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PROUDLY PRESENTS
Doug Brown
Resident of The United States and 3-DNET® VIP member
Email contact : anand@exec.org
VIDEO INTRODUCTION®
INTERVIEW WITH 3-DNET®
Listen to sample sound "bites" from the interview:
Question 1 : Tell me about yourself
I am a high energy individual, who is driven by results and accomplishments. I can’t rest until the goal has been completed or at least on track for completion. I thrive on success and accomplishments. My success can be attributed to my personal desire to ensure every member of our team, and the people that my team supports, are successful in their own area of responsibility, thus ensuring the company as a whole, will be successful. I accomplish this by working with each member of the team individually to see what their personal needs are then fulfill those needs so they will be willing to give 110% to the accomplishment of the companies goals. This approach has been very successful over the years allowing me to accomplish the following:
* Philips Medical Systems, In my first year as Regional Service Manager I took the Region from loosing $500K per year before I joined the group, to a profit of over $500K the year after I joined the group. I was also promoted to a Zone Service Manager with Philips Medical System the following year, managing a team of 320 service personnel.
* I established a National Field Service organization for an Australian medical equipment manufacturer, who wanted to start selling their products in the USA.
* I led a Regional Service group for Toshiba Ultrasound that won awards every year for the 8 years I was with them in areas of Customer Satisfaction, Business Measurements, and Teamwork. This was in addition to special awards given by top management for Strategic Excellence, Special Leadership, Distinguished Service and Region of the Year awards.
Question 2 : What can you offer to your next employer ?
My years of experience will allow me to hit the ground running, so to speak. This means I can act immediately to either improve on the financial picture of the department, or continue to ensure the department meets it’s financial goals during this transition period. My people skills will either help retain the high quality personnel that is currently in place, or identify and replace the individuals who are pulling the company down. This will also reduce costs and enhance profits as compared to the current situation. Since I will be coming in as an outsider I can view the companies procedures from a new perspective and provide some objective ideas for improvement.
A manager typically has two aspects to the responsibility: (People & Function). The highest contribution a manager can provide a company is when the people under his/her responsibility are all working together to accomplish the function that department is to accomplish. So being a TEAM Builder of qualified people to accomplish a certain function I feel is one of the major assets I would bring to the employer.
I have many other qualities as in Financial Management, Inventory Control, Process Development, Customer Relations, and Sales Training for analytically minded individuals that have proven to be very successful over the years. One of my outstanding qualities is to be able to take large volumes of data and find the small piece of information that maybe hidden inside this data, which could impact us in the future, and what direction the department should take now.
Question 3 : What are your strengths ?
My greatest strength is the ability to work with various types of people at their level so they become a part of the team and will go above and beyond the call of duty to accomplish the company’s goals. I have accomplished this with every company I have been with. During my 8 years at Toshiba Medical Systems, my team was awarded the #1 Customer Satisfaction Awards for the entire nation, 11 out of the 14 times it was measured. The other 3 times, of the 14 times Customer Satisfaction was measured, my team came in # 2 across the nation. We were also awarded many recognition awards from our Equipment Sales counter parts, because we worked very hard to make sure they were successful in achieving the over all companies goal.
My other strengths lie with my analytical approach to details. Because of these strengths I have exceeded my revenue and profit budgets 80% of the time and the 20% that I did not exceed the budgets I was within 3% of achieving the goal. Inventory control has always been 100% on target, and reports have always been submitted before they were due. I am a manager that you can always bank on accomplishing the goal on time, in perfect order and with a positive attitude.
Question 4 : What are your accomplishments ?
I have established a National Service organization for an Australian medical equipment manufacturer (Ausonics Corporation) in the United States, consisting of company dedicated Field Service Engineers in key locations across the country. In addition we had contractual agreements with Independent Service Groups who were located in the same cities as our customers were located, for fast response. We also had a Technical Support center that managed customer’s calls and parts distribution for completion of the call.
2. I have turned around a financially loosing Ultrasound Service Region for Philips Medical Systems, in 1 year, to a profitable one.
3. I led a Service Zone For Philips Medical Systems, covering service for all of their medical equipment products. (CT, MRI, Cath. Labs. X-Ray, Therapy, Ultrasound) This Zone consisted of 5 Districts, with 5 District Service Managers, 20 Area Service Managers, and 295 Service Engineers and administrative personnel. We generated over $30M annually in service revenues, with a 25% profit margin.
