In the Media
I have worked as a people manager
since 1997. Leading people is one of my most valued pursuits
since it involves inspiring people to achieve common goals. I
have managed multiple teams throughout my career and have dedicated
my life to improving my leadership and management skills through
training. See below for my experience and areas of training
education within the past 12 years.
Russia Software Development Center
(2006 - 2009)
I served as a second-level manager for a large software
development team in Nizhny Novgorod, Russia. At its peak, we
possessed a team of 40 Agile software developers, specializing in
C#/.Net programming and data analysis.
I was sent to Russia to build up the
management team so that it can succeed long after I was gone.
I trained our managers and high-potential employees in leadership
and communication skills. In the end, I left the team with a
strong set of managers and team leads that could manage themselves
effectively. Trust in the team grew significantly due to my
Site Manager, Nizhny Novgorod Office
(2005 - 2007)
As an expatriate in Russia, I was asked to serve as one of the two
site managers that oversaw 500 employees in 4 offices. This did not
involve managing direct reports, but rather was a matrix-managed
environment consisting of approximately 20 different managers.
Our duties were to build a strong management team across multiple
disciplines, create site cohesion and a professionally effective
workforce, and to nurture new leaders to carry the site into the
future. Two of us ran all site committee meetings and set
annual deliverables for the site to achieve. As a result, we
convinced Executive Management that the Nizhny Novgorod site was a
strong, mature site worthy of investing in. Our leaders were
trusted and got results. We were rewarded with a multi-million
dollar capital investment to purchase a building and create a
Director, Russia Marketing Center
(2004 - 2005)
I managed a multi-functional marketing organization that was
responsible for the bulk of marketing activities conducted in the
former Soviet Union. Managers reporting to me owned Technical
Marketing, Channel Marketing, Distribution Finance, and Corporate
Marketing teams. I hired and managed the management team and
set strategy for how the team was to be built and function.
Ultimately, I handed over the team to local Russian leadership and
the team has performed extremely successfully on its own.
IT Technical Support Team Manager
(1999 - 2004)
Managed 13 direct reports specializing in Help Desk support, desktop
support, backup and restore, and logistics support. I grew
this team from 2 people and left it in 2004 as a highly-motivated
and highly-recognized team.
Management and Leadership
This is the summary of the most important
courses and conferences I attended during my tenure at Intel
- Managing at Intel - a week-long,
intensive course that taught the fundamentals of managing "the
Intel way." Strong emphasis on corporate culture, best
known methods, teamwork, and expectations for managers.
- Situational Leadership - A Ken
it teaches how
managers must use different leadership styles
depending on the situation and employees' current competencies.
Managing from the Middle - A course that teaches how to work
as a middle manager, having to direct first-level managers as
well as work for a Director or Divisional manager.
Strategy from the Middle - A course that teaches how to
think beyond the typically tactical level that a first-level
manager may use and be able to see and plan a long-term vision
and a strategy for getting there.
Russia Leadership Conference - Held annually for 4 years
while working in Russia. Learned team-oriented problem solving,
strategy, and techniques for building up the morale and
contribution of our remote site far from headquarters.
Managing Diversity - Built skills in leveraging the
strengths of different people from different cultures, a common
reality in a global corporation like Intel.