PROUDLY PRESENTS
David
Miller
Resident of The United States and 3-DNET® VIP member
Email contact : david356@3dnet.org
David.M. from Ventura, CA writes :
" The
market profile is great -- I have no doubt that it wil
impress potential employers so much that they want to
bring me in for interviews. Thanks so much for the
idea and work we did together on this profile.
Using 3-DNET® has been a pleasant experience and I want to
keep in touch.Best regards! David"
( Notarial certification of above can be supplied )
Interview with
3-DNET®
Listen to sample sound "bites" from
the interview: 
Question 1 : Tell me about
yourself
Well, I was born and raised in England, immigrated to Canada after college and lived there for many years before moving to the U.S. in Year 2000. I’m happily married, have two great kids, my daughter is at University and my son in High School. My grandfather and father in particular, both had a major influence on me while I was growing up, as they were both achievers and always encouraged me to challenge myself, to strive for things and never give up, no matter how tough things got. My mother gave me the sensitivity to think of others before myself, to always be aware of other people’s feelings and perceptions. I think that it’s the combination of these elements that provided me a strong foundation of values and has allowed me to achieve success in leading people and companies, as well as happiness in my personal life. Over the past few years in particular I have taken on significant challenges, which quite frankly created some disruption to our family life, but despite this, my family have always been my strongest supporters, understanding and knowing that the end justified the means.
Question 2 : What can you offer to
your next employer ?
Well, in a word, leadership, along with a set of well-balanced business, technical and people skills, which I am confident will offer some real value to my next employer. Leadership is an easy word to say and nowadays is probably used far too liberally, but I believe that it is comprised of many elements. In my mind, to be a true leader, one has to have a large measure of inherent ability and internal drive, armed with a highly motivated sense of getting the job done. While it is true that many leadership qualities can taught and learned, there is a certain amount of insight and intuition that cannot be taught, only experiences and character provide this type of sensing ability. I have a very strong work ethic and sense of commitment, as well as the ability to motivate others to reach deep inside themselves and perform to levels that they thought were beyond them. This is the type of dedication and commitment that I bring to my next employer.
Question 3 : What are your
strengths ?
Well, some of my strengths include the ability to combine a strong engineering and manufacturing foundation with a highly-developed set of management and communication skills. I think that it is important to demonstrate your skills consistently, this means that taking the time to show empathy and understanding in addressing people issues, is as equally important as demonstrating your technical and business decisiveness. My ability to communicate issues in a clear, concise, credible and professional manner, has allowed employees and customers alike to buy into the vision and goals set before them and make them want to be part of it. This I think has been the key to my success. Over the years, I have come to recognize the influence I have on others and therefore use it to my own, and the company’s advantage, depending upon the situation. The goal after all, is to develop an environment where people feel empowered and bring a sense of teamwork and camaraderie to the workplace. It is a magical thing to see the changes in people once they feel that sense of ownership, and the power that is released once you have won the trust of your colleagues, your employees and your customers alike. My strengths focus around creating and nurturing this type of environment and being able to turn negative energy into positive energy, which then translates into better productivity, happier employees and perhaps most importantly, -- better financial performance for the company.
Question 4 : What are your
accomplishments ?
There are many accomplishments throughout my career that I can refer to with a lot of pride. For example :
* At L-3, over an eight months period, I led seven multi-million dollar programs that had been floundering for almost two years, to completion, saving the corporation at least $3.5M to $5M. Politically, it was necessary for me to personally negotiate all financial and contractual settlements, which tested my technical credibility as well as my managerial leadership in order to achieve this.
* At GE, I led productivity improvements of 35%-50% within the first year alone and won additional contracts amounting to some $52M.
* At IMP, I led the turnaround of their Aviation Group, doubling sales from $61M to $123M and reversing a loss of $4.5M to an $11M profit over a three-year period.
These are just a few of my accomplishments, my detailed resume points out many
others.
Question 5 : What are your
limitations ?
