Tag Archives: Leadership

Leadership in Times of Change: Guiding Teams Through Uncertainty, Disruption, and Transformation

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Change is inevitable. What separates thriving organizations from those that falter is not the scale of disruption but how leaders respond to it. In times of shifting technologies, evolving business priorities, and constant transformation, leadership is less about control and more about ownership and trust.

The foundation of effective leadership is often built long before the boardroom. Sports, for example, provide timeless lessons about teamwork, resilience, and adaptability. Success rarely comes from individual talent alone. It comes when everyone pulls in the same direction. That principle applies as much to a championship team as it does to a high‑performing business unit.

One philosophy that resonates strongly in moments of disruption is Jocko Willink’s concept of Extreme Ownership. The premise is simple yet uncompromising: leaders own everything in their world. There is no one else to blame. When challenges arise, the question is not “Who is at fault?” but “What can be done to move forward?” This mindset creates clarity and accountability, showing teams that leadership is not about distancing from the struggle but leaning into it fully.

Equally important is a We > Me mindset. Ownership does not mean carrying the burden alone. It means creating an environment where the team feels empowered to step up, contribute, and take responsibility alongside their leader. The best teams, whether on the field or in the office, are not defined by a single star but by collective trust and shared purpose. When individuals know their contributions matter, they rise to the occasion.

Bringing these two philosophies together, Extreme Ownership and We > Me, creates a leadership style built for uncertainty. Ownership ensures accountability. We > Me ensures collaboration. Together, they build resilience. When disruption strikes, the most effective leaders remind their teams that while the outcome will be owned at the top, it will be achieved together. That balance of responsibility and shared purpose transforms change from a threat into an opportunity.

Leadership in times of change is not about having all the answers. It is about setting the tone, taking responsibility, and building a culture where trust fuels adaptability and innovation. Sports teach it. Extreme Ownership sharpens it. And the We > Me mindset ensures that no matter how turbulent the environment, teams move forward as one.

Leading Through Change: Guiding Teams in Times of Uncertainty

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Change is not a disruption in technology; it is the rhythm. New frameworks appear, markets shift, customer expectations evolve, and entire strategies can be rewritten in a single quarter. For teams, this constant motion can feel like standing on shifting ground. The role of a leader in these moments is not to eliminate uncertainty but to guide people through it with steadiness, clarity, and conviction.

The Energy Leaders Carry

Teams mirror the energy of their leaders. When a leader communicates with belief, focus, and calm, the team absorbs it. When a leader spirals into doubt or panic, the team feels that too. In times of uncertainty, optimism is not a luxury; it is fuel. It is a steady reminder that while the path may be unclear, the team has the strength to walk it together.

This does not mean painting a false picture of perfection. It means acknowledging the challenges honestly while also reinforcing the belief that the team is capable of navigating them. A leader who can say, “Yes, this is difficult, but I believe in us,” provides a psychological anchor that keeps people from drifting into fear.

The Discipline of Ownership

Optimism alone is not enough. Change also demands discipline. A leader who takes responsibility, who owns outcomes without excuses, creates a culture where accountability is the norm. This kind of leadership does not point fingers when things go wrong. Instead, it models the courage to say, “This is ours to fix, and we will fix it.”

When leaders embody ownership, they set a tone that cascades through the team. Engineers stop waiting for someone else to solve the problem. Designers stop assuming their work ends at handoff. Everyone begins to see themselves as part of the solution. In uncertain times, this clarity of responsibility builds trust, and trust is the currency that carries teams through turbulence.

The Power of We Over Me

Perhaps the most important mindset in uncertain times is the shift from me to we. Change often tempts individuals to retreat into self-preservation, focusing on personal stability rather than collective success. But the strongest teams are those that embrace the idea that the group’s success outweighs individual recognition.

When leaders emphasize collective achievement, collaboration deepens. Knowledge flows more freely. People stop worrying about who gets the credit and start focusing on how to move forward together. The team becomes more than the sum of its parts. This is not just a motivational slogan; it is a survival strategy. In complex, fast-moving environments, no single person can carry the load. Only a united team can.

Creating a Culture of Courage and Contribution

Uncertainty can silence teams if they feel their voices do not matter. The strongest leaders create a culture of courage and contribution, where every person knows their perspective is valued and their input can shape the outcome. This is not about lowering expectations; it is about raising the level of trust so that people feel confident speaking, experimenting, and challenging ideas without fear of being dismissed.

