How much CIO pay is too much?

ZDNet.com.au news editor
Renai LeMay

(Credit: CBS Interactive)

commentary There's no doubt Australia's IT industry has suffered its share of financial pain over the past 12 months.

The list of staff cutbacks by large vendors and IT departments of major firms has been staggering. And that doesn't take into account more subtle pressures that have gone unreported: pay, promotion and hiring freezes that will have frustrated workers at all levels in many different organisations.

Even contractors — who often do well in an economic crisis as companies look to temporary solutions to headcount problems — have had a hairy time, as Sir Peter Gershon took the Canberra IT labour market by the scruff of the neck and gave it a vigorous pat down.

But there are some IT staffers who don't appear to be suffering the pain in equal measure: certain CIOs.

Take the example of Westpac chief information officer Bob McKinnon, who took the bank's technology reins in mid-2008 in the wake of the appointment of Gail Kelly as its chief executive. Westpac's annual report revealed yesterday that McKinnon had picked up a cool $2.09 million for his services to the bank over the 2009 financial year, including a staggering $900,000 in short-term incentives — that's more than his base salary, which was $738,000.

Not bad work if you can get it.

It's a similar situation at Victorian IT shared services agency, CenITex. ZDNet.com.au reported this week that controversial CenITex executive Thana Velummylum — formally a contractor — had inked a new pay deal with the agency; his company Pharma Insight will receive $900,000 for two years' of his time.

Given the unwelcome political attention that his last contract caused when it came to light, I was surprised that CenITex didn't cut his pay.

In both cases (Westpac and CenITex), it's hard to see how each organisation can justify paying their executives what those further down the ranks would consider pretty astronomical sums.

With the merger of St George and other systems revamps going on, there's no doubt there is a lot on McKinnon's plate. But the question that has to be asked is: has the CIO personally made enough improvements to Westpac's IT division to warrant short-term cash incentives worth more than his actual salary?

My answer is "probably not".

The only other CIO from the major four banks to have his pay disclosed this year was Michael Harte from the Commonwealth Bank. Harte picked up even more than McKinnon, netting $2.7 million in total, of which $1.2 million was composed of short-term bonuses.

Yet, Commonwealth Bank is currently attempting a $730 million core banking replacement which should, if all goes well, greatly increase user functionality. Westpac on the other hand, although it hasn't suffered any major IT meltdowns that have been reported in the past year, and it does have a number of projects on the boil, doesn't appear to have made any major IT strides.

To add insult to injury, McKinnon's massive golden pay cheque came as Westpac revealed in May that it had made significant reductions to its full-time headcount over the previous six months — with support operations (including the bank's technology division) losing 769 full-time equivalent staff.

Cutting staff while handing management mammoth bonuses ... it's a classic recipe for anger and resentment amongst the troops.

Velummylum's astronomical remuneration is even more hard to believe, given that his employer is a government agency.

As the state opposition put it earlier this year, Velummylum is likely to be one of the highest paid government public servants in Victoria, despite that he's not an agency chief executive, managing director or secretary of a department.

Instead, his title is the more modest one of "transformation manager" for the agency's Efficient Technology Services program, which creates the common ICT services used to supply shared services to agencies' needs.

His remuneration levels are especially galling given the notoriously low pay levels for public servants in general. It's a well known fact that government jobs are generally safer than those that depend on the vicissitudes of profits in the private sector — but you pay for that comfort with a lower salary. Velummylum doesn't appear to have that problem.

Board chairmen often justify astronomical salaries for their executives by stating they are simply paying the necessary amount to attract the top candidates.

In both cases, given the current labour market, I'd be willing to bet that more than capable staff could be found for half their pay — or less. The most likely candidates would be internal staff who could be promoted to their new positions with only a modest pay rise.

Are some CIOs and other technology executives paid too much? How much is a fair rate for a top bank CIO or a government IT manager?

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Talkback 25 comments

    Ha Bob -- 16/11/09

    Jealousy thy name is Renai

    Hehe Renai LeMay -- 16/11/09 (in reply to #320391759)

    Mate if I wanted a job as a highly paid CIO I could have simply continued down my previous career path from IT student to systems administrator, to IT manager, to CIO.

    But I prefer being a lowly journalist/editor! :)

    Not good enough Simon -- 17/11/09 (in reply to #320391763)

    Most CIOs these days have an accounting background and were CFOs. ie Bob McKinnon, Harte etc

    My guess is that from IT manager you'd make it to a supporting role for CIO, unless you move into the small corporate glass ceiling. At a minimum you'd need Sales and Finance..

