To download the full magazine and read the full interviews, click here.
Jeromy Giacosa is the IT Director for Accriva Diagnostics with experience as a Director for over 15 years. He holds an MBA from USC's Marshall School of Business, and a BS in Management of Information Systems. Jeromy specializes in analyzing the needs of different departments and determines the best way to meet business objectives by modifying existing systems and processes or developing new ones. He drives the entire organizations technology needs including Enterprise Resource Planning (ERP) and Infrastructure. Mr. Giacosa is an active member in the San Diego IT Directors Group, sits on the Advisory council for the California Technology Summit and Interface Summit, was a nominee for the Top Tech Exec Awards, and has been heavily involved in the IT community for over 20 years.
[/vc_column_text][vc_column_text]
What’s the #1 area of focus IT Director’s should concentrate on?
I feel that Director’s should always focus on better, cost effective, and faster ways of doing business through the use of technologies. You should always be up to date on the latest technology trend. When I joined Accriva IT was holding the company back. I was shocked to discover many systems and applications were over 10 years old and hadn’t been upgraded due to perceived complexities with process for approving changes through the quality department. I standardized, simplified, and upgraded the company’s IT infrastructure while working closely with quality to streamline the process for approvals to make changes with production systems. You have to look forward with technology, if you are looking back than your company is going to be left behind and any disadvantage in today’s market could be a huge loss for the company.
What’s your take on Public Cloud?
I believe the cloud has pros and cons like any solution and it should be used if it aligns with the business needs. If you are a small company you can give the appearance of being large by having some of the tools and up times of the larger organizations. You do not have to manage any of the day to day support of Cloud based systems which saves the company a lot of time and money. I recently did some work for a small company that has offices all over the world and I recommended that they go with a complete cloud solution from virtual desktops to servers in order to maximize efficiencies for the workers all over the world. At my current company, We use of the cloud for systems where it makes sense like Office 365 for e-mail and Google Cloud for our R&D department; however, most of our systems including ERP, Document Control, Active Directory, File Services, etc. are hosted internally.
Are there any hiring challenges?
Thankfully in this day and age the knowledge base of the applicants is rarely a worry. It is finding the right personality and if that persons strengths fit in your IT team that is the problem. So when I hire people I like to take them to lunch and have key staff members join us to see if they think they can work with this person I am considering. It is not always a perfect fit so I like to ask them some key questions to understand their strengths. Documentation was lacking when I first came to Accriva so I made sure that the person I hired was a good fit but also had a strong background in documentation. Ideally, I like to find candidates with passion, intelligence, integrity, and communication skills in addition to technical competence. Once hired to be successful associates require responsibility, accountability, authority, and autonomy.
What do you like to do?
I love to travel, see new places, and meet new people. I just got back from a trip to England and it was amazing to see how the country has changed in 20 years since my last visit.
What kind of messaging is coming from the CEO about their partnership with IT? What are they expecting you to look at?
IT can be challenging because the CEO and other C-level executives turn on their devices and expect them to work the way they want them to work 100% of the time. They have some idea of what my job entails but they do not know the day to day. If I am doing my job right, they do not have to be bothered with the day to day. My job is simple; everyone in the company should think the technology is just their and not give it another thought. When things do go wrong it should be minutes and hours never days to get things right. You do this by engaging the CEO with your vision of seamless technology meaning that no one should ever be idle in the company for any period of time. If one person is not working that means the company is not being productive and if the company is not making any money which makes it difficult to ask for additional funds to further streamline systems. CEO’s are looking for faster, cheaper, and better processes so that the company can maximize profits. You can do this a number of ways like standardize, centralize, and simplify your environment while maximizing the use of technology to your company’s advantage which I am proud to say I have accomplished at every organization I have worked with.
What are some exciting new projects coming up?
