The Trigger
Scale was expanding, but legacy processes were limiting agility and control.
A Fortune 100 banking institution with over $108 billion in assets faced growing operational complexity across deposits, payments, cards, lending, and money movement. Legacy processes, fragmented delivery models, and rising technology spend were limiting agility, increasing risk, and weakening the connection between technology investments and business outcomes. Leadership needed stronger strategic oversight and measurable results at scale.
The Mandate
- An executive who could operate at the intersection of technology and business strategy.
- Someone capable of modernizing large-scale operations.
- Driving significant cost reduction.
- Improving delivery predictability.
- Strengthening resilience. Providing clear board-level visibility. Partnering directly with business leadership.
What Our Leadership Did
Owned the outcome end to end.
Provided leadership as Division CIO
of 400+ technology professionals, managing up to a $100M annual budget across core banking functions in direct partnership with the bank president.
Architected and led a comprehensive debit card and payments modernization
that generated more than $200 million in annual savings while improving member experience.
Led an enterprise-wide SAFe Agile transformation
that reduced time-to-market by 42% and achieved 92% delivery predictability.
Drove key innovations to the bank's patented Remote Deposit Capture platform,
establishing a first-to-market secure mobile banking capability.
Re-architected web and mobile channels
to accelerate electronic document adoption, reducing vendor printing costs by more than $30 million annually.
Strengthened organizational capability and culture,
contributing to Computerworld’s top 2 “Best Places to Work in IT.
The Results
Measurable business and technology outcomes.
$200M+
in annual savings through debit card and payments modernization.
8–10%
annual equity growth enabled by enterprise IT strategies tightly aligned to business objectives.
42%
reduction in time-to-market with 92% delivery predictability following SAFe Agile transformation.
20%
year-over-year improvement in system availability across a large, complex infrastructure environment.
Delivered first-ever bank switching kit
to make it easy for members to change primary bank institutions.
Sustained high-performance culture
that supported long-term organizational excellence.
“This environment demanded an IT executive leader with a broad understanding of system architecture, the ability to remain calm when those around him were not, a deep and unwavering commitment to internal and external customer service, and whose character others were willing to trust. Mark Blazek is all of those things, and more.”
VP, Bank Operations
Delivered Through Executive Leadership
These outcomes were delivered in-seat as the bank’s Division CIO – the same caliber of executive leadership Teremark deploys as fractional, interim, and advisory technology leaders.
The Results
Facing rising technology costs, delivery delays, or the need for stronger board-level technology leadership without adding permanent headcount?