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PROUDLY PRESENTS
Donald Radle
Resident of The United States and 3-DNET® VIP member
Email contact : donald-radle@exec.org
INTERVIEW WITH 3-DNET®
Listen to sample sound "bites" from the interview:
Question 1 : Tell me about yourself
My family and education life has been centered in Northern Ohio except for my time with the U.S. Air Force where I spent 1 year in San Antonio, Texas and 3 years in Oahu, Hawaii, where I worked in electronic communications. After returning from the Air Force, I continued my college education in Electrical Engineering and Math but soon decided, based on job market statistics at the time, to change my major to Computer Science. I found that I enjoyed the analytical skills required in programming and the creative skills required in system design and was able to utilize both for projects in industries ranging from health care to manufacturing to banking and retail. I have greatly enjoyed the challenges inherent in each industry and each project, and I continue to be very interested in the exciting prospects of emerging technologies. I enjoy solving problems. I feel that my rich background and interests, as well as my MBA from Case Western Reserve University, has prepared me well.
I am now a skilled IT Executive who can bridge the gap between the Business Side and the Information Technology Side. Each side tends to speak a different language and view goals and success differently. I am fluent with the ability to speak in and understand the languages of each side. My view of the primary role of the Senior IT Executive is to ensure an IT Strategic Plan that supports the Business Strategic Plan very well. Supporting the primary role is the ability to ensure the IT Strategic Plan is known by everyone in IT and that it is followed by all in IT with skill, timeliness, cost awareness, quality, and a recognition and an acknowledgement that everyone on the Business side is IT’s Customer.
I am the youngest in a family of four; my twin brothers are 11 years my senior, and my sister 3 years older. I have been happily married to my wife of 33 years and currently live in Hinckley, Ohio. We have one son and daughter-in-law, and two beautiful granddaughters, ages 1 1/2 and 4.
Question 2 : What can you offer to your next employer ?
I can offer a rich background in the business of many industries and a very good education. There is very little in terms of computer hardware, computer software, operating systems, project methodologies, IT staff acquisition, training, coaching, retaining, and skill enhancement that I have not experienced. I am very quick at learning a business which enables me to be productive much faster than most people. I am also skilled at being a very good business partner with all other business executives.
Question 3 : What are your strengths ?
My experience has shown that I can improve IT service while cutting costs or keeping costs level. My experience has also shown that I can use IT as a Business Tool that enables corporate growth with commensurate revenue increases. I can think for the business very logically. I can deal with senior executives, board members, and IT staff calmly and professionally. I am a very good leader. I am also a very good listener. My analytical skills are excellent.
Question 4 : What are your accomplishments ?
My accomplishments would require many pages. I will discuss just two.
I was brought in to Rent-Way, Inc. to solve one major problem – the IT Department was stagnant and limiting business operation and growth. The CEO asked of me simply to correct all phases of IT to enable a doubling of stores and revenue. This single request led to many accomplishments. When my work there was completed, I told the CEO that his IT Department would now permit him to grow as large as he chose and would enable very good business control each step of the way. Many IT areas and processes were improved dramatically, but I also saved millions of dollars that year and for many years to come.
My second accomplishment was as a consultant at Key Bank. The Recreation Lending Department had entered into an agreement with three external web companies that sold new and used boats. One area of each web site that needed help by Key bank was how a customer would pay for a selected boat. My job was to enable that function with a short loan application on each boat web site. This seemingly simple process required working with a just displaced loan system and very disgruntled staff, interfacing with 12 other banks that also could process each received boat loan, establishing an e-mail process to the customer with an embedded URL that when clicked took the customer to a new Key Bank web site that summarized multiple loan offers from multiple banks. The customer could select a single loan and Key Bank or one of the other 12 banks would win the loan and complete the backend process. If Key Bank won the loan, they earned the interest on the loan. If one of the other banks won the loan, Key Bank earned a finders fee. The Recreation Lending Department wanted this process operational for the huge Miami Boat Show. The system was ready two months prior to that boat show. The very first month of processing, Key Bank earned $6 Million in new revenue with no advertising planned until the boat show. My cost for enabling this process was $5 Million. A two year pay back on new systems work is viewed by most as very good. Less than one month is exceptional.
Question 5 : What are your limitations ?
It has been brought to my attention that I can sometimes present or write about technical topics with too much detail. My MBA Degree has helped me to expand my abilities. I now attempt to utilize my detail and analytical skills in concert with good management skills to present or write at just the right level for my intended audience.
Question 6 : How much are you worth ?
