FRANK HYNES
SVP / CIO for Active / Balanced Healthcare Receivables, LLC
Can you please provide a little introduction about yourself
Balanced Healthcare Receivables, LLC is an accounts receivable management (ARM) firm focused on medical debt collections based out of Nashua, NH. I had previously owned my own technology consulting company, and they were a client of mine. When I stabilized the infrastructure, they asked me to assist them in finding a full time CTO.
I enjoyed working with the executive team and asked them if they would be interested in having me fill their permanent role, they agreed, I joined Balanced Healthcare Receivables, LLC as the VP / Chief Technology Officer in August of 2014.
What path have you taken to your current position?
My path was unconventional, I didn’t go to college. I compare it to a “Mustang” in the military context. This is when an enlisted rank becomes a commissioned officer.
I earned it by holding nearly every role in a corporate IT organization across multiple companies and industries including owning my own IT consulting company
Has it always been your vision to reach the position you’re at? Was your current role part of your vision to become a tech leader?
Once I went into management, I knew the role of CIO was what I wanted to be. Every role, action, and step has been dedicated to moving in that direction and achieving the goal. I have checked that box, but I want more, now that’s the goal.
Have you had a role model or mentor that has helped you on your journey? (If you feel comfortable, please share their name and how they helped you)
I think everyone wants to say they did it on their own, whether that’s pride or what have you. I can honestly say no one gets to where they are going alone. There is always someone in some capacity. I have a mentor, he is an incredible human being, his name is John Ziroli he was a Director of IT Operations at Genzyme.
John’s strengths aren’t in technology, they are leadership and management, and he taught me what the meaning of loyalty, honesty, and integrity is. What I learned from him made me into the man and leader I am today, some 20 years later. John took an interest in me while I was in another role working in the same organization, when they reorganized IT, he pulled me into his group as the first Network Operations Center (NOC) Manager, building out an organization from scratch, every aspect, was an incredible opportunity and knowing what I do today, was a huge gamble.
Two years later he promoted me to Technical Operations Manager, managing a team of (20) system, network, and data protection engineers. My time working for him was the most impactful and personally meaningful in my career, the foundations of my leadership style were developed during this period, I wouldn’t be where I am today without his investment in me.
How do you see the role of the technology leader evolving over the next 5 years?
I don’t agree with the trend of non-technical business leaders running an IT organization. IT is a cost center if it’s run that way, it’s also a top-line revenue producer if it’s run that way, being an enabler of business. Technology leaders need to ensure they have a solid understanding of the business requirements, grasp of technology trends, firm understanding of technology, and they need to right hire.
These are all critical functional areas with interdependencies but the one that sits squarely on the shoulders of the CIO is the right hire, let’s call it what it is, execution and delivery. Talent management is such a critical part of human capital. Make the wrong decision and you potentially derail any number of critical business projects/deliverables.
What skills do you think leaders of the future will need in order to thrive?
Leadership is a good topic; I just wrote a post on it on LinkedIn. Leadership is a tough subject because it’s so often confused with management, and you really need to know the difference. Leadership is not something that can be learned, it’s innate and honed. I think leadership can be seen in others by those who have it. That’s how business leaders can find other people to surround themselves with, they aren’t selecting random people.
While there are so many critical skills to hone, I’d say there are two skills and one habit: listening and empathy. These two skills are the hardest to master, but if you do, they are powerful tools. As for the habit, speak last. The problem with being a leader is people will not challenge you. If you speak first, you will override the opinions of others, and you won’t get the answers you’re seeking.
Is there anything in particular that you would still like to achieve in your career or what is the next step on your journey?
I’m not even close to being done! You might think “hey you’re a CIO, you’re at the top of the IT mountain”. Well, nothing is further from the truth. When you’re at the top there is only one place to go and when you think you don’t have anything to learn you should go get a job as a Walmart greeter (nothing personal there Walmart). This is an industry that defines the word change.
Every single day brings challenges whether people, process, or technology take your pick. Complacency will kill you, not staying current with your knowledge and skills will kill you. I’m currently in my third year at Southern New Hampshire University for my bachelor’s in management information systems, I’m working on my PMP, and in June of this year I achieved my CISSP. The journey is never over at the top, it’s just the beginning. I’m always looking for that next challenge.
What advice would you give to aspiring technology leaders who are just starting their careers?
Take every opportunity that’s offered to you. You don’t know where you’ll end up. Everyone has a plan until that plan blows up, so have a plan B, C, D, E…
You can be a technology leader without having management responsibilities. Know yourself, know your core values, know what you don’t know, never be afraid to say you don’t know. A leader doesn’t always have the answers, but they know who does or how to get them.
"Take every opportunity that’s offered to you."
How do you measure and communicate the value and impact of technology initiatives to other business leaders and stakeholders?
I love project management, for many reasons, mostly because its core methodology is all about this exact thing. A well-run project has so many benefits to an organization, it’s too bad not everyone can see that. It’s critical for every project to demonstrate the value it brings and not at the end, but throughout its implementation.
Which is why the celebration of milestones and accomplishments is critical. Work hard, play hard, is not just a cheesy line. Whether you have a 1, 3, or a 5-year project, the phases should be set up so that not only are they manageable, but so that they bring business benefit along the way. Value and communication stay in the forefront, and people will remember where we were and how far we have come.
What has been your most significant achievement or proudest moment as a technology leader?
To be honest, I’m proud of where I am. I also know that despite all the work I put into getting here, it’s the people that work for you that decide how far you will go. I’ve been fortunate, I’ve gone far, but I still have a way to go.
If you would like to gain more perspective from Tech Leaders and CIOs you can read some of our other interviews here.
