Published on March 27, 2024, 5:23 pm

Executive members in the IT department are bringing new insights of leadership to familiar business challenges by returning to companies they previously worked for. These IT leaders share their reasons and what they gained upon returning. Matt Postulka left Arbella Insurance Group as the Vice CIO when the COVID-19 pandemic began, not intending to look back. He had aimed to become a CIO, achieved it, and held the position of CIO and Senior Vice President of Technology Operations at the Federal Reserve Bank of Boston. Reflecting on leaving Arbella, Postulka explains that he left because there were “great leaders” and he felt that becoming a CIO was still years ahead. However, feeling the need for change, he found great appeal in leading technology at a quasi-government agency overseeing two business areas. Postulka refers to his return as a Boomerang IT leader – a professional who leaves a company, gains experience elsewhere, then returns to a higher technical leadership role.

According to Martha Heller, CEO of Heller Search Associates, Boomerang CIOs succeed for reasons similar to traditional external hires due to the rapid pace of technological advancements and significant cultural transformations in organizations today. Kevin Miller worked as a Technical Solution Architect at IFS Americas for about two years before becoming Director of Global Pre-Sales Solution Architect at Loftware in 2020 amid ownership transitions and culture shifts at IFS. Miller’s experience highlights the value of cross-cultural team engagement and leadership adaptation learned during his time at Loftware.

The lessons learned during these professionals’ tenure in different companies are invaluable – from cybersecurity insights gained while at Federal Reserve Bank to enhancing remote leadership skills during the pandemic era. Key takeaways emphasize the importance of being surrounded by the right team and maintaining talent for success as leaders return to former companies seeking career growth opportunities.

In conclusion, Postulka and Miller stress that before considering returning to higher IT positions in previous organizations, individuals must evaluate how their personal goals align with evolving organizational cultures for continued vitality and impact within those environments. The experiences gained during their time away shaped their broader perspectives on tackling challenges creatively upon their return, illustrating how rejoining former employers can be an opportunity for personal growth and making meaningful contributions within familiar settings.

As these executives exemplify through their journeys back to familiar grounds, coming full circle isn’t always about stepping backward but rather seizing new opportunities to shape futures alongside cherished organizations that resonate deeply with personal aspirations and career narratives while continuing on paths aligned with individual growth trajectories within supportive environments.


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