I feel that whatever company gets me will be very fortunate. That value could be worth the Moon and all the Stars to some. Pay is never a motivator but it can be a very nasty demotivator. Practically, I will accept the Market Rate for this position based on location, size and complexity of the company along with a generous cash/stock bonus if I serve my business exceptionally.
Question 7 : What are your ambitions for the future ?
My goal for my next position is to enable or enhance Information Technology to the point that it is viewed as an essential strategic and operational Business Tool by every business department, staff member, executive and board member. This is a simple statement that is very hard to accomplish. It would be a very great personal reward to achieve that goal. On the personal side, I want to go back to ground school and learn to fly a private plane. In the Air Force, I piloted center line double thrust jets. I learned that role well. I believe piloting a slower, lower flying plane to be much more difficult.
Question 8 : How long would it take you start contributing to the firm?
From experience I know that I can start contributing to the firm by the end of my first day at work. It takes a bit of time to be introduced to everyone and get settled in my office. Each day from that point forward, my contribution to the firm would increase.
Question 9: What is your management style?
My management style differs very greatly based of the type of staff managed. A more ‘Y’ style of management is necessary for an IT staff. If I were to manage a car wash, I would more than likely have to employ a more ‘X’ style. To generally characterize ‘X’ and ‘Y’ styles, ‘X’ is very dictatorial with a “do it or you’re fired” approach; ‘Y’ is a very open style that explains the ins and outs of work to staff to get their cooperative buy-in. Within that framework, I’ll repeat that my style is more ‘Y’ than ‘X’.
Question 10: Why do you think you have a good potential to be a manager?
I am a manager. I have proven years of experience as a successful manager.
Question 11: What would you look for in hiring people?
My first qualification is to see if the person has the education/experience appropriate for the position. Next, I try to assess organizational/team ‘fit’. Lastly, I look for intelligence based on how the person presents him/her self and how he/she speaks.
Question 12: As a manager, have you ever had to fire someone?
Yes, several people. Each person fired was no longer contributing to the business mission and prevented other people around them from contributing.
Question 13: What do you see as the most difficult task of being a manager?
I believe the most difficult task is uncovering then correcting as fast as possible problems that limit progress, miscommunication and false rumors.
Question 14: Describe what you feel is the best work environment?
Success is the best work environment. Success in one group will lead to success in other groups. People enjoy working when their work is viewed by themselves and others as successful and important, contributing to the benefit of all, or as many as possible. In management school, we studied one company in Chicago that was in trouble. Staff morale was in the dumps. A crew was sent in to improve office lighting and paint the walls. Staff morale was elevated because attention was paid to this staff. I firmly believe that success in IT for a complex program, project, or any other process gives the attention of others to that staff. I work very hard to acknowledge and praise the success of others whenever possible individually or in a larger group.
Question 15: Looking back how do you describe your past employer?
The partners of Tatum Partners, LLP were exceptional. When I started with Tatum, partners were allocated to client companies based on fit. That is why I was chosen for Rent-Way, Inc. in Erie, PA. By the time I finished work in Erie, PA, the partnership had changed just slightly. All partners would work just locally. Houston or New York partners were fine with this change. I was located in Northern Ohio where business is still in an economic slump.
Question 16: What have you done to increase productivity, performance, efficiency, etc..?
Following are just some of the examples of increased productivity, performance, and efficiency from my last Interim CIO position with Rent-Way:
Consolidated 75 poorly performing low-end servers to two mid-range processors (IBM iSeries) with one located at corporate headquarters and one located hundreds of miles away. The two computers provided appropriate computing power and storage for the business and also provided very effective and instantaneous Disaster Recovery to just one of the two computers using Mimix software. Prior to this, the company had no disaster recovery. Cost for this substantial upgrade will start to save the company millions each year beginning in the third year of operation.
Fired 25 Internet Service Providers (ISPs) that very poorly and erratically linked stores to corporate headquarters. I contracted with SpaceNet for Satellite communications that linked all stores and corporate headquarters. Whenever satellite communications were not possible, there was an automatic switching to a land line from a store to the Network Operating Center (NOC). Cost for this improvement was a wash compared with the ISP costs and high long distance phone charges. Prior to satellite communications, a large Store Training staff traveled the country for in-store training. With the band-width of the satellite link, the Training staff came back to Corporate Headquarters and did all training via the satellite to a TV in each store. Gasoline companies and airlines suffered with this improvement.