4. I led the integration of over 1000 Siemens Ultrasound customers into the region that we serviced with Acuson Corporation when Siemens purchased Acuson Corp. My region with Acuson Corp. consisted of 20 Field Service Engineers and 2500 customers units. We absorbed these additional 1000 customers systems by adding only 1 additional Field Service Engineer from the Siemens organization. We still reached our financial goal for that year of over $10M.
5. Started an Independent Service Organization for Global Medical Imaging LLC. ( A used ultrasound equipment refurbished sales organization) to support their system sales. In the first 10 months we hired 4 Field Service Engineers, covering 4 states (NC, SC, GA, & AL) generating over $800,000 in service revenues putting us in to the profitable column within the first year. 6. With Acuson Corp. in the first year of my employment as Regional Service Manager, I had lost 33% of my 20 Field Service Engineers at the same time due to medical disabilities, promotions to new a division in Acuson Corp. and resignations due to increased workload. It took me almost a year to bring my region back to full staff. During that period we did not loose one customer, and we achieved our revenue and profit budget
Question 5 : What are your limitations ?
Limitations only occur when the task at hand is unachievable. I have not encountered those limitations in my career, to this point. Although I have encountered unachievable expectation, where after in depth analysis, expectations had to be readjusted to conform to reality.
Example: Toshiba Medical Systems recruited me back after 4 years of separation to regenerate their ultrasound service organization to meet the need of the new products being released. Unfortunate during the 4 years I had separated from Toshiba Medical Systems, they sold very few systems. Their original expectation was to keep the service division profitable until the new products came out of a 1year warranty and not reduce the field staff so they could support the new products during the warranty period. Unfortunately two factors impacted their plan that I was not aware of when I accepted the position. The first was that the new products were not ready to be sold until a year after I joined, which meant there would be no service revenues from those products for an additional year, or 2 years after I joined the company, due to the warranty period. Second all of the installed base system that were under service contract were 10 to 15 years old and being traded in at a rate of about 8% per month. This dropped our revenue stream nationally about $350,000 per month. After 18 months the revenue generated from the legacy systems was only enough to pay for the cost of the operation and the company was not going to wait the additional six months for the new system revenue to start coming in, so they re-organized the service group and reduced field staff.
If the question was meant to request my weakness, I do, as all people do, have some of those. I require being part of the organization I am working for. That may sound odd, but in my last two positions I was not involved with the discussion of higher management above my position regarding discussions that directly impacted my position and department personnel. I can adjust to anything and gain the cooperation of my personnel that is required if I am part of the discussion, but I am totally uncomfortable about being totally out of the loop.
I tend to be a perfectionist when it comes to completing a task at hand. This tends to create a lot of extra work to still meet the timetable dictated by the company. Over the years, I have adjusted my perfectionist tendencies to accomplish what is only needed to meet the requirement of the task and move on to other projects.
I also tend to be impatient. Whenever there is a task at hand, I tend to feel I must accomplish it as soon as possible, which again creates a lot of extra work after hours for me to accomplish the unrealistic timetable, due to other projects going on at the same time. Over the years I have once again modified my personal expectations to prioritize each task in its correct time frame.
Question 6 : How much are you worth ?
That is one of those questions that fall into the category of “In the eye of the beholder”. My financial worth to a company would most likely be measured in the amount of profit my team and I can generate for the company, which is predicated on the volume of our business and the cost of materials to generate that business. I know from experience for every US dollar generated by a field service organization 20% to 25% will go for parts cost and 45% to 50% will be spend on personnel and overhead. This will leave 25% to 35% profit before taxes. The goal is to get the volume of business to a sufficient level that the company can cover the other cost like research, etc. which don’t generate a profit. This of course must be accomplished while ensuring the equipment sales side of the company are being supported and growing at a double-digit rate.
Question 7 : What are your ambitions for the future ?
My ambitions currently are to join a company that I can use my talents and experience to accomplish great things with that company. In the future I would like to grow with that company through increased challenges and additional responsibilities.
Question 8 : How long would it take you start contributing to the firm?
