Machado

Director of Operations

Intelligent Technical Solutions

Director of Client Success

vCIO

AKUITY Technologies

Responsible for managing Support Services and Professional Services (approximately 30 people).
Create and implement processes and procedures to improve overall service delivery.
Configure and implement systems for ticketing, project management, documentation, monitoring, time management, performance management, communication etc.
Provide a positive and productive work environment for my team.
Work with clients to advise on, design, and oversee the implementation of solutions.

Vice President of Operations

Provide support functions and services to the rest of the business including project management, inventory control and procurement, sales quotations and proposals, statements of work, product sourcing, and general procedural assistance.  It is the mission of this team to improve the efficiency and success of the entire company by facilitating the interactions of the Technology, Sales and Finance departments.

Director of Product Management & Internal Operations

My role at PC-PLUS is somewhat of a hybrid.  I provide technical support and service to customers both remotely and onsite as needed in a wide range of areas including: desktop computer problems, email server issues, Active Directory maintenance, MS Windows server troubleshooting, network troubleshooting, data backups, etc.  In addition to this I also spend a large portion of my time working closely with management on internal development projects such as creating and refining operational procedures, server and network maintenance, Microsoft Dynamics GP/CRM implementation and maintenance.  I also work on projects that involve the investigation, selection and development of new product and service offerings.

Project Manager/Systems Engineer

FIBA Technologies, Inc.

FIBA is a manufacturing company for which I handled day-to-day technical support issues in addition to evaluating future technology needs and improvements.  I acted as a liaison with all of our outsourced IT contractors.  As the first and only in-house IT specialist for FIBA I found a large variety of challenges in a wide range of technology related issues.  These procedures often, but not always, involved technology related solutions.

Other initiatives: 
+Rolling out a thin-client solution for satellite office via Win2K3 Terminal Server 
+Complete WAN upgrade using Cisco PIX hardware, as well as line speed upgrades in remote facilities, to decrease dependency on outsourced services 
+Upgrade and reorganize domain and network infrastructure across all facilities
+Upgrade email system from Exchange 2000 to Exchange 2003
+Manage group policies, centralized anti-virus, deploy WSUS, etc

Systems Administrator

The Village Group

+Maintain employee workstations
+Test various biometric and security hardware devices
+Maintain local area network
+Build prototypes of suggested system designs
+Some graphic design for websites

Computer Specialist

With over two decades of experience, I've shifted from an IT-focused approach to a broader vision of empowering leaders in small and medium businesses. My expertise lies in crafting strategic solutions that not only address the technological aspects but also streamline operations for enduring success. I believe in integrating actionable data with a human-to-human approach, ensuring that every solution is tailored to enhance efficiency, scalability, and the overall human experience within organizations. My mission is to not just solve problems but to foresee and preempt them, fostering environments where technology serves as a robust foundation for business growth and customer satisfaction.

𝗠𝗶𝗰𝗿𝗼𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗶𝘀 𝗼𝗻𝗲 𝗼𝗳 𝘁𝗵𝗼𝘀𝗲 𝘁𝗵𝗶𝗻𝗴𝘀 𝗜 𝙨𝙬𝙚𝙖𝙧 𝗜 𝗱𝗼𝗻’𝘁 𝗱𝗼.

“I’m just detail-oriented.”
“I’m just making sure it’s done right.”
And then… who's that clown in the mirror?

That’s why this meme stings a little: because even if it’s about “those other managers" it's really about me.

I’ve struggled with this for years. Back in college, I was the technical director for a theater group. One night I left the team to build simple A-frames. Easy enough just screw precut 1x3 strapping together.

When I came back, they’d used 3-inch screws and attached the whole thing directly to the stage floor of a brand-new building.

I 𝘭𝘰𝘴𝘵 𝘪𝘵.

In my head: 𝘚𝘦𝘦, 𝘵𝘩𝘪𝘴 𝘪𝘴 𝘸𝘩𝘺 𝘐 𝘩𝘢𝘷𝘦 𝘵𝘰 𝘴𝘱𝘦𝘭𝘭 𝘰𝘶𝘵 𝘦𝘷𝘦𝘳𝘺 𝘥𝘦𝘵𝘢𝘪𝘭.

In hindsight: a calmer, smarter leader would have helped the team write down the lessons themselves.

Fast forward to today: I still have to check the mirror for clown paint. The temptation to rewrite, dictate, or “save the day” never goes away. Sometimes holding onto the bike seat keeps the kid upright. Sometimes it just slows them down or locks them into my mistakes.

What I’ve learned:
• Habits are hard to break.
• Control is hard to give up.
• 80% done by others beats 100% done by me (and honestly, my “100%” isn’t always as perfect as I think).

So I keep working at it. Looking in the mirror. Washing off the paint. Owning the mess without tearing myself down.

Because real empowerment isn’t something you declare: it’s something your team 𝘧𝘦𝘦𝘭𝘴.

What do you see when you look in the mirror? 🦾

Craig Anderson

Change Agent ⚡ Enabling Leaders to Deliver Amazing Results 📖Reading: “Can’t Hurt Me”

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