Elizabeth Horton

Fractional Chief Information Officer

The Doyle Group · Denver, Colorado, United States

Nov 2025 – Present(6 mos)

As a Fractional CIO, I partner with companies seeking strategic technology leadership without the full-time executive commitment. I specialize in helping organizations strengthen and transform their IT functions through thoughtful planning, collaborative leadership, and an unwavering focus on business outcomes. I work closely with executive teams to assess current technology capabilities, define a clear IT strategy, and build high-performing, engaged IT teams. My approach emphasizes teamwork, transparency, and alignment to create an environment where teams operate at their peak and deliver meaningful results. With deep experience simplifying complex environments, I help organizations eliminate redundant systems and processes, streamline operations, and uncover cost-saving opportunities that improve efficiency and clarity. I also design practical, forward-looking plans to leverage AI and emerging technologies to drive innovation and move the business confidently into the future. Warm, strategic, and execution-focused, I provide the leadership needed to help companies strengthen their technology foundation and unlock their next stage of growth.

Fractional Innovation Officer

Blue Raven · Denver, Colorado, United States

Jul 2025 – Present(10 mos)

VP of Information Technology

Tuff Shed, Inc. · Denver, Colorado

Mar 2019 – Mar 2025(6 yrs 1 mo)

Spearheaded the digital transformation strategy, aligning IT with core business objectives to drive growth and operational efficiency. Led a diverse team to deliver innovated technology solutions, supporting multi-million-dollar revenue growth.

Global ITS - BPM- Sales and Marketing

Ball Corporation · Westminster, Colorado

Dec 2018 – Mar 2019(4 mos)

Led the global implementation of Salesforce CRM, collaborating with C-level executives and business leaders to design and optimize business processes and configurations across the US, Europe, and South America divisions.

VP Customer Experience

EvaluationKIT · Denver, Colorado

May 2017 – Dec 2018(1 yr 8 mos)

Drove customer-centric initiatives that significantly improved retention (98%), satisfaction (98%) and loyalty (NPS 68) metrics. Collaborated with cross-functional teams to develop and execute programs enhancing the end-to-end customer journey.

IT Strategic Program Manager

Arrow Electronics · Denver, Colorado

Nov 2016 – Apr 2017(6 mos)

Led the global implementation of Salesforce CRM, collaborating with C-level executives and business leaders to design and optimize business processes and configurations across US and Europe, with a 92% adoption rate. Spearheaded the establishment of project management methodologies, driving the successful implementation of technology initiatives across global divisions in collaboration with C-level and corporate executives.

Principal Technical Project Management

TeleTech · Greater Denver Area

Jul 2014 – Nov 2016(2 yrs 5 mos)

Successfully integrated people, process and technologies for multiple acquisitions including call centers in Bulgaria and the Philippines, a business consulting firm in Australia, and various US-based VAR vendors. Built strong client relationships, acting as a trusted advisor and mentor to help businesses achieve operational excellence.

AVP of Information Technology

National Multiple Sclerosis Society · Denver Metropolitan Area

Jun 2010 – Jan 2014(3 yrs 8 mos)

The National Multiple Sclerosis Society is a nationally recognized non-profit organization managing over $200MM in funds each year to provide leadership and advocacy for those affected by MS; seeking to accelerate the pace of scientific discovery, promoting quality health care, stimulating community resources and services, and advocating for favorable government policies. ► Position Overview: I was recruited by the National Multiple Sclerosis Society in 2010 to provide strategic direction and operational management over a multi-million dollar operating budget and a team of employees dedicated to cultivating enterprise SaaS applications for 1,200+ end-users. My core responsibilities encompass business process design/redesign, business analysis, product selection, product/project development, deployment and support. I am also heavily engaged in cultural initiatives to include creating an environment that actively promotes from within; and constructing individualized training initiatives to bolster both technical and soft skills of my team towards success. Selected Accomplishments: *Saved over $3M renegotiating existing enterprise SaaS software and services contracts. *Implemented Release Management practices to manage the software/product lifecycles of SaaS applications, resulting in smoother implementations of hot fixes and/or patches for bugs, enhancements and upgrades. *Restructured the department to form: a Business Analyst team aligned with business units which allowed for consultative collaboration to improve business processes and technology decisions; and an Application Support Technician team aligned with software applications which created stronger support skills and increased first call resolutions improving overall customer satisfaction.

Director of Solutions Engineering

Solutions-II · Denver Metropolitan Area

Aug 2008 – Jun 2010(1 yr 11 mos)

Solutions II is nationally recognized for world class innovation in virtualization, business continuance and data lifecycle management; leveraging technologies and bringing best-of-breed solutions services to their clients. ► Position Overview: I joined the Solutions II management team in 2008; responsible for the leadership and profitability of the Service Delivery Practice. Supervised 6 delivery resources which included Engineering/Technical Consultants, Business Consultants and Project Managers. Provided smooth and effective development and deployment of multiple and concurrent complex software/hardware solutions and Business Process Improvement engagements. Key deliverables: Collaborated with executive leadership on go-to-market plans; ensured financial and operations metrics, including service profits and loss were met or exceeded; ensured quality management of delivery and customer satisfaction; cultivated and maintained relationship with manufacturing channels/partner manager and third party contractors. Selected Accomplishments: *Developed and implemented standard engagement methodologies including consulting frameworks and implemented tools and staff development for the onboarding of customers and their business. *Increased revenue by growing the practice offerings to include business transformation and managed services. *Project managed several large-scale infrastructure, software and business process improvement engagements including: ITSM Best Practices, High Availability, and Disaster Recovery.

