If you hire me, I promise that you won't regret it.
I will be an asset to your company because nothing matters more to me than the success of the company that I work for.
I am loyal to:
- the company
- its customers
- its products and services
In that order, and before loyalty to any individual at the company.
If the company doesn't have or want an excellent product or service, I don't want to work for you.
If you don't treat your customers and staff with respect, I don't want to work for you.
If you value mediocrity or your high pay over excellence and meaning, I don't want to work for you.
If someone - at any level - is blocking the success of the company by damaging the customer relationship, staff happiness or product quality, then I'll try to influence them. If I can't and they are a key decision-maker, I will leave.
Because the success of the company I work for is more important to me than any one person's success within that company.
Even my own.
If I don't think I can contribute to the success of the company, I will leave.
Believe me. I know that it's possible to provide an excellent product or service, to treat client and customers and have a team that is proud of their work.
If you have a good product and treat your customers and staff well, you will succeed. Easeypeas .
I know this because, for over 20 years I've worked for my own Internet companies.
When what's in your head is what you sell as a service, there is huge satisfaction in doing a good for clients that makes a difference, and having them come back for more and recommend us to others.
Working for myself, I have decided what job satisfaction means to me. It means doing right by a client and its customers.
The client might come with an idea of what they need but THEY are not the Internet expert, *I* am and that's why they hire me.
If I think their idea needs tweaking, isn't worth doing or if I come up with a better idea, I'll tell them before they've spent any money.
Even if they are clear in what they want, I'll want to test the requirements myself; I talk to them to find out what their business is, who they deal with, what they do day-to-day and what problems they have.
I always have suggestions of what to add to the requirements at low cost for big impact to address some of these problems. However, ideally I'd be the person facilitating requirements definition. I'm always the one in meetings who jumps up and starts writing on the whiteboard.
I am really good at creating an environment in which people can generate, discuss and prioritise requirements or brainstorm ideas.
I'm not just a facilitator - with university degrees in psychology and computing and over 20 years in the computing and Internet industries, I can and will give my expert opinion for a successful outcome.
And, rather than write personae, I invite representative users to the room. (I think that persona are valuable during feature design and testing but relying on them at the requirements phase just moves the chance of mistakes to the start of a project, which influences everything that happens next.)
I don't do company politics.
I am not a game player.
What you see is what you get.
I am passionate, forthright, honest, generous and fair.
I am not afraid to rattle cages for the good of the company.
If keeping your job is more important to you than the success of the company, please don't contact me.
Life's too short for mediocrity - cancer puts things into perspective.
Have a look at my featured projects for examples of my work.