Limitations ? … as far as I’m concerned I haven’t yet reached a point where I think that I’ve reached my limitations. I still have so many ambitions and dreams that quite honestly I don’t look at life, or myself in that way. If the intent of this question is really to ask about how I see my weaknesses, then that’s a different matter. I don’t perceive that I have any weaknesses that would hinder me from doing a top-class job for any future employer.
Question 6 : How much are you
worth ?
Wow, that’s a leading question if ever I heard one ! My reaction though, is simply that my track record of success, and the type of companies and level at which I have
worked, should hopefully give a good indication of my worth. I am confident that I will be remunerated at the appropriate level based on the requirements, responsibilities and expectations of any job that I would be considered for.
Question 7 : What are your
ambitions for the future ?
Well, I think my ambitions are to continue to grow as a person and an executive. I really enjoy being given top responsibility and working with highly talented and professional people and I feel that my skills are readily transferable to almost any industry. I do have aspirations to reach the highest level possible in aerospace, aviation or any technology or manufacturing field where my knowledge and experience becomes a value-add.
Question 8 : How long would it take you start contributing to the firm?
At the level at which I would expect to join the company, I would expect to start to
make an immediate contribution . I appreciate that every company is different, has its own products, policies and procedures and culture etc. so obviously it would be necessary to make the time to observe and learn. However, I am a very quick study and would come up to speed rapidly.
Question 9: What is your management style?
My simple philosophy is to always treat other people the way that you would like to be treated yourself. I’ve always strived to build a participative type of environment where people feel respected and respect others. I always try to build consensus among my staff, although as the leader, sometimes it is necessary to go alone and make the decision yourself, based on the facts and your own intuition. If I do have to do this, I make sure that everyone understands why this decision was made, that I have heard and taken into account their points-of-view. Often the final decision is quite different from the one that I entered the room with, as once hearing the arguments, assuming that some have merit, I can become flexible and end up at a good solution for everyone. Additionally, I believe that it is my job to be a coach and mentor to my staff, I think that this builds commitment and a high level of loyalty. For me there are two non-negotiable values that I give and expect back, -- these are honesty and loyalty.
Question 10: Why do you think you have a good potention to be a manager?
Because I have lived it ! After many years in management roles of increasing
responsibility I think I can say with some conviction that I’m good at it ! I have over
20 reference letters from Presidents / CEOs from across the United States and
Canada to testify as such and would be delighted to provide copies to any prospective
employer.
Question 11: What would you look for hiring people? Why do you think you have a good potention to be a manager?
I have hired many, many people throughout my career and one of the things that I
always look for is someone who displays a positive and professional attitude. Not only this, but depending upon the role that I am hiring for, there are different criteria. For instance, I look not only at qualifications and experience, but also to assess if their personalities tend towards being slightly introverted or extroverted with a “can-do” type of attitude, I also need to assess if they can be good team players or not. Different personality-types suit different roles, so it is important for me to ensure that the personalities are a good fit for the roles and that the personalities of the team are a good fit for each other, including myself. We spend so much time together at work that it is important to have the right mix of individuals who have differing but complementary skills and have the knowledge, ability and drive to get the job done.
Question 12: As a manager have you ever had to fire someone?
Yes, several times unfortunately . If the individual has done something dishonest or deliberately gone against certain key company policies then I have no qualms about letting them go. This difficult task has happened to me at least three times, it’s never easy and I always ensure that all legal aspects have been investigated thoroughly before this action is taken . I’ve also had to let people go after repeated attempts to improve their performance have failed, this has probably happened at least another three or four times. Finally, I’ve also been placed in the position several times of having to lay-off staff when the financial situation or change in strategic initiatives dictated that cutbacks were necessary. Having to let people go is probably the most stressful part of being in management as you know that you are having a profound effect on their personal lives, often creating great hardship for individuals and their families. As we know, each person handles it differently, some well and some not so well, -- so you have to be prepared for some highly emotional reactions and be able to handle things in a way that protects the dignity of the individual as much as possible . This is why I have always tried so hard to make companies successful, -- it’s a lot more fun to give someone a job, rather than to take it away.
