Wondering why my career path zigs and zags? Click on the link above to learn more.
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Why did I just finish a BS in Business with a focus on IT Management? Click on the link above to learn more.
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Amazon Principles
Below you'll find a bit more about me, as related to Amazon's Leadership Principles. Let me know if you have any questions, or if you'd like to discuss this more.
Customer Obsession
Selling motorcycles wasn't "my job" at South Sound Motorcycles, and yet very regularly I talked with customers about their bike, what they were looking for in a motorcycle, the type of riding they did and wanted to do, and what they liked to do with their free time. With many customers, I was able to show them that a different product might be a better choice or should be considered over an option that likely didn't suit their needs well.
When I started at South Sound Motorcycles, the F700GS was not a bike that the shop sold much, if at all. Within a year, the bike was a consistent seller across all genders as it often fit the needs of customers better than other bikes that received much more press. By being honest about the customer's needs I was able to build trust, find products that served the customer best, and help them find what they were truly looking for rather than simply what would serve the shop's needs best at that time. This created loyal customers, apt to bring in friends and refer us to others. While we may lose a few dollars in the initial sale, we gained far more in the lifetime spending of the customer and those they influenced.
Selling motorcycles wasn't "my job" at South Sound Motorcycles, and yet very regularly I talked with customers about their bike, what they were looking for in a motorcycle, the type of riding they did and wanted to do, and what they liked to do with their free time. With many customers, I was able to show them that a different product might be a better choice or should be considered over an option that likely didn't suit their needs well.
When I started at South Sound Motorcycles, the F700GS was not a bike that the shop sold much, if at all. Within a year, the bike was a consistent seller across all genders as it often fit the needs of customers better than other bikes that received much more press. By being honest about the customer's needs I was able to build trust, find products that served the customer best, and help them find what they were truly looking for rather than simply what would serve the shop's needs best at that time. This created loyal customers, apt to bring in friends and refer us to others. While we may lose a few dollars in the initial sale, we gained far more in the lifetime spending of the customer and those they influenced.
Ownership
When I worked at Whole Foods Market, I worked at the first store in the state of Washington. Our regional offices were in California at the time. Eventually, I determined that some of our tea products were not being taxed correctly. While taxes and taxation were well outside of my area of responsibility, I knew that this could cause significant issues for the business.
I dug into the laws, determined not only what the rules were but how to apply the tax laws correctly, and then went about creating that change with our data team and those in charge of taxation. Dealing with issues before they become a problem is something I always see as my responsibility, regardless of how it fits into my job description.
When I worked at Whole Foods Market, I worked at the first store in the state of Washington. Our regional offices were in California at the time. Eventually, I determined that some of our tea products were not being taxed correctly. While taxes and taxation were well outside of my area of responsibility, I knew that this could cause significant issues for the business.
I dug into the laws, determined not only what the rules were but how to apply the tax laws correctly, and then went about creating that change with our data team and those in charge of taxation. Dealing with issues before they become a problem is something I always see as my responsibility, regardless of how it fits into my job description.
Invent and Simplify
Working at Springwire included running the largest Cisco Unity deployment in the world. In this environment, I regularly had to complete large database operations that required significant amounts of coding and had a considerable potential for error. After some time working with the SQL database, I realized I could simplify the process for myself and our partner sites at the same time. Using concatenate combined with SQL, I created a method that turned a 4-hour job into a 1-minute job with zero potential for error.
Working at Springwire included running the largest Cisco Unity deployment in the world. In this environment, I regularly had to complete large database operations that required significant amounts of coding and had a considerable potential for error. After some time working with the SQL database, I realized I could simplify the process for myself and our partner sites at the same time. Using concatenate combined with SQL, I created a method that turned a 4-hour job into a 1-minute job with zero potential for error.
