Loretta Early Email & Phone Number

As Executive Counselor, I provide confidential and professional counsel, proactive thought leadership, new ideas, and a creative, collaborative, supportive space for IT leaders to pursue their personal and professional aspirations.

Kovexa is based on the Keiretsu model (Japanese word, 系列), for “networks of networks”. We will be a collective, powered by a set of experiences and successes within education and technology from around the world. Keiretsu are most effective when threaded with common principles and goals. We are industry experts, anchored by the guiding principle core to the universal transformation of learning.

Washington Dc-Baltimore Area

Chief is a private network built to drive more women into positions of power and keep them there. Chief is the only organization specifically designed for senior women leaders to strengthen their leadership journey, cross-pollinate ideas across industries, and effect change from the top-down.

The purpose of the Board is to provide higher-education CIO’s with a series of online and face-to-face discussions to compare best or common business practices, discuss major issues pertaining to member functions and needs, and provide benchmarking data and key metrics to support both tactical and strategic planning. The size of the Board will be limited to no more than 50 members in order to provide a relationship based experience.

Provide strategic and operational technology leadership to drive organizational transformation and business success. Perform higher education IT consulting services for a mix of public and private, two and four-year institutions.

Washington D.C. Metro Area

Leadership Role and Scope: Senior executive officer and strategic technology advisor; a member of the President’s Leadership Council charged with broad strategic planning and operating oversight, and advising on policy, procurement, personnel, governance, risk, and compliance issues associated with all aspects of information technology across the University’s three campuses. Enterprise IT Budget: $45M, 240 staff; dotted line reporting for distributed departmental IT Directors. Highlights:Grew Organizational Capacity and Improved Operational Efficiency. Matured and redesigned campus IT organizational model to align with institution’s shared services restructuring goals and expectations to clarify roles, responsibilities, and accountability. Increased agility and capacity to lead and collaborate on business and digital transformation initiatives that optimized opportunities to operationalize the President's strategic aspirations. Fostered a culture of innovation, experimentation, and risk-taking across the University.Created Fiscal Sustainability Plans. Comprehensively aligned the portfolio of IT initiatives across the University with the University’s strategic initiatives, including project prioritization and rationalization, and funding approaches and sources. Implemented Technology Business Management program to optimize Run efforts and Spend, and free up resources to develop and deliver strategic and differentiating capabilities to the University. Reduced campus spend and improved access to technology tools by consolidating disparate contracts and negotiating campus license agreements.Promoted a culture of collaborative innovation based on a foundation of People-First, Cloud-First, and Mobile-First to digitally transform the institution, enrich the student experience, and contribute directly to student success

Norman, Ok