[0:45] If all the computers in the world shut down tomorrow, what job would you do instead?

Creating novelty products, like selling gag gifts. Here’s one of my ideas: I would start with a gag seasoning called “tastes like chicken,” but it would be guaranteed to make any meat taste like human meat.

[2:47] What is the oldest piece of technology you still use today?

I still listen to traditional radio and broadcasts. Most people listen to Spotify or stream music, but I like listening to talk radio because it keeps me awake.

[4:48] On your LinkedIn profile it says “Process 1st. People 2nd. Finally, after the first 2 are aligned, it’s about technology.” What does that mean?

A lot of companies historically look to IT as an engine for major change without realizing that IT is about automating and optimizing. You have to understand how you’re working and how you’re operating because it can get you there quicker, but it doesn’t define whether your process is good or bad.

[9:41] You’re currently with ACS Industries. Do you want to give us a quick rundown of what they do and what your role is there?

ACS creates unique products for companies that build even bigger things. We’re what’s inside—not necessarily the center-stage product. One of our primary products is filters for traditional fossil fuel engines, as well as mesh products for airbags. They have a global footprint, so they have traditional enterprise operations. I manage, lead, and cultivate a team to operate internationally.

[15:18] In your case IT never sleeps. Where are you working from now?

I’m currently working in Valencia, Spain. I’m in a beautiful, old village. But I still have fiber coming to where I’m staying.

[18:41] IT manufacturing comes with its own unique set of challenges. What have you noticed about that with ALC?

A lot of the PLCs are 20 years old and not designed to function in our world today. You want to bring your environment into the 21st century, but it takes time to get that done right. I have to justify the budget to risk introducing new systems.

[20:42] Let’s talk about cybersecurity on a global scale. How do you keep up with that?

Even the best companies fail to manage this. I have people in place I trust to make executive decisions in real time. We’ve grown in the ability that makes sense without needing to hand the keys to the kingdom to someone new across the world.

[27:37] I’m a big proponent of working with finance and helping reduce costs in IT. What are some items you’ve worked on from a budgeting standpoint you can help our listeners with?

In order for IT to demonstrate value, the company needs to be able to quantify the value of the business that their workers are delivering in the first place. They might not understand the value of automating a certain workflow or helping someone do their job faster. When you’re doing the budget, you have to keep your core objectives in mind. And most importantly, when communicating the value, it helps to simplify it.

[37:36] The other thing I usually see is a misinterpretation of security because clients don’t have their data classified or don’t know where it is.

Data loss prevention is huge for a lot of companies, but they don’t know exactly what they want to protect. I recently encountered several obstacles with DLP, but I think global companies have unique problems others may not have.

[42:42] Let’s go to the IT crystal ball. When you talked about people, process, and technology, is that a long-lasting methodology or do you see it evolving?

I think it will always be people first, process second, technology last. How you make it all work together is what matters and optimizing it to your particular workflows. The people part of it, at the end of the day, is what really helps create significant change. Even when you start replacing people with AI, you still need someone to understand and coordinate the change.