Learn and Be Curious
I recently finished my bachelor's degree. Many have asked why I didn't pursue a degree in marketing and decided instead to focus on IT management. When I looked over the information presented for the marketing degree, I realized quickly that the program would not offer much that I didn't know already. I could choose that path, but I wasn't going to increase my knowledge.
IT offered me a deeper dive into networking, SQL and many other technological concepts that would not only apply to marketing at a deeper level but also challenge me to learn in areas where I was not as proficient.
Not everyone would choose the harder path, and there are times in life or business when an easier route is a better choice. In this case, I knew that learning something that would challenge me was far more beneficial.
Another example of this would be my time with Springwire. I was originally hired to do data migrations from stand along Unity servers to collocated Unity servers. As I worked this process I also learned more and more about the Cisco Unity system. At the time, we were the largest enterprise user in the world. I began to know the back end of the system, digging into the sql database, active directory, and more to deal with odd problems that came up when operating a highly customized system at that scale.
Eventually Cisco began phasing out their Unity product and we were slated to migrate to the Connection product. I was in charge of leading the product development for this transition as I worked with both the tech and program side of the product and was the only person who knew both our technological needs and programmatic needs. I worked directly with the PMs and developers at Cisco to relay the necessary feature requirements and explain how our partners used the system to help ensure functionality was not lost in the customization of a new product. Finally, I worked with both the Cisco and Springwire team as well as our sites across the country to migrate both our back end product (Cisco) and our front end interface.
I recently finished my bachelor's degree. Many have asked why I didn't pursue a degree in marketing and decided instead to focus on IT management. When I looked over the information presented for the marketing degree, I realized quickly that the program would not offer much that I didn't know already. I could choose that path, but I wasn't going to increase my knowledge.
IT offered me a deeper dive into networking, SQL and many other technological concepts that would not only apply to marketing at a deeper level but also challenge me to learn in areas where I was not as proficient.
Not everyone would choose the harder path, and there are times in life or business when an easier route is a better choice. In this case, I knew that learning something that would challenge me was far more beneficial.
Another example of this would be my time with Springwire. I was originally hired to do data migrations from stand along Unity servers to collocated Unity servers. As I worked this process I also learned more and more about the Cisco Unity system. At the time, we were the largest enterprise user in the world. I began to know the back end of the system, digging into the sql database, active directory, and more to deal with odd problems that came up when operating a highly customized system at that scale.
Eventually Cisco began phasing out their Unity product and we were slated to migrate to the Connection product. I was in charge of leading the product development for this transition as I worked with both the tech and program side of the product and was the only person who knew both our technological needs and programmatic needs. I worked directly with the PMs and developers at Cisco to relay the necessary feature requirements and explain how our partners used the system to help ensure functionality was not lost in the customization of a new product. Finally, I worked with both the Cisco and Springwire team as well as our sites across the country to migrate both our back end product (Cisco) and our front end interface.
Frugality
Many years ago I founded and ran a nonprofit called Seattle Free School. Unlike other free schools, Seattle Free School ran entirely without money. I did not pay for space for classes; I did not charge for classes, I did not pay for advertising, I did not pay instructors.
When you can't throw money at something, you have to get creative. How could I teach people to make cheese when I'm using libraries to hold classes? How would I market the school without a budget? The lack of money caused me to think about the end goal and all the various options I could use to get there. Despite naysayers, I accomplished all of these goals, held well-attended classes (120 people at my most-attended class), held courses in a wide variety of subjects including many taught by professionals in their fields, and even found a place to give cooking classes complete with an oven. By working to ensure that teachers, spaces, and students all gain from the experience, the challenges became opportunities. We were written up in every major publication in the city because we ran without any money.
Eventually, I gave a very well attended speech/class at Craigslist Foundation Bootcamp to teach other nonprofits how to rethink where and how they spend money.
Frugality doesn't mean you don't ever spend money. It means you know when you should and when you shouldn't and that you've made that a conscious decision.
