[04:45] What was your experience of IT in the military?

The military translates very well to IT and the construction industry; I’ve been in both since I came out of the military. The work ethic and discipline seem to translate better than for people who come to construction from other industries.

[05:33] What specifically makes it translate so well into construction?

Being used to following orders and adapting to a fast-moving environment. It’s also not the most PC industry, so people don’t get offended that easily.

[06:43] What is the difference between a strong work ethic and a smart work ethic, if there is one?

Smart work ethic alludes to the “working smarter not harder” adage. You may spend longer figuring out how to get something to work, but it will work every time. Whereas, a strong work ethic is more about going full bore into something and just trying it all. They play hand in hand often.

[08:55] What are your thoughts on the strengths and weaknesses of both approaches?

Efficiency is the key word. People tend to overthink and try and find a better way of doing things instead of just doing it.

[10:20] What does being an effective change agent mean to you?

I don’t get stuck in the way of how things have always been done. I look at what can be changed and how. There are 3 ways of doing things, the right way, the wrong way, and the way that makes you successful. It’s whatever works for you.

[12:45] It’s also about change management; can you speak to that side of things?

It’s all about communication. Don’t just pop off an email, pick up the phone and have an actual conversation. You can easily miss the intent behind the words.

[17:15] I’ve never seen a change management program that works for every organization; what’s your experience with adapting programs?

Every organization is different. A change management process with defined parameters works better at an established business compared to younger ones because they aren’t used to it.

[19:00] What size is the company you currently work for?

Medium-sized. I’ve worked in other businesses that have expanded greatly over time, the first company I worked for went from 2500 to 25,000 by the time I left.  One of the things that helped me in my career was that expansion. It helped me learn and hone my skills in so many different areas. I was involved in the London Olympics, Chernobyl clean-up, and the reconstruction of Iraq after the war.

[24:45] Can you let us into the world of construction and IT and how the two meet?

There are the basic support services. Think about how much data and processes like billing, engineering, etc are so much harder without IT. Workflow, resource management, all of this is part of IT and construction. That’s just ops, then there’s the back end supporting HR, and then the front end like basic computer support.

[32:10] Can you speak to the problems with trying to speed through changes as an IT leader?

In IT you have to be able to speak geek and business to facilitate effective change and explain processes to both sides. One of the biggest problems I encounter is ERP changes and updates. They always need to be kept up to date, and they only support the version that’s 2 updates back. Most companies buy an ERP system and then modify it instead of using it as intended. It’s time-consuming and costly. Things take time.

[39:30] What’s your advice for people in smaller organizations that don’t have the luxury of time or resources to implement testing phases, best practices, etc?

Be honest with your leadership about what you can and can’t do with what’s been given to you. They deal in risk management, and once they understand the stakes, I guarantee the purse strings will loosen. You have to advocate for yourself.

[43:30] Can you explain your leadership style?

I’ve always said I’ll never ask you to do something I’m not willing to do myself. I don’t want to hear “I wasn’t hired to do that.” You’ve been hired by a company to do a job, no matter what that is. Perseverance is what matters.