To be realistic I would need at least a 1week orientation of the company at the headquarters location, so I can meet with all department heads that I will either interface with or rely on for support so that I can be competent. In all of my positions as Service Manager, that is all I have ever been given before being required to take full responsibility of the position.
Question 9: What is your management style?
My management style is more of a coaching and counseling style. My philosophy is that most people are generally good and want to do a good job at their place of work. With that in mind, I measure performance and see how I can assist the individual to accomplish even more then the person is doing now and to advance that person’s career. If the individual is not meeting expectations and is not trying to improve their performance, I assist them in finding a job that will better fit their ability or effort, usually outside of my department and/or the company. I feel if I can assist every individual I come in contact with on a day-to-day basis to be successful, whether they report to me or some one else, not only will we both grow and be successful, but the company will as well.
Question 10: Why do you think you have a good potential to be a manager?
I know I would be a very effective and efficient manager because of my proven track record in the Service Management field. I have managed service organizations from start up, where we had nothing until I joined the organization, to a service organization that consisted of 320 people working in my department. I have also managers groups in the high technical field of medical equipment and the lower technical field of industrial electro/mechanical industry. I have also managed organizations in cultures as diverse as New York City, Rural areas of the Southeast, Mid-West portions of the USA and Puerto Rico. People are for the most part the same. They want to be heard, respected and individual needs met. As a manager it is my responsibility to analyze, measure, monitor and report. I have learned that any time you apply a focus to anything and publish the results on that issue, the issue will improve. Nobody wants to be on the bottom of any analysis report. If they do not mind being at the bottom of an analysis report continually, then maybe we don’t want them as an employee or even as a customer.
Question 11: What would you look for in hiring people?
I look for a person that is open minded and eager to learn, flexible in their thinking and physically energetic. A person that shows passion in the jobs that he/she has previously under taken. A sincere desire to do whatever it takes to accomplish the task, even if it requires some sacrifice on their part. The ability to think quickly in stressful situation, identifying solutions, while at the same time knowing when to call for help. A person that is detail oriented, technically qualified, but does not get bogged down in the minutia. You may ask, “How do I look for these characteristics in an individual?” I ask the candidate for examples in their life or previous careers that express the character tract I am looking for. If he/she does not have any examples, there is a good chance the individual does not have that quality.
Question 12: As a manager, have you ever had to fire someone?
Yes I have had to fire, terminate and/or lay off a number of employees in my career. In most organizations that I have taken over from another manager, there were a number of individuals who were not performing up to expectation, hence the reason another manager was brought in. Even with organizations that I have hired all the individuals, there are times when an individual changes performance levels due to life situations. Whatever the reason for the disciplinary action there is a step by step sequence that must be followed to allow the individual appropriate opportunity to correct the performance issue. Each of these attempts must be documented and signed by the employee. After 3 such discussions and appropriate time to correct the performance issue, if performance has not come up to the satisfactory level, then it becomes very simple to terminate the employee. If the reason for disciplinary action is due to a blatant violation of company policy, termination may occur immediately.
I would be glad to provide examples if you wish.
Question 13: What do you see as the most difficult task of being a manager?
Not being part of the overall game plan that the company is trying to undertake. I know there is information that certain levels of management are not allowed to know because of the confidentiality of the information. But what I am talking about is the goals of the company, how they are to be achieved, and the willingness of higher management to openly discuss realistic roadblocks, discuss acceptable alternative solutions or change expectations, instead of top management ignoring the realizations of roadblocks and just demand results or else!
Question 14: Describe what you feel is the best work environment?
A company environment where top management, middle management and all departments work together for the common goal of the company’s success. When one department or employee looks out for the well being of the other department or employee and is willing to help, if they can, with no questions asked. A company like that would be unstoppable from mastering their industry.
Question 15: Looking back how do you describe your past employer?
Unfortunately the last two employers I have worked for did not believe in the best work environment that I believe in. (Listed in question 14). In both cases listed below major impact to the employees and the company could have been diverted if open communications were part of the company culture.