(That Craigslist Foundation class helped inspire change in China. Who would have thought that operating without money would reach around the world?
Many years ago I founded and ran a nonprofit called Seattle Free School. Unlike other free schools, Seattle Free School ran entirely without money. I did not pay for space for classes; I did not charge for classes, I did not pay for advertising, I did not pay instructors.
When you can't throw money at something, you have to get creative. How could I teach people to make cheese when I'm using libraries to hold classes? How would I market the school without a budget? The lack of money caused me to think about the end goal and all the various options I could use to get there. Despite naysayers, I accomplished all of these goals, held well-attended classes (120 people at my most-attended class), held courses in a wide variety of subjects including many taught by professionals in their fields, and even found a place to give cooking classes complete with an oven. By working to ensure that teachers, spaces, and students all gain from the experience, the challenges became opportunities. We were written up in every major publication in the city because we ran without any money.
Eventually, I gave a very well attended speech/class at Craigslist Foundation Bootcamp to teach other nonprofits how to rethink where and how they spend money.
Frugality doesn't mean you don't ever spend money. It means you know when you should and when you shouldn't and that you've made that a conscious decision.
(That Craigslist Foundation class helped inspire change in China. Who would have thought that operating without money would reach around the world?
Hire and Develop the Best
At Dental Health Services I've worked with numerous team members to train them on new aspects of marketing or technology (web development). By examining my team's strengths and weaknesses, as well as what they want to learn and where they want to go with their career, I have been able to train and grow team members with a deeper understanding of overall marketing, creating a more robust team with a broader skill set.
At Dental Health Services I've worked with numerous team members to train them on new aspects of marketing or technology (web development). By examining my team's strengths and weaknesses, as well as what they want to learn and where they want to go with their career, I have been able to train and grow team members with a deeper understanding of overall marketing, creating a more robust team with a broader skill set.
Bias for Action
I started Seattle Free School after I determined that there was nothing like it in Seattle at the time. Similarly, I started a website for my local food truck community because nothing existed and it was challenging to find information about local trucks. I was recently told that my site has driven a significant amount of business to the city's local trucks. When something needs to be done, I'm not keen on waiting around for someone else to do it. I'm also not fond of thinking it to death.
By focusing on the minimum viable product, I was able to move forward on both of these projects far more quickly than most, not spending too much time focused on a complete project plan before moving forward with the launch. While Seattle Free School had a few hiccups due to its quick success, those issues turned into enormous benefits for the school as resources stepped up to assist in ways that would not have happened had I tried to put them in place before launch.
I started Seattle Free School after I determined that there was nothing like it in Seattle at the time. Similarly, I started a website for my local food truck community because nothing existed and it was challenging to find information about local trucks. I was recently told that my site has driven a significant amount of business to the city's local trucks. When something needs to be done, I'm not keen on waiting around for someone else to do it. I'm also not fond of thinking it to death.
By focusing on the minimum viable product, I was able to move forward on both of these projects far more quickly than most, not spending too much time focused on a complete project plan before moving forward with the launch. While Seattle Free School had a few hiccups due to its quick success, those issues turned into enormous benefits for the school as resources stepped up to assist in ways that would not have happened had I tried to put them in place before launch.
Think Big
At Springwire my job was in IT, but I quickly realized that we had a unique opportunity as we had access to collect the voices of our clients- people who are homeless or in transition. The system had the ability for a client to respond, via voice to their case manager. Very few organizations could do this as efficiently as we could. While our program staff had issues with this idea, I was able to convince our executive director of the value of the program. I was eventually allowed to create an entire "voices" program, as long as I did all of the work on my own. I was passionate about giving our customers a voice and signed on to do so.