Over the prior years the company had developed its own Point of Sale System for the stores. It was extensively designed to do everything requested by the business. By the time it was installed in stores, it was a certified ‘Dog’. It took 15 minutes to print a customer receipt. ‘Blue’ PC screens were common in the middle of store transactions. Store Managers were responsible for store data backup that was rarely done or not done correctly placing the company at considerable risk. I directed the conversion of the store based POS system to a web based system. All store data is now always at corporate and protected by a skilled staff. With the satellite and more powerful corporate computers, that same customer receipt begins printing in the right store in less than a picosecond with the satellite and a microsecond on the backup NOC to store land line.
Years earlier, a consulting firm had developed a new data warehouse for Rent-Way for millions of dollars. When they tried to install it using the 75 servers, they had to slim its function down to enable it to run. Accountants used everything they could from this partially implemented data warehouse supported by IT Department supplied ‘FILE DUMPS’. I do not know how the accountants did their job. Once the new higher power computers were operational, I trashed the partial data warehouse with Hyperion’s excellent Data Warehouse. One ‘cube’ was designed for store data and one ‘cube designed for financial data. Since all cube data is indexed on everything, business response times were blinding. The accountants were elated. They took me out for a nice dinner.
When I started work with Rent-Way, the IT Department had 350 listed projects to do for the business. When I left, 3 projects were on that same list. Between those two extremes, I had established a new Project Management Office (PMO), hired a new Quality Assurance Manger, developed a Training Program for the IT Staff, created a Strategic IT Plan after I had helped the business complete its Strategic Business Plan, and had reorganized the IT, Help Desk and Operations staff.
Question 17: Whether you are a "computer wizard", how do you respond to the financial side of your responsibilities?
I only direct work from an approved IT Budget. When I create the IT Budget, I try to include all expected costs including staff costs with raises, hardware/software ongoing and maintenance costs, IT staff training, and communication/security costs. Once my budget is approved by the business, I work very hard to conduct the year within the bounds of the budget and have often completed projects under budget. There have been several occasions where I directed the annual ‘Budget’ process for the entire company. I pride myself on being fiscally responsible.
Question 18: How many people have you supervised in your recent job?
The total Rent-Way IT staff size was 75. Reporting directly to me were 8 mangers who in turn led the staffs assigned to them under my general direction. Two areas had subordinate supervisors down one more level. The largest staff that I directed was with BP/Amoco where I led an international staff of 170 people.
Question 19: What do you like more, working with figures or words?
Based on each day and its requirements, I thoroughly enjoy writing well and also working with numbers in a budget, strategic plan, or corporate financial statement analysis. I took up to the highest level Math courses in college and have worked in the financial areas of several companies. I also enjoy the analytical skills I used in my Electrical Engineering college work, as well as English courses, so I consider myself a well-rounded person who can work well with words or numbers
Question 20: How do you think that your subordinates receive you?
Most subordinates have received me very well. Many of my project team members have told me that I am the best boss/leader that the person had ever worked under. There was one situation were I was downsized after I had done all that was expected of me. When I left, 3 of that 5 member group quit. Subordinates who I have to counsel for poor work or other negative matters tend to be wary of me. From my view, that is perfectly normal and proper. I try to motivate, encourage, and achieve cooperation from my team in a pleasant, professional environment.
Question 21: What do you think of your previous boss?
For my previous position as well as several others, I have been in a Matrix environment with two or three bosses. In all cases, all of my bosses trusted me to do my job well. My role was to keep them informed and I did. All of my previous bosses are very good job references for me.
Question 22: Describe a situation in which your work was criticized?
The most current criticism that I can recall was from the CFO at Rent-Way when I was their Interim CIO. I had been giving him and the CEO a detailed weekly status report of IT activity. The CFO asked me to give less detail and to summarize more. From that point on, I provided weekly reports that described IT activity in summary form. I am not sure if this was a criticism or praise – I had been giving the same weekly status for the past year. Perhaps it took that long for them to trust me enough to accept just summaries.
Question 23: If I spoke with your boss what he would say about your greatest strength and weaknesses?
Actual Boss references done by a recent recruiter said the following about me:
* Don is a very conscientious individual. Very detail oriented. Has a very firm understanding of various business issues.
* Don does not back down from a problem or a challenge. * He has a strong vision and is not out to make a lot of quick changes (just to attach his name to something). He always has the future in mind.
* He is well planned, very thoughtful when making decisions.
* Sensitive towards the user’s perspective.
* He has a very diverse background.
* He is committed. He stays the course.
* The first task was to accomplish his job with no additional money. Bill told him he had no budget and had no ability to fire and hire new staff. Play the hand he’s dealt so to speak.