When leaders invite their teams to step forward, they shift from command-and-control to shared ownership. Empowering the team to lead means encouraging individuals to take initiative, to own pieces of the mission, and to see themselves not just as executors of tasks but as co-creators of solutions. In practice, this might look like rotating leadership in project meetings, giving engineers the space to propose architectural changes, or trusting designers to set the direction for user experience without micromanagement.

This empowerment transforms the team dynamic. Instead of waiting for directions, people lean in. Instead of fearing mistakes, they learn from them. Instead of competing for recognition, they collaborate for impact. The leader’s role becomes less about being the sole decision-maker and more about being the guide who clears obstacles, provides clarity, and ensures alignment.

When a team feels both trusted and responsible, they rise to the occasion. They do not just follow – they lead. And in times of uncertainty, collective leadership is what turns turbulence into momentum.

Growth Through Change

The paradox of uncertainty is that it often produces the most growth. Teams that endure change together often emerge stronger, more cohesive, and more innovative. Leaders who guide optimism, ownership, and unity do more than help their teams survive; they help them transform.

Change will always test leaders. But those who show up consistently, balance belief with discipline, and remind their teams that they are not alone in the storm will find that uncertainty is not just a challenge. It is an opportunity to lead at the highest level.

Ultimate Yates Takeaway

Uncertainty will always test leaders. The ones who rise are those who bring belief, take responsibility, and empower their teams to lead; always reminding them that We is greater than Me.

Leading Through the Noise: Harnessing Data in the Age of Digital Overload

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The New Leadership Frontier

In today’s digital landscape, leaders are no longer just visionaries. They are navigators of complexity, interpreters of signals, and stewards of trust. Technology has transformed every corner of business, but it is data that has become the lifeblood of decision-making. The challenge is not access to information. It is knowing what to do with it.

Leadership in the modern era demands more than intuition. It requires fluency in data without drowning in it. It requires the ability to extract meaning from metrics and to turn numbers into narratives that inspire action.

When Data Becomes Noise

Data pours in from every corner of the digital world, leaving leaders knee-deep in metrics with no clear shoreline in sight. From customer behavior to operational performance, from social sentiment to predictive analytics, the stream never stops. But more data does not always mean better decisions. In fact, it often leads to paralysis.

Leaders must learn to distinguish between what is interesting and what is essential. They must resist the temptation to chase every dashboard and instead focus on the metrics that drive impact. This is not a technical skill. It is a leadership discipline.

Building a Culture of Data Confidence

One of the most overlooked aspects of data leadership is emotional intelligence. Teams do not just need tools. They need trust. They need to believe that data is not a weapon but a guide. That it is not there to punish but to empower.

Leaders must model this mindset. They must ask questions that invite curiosity, not fear. They must celebrate learning, even when the data reveals uncomfortable truths. And they must create environments where insights are shared freely, not hoarded.

The Human Side of the Algorithm

As artificial intelligence and machine learning become more embedded in decision-making, the role of the leader becomes even more critical. Algorithms can optimize. They can predict. But they can’t empathize. They can’t understand context. They can’t weigh value.

Leadership is what gives data its soul. It is what ensures that technology serves people, not the other way around. It is what keeps the human heartbeat in the center of the digital machine.

The Ultimate Yates Takeaway

Data is not the destination. It is the compass. Technology is not the answer. It is the amplifier. The real power lies in leadership that knows how to listen to the signal, ignore the static, and move forward with clarity and courage.

In a world flooded with information, the leader who can turn data into direction becomes the lighthouse in the storm.

Leading with Accountability: How Extreme Ownership Transforms Leadership

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Embracing Total Responsibility

In every organization there comes a moment when teams must choose between passing blame or owning every outcome. The mindset of extreme ownership calls on leaders and contributors alike to accept full responsibility for successes and failures. When accountability becomes a shared value, teams break free of negative cycles and move together toward clear objectives. This approach transforms ordinary managers into visionary stewards of innovation.

Deepening the Principle of Total Responsibility

Extreme ownership does not mean assigning fault to yourself for every slip or setback. It means actively seeking lessons in every result. Leaders who embody this principle examine processes when goals are missed and ask what adjustments are needed in planning or execution. They share those insights openly so every team member can benefit. In this way responsibility becomes a tool for continuous learning rather than a burden of blame.

