I discover people's problems, and deliver happy solutions. Preferably in that order.
The good parts: I'm the most honest guy you know, and I value the company's success over my own job. The bad parts: I'm probably too honest, and I value the company's success over your job as well.
I've worked in startups, higher ed, automotive, social, mobile, and underwear modeling. Maybe. Breeze through the slides to learn more.
LinkedIn is great for the 10% of people who can get awesome jobs through their connections.
Most of us aren't like those freaks. I created KarmaFile to solve this problem, for people and businesses alike.
KarmaFile magically vets the opinions of your co-workers, generating an employability score which can be used to get hired, get promoted, or just get better at your job.
I conceived, researched, designed, funded and marketed this startup.
It's not easy to quantify one's value to potential employers. After all, "80% increase in revenue"
could have been relatively easy to achieve at your prior gig.
For better or worse, I think the most accurate value metric across companies is performance reviews. Businesses don't hand out significant raises unless you're doing something extraordinary.
The chart at right depicts the five eligible reviews I've received in my career, four of which resulted in salary adjustments greater than 20%.
It's important to be able to work with constraints. In this case, I was given a week to improve
conversion rate on a site without touching its navigation, content, or look & feel.
Much to the chagrin of the stakeholders, I suggested removing a large portion of the existing copy and removing the contact form, in the interest of improving UX and prioritization of content.
Conversions increased by 64% and maintained that level indefinitely.
I've been managing people since I was 25, and along the way I've noticed that good managers tend
to make their people successful. Go figure.
I am proud to say that nearly half of the employees I've managed during my career have advanced significantly in either salary or title within two years of working for me. I'd nominate this metric as one of the most important factors in gauging the quality of a manager.
Typically, when one refers to himself as an "idea guy", it's his way of saying he complains a
lot and adds no value. Well, I'm up to the challenge: I am an idea guy.
With rare exception, I churn out a new idea every week to improve my company, my country or my life. Chances are, if given fifteen minutes to listen to your problems, I could tell you an idea.
Not everyone likes "idea" people because to be one means to embrace change. Think about that for a minute, and then email me.