Accriva has recently has been acquired by Werfen. We are currently integrating our processes and systems into theirs. We are finishing up migrating our e-mail from Office 365 to IBM Verse and are actively working to integrate our JD Edwards ERP system into SAP. It’s exciting to implement or integrate ERP systems that you haven’t worked with before providing an opportunity to learn new systems. After this integration, I will have been involved with the implementation and support of 6 different ERP platforms including Oracle Financials E-Business Suite. We have a lot of training coming up to educate the end users on the new way they will not only be conducting their business but also give them an opportunity to voice concerns and problems. I like to do this before implementation so that I am aware of any struggles they may have and address it before it is a problem. I always like my company to have a 24/7 up time with happy and productive associates.
What superpower do you want most?
I would like to know what people are thinking. Many people do not like to ask for help, but if help is offered many accept. I think if I had this superpower I could help a lot of people with their problems. I love solving problems.
What did you want to grow up to be when you were a kid?
I always wanted to be a policeman because I love to help people and solve problems. I would have made a great cop, but I am glad that after I graduated junior college I got a job with an IT consulting company that ultimately led to a 20+ year career in IT, a Bachelors in Information Systems, and an MBA from USC. IT is my passion and I often find myself telling people IT is not a job or a career, but a Life Style.
What mistake have you learned from?
One mistake I learned from over my career is determining how quickly to let an associate go (terminate their employment). It’s common knowledge to hire in haste, regret in leisure; but something I learned is to focus time and energy on my top performers and for those that don’t cut it let them go as quickly as possible. I realized that by keeping certain people around it was actually bringing my entire team down. If someone is not working out you just have to cut them loose otherwise their attitude goes viral and before you know it your whole team is dysfunctional.
There are certain traits that are extremely difficult if not impossible to change and you either have them or you don’t which includes: passion, intelligence, integrity, and communication. I look for these traits when I hire or build teams because these traits cannot be taught or learned. Technical competence is only part of the puzzle and to have a fully functional team begins with the right team members who can then be inspired, encouraged, led, and managed for personal and professional growth which leads to meeting department and corporate objectives for the success of the team and the company.
If you won the lottery what would you do?
I would travel and see the world with my family. I think it would be and eye opening experience for my children. I would never stop working in my field and thankfully I could do my job anywhere in the world because the language may be different but the technology remains the same.
Chances are that you’ve received a phishing email in your inbox, but did you know at that time that it was fraudulent?
Phishing emails are an attempt to trick individuals into sharing personal and sensitive information, usually login credentials and sometimes financial information. The attempt typically involves a crafted email with hyperlinks to a website intentionally created to collect information from unsuspecting victims. An attacker may be sending out a generic phishing email to a large number of individuals in order to compromise unwary recipients, or he or she may be targeting you or your organization specifically known as “spear phishing” due to the focused nature of the attempt.
What's the difference between phishing and "spear phishing"? For spear phishing, the attacker will research details about you and your organization to find valid names and information about you to use such as project and organization names. The attacker may have even compromised the account of someone you do business with so they can craft emails from their account.
Here are tips on identifying phishing emails and what steps to take to protect yourself
Think Before You Click
Always be careful before clicking on any content in an email, including links and attachments.
Hover over the URL (or long-press on a mobile device) to double check its destination before clicking. If it doesn't match, that's a red flag.
In some cases, a single click is all that is required for your machine to be compromised.
Double check the sender's information: the domain name, recipient list, subject line, message, etc.
Keep an Eye on Shared Documents
Invitations to view shared documents are a common way to get you to click. Again, double check the sender. For example, on Office 365, legitimate sharing messages will come from either msonlineservicesteam@email.microsfotonline.com, or the email of the person sharing the document.
Know Your URLs
Never enter your Office 365 account credentials on anything other than the actual Office 365 login page. Look closely at the URL bar. Here is what it looks like:
If the purported sender is someone you know, contact him or her directly to verify if he or she sent the email. Contact this person through a method other than email. If his or her email account has been compromised, an imposter can simply reply in the affirmative to any email response you send.
Forward a copy of the email to your organization’s security team or IT help desk so they can help assess and respond to the situation.
Did You Fall For It?
