Elsevier is an information services company which specialises in the publication of medical and scientific literature. Its services provide access to educational articles to millions of academics ranging from undergraduate students, researchers, scientists and health professionals. In its academic publications there are two distinct divisions which the articles fall into, the first being Science and technology and the second being health sciences. The divisions operate under different management, having different CEOs, flagship publications and target audiences. Elsevier’s profits account for around 28% of its parent company, Reed Elsevier’s revenue.

Elsevier publishes around 250,000 articles a year in 2,000 journals, with its archive containing around seven million publications. The company has a large presence in the online science journal market, with its ScienceDirect and Scopus services being some of the most widely used citation database services. Elsevier employs over 7,000 people worldwide and last year reported a profit of £948 million.

Academics have recently boycotted Elsevier due to the company’s support for SOPA and PIPA and the high charges for access to the company’s content.

The CTO of Elseiver, Jora Gill, has previously held the role of business systems VP at credit rating agency, Standard & Poor.

Elseiver holds a substantial amount of personal information, both for the authors of the published articles and those who use the site for research purposes.

IT leader: Jora Gill, CTO.

In role since: January 2011.

Reporting line: I report into the Group CIO who is based in the US.

How often does the CIO meet with the CEO: I work closely with the COO and CFO and we meet regularly.

Board level seat: Leadership boards.

IT staff currently employed: A little over 100 FTEs.

Split between in-house/outsourced staff: Over 500 consultants.

IT management team and reporting structure: Nine directors reporting to me. They are business facing technology directors, Enterprise Architecture, PMO, Technical Delivery, Shared Services.

Primary technology platforms at the organisation: Oracle ERP, open source, Oracle ETL and databases, eCommerce, CRM.

Primary technology suppliers: Oracle, Salesforce.com.

Percentage of your applications/infrastructure run from the cloud: 5%.

Major technology or transformation project recently completed and how did it transform operations, customer experience or the organisation: New content capture, we are moving from a print company to a print and web company, content distribution, upgrade ERP.

Business transformation programme – beyond technology – that the CIO owns or is a major contributor to: Technology is used to drive transformation within the company. We have a close partnership with the business transforming projects and I sit on most of the boards for these projects.

Strategic aim of the CIO and IT operation for the next financial year: Virtualisation/cloud, Agile delivery, Optimising applications, rebalancing FTEs and consultants to allow us to have technical and business  capabilities within our FTEs - right sourcing.

Strategy in the use by employees of their own technology, use of mobiles and how social networking is impacting operations, customer experiences or the organisation: We are using social networking for info sharing and collaboration, building apps for mobile technology.

Strategy for dealing with shadow IT and BYOD including influence and engagement with executives, to place the right controls around employee choice: Look for transparency on shadow IT usage, understand why this is required - what problem is this strategy trying to solve, if it is providing value and my group cannot then ensure we manage in a controlled environment.

Technologies being considered to enable transformation: Cloud, open source, eCommerce, Big Data analytics, content management.

Transformational inspiration sources: From what other IT leaders are doing, work colleagues, networking with leaders outside of IT.