Mitch Davis Email & Phone Number

Cornish, Nh, Us

Hanover, Nh, Us

Mitch was hired as CIO to transform ITC into a respected and trusted partner to optimize our technology, be the desired provider of services, streamline operations, and create the best IT organization possible. Beyond that, Dartmouth got a CIO capable of interacting strategically with the Dartmouth community and departments to harmonize the technology resources to enhance Dartmouth’s research and academic missions. He is a change agent. He prizes innovation and creativity over process. Because, as our President said, “anxiety is contagious and impairs performance”, he takes ownership of all risk which empowers his staff to exercise creativity and make decisions. This supports results-driven staffers who are highly agile, who will not micromanage nor be micromanaged. They disrupt the status quo, drive change, and create value. They are empowered to be the change in the room. Why ITC? We are not a back room behind the scenes stealth operation. We are big, and big on purpose. For us, information covers big data, analytics, and learning how to best use this information across Dartmouth. To us technology covers everything digital and how it is valued, optimized, used, and managed. ITC establishes relationships and programs that are not only intrinsically beneficial to the institution but also imbue ITC with the knowledge and skills to provide its own in-house consulting services.

Brunswick, Me, Us

Davis reported to the president and worked directly with the trustees and senior officers as part of the College's leadership team. His direct role was to determine the strategic and operational value of academic and business technology, review business process, drive and implement change. Additional responsibilities were to lead digitial marketing, social media, and web design department. He had a staff of approximately forty-one Information and Technology professionals, and four marketing, social media and web staff, who worked as consultants in the areas of technology, marketing, communication, teaching, training, research, business assessment, and learning. IT continues its work around finding synergistic ways of working with other departments across the campus. The College is developing a unique business and academic culture of technology that is change positive and combines all the tenets of a liberal arts education.

Stanford, Ca, Us

Davis was an Executive Director of the Stanford Information Technology Systems and Services (ITSS). He provided technology vision and leadership for developing and implementing IT initiatives that assured quality of service and cost efficiency, while aligning the IT operations with Stanford University’s strategic academic and research mission. He was responsible for developing strategic alliances that funded, enhanced and promoted Stanford’s academic mission. He and his management staff were accountable for ROI measurements related to the success of all Information Technology solutions deployed by Academic Technology and Consulting. He was responsible for leading four key departments within Academic Technology & Consulting (i.e. Client Technology Support, Research and Development, Computer Consulting, Technical Training and Planning Services) and implementing career development strategies for 140 + employees.

Stanford, Ca, Us

Davis and his team were responsible for creating new academic data and technology services. His team developed collaborative opportunities for working with other educational institutions, venture capital, and business partners. Our responsibilities covered the day-to-day operations of academic services and projects – including but not limited to faculty research, support, development, technology implementation, process redesign and control. His position in ITSS was strategic and tactical. It involved working across all MIS functions insuring that Stanford had the people, products and services in place to deliver technology through all the academic/research groups in a cost effective manner. He and his team worked with faculty, students, and campus IT departments and other senior level campus representatives to help translate the university’s long-range academic/research plans into a technology services strategy.

Milpitas, California, Us

The Quest Scholars Program (Quest) is a five-year leadership and science education program for talented, financially challenged youth. Davis' role as the CTO was to provide technology vision and leadership, for developing and implementing I.T. initiatives that assured quality of service and cost efficiency. He assisted in the tactical planning and setting the course for Quest’s technology infrastructure. He was responsible for developing strategic alliances that funded, enhanced and promoted Quest’s mission. QuestBridge was created to provide additional opportunities for students who did not qualify for the Quest Scholars program. QuestBridge now places hundreds of students at colleges like Dartmouth, Bowdoin, and Middlebury every year.

Stanford, Ca, Us

Stanford selected Davis to be the first CIO/Associate Dean for any law school. Davis reported to the Dean and was responsible for all academic, research and administrative technology. He created a student laptop program, built one of the first wireless networks at Stanford, designed and built a highly resilient 6500/4000 catalyst gigabit and secure wireless Cisco network, installed an IBM, AIX server farm to deliver essential business solutions, Lotus Notes, IP/TV, Real Audio/Video and renovated all seventeen classrooms to meet the technology, ergonomic and pedagogical needs of the faculty and students. All exams were delivered on laptops and student and faculty use of laptops in the classroom was at 98%. He consolidated all technical support in one department and started training existing staff and hiring new people who would change how I.T. would be delivered. He was able to quickly build a team of I.T. staff that provided a level of service beyond what any faculty member at Stanford Law School had previously experienced and establish a culture of technology that survives today.

Tensa Consulting provided I.T. consulting, planning, networking, programming, server solutions and services to a wide range of businesses and education institutions utilizing UNIX, Windows and MacOS operating systems to build best in class solutions. With over one hundred clients from Porsche to Heavenly Ski Resort, we delivered cutting edge solutions that optimized technology for business success.

Eugene, Or, Us

Davis reported to the Dean and was responsible for I.T. related strategic planning, organization development, and fundraising. He and his staff created the first law school laptop requirement and promoted the use of technology in law schools/libraries by speaking at seminars and events. After the first year of the laptop program, we all agreed that the twenty-five year old building was not suitable for the law school of the future. We started the process to develop the architectural and technical design and then worked together to fund raise for the project -- which had been deemed “impossible” by most of the faculty because of impending budget cuts. The new law school based on the integration of technology into the the teaching and practice of law was finished in 1999.

Executive Education -Advanced Management Program

Dual Ba, History & English