Clarifying the Mission to Ignite Focus

A core tenet of extreme ownership is the power of a crystal-clear mission. If every team member understands the purpose behind each project, they anchor decisions in the larger vision. Clarifying the mission requires stripping away jargon and revealing why features matter to customers and the business. When context is shared freely, developers write code that aligns with long-term strategy and product designers innovate with the end user always in mind.

Decentralizing Command to Spark Initiative

High-performing tech teams thrive when authority moves closer to the point of action. Decentralized command empowers small groups to make real-time choices without waiting for a top-down direction. When every engineer or designer knows the mission and feels trusted to adjust course, bottlenecks vanish and creativity flourishes. Leaders then focus on coaching and removing obstacles rather than micromanaging every detail.

Prioritizing and Executing under Pressure

Complex deliveries can overwhelm teams with competing demands and shifting deadlines. Extreme ownership teaches leaders to identify the single most critical task at any moment and rally resources around it. By guiding teams to concentrate on the highest impact work first, progress becomes visible, and momentum builds. As each priority is resolved, attention shifts to the next task until the end goal is in sight.

Simplifying Communication for Shared Understanding

One of the most overlooked barriers in tech leadership is unclear communication. Instructions buried in long emails or scattered across multiple channels breed confusion and rework. Extreme ownership calls for concise exchanges that focus on intent and desired results. Whether in architecture discussions or standup meetings, simplifying language ensures every voice is heard and every action item is understood.

Conducting After Action Reviews to Drive Improvement

After a release or major milestone teams often move quickly to the next challenge without pausing to reflect. A structured after-action review pauses the cycle for honest debriefing. Team members discuss what worked well and what created friction. Leaders then document these insights and weave them into future plans. Over time these regular retrospectives build a living playbook of proven practices and guardrails.

Building Leaders at Every Level

The highest aim of extreme ownership is not to create a few top decision makers but to cultivate empowered leaders throughout the organization. By rotating responsibility for small initiatives and mentoring peers in ownership behaviors, organizations surface hidden talent and foster self-directed teams. When individuals at all levels feel confident to lead within their domain, resilience and agility become hallmarks of the company’s culture.

Ultimate Yates Takeaway

Leading with accountability elevates tech leadership from task supervision to active stewardship of results. Teams that embrace extreme ownership move faster, adapt with courage, and learn continuously. When every member owns the mission and commits to shared success, innovation thrives and obstacles fade. This journey demands persistent effort but rewards organizations with a culture that sustains growth for years to come.

References

Jocko Willink and Leif Babin. Extreme Ownership: What a U S Navy SEALs Lead and Win. St Martins Press 2015.

Empowering Technical Teams: Leading with Vision, Not Micromanagement

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Let’s be honest; technical teams don’t thrive under a microscope. They thrive under a mission.

In a world where innovation moves at the speed of thought, the difference between a team that builds something great and one that burns out is leadership. Not just any leadership – visionary leadership. The kind that trades control for clarity, and micromanagement for momentum.

This post isn’t about managing tasks. It’s about mobilizing talent.

The Micromanagement Trap: Why It Fails

Micromanagement is the leadership equivalent of trying to steer a ship by adjusting every bolt on the rudder. It’s slow, exhausting, and ultimately ineffective.

  • It kills creativity by forcing conformity
  • It erodes trust by signaling doubt in your team’s abilities
  • It slows delivery by creating bottlenecks and approval loops
  • It burns out leaders who try to do everything themselves

Technical teams are built on autonomy, deep focus, and problem-solving. Micromanagement disrupts all three.

Vision-Driven Leadership: The Antidote

Leading with vision means painting a clear picture of where you’re going, and trusting your team to chart the course.

Here’s what it looks like:

  • Set the North Star: Define the mission, values, and outcomes. Let the team own the “how.”
  • Empower Decision-Making: Delegate authority, not just tasks. Give your team the power to solve, not just execute.
  • Create Guardrails, Not Chains: Provide structure and boundaries, but leave room for innovation.
  • Celebrate Ownership: Recognize initiative, not just results. Build a culture where people feel proud of their impact.

Practical Ways to Empower Technical Teams

Let’s get tactical. Here’s how visionary leaders empower without micromanaging:

  • Set SMART Goals, Not Vague Directives

“Improve performance” becomes “Reduce API latency to …”

  • Build Trust Through Delegation

Use the 70/30 rule: 70% aligned with current skills, 30% stretch. Define failure boundaries, then step back.

