Industry 4.0 & Digital Transformation Enthusiast | Business Strategist | Avid Storyteller | Tech Geek | Public Speaker

My passion is helping manufacturers digitally transform in innovative ways through Industry 4.0 technologies.  Doing so requires a unique ability to bridge the gap between business strategy, industry trends, technology implementation, and change management.  

I enjoy building collaborative relationships with clients, partners, coworkers, and industry evangelists to help empower manufacturers to achieve more.  

I am very active within the industry as a thought leader to help inspire companies, professionals, and students to be excited about the future created by the fourth industrial revolution.  I write, speak, and share content on LinkedIn to foster a conversational environment and build meaningful connections. 

Where do I spend my time?
• Driving customer success through deep industry and technical expertise
• Developing senior-level industry and client relationships
• Defining and shaping business and go-to-market strategies
• Acting as a company ambassador, technology evangelist, and industry influencer
• Challenging the status quo and continually driving innovation
• Developing & implementing sales enablement strategies
• Finding innovative ways to leverage new technology to provide unique value
• Building, mentoring, and inspiring high-power teams

Jeff Winter

Forgive me, CIO, for I have sinned…
I’ve witnessed the 𝐒𝐞𝐯𝐞𝐧 𝐃𝐞𝐚𝐝𝐥𝐲 𝐒𝐢𝐧𝐬 of Digital Transformation more times than I can count.

Different companies. Different technologies. Same mistakes.

𝐅𝐨𝐜𝐮𝐬𝐢𝐧𝐠 𝐨𝐧 𝐭𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲 𝐨𝐯𝐞𝐫 𝐩𝐞𝐨𝐩𝐥𝐞: While technology is certainly an important aspect of digital transformation, it’s arguably more important to consider how the changes will impact employees. Strong leadership and good change management will help ensure employees are inspired, motivated, and aligned with the digital strategy. 

𝐍𝐞𝐠𝐥𝐞𝐜𝐭𝐢𝐧𝐠 𝐭𝐡𝐞 𝐜𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐞𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞: Customer experience must be at the heart of digital transformation. Process optimization and cost reduction will help improve the business, but they won’t change the game. Leveraging high-quality product, customer, and market data allows companies to create new business models that provide better product/service performance, customer experience, and business outcomes for customers. 

𝐃𝐨𝐢𝐧𝐠 𝐢𝐭 𝐚𝐥𝐨𝐧𝐞: Adopting and implementing a variety of new technologies that need to cohesively work together while simultaneously modifying processes and managing cultural changes is a tough undertaking. Very few companies, if any, have the expertise and experience in-house to pull it off. Partner with experts you trust!

𝐍𝐨𝐭 𝐜𝐨𝐧𝐬𝐢𝐝𝐞𝐫𝐢𝐧𝐠 𝐬𝐞𝐜𝐮𝐫𝐢𝐭𝐲: As organizations adopt new technologies, it's important to consider the security implications, both for the organization and for the customers. Cybersecurity is too important to be considered an afterthought in the digital transformation process. 

𝐍𝐨𝐭 𝐛𝐞𝐢𝐧𝐠 𝐚𝐠𝐢𝐥𝐞: Very few large-scale transformations go exactly as planned. In addition, technological advancements and market conditions are changing so fast that failure to react and adapt quickly can be catastrophic. Embrace digital and cultural agility to foster an environment of continual innovation. 

𝐋𝐚𝐜𝐤 𝐨𝐟 𝐚 𝐜𝐥𝐞𝐚𝐫 𝐯𝐢𝐬𝐢𝐨𝐧 & 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲: A good digital transformation strategy should describe what success looks like, how it will be graded, and how the combination of technologies will be integrated across all systems and processes to transform the business. 

𝐋𝐚𝐜𝐤 𝐨𝐟 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐚𝐠𝐫𝐞𝐞𝐦𝐞𝐧𝐭 & 𝐜𝐨𝐦𝐦𝐢𝐭𝐦𝐞𝐧𝐭: Digital transformations are designed to be disruptive and can often be costly. Company leaders not only need to agree on the digital strategy, but they also must be fully committed. Otherwise, digital initiatives will run the risk of goal and priority misalignment, high levels of resistance, and loss of funding. 

Commit one and you learn a lesson.
Commit all seven and you repeat the same program in three years.