While not all clients wished to participate in the program, many truly appreciated the opportunity to have their voice heard. Many clients wanted to tell their story. But collecting stories wasn't the end goal. By creating an entire database system for the project, I was able to create a data structure for the messages they returned so that I could generate information streams for the voicemails we received. By creating these streams, our development staff could use these voices to help them tell a story to different funders based on interest and need. Our communications staff could find and utilize different messages quickly and create entire communications pieces based on these various themes. I created several demo packages to help them see the full vision of the project and how it could be used with multiple stakeholder groups.
What was, in theory, a simple way for a customer to respond to a case manager was turned into a way to raise funds and communicate for an entire organization.
At Springwire my job was in IT, but I quickly realized that we had a unique opportunity as we had access to collect the voices of our clients- people who are homeless or in transition. The system had the ability for a client to respond, via voice to their case manager. Very few organizations could do this as efficiently as we could. While our program staff had issues with this idea, I was able to convince our executive director of the value of the program. I was eventually allowed to create an entire "voices" program, as long as I did all of the work on my own. I was passionate about giving our customers a voice and signed on to do so.
While not all clients wished to participate in the program, many truly appreciated the opportunity to have their voice heard. Many clients wanted to tell their story. But collecting stories wasn't the end goal. By creating an entire database system for the project, I was able to create a data structure for the messages they returned so that I could generate information streams for the voicemails we received. By creating these streams, our development staff could use these voices to help them tell a story to different funders based on interest and need. Our communications staff could find and utilize different messages quickly and create entire communications pieces based on these various themes. I created several demo packages to help them see the full vision of the project and how it could be used with multiple stakeholder groups.
What was, in theory, a simple way for a customer to respond to a case manager was turned into a way to raise funds and communicate for an entire organization.
Earn Trust
I started working with TechSoup as a contractor, doing very minimal work helping them maintain their Sim in Second Life where they operated the Nonprofit Commons. Eventually, my job at TechSoup grew into a more significant position, taking on more of the community work for the organization and helping to run the community team. I began doing presentations with the TechSoup Community team leader at conferences around the country, and as I took on more responsibility, TechSoup created a full-time position for me.
What started as a few hours a week contract job turned into full-time employment by merely earning the trust of leadership and the entire team by consistently doing excellent work, working well with other team members, and delivering beyond expectations.
I started working with TechSoup as a contractor, doing very minimal work helping them maintain their Sim in Second Life where they operated the Nonprofit Commons. Eventually, my job at TechSoup grew into a more significant position, taking on more of the community work for the organization and helping to run the community team. I began doing presentations with the TechSoup Community team leader at conferences around the country, and as I took on more responsibility, TechSoup created a full-time position for me.
What started as a few hours a week contract job turned into full-time employment by merely earning the trust of leadership and the entire team by consistently doing excellent work, working well with other team members, and delivering beyond expectations.
Dive Deep
At South Sound Motorcycles my "job" did not extend to the sales floor and sales processes. As I dug into the sales process, I could see that the methods in place there were not resonating with our customers. We had just taken on a new brand, one that had a customer base that often came from the tech world, I knew that we needed to be much more mobile friendly and less reliant on older technologies for customer service and sales.
Using data and stories, I showed the value of converting the sales team to a more text-friendly selling process. Not only were customers far happier, but management moved other departments into a text and mobile environment, offering texts for parts information and service responses. This significantly cut employee time and cost for the entire operation as well as substantially improved customer service and satisfaction.
At South Sound Motorcycles my "job" did not extend to the sales floor and sales processes. As I dug into the sales process, I could see that the methods in place there were not resonating with our customers. We had just taken on a new brand, one that had a customer base that often came from the tech world, I knew that we needed to be much more mobile friendly and less reliant on older technologies for customer service and sales.
Using data and stories, I showed the value of converting the sales team to a more text-friendly selling process. Not only were customers far happier, but management moved other departments into a text and mobile environment, offering texts for parts information and service responses. This significantly cut employee time and cost for the entire operation as well as substantially improved customer service and satisfaction.
