I learned what works, and what doesn’t, from the inside.
I’m Gene Bishop. I started in the stockroom at Dow Jones. Since then, I’ve led technology organizations, worked alongside CEOs, helped lead acquisitions, and been part of two company sales. Those experiences shaped how I approach every deal today.
The day the technology couldn’t fail
At Dow Jones, I built the application backup operation for transmitting The Wall Street Journal’s pages. On September 11, 2001, it made it possible to produce the paper that day and every day after. It became the primary and only means of page make-up and delivery for all Dow Jones printed publications. The Journal’s editorial and technology team was recognized with the 2002 Pulitzer Prize for Breaking News Reporting.
That day taught me that technology isn’t just systems. It’s preparation, people, and being ready when everything changes without warning.
I’ve been on both sides of the table
As the first Global CIO of Foundry (IDG), I was a key leader on the corporate development team. Our acquisition of Triblio in 2020 was the company’s first in 55 years, and it started a run of 4 acquisitions in 18 months. I brought 12 countries’ separate technology operations together into one organization and cut $2.7 million in costs in the first year. I was also part of the small team that navigated IDG’s $1.3 billion sale to Blackstone.
At ALM Media, I joined in 2006, the year before its $630 million sale to Incisive Media. Reporting to the CEO, I later ran a $30 million technology operation with more than 80 people across 19 regional offices in 5 countries. I led the company’s move to digital-first and cut the number of business applications by 39%.
Why I started Bishop CheckMate
After a career inside large organizations, I wanted to bring that experience directly to the executives making the decisions. I know what it’s like to decide with incomplete information. I know what it takes to bring two organizations and their tech teams together. And I know the most impressive technical answer isn’t always the best business answer.
My job is to help you see what matters, understand the risks, and decide with confidence. That starts with listening and asking the right questions, about the people as much as the technology.