If you believe you may have fallen victim and provided your account credentials or other sensitive information through a phishing site, please report it immediately. Your support or incident response team will walk you through the steps you should take, including changing your password and looking for suspicious activity on your account.
Arm Yourself with These Tools
Don’t reuse your Office 365 account (or any other important account) password on other sites. Multi-factor authentication on Office 365 accounts makes it harder for an attacker to access your account, but it doesn’t prevent them from using that password to access other accounts where the same password may be used. Having trouble keeping track of more than one password? You’re not alone. Use a password manager!
Attackers and hackers are getting more creative with their attack strategies. Stay prepared and always err on the side of caution.
To download the full magazine and read the full interviews, click here.
Helen Norris is the Chief Information Officer at Chapman University. She has almost 30 years’ experience working in IT leadership roles. Originally from Ireland, Helen has earned a Bachelor's degree in Mathematics from Trinity College, Dublin, Ireland, and a Master's degree in Computer Resource Management and Business Administration from Webster University in St. Louis. Helen holds a project management certification (PMP) from Project Management International (pmi.org) and is a fellow of the Educause Leading Change Institute. She serves as a board member of the Southern California Society of Information Management (scsim.org) and a trustee of the National Endowment for Financial Education (nefe.org). Helen also previously served as the Director of the Sacramento Women in Technology International network (witi.com).
[/vc_column_text][vc_column_text]
What superpower do you want most?
You mean the one that I don't already have? To read people's minds. To understand what it is that people want. I feel like you have to listen really hard to what people are saying and I spend a lot of time practicing listening.
What did you want to grow up to be when you were a kid?
I grew up in Ireland in the 70's which was a little different than here. I was the first to go to college in my family, as my parents worked in factories, and I didn't have a professional background. I was good at math and I wanted to be a math teacher or an actuary. When I was finishing up college at Trinity College in Dublin, there weren't many choices to move cities in Ireland, so I went to live in Germany. I didn't speak any German, so I worked for American Army in Germany. There, I was a computer programmer where I accidentally fell into IT and never went back. Back in the early 80's they didn't have computer science so I did a lot of fortran and pascal. In 1984 I moved to the US where I lived in St. Louis. Since 1997, I've been all over California where my first job in higher Ed was at UC Berkeley. After that, I worked at CSU Sacramento and then moved to Chapman University in 2014. Now, I oversee 75 people and we provide IT support to both the entire main campus and our health science campus.
How are you inspiring young women in STEM areas?
I do a lot of work with different organizations in Southern California to support advancing women in technology. We do have a Women in Science and Technology group at Chapman and I have spoken to them on several occasions, and also connected them with other women leaders in technology. During Women's HerStory month, we did an interview that we were able to Facebook Live which was to stress to women, students, and faculty who don't often see women in leadership positions in technology. I am also connected to STEM Advantage and Advancing Women in Technology (AWT); organizations that provides scholarships to women and underserved communities studying in STEM fields in different universities.
You were the first female interview conducted after 30 previous interviews, does that surprise you?
It's important to be visible to show people that you can be a woman and lead in the field. I never once had a female supervisor or manager in a technology field. I do see a lot of women represented in management on the application side or project management side of information technology, but it is difficult to break through to the most senior roles. So sadly, I’m not surprised to hear that.
How do you think women could change IT?
I remember people had this image for IT of somebody in the back playing dungeons and dragons, eating pizza, and now that stereotype I hope is gone. Our work is really focused on what we can do for the organization and how you support the business. To support the business, you have to know the business and know what their priorities are, otherwise you are just a utility. I want to be an asset to the organization and learn the needs of the community.
What are the top priorities for a university or for education?
I think it really varies between all universities and university systems. When I was at the CSU's and the UC's, the priorities and focus were on costs, as we had constant budget pressures. This included being more efficient and helping students to graduate in a timely fashion. In universities it was harder for them to get the classes they wanted and we had to make sure we provided the ability for students to graduate. We wanted to understand what students’ needs were and how they can use technology to graduate.