Are Right, A Lot
Personally, I believe that the key to being right a lot is to question your assumptions constantly. Once you've done that, you can move forward knowing you're not acting on bias.
In the above example, regarding the use of mobile at South Sound Motorcycles, I was up against decades of experience in the form of people who had worked in the industry for many years. They had been around and knew what had worked, and they didn't believe in using text or email for reaching customers. I had reason to believe the old systems were not working anymore.
I could see that our customers were accessing our website from mobile devices, despite the fact that our site wasn't particularly mobile friendly. I knew that many of our customers worked in tech which meant they were both tech-savvy and regularly connected to their phones and laptops but unable to take phone calls. After looking at the data available, I presented my ideas and told a story from my time working in technology to help drive the point home. My boss eventually returned to me to tell me that I was right, even letting me know that the story I had told him had played out precisely as said with a customer.
By looking for the data that was available, and going with my gut instincts about the new customers I could see coming into the shop, I could go up against decades of knowledge and be sure I wasn't just coming in with "new" knowledge but that I was coming in with the RIGHT knowledge.
Further, because I've worked across such a large array of industries, I have a tendency to question myself and look for evidence that counters what I think to be true. In doing so, I'm able to ensure that I'm regularly updating my ideas and am certain that I've thought of contingencies and issues that many may overlook. I will regularly be my own devil's advocate, attempting to poke holes in my own ideas. In doing so, I create solutions that are stronger and more capable of standing up to pressure. Further, teams that I run are more capable of adaptation, as they have often already worked out contingency plans and are skilled at "what if" thinking and problem solving.
Being right isn't simply about making an idea work when everything goes as you want it to. It's about knowing how to make it work when things don't go to plan. And that takes encouraging teams to think creatively.
Personally, I believe that the key to being right a lot is to question your assumptions constantly. Once you've done that, you can move forward knowing you're not acting on bias.
In the above example, regarding the use of mobile at South Sound Motorcycles, I was up against decades of experience in the form of people who had worked in the industry for many years. They had been around and knew what had worked, and they didn't believe in using text or email for reaching customers. I had reason to believe the old systems were not working anymore.
I could see that our customers were accessing our website from mobile devices, despite the fact that our site wasn't particularly mobile friendly. I knew that many of our customers worked in tech which meant they were both tech-savvy and regularly connected to their phones and laptops but unable to take phone calls. After looking at the data available, I presented my ideas and told a story from my time working in technology to help drive the point home. My boss eventually returned to me to tell me that I was right, even letting me know that the story I had told him had played out precisely as said with a customer.
By looking for the data that was available, and going with my gut instincts about the new customers I could see coming into the shop, I could go up against decades of knowledge and be sure I wasn't just coming in with "new" knowledge but that I was coming in with the RIGHT knowledge.
Further, because I've worked across such a large array of industries, I have a tendency to question myself and look for evidence that counters what I think to be true. In doing so, I'm able to ensure that I'm regularly updating my ideas and am certain that I've thought of contingencies and issues that many may overlook. I will regularly be my own devil's advocate, attempting to poke holes in my own ideas. In doing so, I create solutions that are stronger and more capable of standing up to pressure. Further, teams that I run are more capable of adaptation, as they have often already worked out contingency plans and are skilled at "what if" thinking and problem solving.
Being right isn't simply about making an idea work when everything goes as you want it to. It's about knowing how to make it work when things don't go to plan. And that takes encouraging teams to think creatively.
Have Backbone; Disagree and Commit
Just before starting Seattle Free School I met with well-respected community leaders of the nonprofit world, all of whom told me that a nonprofit simply could not run without money. I was told that I would not get people to attend classes if I didn't charge, that I would not find locations to hold classes, and I certainly wouldn't find any publicity. As I went over their objections, I realized I had an answer to all of the problems brought to the table. I chose to go against what everyone was telling me and launch without cash. It didn't feel right to take money for something that I wasn't sure was even a need at that point. However moving forward without following the mainstream advice also put me at odds with many in the nonprofit community.