  • Communicate with Purpose

Replace status meetings with dashboards. Use asynchronous updates. Ask questions before giving directives.

  • Define Roles Clearly

Use RACI or LAUGH frameworks to eliminate overlap and confusion. Autonomy thrives in clarity.

  • Track Outcomes, Not Activity

Focus on sprint velocity, bug resolution time, and customer satisfaction; not hours logged or keystrokes.

Real Talk: What Teams Say About Visionary Leaders

“I don’t need my manager to code with me; I need them to clear the path so I can run.”

“The best leaders I’ve had gave me space to fail, learn, and grow. That’s how I leveled up.”

“When I know the ‘why,’ I can figure out the ‘how.’ Just give me the mission.”

Flip the Script: From Control to Care

Micromanagement is rooted in fear; fear of failure, fear of chaos, fear of letting go.

Visionary leadership is rooted in care; care for the mission, care for the people, care for the long game.

When you lead with vision, you don’t just get better results. You build better teams.

Final Thought: Lead Like a Lighthouse

A lighthouse doesn’t steer the ship. It doesn’t shout orders. It simply stands tall, shines bright, and shows the way.

Be the lighthouse. Set the vision. Trust your crew. And watch them sail farther than you ever imagined.

Why Data Silos Hurt Your Business Performance

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Let’s be honest – data is the backbone of modern business success. It is the fuel that drives smart decisions, sharp strategies, and competitive edge. But there is a hidden problem quietly draining productivity: data silos.

What is the Big Deal with Data Silos?

Picture this – you have teams working hard, digging into reports, analyzing trends. But instead of sharing one centralized source of truth, each department has its own stash of data, tucked away in systems that do not talk to each other. Sound familiar? This disconnect kills efficiency, stifles collaboration, and makes decision-making way harder than it should be.

How Data Silos Wreck Productivity

Blurry Vision = Ineffective Decisions Leadership decisions based on incomplete data lead to assumptions rather than informed facts.

Wasted Time & Redundant Work
Imagine multiple teams unknowingly running the same analysis or recreating reports that already exist elsewhere. It is like solving a puzzle with missing pieces – frustrating and unnecessary.

Slower Processes = Missed Opportunities
When data is not easily accessible, workflows drag, response times lag, and the business loses agility. In fast-moving industries, those delays can mean lost revenue or stalled innovation.

Inconsistent Customer Data = Poor Experiences
When sales, marketing, business units, and support teams are not working off the same customer data, you get mixed messages, off-target campaigns, and frustrated customers.

Breaking Free from Data Silos

To break free from stagnation, proactive action is essential:

Integrate Systems – Invest in solutions that connect data across departments effortlessly.
Encourage Collaboration – Get teams talking, sharing insights, and working toward common goals.
Leverage Cloud-Based Platforms – Make real-time access to critical data a priority.
Standardize Data Practices – Guarantee accuracy and consistency with company-wide data policies.

Data silos are not obvious at first, but their impact is massive. Fixing them is not just about technology, it is about a smarter, more connected way of working. When businesses focus on integration and accessibility, they unlock real efficiency and stay ahead of the game.

Building Resilience: Leadership Insights from Sports

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In the bustling world of sports, leadership appears as a beacon of hope and direction. Imagine a football team, standing on the brink of a crucial match. The players, each with their unique strengths and weaknesses, look towards their captain for guidance. This captain, embodying the essence of leadership, understands that success is a collective effort. The leader knows that every player must feel valued and motivated to contribute their best. Through open communication and a collaborative spirit, the leader fosters a culture where teamwork thrives.

As the game progresses, challenges arise. The opposing team scores, and the morale of our team dips. Yet, the captain stays undeterred. The leader has faced setbacks before and knows the importance of resilience. With a positive outlook and unwavering determination, the leader inspires teammates to persevere. They rally together, driven by the belief that they can overcome any obstacle.

Behind the scenes, the captain’s journey is marked by discipline and commitment. The leader’s training regimen is rigorous, demanding both physical and mental fortitude. The leader adheres to a strict schedule, continuously striving to improve skills. This dedication is mirrored in the leader’s approach. The leader is committed to the vision and dedicated to the team’s growth, setting the tone for collective success.

Strategic thinking is another hallmark of the leader’s approach. On the field, the leader devises game tactics, predicting challenges and adapting strategies in real-time. This ability to think critically and make informed decisions guides the team towards their goals. Off the field, the leader analyzes situations, ensuring that every move is calculated and purposeful.