𝐅𝐮𝐥𝐥 𝐚𝐫𝐭𝐢𝐜𝐥𝐞: https://lnkd.in/e4pP2B6Z

Jeff Winter 

A product’s true worth isn’t just in how it’s made, but in what happens after it’s used.
 
Manufacturing has come a long way. What started as a race for mass production has evolved into a deliberate effort to reduce harm, rethink processes, and create lasting value. Today, we’re at a crossroads where the best factories in the world don’t just make products, they see waste as a resource and sustainability as a core strategy. Here’s a quick breakdown of this evolution:
 
𝐅𝐨𝐮𝐫 𝐋𝐢𝐟𝐞𝐜𝐲𝐜𝐥𝐞 𝐒𝐭𝐚𝐠𝐞𝐬:
• 𝐏𝐫𝐞-𝐌𝐚𝐧𝐮𝐟𝐚𝐜𝐭𝐮𝐫𝐢𝐧𝐠: Think sustainable sourcing and eco-friendly extraction.
• 𝐌𝐚𝐧𝐮𝐟𝐚𝐜𝐭𝐮𝐫𝐢𝐧𝐠: Precision, automation, and waste reduction reign.
• 𝐔𝐬𝐞: Products now last longer, adapt better, and consume less.
• 𝐏𝐨𝐬𝐭-𝐔𝐬𝐞: The 6Rs (Reduce, Reuse, Recycle, Recover, Redesign, Remanufacture) are the new MVPs of the manufacturing world.
 
𝐅𝐨𝐮𝐫 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐒𝐡𝐢𝐟𝐭𝐬:
• 𝐓𝐫𝐚𝐝𝐢𝐭𝐢𝐨𝐧𝐚𝐥 𝐌𝐚𝐧𝐮𝐟𝐚𝐜𝐭𝐮𝐫𝐢𝐧𝐠: Scale was king, but waste was an afterthought.
• 𝐋𝐞𝐚𝐧 𝐌𝐚𝐧𝐮𝐟𝐚𝐜𝐭𝐮𝐫𝐢𝐧𝐠: Eliminating inefficiencies while boosting quality.
• 𝐆𝐫𝐞𝐞𝐧 𝐌𝐚𝐧𝐮𝐟𝐚𝐜𝐭𝐮𝐫𝐢𝐧𝐠: Taking emissions and waste seriously.
• 𝐒𝐮𝐬𝐭𝐚𝐢𝐧𝐚𝐛𝐥𝐞 𝐌𝐚𝐧𝐮𝐟𝐚𝐜𝐭𝐮𝐫𝐢𝐧𝐠: Closing the loop and designing for the future.
 
𝐖𝐚𝐧𝐭 𝐭𝐨 𝐥𝐞𝐚𝐫𝐧 𝐦𝐨𝐫𝐞? 𝐂𝐡𝐞𝐜𝐤 𝐨𝐮𝐭 𝐭𝐡𝐞 𝐟𝐮𝐥𝐥 𝐚𝐫𝐭𝐢𝐜𝐥𝐞: https://lnkd.in/e4ehkGcX

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Inductive Automation

•	Match customers with ideal solution providers. Advise on best practices. Create valuable content. 
•	Promotes modern IT technologies for OT applications (Identity and Access Management, multi-factor authentication, strong encryption, segmentation)
•	Network security for critical infrastructure (Purdue Model, Zero Trust, "Zones & Conduits)
•	Operational Technology Security Frameworks (ISA/IEC 62443)
•	Government alignment (NIST recommendations, CISA resources)
•	Industry Specific Guidance (21 CFR Part 11, Oil & Gas, etc)
•	Secure software development (Agile DevSecOps methodology, secure Build Pipeline (CI/CD), secure digital supply chain (SBOM))
•	Advises customers on safety, reliability, security, and compliance matters

Compliance Manager

Office of the Chief of Naval Operations (OPNAV)

•	In charge of DoD web application (FedRAMP IL5 multi-cloud) on combined on-premise, Amazon AWS, and Microsoft Azure GovCloud environments supporting Department of the Navy Warfighter innovation efforts.

