I think within this room here, just go out there and enjoy, too. Play for each other – I think that’s how you win this time of year.”

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