At Chapman, we are very focused on personalized education. Rather than developing online education, we’d prefer to use technology in the context of personalized learning. Also, we are adding more faculty with a research focus. We have to have the right connection to other universities, the efficiency has to be there. Using technology to enhance our mission and define the role of collaboration in teaching. When students leave here, they are expected to be able to collaborate.
Students have access to Google tools and O365. The way students use them are mostly for email, and then they use One Drive or Google Drive for collaborative purposes. People use One Note a lot to just manage their lives and we use a variety of tools. In our College of Educational Studies, Google apps are very popular. It varies a little bit from discipline to discipline, but Google Tools are very popular.
We have all these tools (phones, iPads, laptops, etc.) and yet we still struggle to get information to students—how can we get something in front of them and how do we make sure we are delivering the right messages to them? When we bring people from this generation into the workforce, how will we train them? It's so easy to get in front of them but it's harder to communicate.
What are your hiring challenges in regards to millennials?
We have hiring challenges in general; it's very difficult to hire technical people in Orange County. There's lots of competition in Silicon Beach and we struggle to find candidates in fields like security. They want a cooler place with sexier tools, and it's just not as exciting as working for Snap Chat. We are more of a traditional environment and workplace. We have to figure out how to provide the flexibility to be attractive to millennials.. I do think that millennials are working in places where they like their mission, and since we are mission driven, that becomes more attractive.
Where do see technology in education in the next 5 years?
The ability to use VR to train and educate people. That's something that will continue to see growth in the next 5 years. We are beginning to look into it for example, in the health sciences we are already using virtual cadavers. That's an area we are going to see massive growth. In the future, as patients, we may be treated by someone who was completely trained virtually.
What kind of messaging is coming down from the CEO/Key Executives about their partnership with IT?
A couple of things: we are focused on business intelligence and dashboards, and very focused on providing more and more data to our colleagues around campus. Our Data Warehouse is built on a Microsoft SQL back end and we're using something specifically built for our universities. Those are the kinds of tools we are looking at. We're doing a lot of work in the classroom with technology enabled space and learning spaces, and transforming classrooms to spaces that are much more inviting. We want to have students share information back and forth; the same kind of thing in informal learning centers.
Are you connecting with any universities abroad?
We have a campus in Irvine that we've done a fair amount of teaching to and from the main campus in Orange with. We frequently have guest lecturers via Skype. Our Irvine campus is interesting because we opened a School of Pharmacy four years ago, and our dean is very forward thinking. The entire curriculum is made with technology in mind and the students interact with it from the day they come on board.
What's your philosophy on premise or moving to cloud?
Moving to the cloud makes a lot of sense in a variety of ways. I think it's harder to move to the Cloud than we're led to believe, with the first reason being cost. The other challenge we have in universities is that the cloud efficiencies of scale are really harvested because you go to a standardized model. Some things can be outsourced, but if I'm supporting researchers in data science, they need cutting edge, non-standard technology that will remain on premise.
Do you talk to students about what they need from you?
I spend time with our student government association to make sure we are providing the services they need. We do reach out and talk to students and faculty as much as we can and try to consider their points of view.
How about security?
Security is always a major issue. We need to be open as a network and we have to balance that need with security. It's much more difficult to dictate things students can and cannot do. We've always had students bring their own devices and we've had to manage that for a long time. Over the last couple of years, we've really focused on education and outreach. We work hard with students and do a lot of work on phishing campaigns and password management since we have a transient community. It's a big deal in information technology and we think as a university setting we are a target. Hackers have used universities as launching pads since we maintain so much personal information.
If you could give guidance to a CIO, what would you tell them?
I would tell people to build your relationships across the organization. Sometimes, people just build them internally and manage up, but you have to manage out. Build your relationships across the organization and give them your time. It’s difficult for more introverted people, but just take an hour, (only 2.5% of your time if you work 40 hours a week) and reach out across the organization and just talk to people about their needs and about their departments and groups..
What advice could you give to your longer younger self?
I wouldn't give any advice. I learned from all of my mistakes, so for the most part, I am glad I made them. I would just say learn to listen and build relationships.
