Ever wonder what it would be like to move to an IT leadership role at a small company? Steve Cashwell knows first hand. The former executive director of IT for AT&T is now CIO of Jabian Consulting, a small IT consulting firm based in Atlanta. In an interview with The Enterprisers Project, he describes some of the differences.
The Enterprisers Project (TEP): I am guessing the change of employers from huge telecom companies to a small consultancy brought some very big changes for you. Can you walk us through some of those differences?
Cashwell: While there are certainly a lot of differences, there are also quite a few similarities. Not surprisingly, the key difference is the speed at which things can happen. In many cases at Jabian, an idea can move through concept, design, construction, testing, and implementation all in a matter of hours. My role is to facilitate that end-to-end process and, quite often, be the architect, designer, developer, and implementer as well.
In addition to my role as CIO, I also have the privilege of working directly with clients who encounter some of the same challenges I faced in my previous career and can offer real-world perspectives on how to think through some complex issues. It's a part of my role that I truly enjoy.
TEP: For CIOs considering a move from a large enterprise to a smaller consultancy or startup, what factors would you recommend they consider?
Cashwell: The key for me is values alignment. I'm very fortunate to have found a second career at a firm whose values so closely match my personal ones. As a result, work doesn't feel like work. It feels like I'm able to contribute to something meaningful that has a lasting impact. Of course, in a small firm you must be comfortable wearing multiple hats and getting your hands dirty, but I've always been comfortable operating in that manner. My recommendation to others considering downsizing: get ready to do more hands-on IT work, but don't worry about giving up the more strategic aspects.
TEP: What was most surprising to you about moving to a smaller company?
Cashwell: Perhaps the most surprising thing is the degree to which business is business and IT is IT. There are so many similarities, such as the need for a real IT strategy that is aligned to business strategy, regardless of size. There are always trade-offs to be made, and it is imperative to understand fully the business plan such that the IT decisions you make have the right business rationale. Also, even in a small firm there are real blocking and tackling IT requirements around things like security, integration, supplier partnerships, and disaster recovery. The size is different; the issues are not.
TEP: IT came of age in the past few years and had become recognized as a business driver. How has that affected your role at BellSouth and AT&T? At Jabian?
Cashwell: I was extremely fortunate to work in an environment which, over a relatively short period, came to recognize the criticality of IT in business success. Having spent the bulk of my telco career actually on the business side, I was well-positioned in IT to help senior business leaders learn to view IT as an asset to be nurtured rather than a cost to be minimized. At Jabian, that core perspective was established from the beginning, so no effort was required on my part other than to polish a few rough edges and fill in a couple of gaps. It is one of the reasons I fit so well here.
TEP: How does managing a team of consultants compare with managing a team of employees?
Cashwell: Clearly this is a very different business; the largest underlying challenge is the degree to which our workforce is constantly on the move. Like many companies today, finding mobile solutions that meet both business needs and IT needs (particularly around security and systems management) can be a bit tricky. Fortunately, the rise of cloud-based applications and services helps a lot, and there are more on the way.