The last company I worked for was a small start up capital venture group consisting of 2 young owners who have come from families with a lot of money. They started a used medical equipment refurbishing equipment business that doubled in size the first two years in business. They wanted to expand by adding a Field Service Organization, which is when they recruited me. Neither the owners nor I knew from the onset how long it would take to set up the organization and for it to become profitable, but we all knew there was a lot of profit to be made in that business once the business was established. In less then a year, service covered 4 states area and had generating over $800,000, which allowed the new organization I become profitable the first year. What I was not told was that now, a year after we started, the owners expected a faster return on their investment, and that they were cutting the funding for my group and investing into two other directions related to their core business. Even though the budget and forecasts I had recently prepared were approved, they took action anyway. Because of this change, without discussion with me about the change, I found myself out of work.
Prior to this company, I worked for Toshiba Medical Systems where no communications was occurring between the field organization and top management, which resulted in a company reorganization and employee layoffs. Details are expressed in question #5.
Question 16: What have you done to increase productivity, performance, efficiency, etc..?
A lot of times the action taken to increase productivity, performance, and efficiency has to do with the specifics related to the situation at hand for any given company or industry. I could list numerous specific steps I had taken in each of the positions I had, but I believe there are some underlying commonality that threads through them all. That is what I would like to expound on.
In business the common thread that impacts productivity, and efficiency is the people in the company. I believe if you have every individual contributing 110% and they feel they have the authority to made decisions at their level you will achieve the highest productivity, performance, and efficiency possible. How does one go about accomplishing that task? By monitoring, measuring and publishing status of every aspect of the business at hand and how it relates to each employee. Each employee will have areas where that person excels at a particular aspect of the business and also those areas that person does not excel at. In the areas of poor performance the manager must find out why that is occurring, provide assistance and encourage the individual to improve. With regular feedback to all of the employees, about each aspect of the job function, various approaches will be attempted by each employee to find the balance that will be most productive. A level of satisfactory performance must be established so there is a point at which every employee can say I have accomplished the goal. Although there will always be those that must be at the top of the list, and that is OK, because everyone wins!
Question 17: Whether you are a "computer wizard", how do you respond to the financial side of your responsibilities?
It is important to know where to obtain accurate current data as it relates to the financial performance, of your department. Once you can regularly obtain data on income, cost and expenses for your department, you must start tracking that information on a daily, weekly or monthly basis, as often as the updated data is available. You will need to see if your department financials are tracking with the proscribed budget or plan for the period. If there is an area where the numbers are not tracking with respect to time and amounts to be on target for the period in the financial plan, you must investigate what is causing those numbers to be off track. Once you know the answer to the question as to what is going awry, then you need to identify who is causing the numbers to go awry, and/or who can bring them back in line. Individuals tend to give explanations to numbers that are out of line, that sound feasible at the time just to get themselves off of the hot seat. So tracking them constantly to confirm the answer you were given was correct and the correction has been made so the financial plan will be achieved by the end of the period.
Question 18: How many people have you supervised in your recent job?
With Global Medical Imaging LLC, which was a start up operation I had 4 Field Service Engineers, 2 Service Administrators, and 5 in-house Technicians for a total of 11.
With The Eastern half of the USA with Toshiba Medical Systems, I had 20 Field Service Engineers, 2 Technical Support Specialist, and 1 Service Administrator for a total of 23.
While working as Regional Service Manager with Acuson Corp. (A Siemens Medical Systems Company) I had 21 Field Service Engineers covering the Southeast portion of the US including Puerto Rico, for a total of 21.
With Toshiba Medical Systems, Ultrasound Service Region covering the Southeast including Puerto Rico, we had 15 Field Service Engineers, 2 Service Administrators and 1 Technical Support for a total of 18.
At W.D. Equipment I had 4 district offices in various cities across the Southeast, 28 Field Technicians, 4 Service Supervisors, 4 Parts Managers, and 4 Service Administrators for a total of 40
With Philips Medical Systems, Southeast Zone, including Puerto Rico we had 5 Districts, with 5 District Service Managers, 20 Area Service Managers, 10 Administrators, and 285 Field Service Engineers, for a total 320.
Question 19: What do you like more, working with figures or words?
Words are very vital in business to communicate ideas and messages. But numbers, figures, and charts, hold mysteries and information the average individual can’t see. They are also used to communicate, usually in ways that are more dramatic and quicker understood. So I must say I like working with figures, numbers and charts more.
Question 20: How do you think that your subordinates receive you?