Was there a woman in history that you admired or looked up to?
There are so many women to admire, like Maya Angelou. Any women like that have done amazing things. Harriet Tubman I admire from history. More recently, women in Silicon Valley like Marisa Meyer from Google—I admire her and think she's made mistakes but that's what I would admire about her.
Protect & Transform Your Business With A Healthy Active Directory
Presenter: Rob Meyers, Director Of Systems Architecture, MCITP, MBSP, MCSE
Robert Meyers is the Director of Systems Architecture at Managed Solution in San Diego, California. He has well over a dozen current certifications from on various products from Windows Server 2008 to Private Cloud. Robert has had a diverse career, beginning in 1991, and included owning an internet service provider and a managed services provider in the past.
Since joining Managed Solution, he has been Published as “Industry Ally”, Top Tech Exec Awards 2011 by San Diego Magazine in addition to being staff nominated twice, and was a regular at the Microsoft Management Summit. Today he is an avowed technical evangelist, blogger and systems architect.
The webinar covers:
Domain Services: New Components And Deployment Scenarios
To download the full magazine and read the full interviews, click here.
Jason Fischer is the Chief Information Officer for PIH Health Hospital, an IDS with 2 acute care facilities, home health, over 20 medical office locations, and a Managed Services organization.
Prior to joining PIH Health, Jason spent 7 years as the Director of Applications and Revenue Cycle at CHOC Children’s. During that time, he led the Information Systems application teams, project management office, development, revenue cycle and hospital coding departments. In addition, he was the executive sponsor for both the ICD 10 and Meaningful Use programs for the health system. Most recently, he was instrumental in the opening of a new patient care tower, tripling the size of the previous patient care facility and bringing in many new ancillary service lines. In addition, he assisted CHOC in achieving HIMSS level 6, a testament to the organizations goals for improving safety, minimizing errors, and prioritizing IT implementations.
Prior to CHOC Children’s, Jason gained broad industry experience as an auditor and management consultant with Ernst & Young LLP and Accenture. During his 10 years, he consulted with many of the leading health care systems in the country.
Jason earned his bachelor’s degree in Accounting and Biology from Syracuse University in New York. He is a lean six sigma green belt and CPA/accounting professional.
[/vc_column_text][vc_column_text]
If you could have a superpower, what would it be?
The ability to see into the future. With the healthcare IT landscape constantly changing, there are many shifts in resources that we need to consider, both in terms of people and technology, to be as impactful as possible. So if we were able to see into the future that would be great.
What’s the #1 area of focus CIO’s should concentrate on?
In healthcare right now, the number one area of focus is security. With all the breaches that are coming into the healthcare space for patient data and with the increased focus on exploited vulnerability, security is a top priority. We've been focusing on everything from laptops to network vulnerabilities from an IT standpoint but the most important and biggest risk for us and any organization are the people. We have what we call a Phishing exercise where we send messages out to the organization on a quarterly basis to see who accepts the messages by launching an attachment or clicking on a web link. This enables us to educate and notify those users thereafter in an effort to reduce continued risk. Because our entry point is our people through email or through other means regardless of how widely deployed our security technology is , any one associate or clinician can pose risk to the organization.
What’s your take on public cloud?
We use the public cloud for a couple of different purposes right now and are working with a few outsourced vendors. I think it’s a great, cost effective model for supporting healthcare IT, however I think that there are some challenges with risk and exposure, potentially HIPAA violations associated with data sharing that may take place outside of our control. The cloud has proven to be cost effective and beneficial from a growth standpoint and the public cloud decreases the need from our data center. But the focus really needs to start with reviewing the risks when we select the vendor. We need to consider if the cost benefit outweigh the risk burden. As one example, our human resources application suite is cloud based along with a few other niche applications.
Do you feel IT still carries the title of a cost center rather than revenue driver?
