Bradley Nichols

People are at the core of how I operate. I've spent the last 7 years talking to people; understanding what drives them, what frustrates them, finding what they aren't telling me (and why they aren't telling me), and learning how to tie all that into a design. Whether designing operating procedures or technology systems, it's important an important part of my process to think people-first. This applies to customers, operators, end users, peers, or even executives. The theoretical perfect solution that no one uses is a bad solution. I operate best when fully understanding the business and the tools at my disposal. Managing operations, I.T., and systems simultaneously gave me a profound understanding of the ebb and flow of effort and how it can move along the process. Up-front training may solve many problem but never end, whereas system alerts are permanent and a constant reminder. Building a fully automated process/system could be expensive, but support desk could handle the occasional mistakes that are made. Mentorship and developing individuals is an important part of how I lead. I've found that designing training for the individual can make significant improvements to individual and professional development. Building a team of individuals that want to grow and improve is a point of pride.

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