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Jack Carlisle Case

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REV. MARCH 15, 2007

ROBERT D. AUSTIN

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Jack Carlisle, CIO

Jack Carlisle, senior vice president and chief information officer of IZL Corp, flipped the telephone back into its cradle and spun in his chair. As he’d done a thousand times before when he needed to think, he snagged the edge of a file cabinet with one heel, which left him facing out the window. His view of the Manhattan skyline was usually spectacular but today low clouds made it difficult to see landmarks. Carlisle had the distinct impression that the chair had continued to turn, blurring his surroundings. op

The person he’d just been talking with was a peer, another SVP. The call had conveyed news that was making its way around the executive suite: Jennifer Pierce, the firm’s Strategy SVP, a long-time confidant of recently departed founder and CEO, Chuck Hansen, had just resigned.

No tC Pierce likely had been asked to leave by the new CEO, Jim Giles. Two weeks earlier, the board of directors had asked for Hansen’s resignation in the wake of stock “performance issues” that had materialized in the last eight months. Giles had been the firm’s newly hired COO when the board asked Hansen to leave; according to rumors, the board had forced Hansen to hire a COO. Giles had been with the company for barely a month when the board, presumably frustrated by a big client’s decision to go with an IZL competitor, forced the CEO change. Some speculated that replacing
Hansen had been the board’s plan from the beginning.
The hot topic on the phone call had been whether Pierce’s departure signaled an executive house cleaning. If so, they wondered how far it would reach. Carlisle had been with the firm only 17 months and had been hired specifically to address some issues with his predecessor, who had not grown the company’s IT capabilities fast enough.

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