Emotional intelligence plays a crucial role in the leader’s approach. The captain experiences intense emotions, from the thrill of victory to the agony of defeat. Yet, the leader manages these emotions with grace, supporting composure and empathy. The leader understands teammates’ feelings, creating a supportive environment where everyone feels understood and valued.

Leading by example, the captain proves hard work, dedication, and sportsmanship. The leader’s actions speak louder than words, earning respect and loyalty from the team. The leader embodies the values preached, setting a powerful precedent that motivates others to follow suit.

Through the lens of sports, we see that leadership is not just about directing others; it is about inspiring them. The qualities developed through sports-minded discipline are essential for effective leadership in any domain. These qualities include teamwork, resilience, discipline, strategic thinking, emotional intelligence, and leading by example. By adopting these principles, individuals can become inspiring leaders. They drive their teams to success. This applies both on and off the field.

“Leaders aren’t born, they are made. And they are made just like anything else, through hard work. And that’s the price we’ll have to pay to achieve that goal, or any goal.” — Vince Lombardi

PASS Data Community Summit: A Personal Journey

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PASSDataCommunitySummit

As someone attending the event since 2011, I would like to share my personal experience, the value of attending, and how the event has helped me throughout my career.

For decades, the PASS Data Community Summit has supported the data community, and the event itself has been going strong for more than 25 years. Looking back on my experiences, I never realized the ebb and flow the journey would take me on, but the value of attending the conference quickly became evident to me. Each year, I have gleaned new ways to improve technology, data footprints, and beyond learning from expert speakers and industry leaders.

I can still recall sitting in a session led by Chris Shaw around a DBA Maintenance database or John Sterrett’s Policy-Based Management session. The memories of those first few years were eye-opening. It quickly became evident to me that the quiet moments in between sessions were just as important (some call this the ‘Hallway Track’). Each year, I can pick out crucial conversations that happened in between sessions that left a lasting impression. You see, while this is a technology conference put on by some stellar people, it’s just that, the people and relationships built.

My journey has run the full gamut of being an attendee, volunteer, speaker, and past board member, and what I’ve found and learned through it all was that the amount of learning has been off the charts, but the people I’ve met along the way have made the journey something special.

PASS Data Community Summit brought something special that I was searching for at the time, a place where I could hone my skill set, but it became much more. I vividly remember running into an issue at work one day and being able to pick up the phone and call an expert in the field because of the friendship made at PASS Summit to get their opinion.

When you walk through the halls and see all of the people, I can remember being overwhelmed that first year, now, these years later I don’t take it for granted when I look out and see the sea of people, and I can’t help but think there are still more Chris Yates’ out there looking for something. Each year I go back and have the opportunity to speak with more folks, and I’m appreciative to have folks come up and want to talk either about a session I’ve done, spoke at, blogged about, or helped with along the way.

PASS Data Community Summit has been an incredible journey for me, both professionally and personally. The event has provided me with invaluable learning opportunities, but more importantly, it has given me the chance to build lasting relationships with some amazing people in the industry. So, on that note, I’ll see you at the PASS Data Community Summit this year and for many more to come!

Eliminating Hassles

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TimeForChangeIt is easy for me to fall into the trap of the “who” versus the “what”. If we are not careful we can get caught up in a web entangled mess. I often get asked how do I go about handling each day and staying organized. Let me be the first to say it isn’t easy, and just because it works for one person doesn’t always mean it will work for the next. However; with that said I am happy to disclose some of my methods in what I call eliminating hassles.

Ask What Rather Than Who

Usually, a problem that arises many people tend to throw out the “It’s not my fault; it’s your fault” card. Some do it with quite precision I’ve found out over the years. When an issue arises instead of immediately looking at someone to place blame on; step back and look at how the issue got to where it is. Example, perhaps a procedure or policy that has been mandated for years contributed to the said issue. Don’t get me wrong and confuse this with letting discipline go by the wayside; there will be instances where it is in fact needed. For future reference, I try to think about the problem at hand and how we got there first then go from there. Who knows; maybe a problem has existed for a while now that is due to a standard and it can easily be changed to help all parties involved. Just because something has been done one way for years doesn’t mean it is right.

