My wife Julie and I are both West Michigan natives with a passion for family and community. Our two sons, Caleb and Hunter, both attend Grandville schools and are involved in extracurricular activities from cycling to robotics. We are firmly rooted in the community and value our family and friendships that we have established over the years.
In business, I have been fortunate enough to experience tremendous growth throughout my career while working for great companies. These companies have ranged from small to large, which has provided me great insight into cultural assimilation, methodologies, practices and ultimately leadership. My roles within these companies have ranged from technical, to project leadership, to my most previous role as Chief Operating Officer.
As with all career decisions, I thoughtfully considered DPT after partnering with the company and developing a strong relationship with the leadership team. Following several months of dialogue, it was evident that the vision of DPT was closely aligned with my values, core competencies and ultimately my professional vision. In having met several DPT clients before coming on board, the client relationship focus and value was evident, adding icing to the proverbial cake.
I am looking forward to coupling my experience with the professional powerhouse of analysts and technical architects DPT has on staff. I believe in today’s technology world, there are significant opportunities for DPT to add tremendous value to the existing portfolio, ranging from business intelligence to field services. Ultimately, it seems natural to add additional data driven applications, analytics and clean data to the Customer Relationship Management (CRM), Business Process Management (BPM) and Project Leadership (PL) practices DPT has today.
When considering the growth of data over the past several years, DPT has the ability to help the market bring even more meaning to this data. It is estimated that 1.7mb of new information will be created every second for every human being on the planet by 2020. It is also estimated that more data has been created in the past two years than in the entire previous history of the human race. These statistics among many similar statistics surrounding data were of interest to me as a business leader and are of equal interest in helping drive clean and meaningful data for our clients. As the saying goes, “knowledge is power” and I am looking forward to getting this knowledge into our client’s hands.
I am excited to bring my leadership ability in business and technology as well as my strong partner and client focus to DPT.
“What does that stand for?” This is a question we often hear when introducing DPT. While the words behind the letters have changed in our 15 years of business, what DPT has stood for all along has stayed the same: Maintaining a clear focus on business performance as opposed to technology implementation. Other guiding principles driving DPT include teaching our clients to fish, addressing people and process factors first in any business change, and promoting Project Leadership to get real and manage risk.
Let’s dive into that first principle for a minute.
Most organizations do not deploy technology and declare success based on loading software and training a few people – it’s to change their business for the better and improve their performance. Those improvements could include process efficiency, improved decision-making, revenue growth and project effectiveness.
The vast majority of performance improvement is dependent on business change, not technology change. At DPT, we focus on the process, people, data, and strategy being aligned toward business objectives. Putting your time and effort into those factors will drive success more than being good at “cool” technology.
Today, we’re proud to say that DPT stands for “Driving Performance Together.” And that’s something that will never change.
Our business results orientation, Project Leadership expertise, and people and process focus are what drive our clients’ high rate of success. If you don’t believe us, listen to our clients. What you’ll hear is a common thread about paying attention to client success as measured in business terms, not technology terms:
Watch our client testimonials:
Want to know how we Drive Performance Together? The first step to create an efficient, customer-centric and performance-driven environment in your business is to craft a custom Business Case Blueprint – get in touch with us to get started. There’s no cost – and no obligation. Take advantage of our experience to key in quickly on the most critical metrics in YOUR business by getting in touch with us.
Have you heard of the CRM Death Spiral? Maybe you’ve experienced it. Over time, people stop using CRM because it doesn’t work for them, the data isn’t meaningful, and they don’t have the training and processes in place to know when and how to use it. So they gradually stop keeping it up to date. When this happens, the reliability and usability of the data decreases even more, which leads to less confidence in the CRM solution, which leads to less use of the solution… and the cycle continues.
If you want to get your CRM back on track, or are wondering how to get started with CRM the right way, here’s a look at the top five CRM success factors to help you avoid the Death Spiral:
CRM strategies are more likely to fail if compelling reasons for adoption aren’t provided to all users. For example, most sales people believe CRM is “big brother software” instead of a solution to help maximize their selling time and close more deals. Proper CRM strategic planning and design should provide obvious and clear value to the end users – to be more efficient and effective, AND to management – to enable better decision making.
Many CRM projects that fail are driven by a “load the software, train the users, and we are done” mentality, which severely limits chances for success. This approach ignores the potential for users to revert back to past practices. Successful CRM takes a comprehensive approach that promotes user adoption, best practices, and continuous improvement.
Selecting a software package first will lead most CRM projects right to failure. Likewise, defining processes and functionality before aligning the strategic drivers and measurements will also lower success rates. The proper sequencing of business strategy alignment, process standardization, requirements definition and tool selection is a key factor in determining success.
“What gets measured gets done.” This philosophy applies to CRM via management of sales (close ratios), marketing (campaign ROI), and customer service (resolution efficiency). Without an accurate compass CRM projects can drift away from what is truly important. Properly tied to business drivers, metrics are the necessary feedback component that drives improvement.
Scope control is important. Well-intentioned projects can go awry with trying to take on the world or focusing too narrowly on a small piece of functionality. Use of proven Project Leadership techniques for effective scope, stakeholder, and resource management will increase the odds of success with CRM.