I had the pleasure, while I was working with Toshiba Medical System, to learn the answer to that question. The company had all of their managers take part in a 360 degree review. This entailed having all of my subordinates, my peers, my manager, as well as myself complete an multi page question-aire about my performance as it related to the management position. I always thought I was doing a pretty good job and rated myself accordingly, but to my surprise my subordinates, peers and manager rated me even higher then I did myself in almost every category.
In addition to the verification listed above, I also had the first hand experience of my team members. In every case where I was the acting manager, I built a team that was committed to each other and the company. There is nothing they would not do, as long as it was legal, to fulfill the needs of the company, no matter what the sacrifice on their part.
Question 21: What do you think of your previous boss?
As I has mentioned in question #15, when responding to my previous employers, the majority of the issue of top management not communicating with the field managers centered around the individuals who I directly reported too. These individuals kept me insulated from all of the other top managers within the company, because everything I communicated had to go through them and I would never get any feedback or even acknowledgement that my information was accepted, accurate, or totally wrong. Both of these individuals did not want my input or thoughts on anything, so I functioned in a vacuum as best as I could with the resources I had available.
Question 22: Describe a situation in which your work was criticized?
I am somewhat of a creative individual always looking for different ways of improving certain aspects of the business. Because of that fact I tend to go outside the mainstream accepted methods and ideas of accomplishing the tasks at hand. By doing this I am continually opening myself up for criticism from my superiors. One such incident I can remember we were coming close to the end of a fiscal period and all departments were behind in meeting their financial goals. I started a contest in my region on the total amount revenue generated by each Service Engineer during that period and offered an award for the top 3 individuals that generated the most revenue during the contest period. Everybody likes a contest and the team knew we needed to find the income to meet the regions financial goals. The good news is everybody chipped in and brought in enough money to achieve our financial budget, and I did give out some nice awards to the First, Second, and Third, placed individuals who contributed to reaching our success. Plus, we had a nice business meeting/party for all of the team to celebrate their hard work and our success. The criticism was not about the contest or the meeting/party, it was the $600 I spent to obtain the awards. It was not in the company policy to reimburse managers for such expenditures. After having that clearly explained to me by the V.P. of Service, I was told I would not be reimbursed for the $600 expenditure and I would personally have to absorb that expense. It was the right thing to do and we accomplished our goal. I was glad to invest $600 to acknowledge the top contributors. I guess the moral of that story is don’t try and put those expense in for reimbursement. But then, you can’t get a yes, or a positive response, if you don’t ask the question.
I think individuals who work on the leading edge expect to get criticism. It helps one to know how far they can deviate from the center line and still being OK.
Question 23: If I spoke with your boss what he would say about your greatest strength and weaknesses?
I feel my boss would say my people skills and financial management were my two greatest strengths. One of my weaknesses would be that I tend to go off and do my own thing, instead of asking for approval first, and another one would be that I worry to much.
"If I spoke with your boss.... ?"
Question 24: How can you handle life under pressure and with tough deadlines?
In today’s environment where companies are down sizing everyday to meet their financial targets, the employees who remained after the downsizing have all the more work to do, in addition to their earlier responsibilities. This has been going on now for over ten years and new cultures needed to be identified to be able to cope with the situations. The key is to properly prioritize all the work that must be completed and by what deadline. Many times your work relies on information you must get from another individual. Identify those steps and put them into action in sufficient time to have the information in time to make the deadline. Then put that project aside until the information comes in and work on the next most critical project. Each day write out what work is pending, when it is due, what steps have you taken and when should a red flag go up that something is late. If you have this documented you can focus all your effort on the project you are working on and complete it quickly. You will also know when you need to work late into the evening to accomplish the deadline, so you have no last minute scheduling conflicts.
In most of my positions I would have detailed monthly reports, which had to be in at a specific time each month. If I waited until a day or so before the due date it would take me forever to accomplish this task. So I set up small file folders that collected a copy of all the transactions that needed to be reported in the monthly report. By doing that I had all the data that I needed for the report at my fingertips. All I had to do is summarize the data, which took no time at all.
Question 25: What do you think you do better: staff work or line work?
There is no doubt I would do staff work much better then line work at this stage of my career. Although I did start out as a service technician, repairing customer equipment for many years. The ability to properly operate the new technology equipment and run functional diagnostics tests has changed so much since I worked on equipment I would require training to be able to routinely repair equipment. That is not to say that there isn’t anything I wouldn’t do in the form of line work if it is necessary.
