The Human Blueprint behind Campus Innovation

Todd Shechter, CTO, University of Wisconsin-Madison

Todd Shechter began his career in higher education IT as a student employee at Oregon State University, supporting faculty in the Computer Science department with technology integration, managing computer labs and enhancing teaching through digital tools. What began as a student role grew into a professional path as he took on greater responsibilities.

After graduating, Shechter joined the university full-time, working in the Computer Science department, the School of Electrical Engineering and Computer Science and later, the College of Engineering. There, he collaborated with faculty, researchers and students to deliver effective IT solutions. Leading a team within the College of Engineering, which served a large portion of Oregon State’s student body.

The insight he gained from serving both local and campuswide IT needs shaped his vision and prepared him for his current role as CTO at the University of Wisconsin–Madison (UW– Madison), where he now leads enterprise IT strategy. His focus is on building bridges between central and distributed IT and aligning technology solutions with the university’s teaching, research and operational priorities.

Through this interview, Shechter highlights how his experience in distributed IT informs his collaborative leadership in central IT at UW–Madison. He prioritizes building partnerships and team building, ensuring accessibility and aligning technology with university goals. Emphasizing empathy and shared governance, he leads IT as a service organization.

Bridging Experience and Vision: Leading IT with Purpose

Tech Without Borders: Orchestrating Campus-Wide Innovation at UW–Madison I started my career in distributed IT, working directly with schools and colleges to support their unique academic and operational needs. That hands-on experience taught me how to navigate decentralized environments, something that still shapes how I lead in a central IT role today.

"Leadership in IT always begins with listening. It’s about understanding the context and challenges our community members face, whether a researcher navigating complex systems, a new faculty member standing before a 400-person lecture hall or a student trying to access resources easily"

At a place like UW–Madison, the scale is massive, and the expectations are high. Together, as an IT organization, we serve a diverse community—from students who expect seamless digital experiences to researchers pushing the limits of highperformance computing. My role as CTO, and that of my team, is about connecting the dots across campus: aligning our tech strategy with research and learning goals and making sure we’re not just keeping up with evolving standards but staying ahead of them.

That includes everything from enabling high-throughput computing for cutting-edge science to making sure every digital tool—whether it’s a website, an app or a data platform—is built with accessibility in mind. At the end of the day, central IT is here to serve. And for us, that means building systems that are inclusive, efficient and ready for whatever comes next.

Steering Through Collaboration: Governance, Empathy and Service

At UW–Madison, shared governance is central to how we make decisions. Our governance committees bring together students, staff, faculty and administrators, ensuring all voices are heard when we consider significant changes. From my perspective in central IT, this approach is foundational. When we anticipate the impact of a new initiative, we think first about the people it touches. Engaging stakeholders early and often leads to better outcomes, stronger alignment and a shared sense of ownership in the solutions we create.

The university is full of incredibly smart, mission-driven people. I believe the best way to support them is not through micromanagement, but by creating space for their ideas to flourish. I want our teams to feel empowered to explore, innovate and ask how our platforms can best support teaching, research and outreach.

Leadership in IT always begins with listening. It’s about understanding the context and challenges our community members face, whether a researcher navigating complex systems, a new faculty member standing before a 400-person lecture hall or a student trying to access resources with ease. Everyone has a story. When we lead with empathy and a deep sense of service, we earn trust, which allows us to build technology that truly supports the university’s mission.

From Collaboration to Impact: Empowering Research through People-Centered IT

Our collaborative approach doesn’t end at governance; it extends into how we support the university’s boldest ambitions. With initiatives at UW–Madison like RISE—Research, Innovation and Scholarly Excellence, we’re investing in people. As we bring 150 new faculty to campus, each leading new research directions, we’re reimagining how research computing can scale, adapt and serve.

My focus, and those of the teams I lead, has been to ensure IT professionals are not just behind the scenes, but fully integrated into the planning and support structure, empowering researchers from day one. We’ve built teams, shaped hiring strategies and made intentional investments in people who understand the research lifecycle from the inside out.

Today, when cybersecurity threats grow and technologies like AI evolve rapidly, the university depends on IT not just to respond but to lead, with empathy, vision and service. The operations of the university rest on our shoulders. And at the heart of it all, I hold onto a core belief that we are a service organization within IT, listening deeply and building solutions that reflect the real needs of our students, staff and faculty.

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