Listen To What Others Are Saying

Within IT, we provide a service, to both our external and internal customers. A necessity for survival is keeping a pulse on what is going on around us. Many times we can find process failures if we just listen. We have grown accustomed to having information and data at a moments notice. Being in the financial industry myself I realize how important it is for processes to work as quickly, smoothly, and efficiently as they can. I once had a coach who told me not to listen to how he was saying something but rather what he was saying. I didn’t realize then what that means; all we heard was yelling – I get it now from a business perspective. Listen to the complaint or concern that others are initiating and see if there are some improvements that can be made.

Always Think Ahead

This may be easier said than done, but don’t just wait for issues to appear; continue to find ways to improve upon process before the issues arise. One key aspect I’ve learned in leadership over the years is to anticipate problems and be prepared to handle them. As sports teams go through practice day in and day out preparing for a big game by studying and anticipating what their opponent will be doing and vice versa. The same concept applies here; we as data professionals should be proactive in our day to day efforts. Continue to review disaster practices, processes that may have become stagnant through the years. Don’t become complacent.

Review Your Own Processes

Let’s leave everyone else out of this next topic. Time for reflection of yourself; everyone has their own routine – some are good and some are bad. Some leaders I know often say that routines can be bad and I get that. However, there are some good routines that if correctly put in place can garner stability for an environment. One headache I’ve seen over and over again with many data professionals (myself included) is organization. So, me personally, below is my routine for myself:

  • BROWSE THROUGH YOUR EMAIL. Is there anything that needs to be done today or tomorrow? This week? This month?
    1. What did I not do well yesterday, in any area of my life, I need to go back and fix?
    2. What went well?
    3. What did not go well?
    4. What did not get done yesterday?
  • What can I start working on today that will not pay off for 5, 10, 20 years from now?
  • What is important for me to be working on right now?
  • What is the biggest problem in my personal life? My business life?

That’s it; I start off with those same questions each morning; will it work for you? Not sure but this is just an example of what my routine is in the morning before I get going. Time is key and time management is even better. I will not go into my routine on time management, but maybe I will turn that into a future post.

Resistance = Yes

Anytime changes are made to existing processes or procedures you should expect resistance. This goes hand in hand with listening to what the major problems and complaints are both internal and external. Processes that I’ve encountered in my own shop that was put in place say 8 years ago were put in place for a reason; however, that reason may have outlived its purpose. With that being said working through resistance is a skillful mastering that doesn’t occur overnight. One lesson I’ve learned over time is how your words are interpreted and what people take from your words is crucial and key. There may be times that you have to garner support for your ideas and that is okay; this is where it is key to know what you are doing and to present the idea thoroughly and skillfully. As a data professional it is our duty to continue to look for and implement new and better processes to help streamline processes making them the most efficient as they can be.

One thing I would like to say in all this doesn’t sacrifice what is right for the sake of speed. Remember, do it right the first time and don’t cut corners – chances are if you do it will come back to bite you in the end.

Reflect On Changes Made

Going to let you in on a little secret. Every change that I’ve made has not always gone according to plan. Yes, I’ve taken risks in the past – calculated ones and ones that I felt were right. There are times when you have to re-evaluate those changes made and that’s okay. This is part of the journey and growth. Introducing new ideas to a team, the culture at a shop, or individually is easy – making them stick is not always as easy. I recall an assistant coach of mine would meet me at the gym at 3:30 a.m. before school so I could get in 800 jump shots and conditioning. This was a change I wanted to make so that I could get better at what I was doing at the time – was it easy – – um no. The same thing has carried over into technology for me. When change is made it is not always going to be easy – it is then when true leadership and character come into play. Lead by example and if you have made a mistake own up to it and make the necessary change.

Take A Ways

  • Don’t look to pass blame; rather identify failure points
  • Eliminate hassles
  • Review processes and keep them up to date
  • Don’t be afraid to make changes when required
  • Expect resistance
  • Ask why something is done one way
  • Get organized
  • Listen to your internal and external customers – what are the pain points

Thank You–#PASSElections

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This week has been a whirlwind; as the results came in earlier this week on the election I wanted to take a moment and say Thank You. It is with great honor and privilege to be elected to a seat on the PASS Board.

This position is one that I don’t take lightly and with it, I will strive to do the best I can for you (us, community). I do want to take a moment and thank all those that ran for board positions. I applaud and am in awe of their tireless efforts in the community.

Thanks again for all the support and messages the community has shown me. Will only make one promise and that is to give my best effort every day to make our community the best it can be. I look forward to meeting and speaking to many of you in the near future.