Question 26: In your current position, what problem have you identified that was previously overlooked?
In my last position I was hired to recruit senior experienced field service engineers away for the original manufactures, to start a new Independent Service Organization. I selected only senior experienced engineers, because they were very knowledgeable about our industry, very easily trained on competitor’s equipment, and they all had a large customer base. It was our hope that they would bring a large portion of their good customers with them to our company, because of the relationship they had established over the years. So for the first 10 months of operations we marketed the individual as our hook to get the customer calling us for their service needs. It took us close to the ten month time frame to realize, even though the local clinical equipment user told us they would call us for service, top management of the hospital did not know who the company was that these people worked for and did not trust relying on an unknown group to give money to and solely depend on for the proper maintenance and repair of their very expensive medical equipment. So after spinning our wheels a bit for 10 months we started marketing the company, who we are, what we have accomplished and certify that we had the resources to fulfill our contractual commitments. We even provided guarantees in writing that if they were not totally satisfied we would refund their money or provide a loaner until their equipment was 100% back in working order. This is a commitment none of the manufacturers would ever make to a customer.
Question 27: If you had a choice of job and a company what would you choose?
My ideal position would be the Director of Service for a mid-size company in the high tech equipment field. The company should have been in business for at least 5 to 10 years and experienced high growth in the recent 5-year period. The products could be in most any industry, as long as that industry had a long-term growth potential. Variations on the theme would be the size of company could be larger or smaller as long as the organizational culture was one of teamwork. The position does not absolutely need to be the top person in Service Management. I would do well and be happy in Regional, District, or even Area, Service Management positions depending on the size of the company.
Question 28:Do you have any objection to take a psychological test?
I would have no problem taking a psychological test. I actually enjoy taking test of this nature because they help me better understand myself, and the ones I have taken actually presented an accurate picture of me.
Question 29: Do you consider yourself as a creative person?
I do consider myself very creative when it pertains to identifying ways to accomplish a particular job or task. Also when it comes to managing people and gaining their cooperation and respect, or putting together presentations to get a point and idea across, I do feel I am very creative. But I am not creative when it comes to non-practical or non-functional things like Art, Music, Shows, Social Occasions, etc. I enjoy those items and functions, but I don’t feel inspired to create any of them.
Question 30: How do you describe your personality?
I have taken personality testing exercises in my career, which placed an individual in somewhere within 4 quadrants. The 4 quadrants were labeled Expressive, Directive, Analytical, or Amiable. Based on the scoring of a group of questions you were placed in one of these quadrants. This was done for normal situations and situations under stress. I was placed close to center of the “Amiable” quadrant for normal situation and flipped across center to the “Directive” quadrant under stressed situations. The nickname for my personality was the “Velvet Hammer”. I do feel that I am a very easygoing individual willing to accept others ideas and viewpoints. I do not like conflict, but do not run away from conflict either. Rather, I look into the nature of the conflict and try to neutralize it. When the pressure is on to produce I do become more aggressive, if it is my responsibility to reach a result, and ensure things are going in the right direction at the right pace.
Question 31: What is your outside reading you do?
I love mystery novel from a wide selection of authors that I have read over the years. I also like reading the business section of the newspaper and business magazines to keep in touch with what is happening in the market and economy. I currently get a monthly magazine entitled Medical Imaging, which is a publication dedicated to reporting of events and changes that are occurring in the Medical Service market and Medical Equipment Manufacturers market, as well. Since that is my current market, I can keep up with changes that could impact my business.
Question 32: What are some of your outside activities?
I am a very dedicated Christian and enjoy being useful and productive in the local church my family and I attend. I also enjoy golf, but never have gotten very good at it because you must stay at it on a regular basis and once every few months is not enough. I also am inspired by Classic Wooden Boats, like Chris Craft boat restoration from the 1930’s & 1940’s either full size or models.
Question 33: Are you continuing your education?
Yes, I have looked into Certification courses at e-Cornell University, which is an on-line University program that Cornell University has set up for working individuals looking to continue their education. The courses they provide that would be of interest are as follows:
* Human Resources Certificate
* Management Essentials Certificate
* Executive Leadership Certificate
* Financial Management Certificate
* Proactive Leadership Certificate
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