I knew it would take more effort and commitment to run without cash. But doing so actually meant that each problem brought up by the "experts" wasn't a problem. Marketing came from various publications running stories on the school, including big magazines and every major publication in the city. As Seattle Free School grew and had the need for more space, other nonprofits reached out to offer space to bring awareness to their organization and mission, something I was more than pleased to provide in exchange for a free space to use. Partnering in that way was part of the mission- everyone should win. And getting students to class wasn't an issue. My largest class was 120 people- the space could barely hold it. People will turn up, even if they didn't commit with their wallet.
While not all of the nonprofit leaders came around to seeing the value of questioning their assumptions, many smaller nonprofits were inspired to question some of their operating processes due to the radical way I chose to run Seattle Free School.
Another example can be found below under "Insist on the Highest Standards." Part of that story is that I was up against decades of industry knowledge and coming in with new ideas as an outsider in the field. With LOTS of data, a few stories about experiences, and by first gaining some trust, I was able to push for what I knew to be true. By using hard data to back up what I was saying, I was able to sway the shop to change course significantly. This created huge changes for the entire shop that resulted in improvements across all departments.
To make change, you have to be willing to stick your neck out and know that not everyone will agree. Some will dislike that you are questioning their expertise, experience, and opinions. It takes strength to hold an unpopular opinion, especially as an outsider in a field where everyone else has decades of experience. But if you know you're right, you find ways to ensure you can back yourself up, and stick to what you know to be true. Eventually change may well ruffle feathers. If that's what needs to happen, so be it.
Just before starting Seattle Free School I met with well-respected community leaders of the nonprofit world, all of whom told me that a nonprofit simply could not run without money. I was told that I would not get people to attend classes if I didn't charge, that I would not find locations to hold classes, and I certainly wouldn't find any publicity. As I went over their objections, I realized I had an answer to all of the problems brought to the table. I chose to go against what everyone was telling me and launch without cash. It didn't feel right to take money for something that I wasn't sure was even a need at that point. However moving forward without following the mainstream advice also put me at odds with many in the nonprofit community.
I knew it would take more effort and commitment to run without cash. But doing so actually meant that each problem brought up by the "experts" wasn't a problem. Marketing came from various publications running stories on the school, including big magazines and every major publication in the city. As Seattle Free School grew and had the need for more space, other nonprofits reached out to offer space to bring awareness to their organization and mission, something I was more than pleased to provide in exchange for a free space to use. Partnering in that way was part of the mission- everyone should win. And getting students to class wasn't an issue. My largest class was 120 people- the space could barely hold it. People will turn up, even if they didn't commit with their wallet.
While not all of the nonprofit leaders came around to seeing the value of questioning their assumptions, many smaller nonprofits were inspired to question some of their operating processes due to the radical way I chose to run Seattle Free School.
Another example can be found below under "Insist on the Highest Standards." Part of that story is that I was up against decades of industry knowledge and coming in with new ideas as an outsider in the field. With LOTS of data, a few stories about experiences, and by first gaining some trust, I was able to push for what I knew to be true. By using hard data to back up what I was saying, I was able to sway the shop to change course significantly. This created huge changes for the entire shop that resulted in improvements across all departments.
To make change, you have to be willing to stick your neck out and know that not everyone will agree. Some will dislike that you are questioning their expertise, experience, and opinions. It takes strength to hold an unpopular opinion, especially as an outsider in a field where everyone else has decades of experience. But if you know you're right, you find ways to ensure you can back yourself up, and stick to what you know to be true. Eventually change may well ruffle feathers. If that's what needs to happen, so be it.
Deliver Results
Quite possibly the best example of delivering results beyond expectations can be found here: Marketing the Impossible
The real key to this performance was understanding what was possible and what was extremely unlikely. By using micro-targeting and knowing my audience, I was able to produce results no one expected.
