Now that Kneisel has his network, his biggest challenge for next year is customer relationship management. The Tropicana Casino has half a million repeat customers, so Kneisel knows he is sitting on a gold mine, yet his clients are very diverse. "At this point, our customers range from somebody's grandma coming in on the bus to the guy flying in on a private jet who loses more in one night than I make in a year," he says. Kneisel would like customization to be automatic and integrated across channels, including the Web and call center. Customers should be able to book and confirm reservations, view frequent flyer miles amassed from playing the slot machines, and receive custom offers via the Web. Those calling in should be greeted by first name, and if they are high rollers, routed to appropriately trained operators. The main obstacles he faces are justifying the budget to senior management and ensuring the appropriate level of security. "I need to have a watertight solution to protect customers and adhere to state regulations," he says.
As he works out technical and architecture specs with Web developers, Kneisel takes frequent breaks along the boardwalk, dreaming of other advances such as remote check-in via PDA.
|Vice President of Technology, Bidwell & Co., Portland, Ore.|
|Major accomplishment: Tripled customer base through redesigned user-friendly Web site|
|Goal for 2001: Create multiple communication channels, including speech recognition and wireless Web|
"I'm not as excited by technology as I am about getting something to work and watching it come alive," says Jay Hemmady, whose ability to do just that has made him the man to call for companies in need of results in record time.
In July 1999, Hemmady was hired as CIO by Renaissance Holdings Inc., a credit card services company that was later acquired by Household International in Chicago. "I knew the contract was short term, but I figured the job would last at least a couple of years," says Hemmady, who understood from the get-go that he was helping the company build equity for an eventual merger or sale. Yet even Hemmady was surprised when he successfully performed himself out of a job in less than a year.
When he joined Renaissance, there were 700,000 cardholders and about 600 employees, says Hemmady. When he left last May, the number of cardholders had more than tripled to 2.2 million, and the number of