* Don was able to use the existing systems they had in the interim, as well as coach and mentor existing staff to bring their skills to improved levels. All of his recommendations are still being implemented today.
* He was also responsible for sourcing a new CIO for their company which they are very happy with.
* Don has a very professional management style – one he’s never seen before. Does an excellent job lining up facts and presenting his case.
* Makes “assets sweat” (vs buying new)
* Today, they have a faster, more reliable, more user friendly system company wide as a result of his efforts.
* One of the most well networked people he knows.
* Very effective leader
* Don was brought into Key Bank to oversee 34 (CONCURRENT) projects, ranging from System upgrades, call centers, and PC upgrades.
* Initially had a $10M budget. Finished ahead of schedule and under budget.
* Was able to renegotiate with various Hardware/Software and contracting vendors to lower overall expenditures.
* Don is more of a technical person by nature but related very well to the various business units. Spoke in their language/terms.
* Most notable was the fact that all projects were very smooth / very few glitches at all.
* The Key staff was very nervous about various projects (not personally being there on site). Kept control of situations – kept everyone calm.
* Sharp individual overall."If I spoke with your boss.... ?"
Question 24: How can you handle life under pressure and with tough deadlines?
Planning. Knowing everything that must transpire between now and the deadline must be understood and planned. Most deadlines tend to be impacted based on a cost/time balance. If a deadline is fixed, then the planning will reveal everything that must be done in what time and at what cost to meet that deadline. If the business can’t handle the cost, then it is their decision to move the deadline to lessen the cost or redefine the project parameters.
Question 25: What do you think you do better: staff work or line work?
I am most efficiently and effectively used at the staff level. I have done and can do line functions, but my current value to a business has precluded most of that activity.
Question 26: In your current position, what problem have you identified that was previously overlooked?
Some previously overlooked problems at Rent-Way were:
* When I started at Rent-Way, I quickly determined that the CIO that they had for the last 10 years had to go. He had nearly led that company to ruin through his limited IT knowledge and management style. He and the CEO were very good friends. It was very hard for the CEO to fire his friend, but I did define clearly for him the need for that action. I talked about this to the CEO late on a Friday afternoon. When everyone came to work on Monday the former CIO was gone.
* There was a virtual very high wall between Development and the Help Desk staff. With just a few changes, I obliterated that wall.
* One IT staff member was thought of by the business as indispensable and irreplaceable. They talked about buying special insurance for this individual. It did not take long for me to learn that this individual was doing a terrible and destructive job. His assigned staff was floundering with a lack of leadership and direction. One day, I determined that a very malicious rumor originated with this person. I fired him on the spot. The next day, I had a very well qualified individual hired to take his place.Question 27: If you had a choice of job and a company what would you choose?
My choice of a job is as a Chief Information Officer or other Senior IT executive. I would prefer a company size of $ ½ Billion in revenue or larger. The industry of the company based on my recent background should be Retail or Banking, although I am skilled with most other industries. My preference for the location of the company would be in one of the following U.S. States – Ohio, Pennsylvania, New Jersey, New York, Indiana, Illinois, Michigan, Kentucky, North Carolina, or Florida. I would consider a great job in any other state, however.
Question 28:Do you have any objection to take a psychological test?
No. I have taken several psychological tests.
Question 29: Do you consider yourself as a creative person?
Yes. My entire career has repeatedly demonstrated my creativity. I enjoy analyzing problems and challenges and coming up with creative solutions.
Question 30: How do you describe your personality?
For my family, caring, loving, and responsible. For my job, caring, calming, careful, detailed, analytical, logical, and reasonable. I am even-tempered. I am also serious but enjoy “quiet fun”.
Question 31: What is your outside reading you do?
Recent books include Disclosure by Michael Crichton, Angels & Demons by Dan RADLE, The Da Vinci Code by Dan RADLE, Dream Catcher by Stephen King, Straight from the Gut by Jack Welch, Painted House by John Grisham and Big Russ and Me by Tim Russert.
Question 32: What are some of your outside activities?
Gardening, Woodworking, Professional Football fan, Family Support, Traveling
Question 33: Are you continuing your education?
Yes. After I obtained my MBA Degree from very prestigious Case Western Reserve University (CWRU), I have taken many courses held quarterly by CWRU on Saturdays for MBA graduates to keep their degree current. The last quarterly course I took centered on the changing role of staff management. This is the first time in history that three generations of workers will be in the workplace at the same time. Each generation requires a specific management style. I really enjoyed this class.
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