I don't see IT necessarily as revenue driver but I also don’t see it as just a cost center. We are 100% a business partner within the PIH Health organization. That's how this organization sees it and that’s how I see it. We model our strategic plan from the organization’s strategic plan, roadmap and vision, which of course equates to growth, revenue, and quality in the healthcare space. So, while we're not necessarily a revenue driver we absolutely support, and have enabling technologies to support, those business models and the growth of the organization.
What are you (the CIO) doing to support innovation in the company and its own organization to deliver better solutions?
PIH Health is focused on mobile technologies around telemedicine, analytics and clinical processes. Telehealth is a current initiative we're starting up for the stroke service line. We have a mobile solution that we are going to deploy here in the next 30 days for our physicians in the in-patient setting to access labs, radiology results and orders all through their mobile phones. For management across the organization, we've deployed a mobile application which essentially is an analytics scorecard, where you can view key financial and performance indicators across our two hospitals. We are also focusing on analytics in general. Analytics in the healthcare industry can be improved. In addition to security, we have a huge focus on using all of this data that we've aggregated for many years now in a meaningful way to help drive business decisions whether they be in the finance space addressing what we should invest in and where we should grow, or in the quality space around patient disease classifications, whether it be asthmatics or diabetics. We have been collecting data (both clinical and financial) for many years and are now starting to use it to drive business decisions across the enterprise.
The other thing that I think is really exciting for us, you may even experience this in your personal life as well, we started deploying a patient engagement kiosk in our physician practices. Upon arrival, it allows patients to check in without having to wait in line or complete paperwork, or as an option a “pre-visit” check in from a web based platform in the comfort of your own home. The whole purpose of this is to expedite your patient visit so you can spend more time with your care provider as opposed to completing paperwork that you then have to hand over to a person who has to enter that information into the system before you could be seen. Another innovative approach is our interoperability platform. These allow us to share patient data with other facilities so they could have visibility into your problems, your allergies, medicines and so on. Data sharing is another focus in the healthcare industry right now. We are participating in a closed program with seven health systems in the Los Angeles area as well as a major payer to exchange data across our patient base. The purpose is really two-fold and includes increasing the quality of care for all patients whom are part of that population and managing costs.
We run on average about 50 projects through our department at any point in time, and these are not just IT projects. They are organizational initiatives, so we have a lot of examples of things we are doing to advance the business. The whole purpose is creating efficiencies where we can in departments, as well as to determine how we grow and establish ourselves in the community as a care provider that has the highest level of quality and is the most efficient.
We are hearing so much about the internet of things – what does or could the internet of things for your business look like?
The one thing that comes to mind is connectivity of devices, patient monitoring devices or infusion pumps are currently separate from our IT systems. When you start connecting through IoT we're sending patient data to those devices and they are sending clinical data back to our electronic medical record. We are just beginning to plan for this level of integration and are researching the security concerns to ensure a safe and efficient connection. As an industry, I think we need to get past the security concerns with some safeguards. The vendors we are working with in that space that support those technologies right now are working collaboratively with us and our EMR vendor toward integration.
Are there any hiring challenges?
Yes, every day. The market for healthcare IT specifically, for good talent is challenging. It is really hard to find the right fit with the right skill set. PIH Health has open positions all the time. We try to fill them, but it's that balance of finding senior-level experience who have niche knowledge of a particular electronic medical record platform or a particular technology. These people are really hard to find because they are sought after so you see salaries increasing as well, which is good for the economy. Our department on-site has about 100 full-time employees. We have an off-site support service in Buena Park and 30-40 full-time employees that we utilize in India, so we have a 24/7 IT support team.
What did you want to grow up to be when you were a kid?
An orthopedic surgeon. I became more interested in the business of healthcare and had a heavy interest in IT. I balanced that out by keeping my focus in healthcare.
What kind of messaging is coming down from the CEO/Key Executives about their partnership with IT? What are they expecting you to look at?