    Finance/sales Renai LeMay -- 17/11/09 (in reply to #320391836)

    Hey Simon,

    I would say that having a finance background would help, as would having management training, but I'm not sure that sales experience would help in getting a CIO role.

    Most of the CIOs I have dealt with primarily come from technical backgrounds and then have diversified a bit into project management, management, finance, a little bit of accounting etc. But sales is quite rare, unless it's vendor experience.

    head in the clouds Renai Who? -- 17/11/09 (in reply to #320391763)

    awesome ego...

    Far too much CFO -- 16/11/09

    IT is just a janitorial occupation performed by people who think they matter. Truth is IT is regarded as a pesky cost centre by executive staff and IT people should be seen (and paid) as labourers.

    Janitorial Renai LeMay -- 17/11/09 (in reply to #320391798)

    "IT is just a janitorial occupation performed by people who think they matter. "

    I can't think of a less true statement that I've ever seen on ZDNet.com.au.

    CFO CFO -- 18/11/09 (in reply to #320391843)

    Really? I can point to heaps of CEO's, CFO's and COO's that share my point of view. Frankly IT rates alongside the mailroom.

    @your point of view Thomas -- 18/11/09 (in reply to #320391929)

    You all must be forward thinking educated men and women!

    You are right though, there are those in a high position that still separate IT from the business and treat it as a liability.

    IT is in an Asset and only becomes a liabilty when CFOs treat it as one.

    I would say if you really do have that point of view you know nothing about business concepts, have zero experience in IT and couldn't get a job in the mailroom!

    Offshoring CFO -- 18/11/09 (in reply to #320391953)

    As you say I am expressing my point of view but I can assure you that, as a CFO, I spend a lot of my time trying to cut IT costs and in doing so frequently turn to offshore providers. I find that quality of offshore work roughly the same as work performed by the "locals" and at a fraction of the cost.

    Offshoring nonsense Thomas -- 18/11/09 (in reply to #320392000)

    As a CFO, one would expect that your CIO would be responsible for gaging the qaulity of IT work not you.

    Programming, its possible to outsource your work offshore; but for very small projects. If the support for your infrastructure is all outsourced - then you either have 1 or 2 servers, or your infrastructure sucks.

    Unfortunately for you, your point of view is misinformed to the extreme. The only conclusion that can be drawn is; that you are a angry accountant for a very small business, who tells his peers he is a 'CFO' ;)

    @Thomas CFO -- 19/11/09 (in reply to #320392070)

    The CIO does indeed report to me and I place him under pressure to reduce IT costs everyday (including reducing local headcount and offshoring substantial amounts of IT work).
    I can assure you that we have over 100 servers situated in many locations and I have instructed the CIO to vastly reduce this number and simply our infrastructure and reduce IT costs by, in part, using offshore labour - all to good effect.

    @"CFO" Thomas -- 19/11/09 (in reply to #320392073)

    So he reports to you; and you instruct him how to build a network infrastructure. Right.

    Seen that before - a 'yes man' CIO who is constantly put under pressure by the CFO who knows zero about IT, how IT should be integrated into the business and the Return on Investment it can bring.

    So in part, you could say that your CIOs job is completely redundant (useless) as you could merely instruct your engineers to reduce the amount of Infrastructure you need - as you are qaulified, not only as a CIO - but as an IT consultant.

    I can bet everyone working under you is extremely unhappy, and your employee retention % is very small.

    @Thomas II CFO -- 19/11/09 (in reply to #320392094)

    No, you misunderstand the roles but that's OK. Like most organisations the CIO has a lot of discretion when it comes to performing his role however he does so within the framework of a budget and expected outcomes - both of which are rarely (if ever) met (which leads to frustration at executive levels and layoffs).
    In the last twelve months we've cut our IT budget by half by implementing layoffs, cancelling projects and delaying the refresh cycle however the biggest saving, by far, was achieved by moving most development work offshore.
    As for infrastructure, well, the cloud is going to put lots (if not most) systems administrators out of a job - and that is good for our bottom line.

    Too Much Time Anonymous -- 19/11/09 (in reply to #320392101)

    The CIOs being discussed here are those of large enterprises and in major enterprise environments IT is mission-critical. You clearly aren't from that kind of environment as evidenced by your failure to realise IT allows your business to be competitive. Most likely you come from a small to medium enterprise where IT adds value but isn't critical to your operations.

