[0:28] How did you get into working in IT?

I just turned 49, and I got my first IT job when I was 17. My uncle got me a job at DuPont as a computer operator. We had the reels and we had 4 by 5 cartridges and, basically, you fed the machine tapes.

[03:08] Did you have a computer at home?

I had a Commodore 64C and an Apple 2E. My brother had the Apple, I had the Commodore.

[04:18] Was it more fun back then or is it more fun now?

It’s more fun now. Back then I couldn’t wait to get out to see my friends; I just did it for gas money. It made me a better IT guy in the long run.

[04:40] Looking back, were the best years of your life then or is it now?

It’s now. I can’t imagine not having my kids.

[05:50] Was it always tech jobs?

Tech the whole way through, 32 years.

[06:04] Did you go to school?

I went to school to be an Industrial Engineer, and never went that route.

[06:50] At what point did you realize you were in an IT leadership role?

I worked for a global pharmaceutical company around 10 years ago and had a great manager who was an incredible mentor. She knew how to get us to work to our strengths.

[08:19] How did she get the best out of you?

She knew what everyone was best at and she developed you to fulfill a specific role on the team. I think she put that team together with that in mind. After the company was bought out, I realized we had every angle covered and there was nothing we couldn’t solve.

[10:42] What were your strengths?

I was a North American Regional Desktop Engineer. I was a people person. My role was to make sure new products were rolled out across the country. We were the tier 3 in the country. I was the one who tackled the oddball stuff because I was a hands-on person, not a project manager.

[12:30] I’m assuming that the manager’s approach was impactful to you when you moved on?

It was. When it nearly sucked the life out of me is when I worked for the government. That’s a different world. I went from being a hard worker to drawing things out.

[13:44] How big is your current team?

I built it from scratch using what I learned before. We’re a team of 4. I’ve got Application Support, Desktop Support, and a Senior IT Specialist. We’re supporting 400 people and we’re the right size team. We cover everything, and I missed that when working for the government.

[15:55] What is the biggest problem you deal with?

We are a company of companies, encompassing 6 or 7 different businesses, and every one of those thinks they are the most important one. I have to manage priorities. It’s hard to manage client expectations. The one day I cannot stand is reconciling my spending for the whole company.

[20:25] How do you navigate budgetary concerns and requirements?

I create the IT budget at the end of every year and I report directly to the President. I pitch directly to her and explain the company’s needs. Overall, we do the right thing, I try my best to not spend money. I calculate what I can save.

[28:51] Are you involved with the vendor side of things?

I am the direct contact for any IT vendor. I’ve weeded out the ones that are of value to us. I know we are getting quality, and we have a great relationship and constant communication.

[29:32] What makes a good vendor?

I’ll tell you what makes a bad one: constant reaching out over LinkedIn, pushing products, trying to sell. It’s good to ask me what I need, not even trying to sell a product. I’d rather have a vendor reach out to see how I’m doing.

[33:00] How do you know what you don’t know? How do you pick the right vendor?

I Google them and I talk to them at conferences. Actual experience with them and their products.

[36:15] What’s the single biggest struggle in IT right now?

Security. The hybrid work environment, using your own devices. All these things create difficulties and security holes, especially in small/mid-size companies.