When I tell my friends and family that I've joined a company called Geekdom, they most often reply: “I can’t think of a better company for you; you’ve always been a geek.” Now I have a strong idea of what makes a geek: but the Geekdom team seem to think that geeks would be called nerds if they weren't so good looking. While that line is pretty good for a laugh, my idea of a geek is a little different. So sometimes my views differ from Geekdom’s: on this blog I offer you my ideas; not Geekdom’s.
Why do my friends and family consider me a geek?
For starters, I’ve been associated with software development organisations my entire career, at Aristocrat Leisure Industries, Canon, Honeywell, Techway, Hypercom, Standard Transactions, Sydney Blinds & Screens, Accent Software and now at Geekdom.
I make it my business to understand the foundational principles of each factor that influences software development and IT operations: strategy, marketing, sales, programming, programming paradigms, architecture, design, information management, operations management, process management, risk management, knowledge management, performance management, team dynamics and applied psychology. I get across all these fields through direct personal experience; by voraciously reading published books, journal articles and internet communications; and by communicating with peers both within my personal network and at conferences.
Finally, I thoroughly enjoy analysing, using, manipulating and crafting technology. When I was younger, I totally bored my friends with constant chatter about technology. Now that I've a little experience under my belt, I listen much more deeply and tailor my conversation to suit—redirecting my stream-of-geekiness towards my blog.
What I do
I'm an IT Manager with a deep and rich experience in software development. I create new organisational capability by building on a disciplined set of fundamental practices to create an execution capability that then can be exploited through strategic creativity. By fundamental practices, I really do refer to the building blocks of performance: clarity in communications, consistency of purpose, maximising employee engagement and personal development, risk and process management, ensuring sound practices are followed.
My approach
I work to develop organisational capability at multiple levels: from strategic planning through to execution and delivery.
My technical work is informed by drawing on a range of fields: software development, process management, information systems, user experience, applied psychology and financial analysis. But I'm not techy all the time: I have strongly developed skills in personal communication, public communication, inclusive facilitation and active knowledge management.
I bring analytical creativity, advanced problem solving and systems thinking skills, while enabling high-quality decisions. I’m a trained facilitator, and influence through reasoned open communication, prototyping and demonstration. I typically form collaborative working relationships and am flexible in my approach.
I have strong information system skills, having worked at all stages in the software development lifecycle, and love to use personal technology to increase my own effectiveness, as will be evident to regular readers of this blog.