IT is seen as a business partner. We provide shared services to the entire organization. Our senior leaders understand that to achieve our goals around revenue growth and efficiency, technology and a technology team that partners with them is integral. That is why we model our IT strategic plan off of the organization’s plan. We're in the third year right now of a plan that we're going to refresh for another three years based on where the organization’s priorities and roadmap take us. From a service line perspective, growth prospective, efficiency and cost perspective, as well strategic advancement, the message is clear that IT needs to be a partner. We're also looking at the offset of those investments as well. Whether it be in people or other areas where total cost of ownership can be decreased, it is important to constantly evaluate the benefits of any IT investment.
Has the idea of using cloud changed your mindset of using outsourced IT rather than keeping in house?
I don't think so. As I mentioned earlier when we discussed public cloud, we have our HR suite, we also have a private cloud that we outsource for database support of our EMR platform that services this organization. I'm all for it where it makes sense and where we can show a proven track record. We still have two data centers full of server stacks that must be on-site right now for applications we host on-site. But I do see it as a cost reduction when utilizing larger businesses like our EMR vendors who have larger datacenters that end up costing less. So I fully support it when it makes sense for the business, it’s never an all or nothing decision.
If you won the lottery what would you do?
I would probably still work. I enjoy what I do here at PIH Health, I enjoy the operations side and more so the growth, so I would probably just continue with the status quo.
If you could give guidance to any CIO, IT Manager Director about how they position their careers what would you tell them?
I grew up in IT moving through some of the ranks and had an opportunity at different stages of my career to broaden my horizon and not just be niche focused. For any individual who is interested in growing into a larger management role in IT, I would absolutely suggest creating both breadth and depth to get a good feel for what the department has responsibility for and how it runs. Getting a good feel for what works and what doesn’t is very important. You get to develop your own opinions and your own management style as you grow. I think it’s a lot easier to manage a broader department if you have greater insight into the overall scope of what that department does, so my advice would be rather than being more linear and niche focused, be a little bit broader throughout your career.
[/vc_column_text][/vc_column][/vc_row][vc_column][/vc_column][vc_row][vc_column heading_color="primary-1"][vc_empty_space height="20px"][grve_callout title="Tech Spotlight Interviews" button_text="Learn more"]IT is a journey, not a destination. We want to hear about YOUR journey!
Are you a technology innovator or enthusiast?
We would love to highlight you in the next edition of our Tech Spotlight.[/grve_callout][/vc_column][/vc_row]
[vc_row][vc_column][vc_column_text]
Benefits of Active Directory
Single sign-on to any cloud and on-premises web app
Azure Active Directory provides secure single sign-on to cloud and on-premises applications including Microsoft Office 365 and thousands of SaaS applications such as Salesforce, Workday, DocuSign, ServiceNow, and Box.
Connect Active Directory and other on-premises directories to Azure Active Directory in just a few clicks and maintain a consistent set of users, groups, passwords, and devices across both environments.
Works with iOS, Mac OS X, Android and Windows devices
Users can launch applications from a personalized web-based access panel, mobile app, Office 365, or custom company portals using their existing work credentials and have the same experience whether they've ’re working on iOS, Mac OS X, Android and Windows devices.
Protect sensitive data and applications
Enhance application access security with unique identity protection capabilities that provide a consolidated view into suspicious sign-in activities and potential vulnerabilities. Take advantage of advanced security reports, notifications, remediation recommendations and risk-based policies to protect your business from current and future threats.
Protect on-premises web applications with secure remote access
Access your on-premises web applications from everywhere and protect with multi-factor authentication, conditional access policies, and group-based access management. Users can access SaaS and on-premises web apps from the same portal.
Reduce costs and enhance security with self-service capabilities
Delegate important tasks such as resetting passwords and the creation and management of groups to your employees. Providing self-service application access and password management through verification steps can reduce helpdesk calls and enhance security.
Enterprise scale and SLA
Azure Active Directory Premium offers enterprise-grade scale and reliability. As the directory for Office 365, it already hosts hundreds of millions of users and handles billions of authentications every day. The high availability service is hosted in globally distributed datacenters in 17 regions, with worldwide technical support that provides a 99.9% SLA.
[/vc_column_text][/vc_column][/vc_row]