Question 13: What do you see as the most difficult task of being a manager?
I think that the most difficult task in management comes at the stage where you are still an unknown quantity and you have to analyze who-is-who-in-the-zoo. There you are, trying to make a difference, upsetting people’s personal agendas, with others running scared over what your next move will be and how it will affect them. Some people may be just completely down on the company, especially if things haven’t been going well, pointing fingers at management and blaming everyone but themselves. Well, it’s your job to get through this mysterious weave of here-say, misstated facts and misleading information to get to the real truth. For me the challenge of uncovering the root causes is a very enlightening experience, but it takes a lot of one-on-one sessions, group discussions and regular all-hands meetings to get to the real issues. The pay-back comes when people see that the changes are for real, and that you are committed to seeing them through. Usually at that point, they start to embrace the new initiatives. It takes vision, fortitude, commitment and perseverance to succeed, -- and when you do, it is the most satisfying feeling that you can have, because at that point, you know that you have “made-a-difference”.
Question 14: Describe what you feel
is the best work environment?
I have always enjoyed being part of a fast paced collegial-type of environment where everyone participates to the level that they are able and is shown respect for their opinions and concerns. In every company or department that I have been given responsibility for, I have always tried to generate a positive work environment and it always reaps benefits to the company. It also, in my experience, generates a camaraderie and loyalty not only to the company but also to each other, as most people do enjoy being part of a successful team. When people enjoy their work and are recognized as being key contributors, they become continually motivated to do their best. This is when productivity levels take a step functions forward, to levels never thought possible, the power that is harnessed when people are empowered, is amazing.
Question 15: Looking back how
do you describe your past employer?
Looking back over recent times, both GE and L-3 were very professional environments where it was of utmost importance that ethics and integrity in the
workplace were maintained to the highest standard. They were also very demanding
environments where you were always dealing with challenging issues and
management was constantly kept on its toes. As in all publicly-held corporations, the
bottom-line on a monthly and quarterly basis was of supreme importance. I guess
that in retrospect, I really enjoyed working in both of these challenging environments, ---
there was certainly no time to be bored !
Question 16: What have you done to
increase productivity, performance, efficiency, etc..?
I have always been one of the champions for instituting processes and productivity improvement initiatives that have had a major effect on efficiency and financial performance. It is my fervent belief that unless the champion is seen as being a visible supporter of the process, then it’s destined to fail. I’m a strong believer in six-sigma concepts and methodologies, as well as ensuring that suitable training is undertaken in order to unleash the power held by the employees in solving issues, as they are the ones dealing with these issues on a daily basis. In the past, solutions have included things like: investing in improved systems, machinery and equipment, as well as implementing individual performance incentive programs. The bottom line is, in each case, when management started listening and asking the employees to be part of the solution rather than the problem, the tide turned. After carefully steering my team in selecting those projects where “quick wins” could be had and then implementing them, the employees took ownership and quickly followed through with others, - the results were spectacular.
Question
17: Whether you are a "computer wizard", how do you respond to the
financial side of your responsibilities?
I love dealing with the numbers. I judge where we stand by the financial results and always have a very close relationship with my supporting CFO or Director of Finance. I am very experienced at budgets, budget planning, and usually have a dashboard of metrics to monitor the health of the company and its product lines/programs, which I go over with my staff regularly.
After reading Goldratt’s book “The Goal” many years ago, I have never forgotten
why the company exists and is in business, -- which is very simply :
“To make Money”.
Question
18: How many people have you supervised in your recent job?
In terms of direct reports, this usually consists of the company senior staff, including vice presidents and directors of the key disciplines, this has varied between 9 to 12 senior direct reports. However, in total numbers, over the last few years, I have been responsible for a range of between 300 to 1100 employees.
Question
19: What do you like more working with figures or words?
I would say that first and foremost, it’s critical to me that I have my eye on the
numbers, because this is what the game is all about. However, the written word is a
powerful force that must be used wisely, it is in its purest form an art.
