Q&A: Elliott Cheu on building a stronger, more connected IT community
Cheu says his regular "Lunches with the CIO" allow him to connect and hear input from his University Information Technology Services colleagues.
Nearly a year into his tenure as interim chief information officer, Elliott Cheu reflects on the strides made in advancing technology, collaboration and service at the University of Arizona—and what's next for IT.
Elliott Cheu
It's been a big year for UITS, with several major initiatives rolling out across campus. Which ones rise to the top for you, and what impact are they making?
One project that really stood out was moving 73,000 student email accounts from Gmail to Outlook this past July. University alumni and retirees will also migrate from Gmail to Outlook on Nov. 4. Within a year, we will have moved 240,000 accounts. These changes will end years of frustration with managing two platforms, and now we're in a much better situation with a more secure, unified email system.
I was especially excited about launching Mobile CatCard in Apple Wallet and Google Wallet. Student adoption has been strong with 93% of the incoming first-year class already using it. Mobile CatCards have also reduced the need for physical CatCards, which is a win operationally and environmentally. It lets us simplify our IT infrastructure and improve the user experience.
It's been great to see students using their phones and watches to tap into buildings and residence halls. Faculty and staff are coming along more gradually, but we expect that to grow as more people experience the security and convenience it provides.
In August, the university announced students, faculty and staff could add their CatCard to Apple Wallet or Google Wallet and use their iPhone, Apple Watch or Android Phone to access campus buildings, purchase meals and more.
When you stepped into the interim CIO role, UITS was still navigating centralization and restructuring. Where do things stand today?
We've made good progress restructuring UITS teams to more effectively deliver IT services for the university. This work has been focused on building a stronger foundation for how technology supports teaching, research and operations. The IT Restructure Advisory Council was very helpful in providing campus feedback and helping us improve how we work through the restructuring process.
We now have an organizational structure that strengthens core services and provides specialized support to colleges and divisions based on their unique needs. We have a unified IT support process which routes requests to the right teams, which has improved service resolution times. As an added benefit, we no longer have IT staff working alone without backup, because they are now part of a larger team.
We still have some growing pains in terms of internal team processes, but we've moved into a more self-sustaining operating mode with the right systems and people in place. I feel optimistic about the direction we're headed as a more connected, service-driven IT organization.
You've spent a lot of time this year listening to campus feedback. What did you learn from students, faculty and staff about how technology is working and where it needs to improve?
We operate in a very complex environment, and one of the biggest challenges is balancing campus needs with security. We're starting to think differently and partner in areas we haven't before, like research security.
Cheu addresses attendees at the annual IT Summit in September.
Through the IT Satisfaction Survey, interviews and staff forums, we heard a consistent message: our core services are strong, but we need to communicate more clearly, align more closely, and make technology feel simpler for the people who use it.
Researchers asked for stronger high-performance computing support, more storage and clearer guidance for regulated data. Staff asked for transparency and more streamlined processes. Students reminded us that basics matter — logins, access and a seamless digital experience. Administrators emphasized the need for integrated, reliable systems that make their work easier.
We took that feedback seriously and have launched a strategy planning process to set clearer priorities and measurable goals that align with the university's strategic imperatives. That work includes simplifying services, strengthening governance and deepening partnerships. We'll continue this work through the end of the year and plan to share the strategy with campus in February 2026.
What's been the most rewarding or unexpected part of serving as interim CIO so far?
Talking with people from across campus has really opened my eyes to all the different ways people rely on technology and the unexpected places where IT shows up in the work of the university. I'm glad I have the opportunity to play a small role in this complex puzzle.
Meeting the people inside UITS has been one of the best parts of this job. One of the ways I've gotten to know them better is through "Lunches with the CIO," which gives me a chance to listen, learn and connect on a more personal level. Every time, I walk away impressed by the incredibly talented, dedicated UITS staff who care deeply about the university and the communities they serve. Those moments remind me that our greatest strength isn't just our technology, it's our people.