For a long time, cybersecurity has been treated as a technical problem – something that lives with IT, gets summarized in a quarterly report, and only reaches the boardroom when something has already gone wrong. That framing no longer holds up. Every organization depends on technology to serve customers, support operations, and maintain business continuity. Here’s the reframe
Most AI strategy initiatives don’t fail because of the tool. They fail because the IT foundation underneath them isn’t ready. Artificial Intelligence has moved from experimentation to expectation, and executive teams are under pressure to “do something with AI.” Most are acting before they’ve asked whether their organization is structurally prepared to realize value from
Nonprofit executives are under constant pressure to maximize mission delivery while maintaining financial discipline. As a result, technology decisions are frequently pulled into the overhead category, judged more on cost than on their ability to enable outcomes. Over time, this creates a hidden but significant gap: chronic underinvestment in the systems, data, and infrastructure required
Artificial intelligence is dominating boardroom conversations across the mid-market. Leaders are under pressure to “do something with AI,” often fueled by headlines, vendor promises, and peer activity. The result is a familiar pattern: organizations move quickly to adopt tools without a clear understanding of how those tools connect to business problems and business outcomes. A
Demographic shifts are driving strong growth in senior living, with the 65-and-over population reaching historic levels. Senior living communities planning for long-term growth are increasingly relying on technology to strengthen staff engagement, resident satisfaction, and overall business performance. As demand increases, many senior living operators are discovering that their existing systems, processes, and staffing models
How can higher education leaders navigate mounting risk, financial pressure, and rapid change—without losing alignment or momentum? In this episode of Executive Edge, Andres Rey, Vice President of Relationship Management at Hartman Executive Advisors, sits down with Marie Hartman, Executive Vice President, Co-Founder, and Managing Director, to discuss why the future is fractional and how
With tight margins, inconsistent material availability, safety challenges, and growing cyber threats, construction leaders need stability more than ever. Too often, technology decisions are made reactively, project by project or system by system, adding cost and complexity without reducing risk or improving outcomes. Amid a flood of new technologies, platforms, and digital tools promising transformation,
Selecting new software is one of the most consequential decisions a leadership team can make. The right system becomes a foundation for growth, scalability, and collaboration; the wrong one can create friction across departments and slow momentum. For CEOs and CFOs, software selection is less about technology itself and more about alignment, ensuring that people,
As mid-market organizations grow, technology decisions become more complex and critical to business success. Concerned that hiring an experienced IT executive can be expensive, time-consuming, and risky, many companies are making the strategic decision to hire a fractional IT leader or outsource to a virtual CIO (vCIO). While both offer a more economical and flexible
Why does IT still feel like a cost center for banks and credit unions — and what can leaders do to change that? In this episode of Executive Edge, Lauren Langer, Director of Marketing at Hartman Executive Advisors, sits down with Matt Gill, Executive Advisor and former CIO, and Shea Gabrielleschi, Relationship Executive, to explore
