Leadership

Today’s my 42nd birthday, and I have a lot to reflect on. As the CEO of a software development firm, I’ve had the privilege of being involved in digital transformation (DX) projects for organizations large and small for almost 20 years. In that time, I’ve assumed many roles — champion, product owner, architect, developer, project manager, engagement manager, and business developer. In these roles, I am proud to have played a significant part in many successful projects. However, in that time I have also seen my fair share of failures.

software managementLet me take you back to the year 2011.  This was a big year for us, as Susco had made a big name for itself as one of the first movers in mobile app development studios in the State of Louisiana. We were growing revenue at 50% per year and collecting awards like they were going out of style. At the time I was a babe at 33, not a grey haired 39 year old –  so needless to say, the success started going to my head. I thought of myself as being very emotionally intelligent with how I dealt with people, but it’s very easy when growing a company to do a great job focusing on the way you treat your clients and referral sources but not apply the same effort with your staff.  This blind-spot almost cost me one of my best employees at the time.  In the interest of protecting the innocent, I’ll refer to them as “Bob”.  So, here we go…