    That is backed up by the amount of time you spend making absurd comments on industry commentary about a type of industry you obviously don't respect. The CFOs at an equivalent level to the CIOs being discussed here don't have that much time on their hands.

    @CFO layoffs Thomas -- 19/11/09 (in reply to #320392101)

    Every measure you have taken above is a perfect example of not understanding the projects at hand - and not understanding the concept of Return on Investment.

    I do understand the distinction between roles, and I do know that a lot of companies have pushed forward with projects, because they need them.

    In my experience delaying a hardware refresh would be much more costly exercise, as machines become more susceptible to problems - and if the warranty and\or lease is up, your up for more cash. If you havne't grasp this concept as a CIO then you really are in trouble!

    I think you just put the last nail in the coffin for your argument with your final comment, and cements your ignorance. Cloud is a long way off for 99% of large organisations -and if anything, once it is implemented will expand horizons and create jobs!

    @Far Too Much Thomas -- 17/11/09 (in reply to #320391798)

    "I can't think of a less true statement that I've ever seen on ZDNet.com.au."

    I think he's eiether sarcastic - or he is the Janitor!

    Although that is the mindset of many a CFO, completely devoid of any sense that IT is part of the business, not a 'pesky cost centre' and might even help them make more money.

    These are the CFO's that generally have issues understanding the password rules when changing their windows passwords!

    Amusing Anonymous -- 19/11/09 (in reply to #320391901)

    Let's face it - the FInance people count the beans - they don't contribute much to the making of the beans..

    At least when you look at Bob RightSaidCrunty -- 16/11/09

    McKinnon, you can see some of his depth of experience. When you look into Thana Velummylum's background, there's nothing out there. Thana is an international man of mystery.

    Easy Math Anonymous -- 17/11/09

    <irony>
    Bob McKinnon isnt a CIO, his current job description is CRO (Chief Retrenchement Officer). His salary of 2m plus?...769 redundancies at the median australian IT salary of $A50,000 equals $38.45 million in salaries off the banks balance sheet. So its easy to see why he would have earned a healty bonus. Nothing new here that hasnt happened in most western corporates in the last 10 years, nove along folks, nothing to see
    </irony>

    CBA Legacy Davo -- 17/11/09 (in reply to #320391823)

    They are still trying to undo McKinnon's legacy at CBA - EDS contracts, mass retrenching of corporate knowledge, processes outsourced (the funniest bit!)

    Thankfully his "B Ark" entourage has also moved to Westpac!

    Retrenchments Renai LeMay -- 17/11/09 (in reply to #320391823)

    Are you saying that there have been significant retrenchments at Westpac? Or are you referring to his previous history at Commonwealth Bank, as the poster below seems to be, in the comment entitled "CBA Legacy"?

    Get over it Been there Done that -- 17/11/09

    As an employee you bring skills and competencies, the employer brings money and you settle on an equation that means you both get a deal.

    Having been a CIO in a large corporate you then get an agreed salary, short term bonuses and long term bonuses. Short term is normally 50% your performance an 50% company performance. Long term is all company.

    They are all getting paid what they have convinced their organisation they are worth.

    At the beginning of a period you get a performance contract and if you meet those targets you get paid.

    Is the real discussion here that the targets these guys have we dont like, cut costs reduce staff, automate ,create share holder value etc.

    We tend to be complaining that we dont like the targets of a profit driven organisation or the Centix deal hasn't articulated what targets this rloe has to meet to draw down from the public purse

    Remember the recent alternative which is the Victorian Police CIO - that was a success wasn't it . How many millions lost because the wrong CIO was engaged.

    Oh FFS Anonymous -- 17/11/09

    ZD - grow up. Besides pandering to the politics of envy - exactly what does this article contribute? Renai, lift your game.

    CFO to Janitor Anonymous -- 18/11/09

    Would appear that the CFO has an inflated ego. All Finance does is clean up after the business has been there and done that - aided by IT - by counting up the cash and put it in the right little boxes (and they can't even get that right).
    Funny how the accounting fraternity managed to stuff up so royally over things like Enron, and what do we get?? MORE accounting. Look at the fat/rich accounting firms charging even more now to do a simple job made complex by them, and their non-performance.
    The only advantage Finance has is that they get the chance to write the company records, and hence they get involved in these things.
    IT makes company records possible.

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