Almost everyone can write, but can they relay and capture a point intelligently and
concisely ? This becomes especially important when someone is communicating
outside of the company, as it must give a good impression and present a professional
image. If it doesn’t, unfortunately you and your company are automatically judged,
and perhaps not in the way you want. I have seen contracts written so badly
that the financial exposures almost bankrupted companies, so I have made it my
business to do my best to coach and mentor those in my staff that need it, in order to
make sure that the right context is used and the right point is made, -- in clear
unambiguous statements and words.
Question 20: How do you
think that your subordinates receive you?
I can say that feedback from my employees has always been good. I have been told that my outgoing personality inspires confidence and motivation, and my particular approach to others inspires respect. I learned a long time ago that delegating and allowing my staff to do their jobs without interfering unnecessarily, builds their own confidence and inspires them to do their best. My open door policy means that they are never afraid to come into my office and ask for help, and are proud to come and tell me their success stories. It is important to me that people feel respected and motivated working for me, this is what builds a successful team.
Question 21: What do you think of your previous boss?
My last boss at L-3 had come from the Allied-Signal/Honeywell type of environment
which in many ways was similar to GE in terms of company culture. His was a
“hands-off” management style, was very intense and focused on the details while also
allowing me to do the job for which I was hired, in the best way I thought. He was a
very intuitive individual , very supportive of my actions, (which I greatly appreciated)
and often called to chat and compare notes. When we didn’t agree completely with
each other on certain issues, we always had open and forthright discussions and always
resolved the issues professionally. The fact that we both had come from similar type
backgrounds was helpful I think. He was a very ethical person, quite demanding and
was very focused on short-term financial results.
Question 22: Describe a situation in
which your work was criticized?
When I was at Spar Aerospace, I was given an assignment that was extremely politically sensitive, which was to transfer the technology developed by one division to another division, in another area of the country. At the time, I mistakenly thought that senior management had already informed all the affected parties that all this was going to happen, so I proceeded at full speed. When I presented my plan to the leaders of both divisions, the leader of the division losing the work was shocked and dismayed. I wish that I hadn’t made this assumption and had taken the time to sit down with all parties first, to explain my plan and get their input. My boss, the Group President criticized me for moving too quickly and for not being as politically correct as perhaps I should have been, by soliciting the input of all parties individually, ahead of time. It was a good lesson, and one that I have never forgotten, despite the fact that the plan was sound. I learned that political buy-in is always necessary ahead of time in such situations and have never repeated that same mistake
Question 23: If I spoke with your
boss what he would say about your greatest strength and weaknesses?
Well, I think that all of my former bosses would say the same thing. That I was
a highly competent, committed and energetic leader who had exceptional people
management skills. I think that they would also say that I was technically
knowledgeable, excellent in dealing with customers, (especially difficult ones!) and
also someone who was able to as able to get people on side quickly, get them
motivated and committed towards a common cause/mission Also, I think that they’d
say that I was someone who perseveres and never ever gives up, no matter how
difficult situations got. As far as weaknesses go, you would have to ask these
individuals directly to gain their perspective. I have letters of reference from all of my
former bosses over the last 10 years that I would be delighted to provide copies, if
requested.
Question 24: How can you handle life under pressure and with tough
deadlines?
To be perfectly honest, I thrive under pressure, - tough deadlines in the businesses
that I have been in, are a way of life. I’m not saying that this is the right way to run a
business, because if the pressure is constant and becomes the norm, then you reach the
point of diminishing returns in terms of employee productivity where errors start to
happen due to fatigue. From a personal level though, I have always been able to keep
a cool head, quickly assess the situation, address the “holes in the dyke” and be the
stabilizing force that can come through when those difficult decisions need to be
made. Experience has taught me to expect the unexpected and that when Murphy’s
Law comes into play as it always does, to always be prepared. In my mind, part of the
role of the leader to set a positive attitude to everyone and help them to have the tools
to handle almost any eventuality, so that no matter how demanding or difficult the
deadline is, people have faith that they are capable of meeting it.
Question 25: What do you think you do better: staff work or line work?