Quite possibly the best example of delivering results beyond expectations can be found here: Marketing the Impossible
The real key to this performance was understanding what was possible and what was extremely unlikely. By using micro-targeting and knowing my audience, I was able to produce results no one expected.
Insist on the Highest Standards
At South Sound Motorcycles, many of the process and product improvements I suggested were out of my department, and yet these improvements have changed South Sound from a rated three business on most review sites to a rated 4.5 company across the board. By consistently chipping away at areas that needed improvement, I was able to bring up both the reputation of the shop and its overall performance.
Many of these improvements included changing legacy systems and legacy thinking to bring the shop in line with current customer standards. Not only did these new systems meet and exceed customer needs, they also helped the shop perform more efficiently and effectively.
The motorcycle retail industry is always critically understaffed during the peak months of business. There is simply no way to support the staff necessary to run the shop in an economically effective manner. So how does a shop serve customers without losing customers at the time when it needs to make the majority of its profit for the year? In the past all motorcycle retail establishments have insisted on phone sales. To this day there are managers around the country who will insist this is the only way to do business. Through examples, critical data and presentations using website analytic information, past experience information, and online research on our demographics, I was able to show management that changing to a different response system would improve customer service and efficiency. The shop created new text based response systems for sales, service, and parts, vastly improving the ability of limited staff numbers to handle peak customer flow and improving customer delight at the same time.
Now, instead of customers wondering when their motorcycle would be done with repairs, or calling upset because they haven't heard back after leaving messages the service staff weren't able to return due to limited staffing, the same staff were able to send brief updates regularly to these same customers, letting them know where their bike was throughout the repair process. By reducing customer calls and apprehension, customer satisfaction was improved, trust went up, and customers went from being angry about a process that left them largely in the dark to delighted about a process that made them feel as though their "baby" was truly being pampered and cared for throughout the repair journey.
Similar systems were established in parts and sales, saving time, money, and customer frustration. By changing to allow customers to communicate in the way they wish to communicate, the shop was able to create new service products that truly set it apart from the competition, creating a better brand.
Everyone wins.
At South Sound Motorcycles, many of the process and product improvements I suggested were out of my department, and yet these improvements have changed South Sound from a rated three business on most review sites to a rated 4.5 company across the board. By consistently chipping away at areas that needed improvement, I was able to bring up both the reputation of the shop and its overall performance.
Many of these improvements included changing legacy systems and legacy thinking to bring the shop in line with current customer standards. Not only did these new systems meet and exceed customer needs, they also helped the shop perform more efficiently and effectively.
The motorcycle retail industry is always critically understaffed during the peak months of business. There is simply no way to support the staff necessary to run the shop in an economically effective manner. So how does a shop serve customers without losing customers at the time when it needs to make the majority of its profit for the year? In the past all motorcycle retail establishments have insisted on phone sales. To this day there are managers around the country who will insist this is the only way to do business. Through examples, critical data and presentations using website analytic information, past experience information, and online research on our demographics, I was able to show management that changing to a different response system would improve customer service and efficiency. The shop created new text based response systems for sales, service, and parts, vastly improving the ability of limited staff numbers to handle peak customer flow and improving customer delight at the same time.
Now, instead of customers wondering when their motorcycle would be done with repairs, or calling upset because they haven't heard back after leaving messages the service staff weren't able to return due to limited staffing, the same staff were able to send brief updates regularly to these same customers, letting them know where their bike was throughout the repair process. By reducing customer calls and apprehension, customer satisfaction was improved, trust went up, and customers went from being angry about a process that left them largely in the dark to delighted about a process that made them feel as though their "baby" was truly being pampered and cared for throughout the repair journey.
Similar systems were established in parts and sales, saving time, money, and customer frustration. By changing to allow customers to communicate in the way they wish to communicate, the shop was able to create new service products that truly set it apart from the competition, creating a better brand.