Director IT Service Delivery

MDC Holdings, Inc. · Denver Metropolitan Area

Aug 2002 – Aug 2008(6 yrs 1 mo)

MDC Holdings, Inc. (NYSE: MDC), is a Fortune 500 Company whose subsidiaries build and finance homes under the names Richmond American Homes, Home American Mortgage, American Home Title, and American Home Insurance. ► Position Overview: Recruited to develop and manage a business centric IT organization. Operating and capital budget exceeded $23M. Supervised 65 employees (5 direct, 60 indirect) including high level engineers, database administrators, technicians, project managers, trainers and customer support professionals. Responsible for the architecture, design, installation, and maintenance of the network, telecom and infrastructure services supporting over 4,000 employees located in 28 divisions across 10 states. Key deliverables: Standardization of all hardware/software across the company to maximize support delivery while maintaining staffing levels; developed and executed policies and procedures to ensure security compliance; developed, implemented and maintained internal and external SLAs; developed technology strategies to ensure alignment with business objectives. Selected Accomplishments: *Actively sought out cost saving initiatives by renegotiating vendor maintenance contracts, redesigning a Disaster Recovery strategy, and implementing a new data storage plan resulting in a savings of over $3.2M. *Saved the organization over $2M by creating an inventory control and technical procurement team to centralize IT asset management and IT purchasing leveraging vendor discounts. *Reduced technical labor costs by over $500K implementing a software deployment tool (SCCM) to manage large-scale software deployments. *Introduced and implemented Computer Based Training (CBT) which resulted in reducing per employee training costs and created a more effective and consistent software application training experience for employees. *Established processes and procedures for IT Governance which resulted in passing 6 external SOX Audits with no findings.

Director of Technical Support

eCollege · Denver Metropolitan Area

Aug 2000 – Sep 2002(2 yrs 2 mos)

eCollege (NASDAQ: ECLG) is an on-demand, SaaS provider of eLearning software and services to secondary and post-secondary learning institutions offering full program development while supporting online degree, certification, and professional development. ► Position Overview: Responsible for reengineering a technical support contact cost center into a profit generating customer focused technical support center. Operating and capital budget exceeded $1M. Supervised 29 employees (4 direct and 29 indirect) tasked with supporting 60,000+ end-users from 260 educational institutions across the country in a 24x7x365 environment. Key deliverables: Implemented a blended-agent support structure incorporating phone, email and chat features; collaborated with developers, software engineers and executive leadership to develop outage escalation processes and bug and enhancement procedures to ensure 99.99% uptime for applications; developed strong business relationships as the main escalation point for university personnel; met or exceeded sales and marketing financial objectives. Selected Accomplishments: *Reengineered the center from a cost center into a profit center generating 67% gross profit margin. *Implemented a large complex computer telephone integration (CTI) and call-center methodologies which decreased costs per transactions by 38%, response times from 48 hours to 15 minutes, and hold times by 92%, while contacts increased by 115%. *Increase customer satisfaction by 67%.

Call Center Manager

The Product Line · Denver Metropolitan Area

Aug 1999 – Aug 2000(1 yr 1 mo)

The Product Line is a large inbound/outbound call center specializing in customer support, order administration, and technical support for several major clients including STARZ, Kaiser Permanente, Intuit and others. ► Position Overview: Managed the day-to-day operations of the call center; streamlining procedures in order to maximize revenue without sacrificing quality or performance. I was also able to reduce overhead, maximize profits, and minimize lost calls while maintaining SLAs set by the clients. Key deliverables: Operational oversight included forecasting, reporting and scheduling; managing P&L; and overseeing all new client contracts and media buy information. Employee management and training responsibilities included developing my team leads and senior level agents from within the staff by coaching, training, and providing leadership opportunities for growth and creating targeted training materials for clients’ products, customer service skills and sales techniques. Selected Accomplishments: *Created an energized work environment to excite employees promoting team spirit and enhanced growth opportunities reducing an attrition rate of 65% to 5%.

Senior Manager

My Twinn · Denver Metropolitan Area

Oct 1995 – Aug 1999(3 yrs 11 mos)

In 1995, I was recruited by My Twinn to develop their new inbound customer service order processing call center. I hired, trained, and supervised all customer service representatives and sales associates and created key processes to both monitor and exceed product quality assurance initiatives. I also spearheaded the development and facilitation of a targeted training program for all Toys R' Us Executives and Sales Management staff to ensure product knowledge which contributed greatly in exceeding projected sales revenues.