Obviously I have done both, and thoroughly enjoyed both, but I think that staff work is my forte. I’m always happy to be surrounded by a team of hard-working, talented and committed individuals who motivate each other. Being focused on the big picture and helping drive the organization towards a goal presents a very strong attraction to me. I think that being the leader of a strong and supportive team gives me a great feeling and fills me with pride and satisfaction.
Question 26: In your current
position, what problem have you identified that was previously overlooked?
The biggest problem I quickly identified was the understanding of true costs and the control and collection of those costs for the company’s products. It seems that for years the company had assumed that the costs attributed to various programs were correct. It soon became clear to me, very soon after joining, that one of the main reasons that the division had been losing money was simply because no-one really knew what things cost and subsequently gave out pricing for new projects based on inaccurate data. From my experience, the first step was to properly implement the MRP/ERP system that had been installed but in my estimation was only being used to maybe 15% of its cost collection and tracking capability, in order to more accurately accumulate costs. Well, this is an obviously abbreviated version of a complicated solution but suffice to say, that once I championed the implementation of a more disciplined program management system, and people were finally held accountable for costs, the estimates for new contracts became more accurate and competitive, resulting in a much-improved financial performance.
Question 27: If you had a choice of job and a company what would you
choose?
If I had a choice of job and company, undoubtedly I would choose a job that presented a challenge and significant responsibility, in a company that was in a business that captured my imagination and was populated by talented employees. I’ve worked for several major corporations in my career and enjoyed working for all of them, but for me, I think that it is still the job and the sense of challenge and fulfillment that it offers, that would attract me every time
Question 28: Do you have any objection to take a psychological test?
No, I have no problem with this.
Question 29: Do you consider
yourself as a creative person?
Certainly as applied to work, I am very creative and often use this skill to come up
with solutions that some people might call “off-the-wall” or abstract. The interesting
thing is that I think that this tends to encourage others to also be more creative and
breeds a “can-do” attitude in my staff, -- which I think is stimulating .
Question 30: How do you
describe your personality?
I am a very positive and outgoing person who socializes easily, enjoys being the leader and generates a sense of confidence and loyalty within my colleagues. People like working for me… how do I know this ? Well, because they have told me so, and they have also mentioned it to my wife on many occasions. I’m confident that each of my former employers or employees will tell you the same thing.
Question 31: What is your outside reading you do?
Outside reading ? Well, I read the newspapers every day, Forbes magazine,
industry journals on a regular basis and National Geographic monthly. In addition to
this, I have a large collection of historical, scientific and technology books that I never
get tired of reading, as well as two complete sets of encyclopedias. When I was a kid,
my father used to sit us down every Sunday afternoon and strongly suggest that we
read at least 6-10 pages of the encyclopedia britannica ! Now this might sound a
little extreme, and I have to admit that at the time we weren’t too happy about it, - but
looking back, I think that this was where my passion and thirst for knowledge and
reading began. Our home is filled with books of all types and they mean a great
deal to me.
Question 32: What are some of your outside activities?
As a family, we love to travel, and have visited many places together over the past few
years. My wife and I work out regularly at a gym, and of course, currently living in
California , we get the opportunity to go hiking in the mountains or canyons, or take
long walks by the ocean. Occasionally I find time for golf and tennis, and we visit
museums and attend concerts and plays, as well as socializing with friends at fine
restaurants.
Question 33: Are you
continuing your education?
Well, I have to say in response to this question, - yes, - because the challenges that are
involved in running a company, constitutes one of the most complete and comprehensive educations one can get ! There isn’t a day that goes by without a problem or issue arising that has a different nuance every time. Whether it be a personnel issue, contractual issue, financial issue, technical issue and so on. The process of learning never stops. Obviously in the normal context of continuing education, I keep myself up to date by attending various industry and educational seminars and have been fortunate enough to work for companies that have sponsored me for a multitude of these certified programs and events. I’m convinced that in today’s world we have to continually push ourselves to keep up with the latest developments in technology and all other related fields of endeavor.
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