Everyone wins.
ZIG and ZAG
Many employers wonder why my career path has zigged and zagged across several fields (mostly tech, product, customer service, and marketing). The first reason is that at every position, I take on work that needs to be done, regardless of if it "fits" into my job description or not. Often it starts with me helping out where things need to be done, and then as positions open I'm asked to take over as employers recognize I'm capable of taking on work effectively and efficiently, even if I don't have previous experience in that particular expertise.
The other reason is that I enjoy learning new things and I like to compliment my creative side with my analytic side. Working in tech and consulting in marketing gave me the opportunity to do both. That said, these days marketing crosses over into tech more often than not, what with analytics and in-depth planning and execution. With the tech world a part of almost everything we do, tech is much more creative today than it has been in the past. When it comes to product thinking, you simply must understand consumer thinking, design principles and technology. You can't divorce any of these aspects from the others.
Some may see these areas as distinct and different fields. Personally, I do not.
Many employers wonder why my career path has zigged and zagged across several fields (mostly tech, product, customer service, and marketing). The first reason is that at every position, I take on work that needs to be done, regardless of if it "fits" into my job description or not. Often it starts with me helping out where things need to be done, and then as positions open I'm asked to take over as employers recognize I'm capable of taking on work effectively and efficiently, even if I don't have previous experience in that particular expertise.
The other reason is that I enjoy learning new things and I like to compliment my creative side with my analytic side. Working in tech and consulting in marketing gave me the opportunity to do both. That said, these days marketing crosses over into tech more often than not, what with analytics and in-depth planning and execution. With the tech world a part of almost everything we do, tech is much more creative today than it has been in the past. When it comes to product thinking, you simply must understand consumer thinking, design principles and technology. You can't divorce any of these aspects from the others.
Some may see these areas as distinct and different fields. Personally, I do not.
Bachelors of Business IT Management
I was recently asked why I chose to get my degree with a focus on IT Management when I'm working in product management, project management, and marketing. It's a great question.
When I looked at the options for my degree, I had three choices at my university. A straight business degree, a degree with a focus in marketing, or a degree with a concentration in IT management. The business and marketing degrees both would have been quite simple. The marketing classes offered were subjects I already knew quite well, and I realized I wouldn't really add to what I already knew. It would allow me to get through my degree quickly, but I wouldn't be adding to my skills and knowledge. So why not make life easier? While tempting, it wasn't what I wanted to do.
By choosing the degree with the IT focus I was able to learn more about networking, SQL and general systems and project management, adding to my skills in those fields. As I knew that all of these would have long ranging benefits, in marketing, product management, and the future of my career in general. Rounding out my knowledge and skill set has always been a huge push for my career. The more I know about a wide range of topics, the more I'm capable of bringing big picture thinking and detailed work to the table for a team and an employer.
I chose to challenge myself and learn more rather than take the easy road.
I was recently asked why I chose to get my degree with a focus on IT Management when I'm working in product management, project management, and marketing. It's a great question.
When I looked at the options for my degree, I had three choices at my university. A straight business degree, a degree with a focus in marketing, or a degree with a concentration in IT management. The business and marketing degrees both would have been quite simple. The marketing classes offered were subjects I already knew quite well, and I realized I wouldn't really add to what I already knew. It would allow me to get through my degree quickly, but I wouldn't be adding to my skills and knowledge. So why not make life easier? While tempting, it wasn't what I wanted to do.
By choosing the degree with the IT focus I was able to learn more about networking, SQL and general systems and project management, adding to my skills in those fields. As I knew that all of these would have long ranging benefits, in marketing, product management, and the future of my career in general. Rounding out my knowledge and skill set has always been a huge push for my career. The more I know about a wide range of topics, the more I'm capable of bringing big picture thinking and detailed work to the table for a team and an employer.
I chose to challenge myself and learn more rather than take the easy road.