Innovation Manager

The Joint Staff

•	Recognized as “J6 Action Officer of the Month” for August 2020.
•	Crisis response leader. Continuity of Operations (COOP) and Continuity of Government (COG).
•	Strategic Planner for several key initiatives
•	Joint C4/Cyber Estimate, advised senior DoD leadership in support of National Defense Strategy

Senior Policy Advisor

USSOCOM

• Chief Information Officer (CIO) and Branch Manager for multiple global sensitive activities

Group CIO

USS JOHN C. STENNIS (CVN 74)

•	Led 120 persons in 4 divisions (cybersecurity, networks, satellite communication, tactical systems)
•	Directly supported 5000 deployed users on an 8-ship expeditionary “Strike Group”
•	Responsible for significant portion of $700M “Planned Incremental Availability” Enterprise, Tactical, and Command and Control (C2) systems
•	Hand-selected as lead communicator supporting VIP engagements with: Vice President of the United States, Secretary of Defense (SECDEF), and Chief of Naval Operations (CNO) during overseas deployment

CISO

US Navy - Sixth Fleet Headquarters

•	Responsible for Computer Network Defense and Information Assurance.
•	Officer in Charge of all Maritime Operations Center Systems. Battle Watch Captain. Achieved highest "Cyber Readiness" score upon USCYBERCOM inspection of any Navy #d Fleet.  
•	Cyber planner, computer network defense and information warfare officer
•	Led Incident Response at scale

Computer Network Defense

Combined Security Transition Command - Afghanistan

Responsible for $336M on 16 service contracts in all 6 regions of Afghanistan. Programmed $1.4 billion from FY13-17 in support of 171,600 member Afghan National Army growth.Led 146 contractors on in support of NetOps, Cyber defense, tactical comms and training; resulting in successful communications acquisition, sustainment, and operation for the Afghan National Army (ANA).

CSTC-A, CJ6 ANA Contracts and Budget

Special Operations Command, Korea

In charge of Joint, ten person support team responsible for communication, command and control for Special Operations Command Headquarters operating in multiple locations in Korea, including tactical (mobile satellite and radio) communication. 
Responsible for $6.6 million of computer, networking, and telecommunications equipment on 3 classified networks, spanning multiple locations across Korea.
Enterprise admin on 3 Windows 2003/2008 domains and Cisco infrastructure
Lead Special Operations representative in $50 million Joint Information Enterprise, coalition command and control network reorganization project
Manages 30 servers in VMWare environment, Cisco Infrastructure, hardware cryptography. Authored DoD country VoIP and VTC dial plan based.
Engineered and oversaw creation of $500k Joint Operations Center 
DIACAP, accreditation, baseline management, and DoDi 8570 Compliance
Works with coalition partners, Korean Special Warfare Command, on network engineering, security, contingency planning including off site for survivability 
DoD leader; thin clients, virtualized infrastructure, 802.1X security, XMPP tools

Information Systems Administrator

Naval Nuclear Power Training Command

Led 8 person military team; responsible for physical security and verifying and requesting US SECRET clearances for over 1,500 officer and enlisted personnel.
Maintained custom Oracle database tracking application
Implemented custom reporting, saving thousands of man hours analyzing clearances and summarizing key data to senior leadership

Assistant Security Manager

Naval Coastal Warfare Center

Operation Enduring Freedom (OEF) Deployment to Guantanamo Bay, Cuba. Responsible for managing, training, and qualifying 12 person watch team
Maintained 3 radar systems, inter-harbor surveillance system, Port Control
Detected, analyzed, and reported over 500 vessels in JTF-Guantanamo Area of Responsibility, maintaining a 24 hour tactical Common Operating Picture (COP)
Worked closely with US Naval Station, Joint Operating Center, Coast Guard Port Security Unit, Marine Security Force, Intelligence, and government contractors

Assistant Officer in Charge

I love helping people solve hard security problems! This involves knowing the experts and intimately understanding existing offerings. I despise "reinventing the wheel". Ideal solutions are simple, align with business objectives, match technology with architecture, meet compliance requirements, and satisfy the needs of all stakeholders. 

My purpose is to drive cybersecurity maturity in Operational Technology (OT) by appropriately leveraging existing technologies and proven methodologies. OT is increasingly becoming "IT performing OT tasks". I bring perspective from a 20 year "Information Warfare" career in the DoD/military space. 

I intend to participate as an industry ambassador and establish collaborative relationships with fellow evangelists to make secure, modern OT systems a reality. I would love to connect and collaborate!

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Jeff Winter

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The Battle

Jeff Winter

Nathan Boeger - CISSP-ISSAP

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Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Jeff Winter's LinkedIn Performance

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