Cox Automotive Inc. Senior Director Software Engineering
University of Utah Master of Science (MS), Information Systems
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How did you get to where you are today? What is your story? What incidents and experiences shaped your career path?

Summarized By: Jeff Musk on Thu Feb 13 2020
So I got started in the software industry in 1988 and it was purely by accident. I just looking for a job for school, something I could do next. Money. And at that time, there just wasn't any. There were hardly any software companies in the U. S. There are only a couple in Utah, and one of those was a company called Were Perfect. They made a word processor, and, uh, that was the first thing that, you know, was useful on a personal computer with obviously replacing the typewriter. So that's how old I am. Way were a word processor and and it was amazing if I had typed on my papers on typewriters in high school. And so when I got into college that I finally had my dad bought her apple to be. And so, you know, riding your papers on us on a computer was so much better, I didn't have to re type it or, you know, you could save it and work on it later. It was really amazing. Um, so, yeah, I just got it. I got a job working in customer service and didn't know much about computers. Decided I liked working on South Brothers want more to it than I thought. Um, and that led to me taking a job inside were perfect on the software tested engineering team, and I started taking some computer science classes at the same time. And that career, that career just kind of blossom there and it took off and not, you know, maybe, maybe four or five years later, I got into leaving engineering teams as a team lead. That led to more kind of switched over to the management track, and I've been on the management track ever since. So during that, you know, I think I worked there until 99 90 99. I went and worked for Ah Lenox company because Lennox was really popular. I had worked for Nobel. Sorry, we're Nobel lot work perfect so that I worked for no Well, that's a part of the action, and that's what we did not working for Windows PCs, and we got familiar with operating systems and then worked on Lennox. Did that for a while. I think by this time I was probably a director, uh, the whole working with large teams. 80 thio undersize teens and then, ah, that time of the industry have got really way. We call it the dot bond years where the, um Tech really took a downturn because of the stock market, and lots of companies were doing layoffs. And so I went and I decided to go work in health care because that was a safer, safer place to be. They don't usually do the awesome. They make a lot of money. So worked on Cem software for the health industry for medical centers and also cherish companies. And then I decided to start my own company. Um providing software service is writing, writing software and testing the software company. Our company also did globalization work, so translating software strains in two different languages. So you have a German version for urging Japanese version, and I still not in about 2010. And I didn't look, start up. Um, I worked with the company or to the guy that sold the company, and way started a hosting company share housing. So come you know, a product that actually got purchased by Endurance, which owns Bloo host and host Gator and all those kinds of hosting companies. It's and I got really familiar with that part of the industry and cloud computing that we go. We basically built a private cloud platform. Um, and then once we sold that off, I I took the job I have now, which is senior director of engineering, and I I'm over about 100 people, have, you know, seven managers, and anyways, so yeah, that's I've been doing that for three years. And the current that I have is in the software for the automotive industry. And so my whole career, I focused on working for I S V s, which stands for independent software vendors. I've never built software for internal consumption. It's always been for consumer use or visit the business. And it's a different, uh, it's a different place to work as opposed to, you know, say you work for a bank and your Europe. It's after for the bank. Uh, it's different than if you work for a Microsoft that you work on the office team where you're, you know, developing features for word or excel or something. You know, it's a different different discipline. Similar, but still a little bit more. There's just differences, but anyway, that's my story.

What are the responsibilities and decisions that you handle at work? Discuss weekly hours you spend in the office, for work travel, and working from home.

Based on experience at: Senior Director Software Engineering, Cox Automotive Inc.
Summarized By: Jeff Musk on Thu Feb 13 2020
Yes. Oh, responsibilities in my suit, My current position. You know, when you when you climb, uh, the leadership ladder, things get more intense because you're you have more accountability, you're over responsible for more things. So, you know, if a project isn't going very well, then you're ultimately going. So right now, I have a responsibility for all the platform service is all the infrastructure and, um, our data analytics platform. Um and so the decisions that I have to make there are primarily just based on making sure that, architecturally we're headed in the right direction. So I have architects that work with me. Wait, you have to make sure that the product requirements are in alignment, so we don't miss match expectations of customers after make sure the systems are performing. So we have Our product is a sass based product. And so, with the SAS application, which is most applications nowadays, you have to have, uh, hi availability, and it needs to be three nines or better. So I'm responsible for that whole process. All the people, all the infrastructure we have built on cram and, uh, software on AWS that we deploy. So it's a combination of all incriminating of us. Um, so during the out weekly hours for my position, it's it's assumed that you're gonna work 40 to 50 year more depends on what's going on. I do travel. I don't have to travel a lot, but I do probably once 1/4. I need to go work work with different teams across their company. We have, um, a little development sites, and so I have counterparts in different locations and have to visit with them for the teams that I'm over our entire division. We do have a work from home policies. So if you want to work on Fridays and your performance is good, then you get more remote and it's really kind of up to the manager. If there's someone that's not performing very well and they're kind of not doing much John their work from home day, then they will. We will take the privileges away, but it's really not an issue. Most people are productive and they really like having Friday work Ramo Day. We also, if they're like, if there's a really bad Weather Day well, like this last, uh, Monday there was a huge just we told everyone you were remote just to be safe, so

What are the job titles of people you routinely work with inside and outside of your organization? What approaches do you find to be effective in working with them?

Based on experience at: Senior Director Software Engineering, Cox Automotive Inc.
Summarized By: Jeff Musk on Thu Feb 13 2020
okay, Yes, it'll job titles that can take you through those we have. Our company has done a good job with a week what we call the career architecture. And so, if you are so because I'm at a higher level, I do work with all the disciplines inside of the software company. Well, we have the engineering track, and that includes leadership. So if you're a software engineer, then you have, ah, suffer engineer level one to senior lead, principal, distinguished and fellowship. And that's nice because most companies don't do that. So you get to like a let's, say, senior our lead level, and you certainly usually don't have any higher positions. So a lot of lot of engineers get frustrated. But with our company, you can actually go as high as you can on the leadership track. So in the leadership side, there's Manager, senior manager, director senior director assistant V P. The P. Senior VP, and they kind of are aligned with where the manager role is aligned with the senior elite, or us are a manager is the same as, oh, uh, grade level as a engineering lied so that would you wanna switch tracks you won't take a compensation. It same thing applies to the architects they have. A similar track is the engineers. It's just architect, senior architect, league principle, all the way up and way. Also data engineers on. We don't we don't have. We have a pseudo science group, but we mostly have data engineers, and it's the same. It's, you know, they did engineer 12 senior Liza saying Then I have people that air systems engineers. It's the same, you know, levels. And, um, they think that I think that's all of them. Think I got a mall? Um, and then we also have test engineers, and it's the same. And the nice thing about the Ports engineering track is that compensation wise, it's no different than the software engineer, and it used to. Don't be that way. You know, I've been around a long time. There was a time when the software engineers didn't have the same pay structure or salary bands as the engineers did. The engineer's got paid more than than the software test engineers, and now that's not the case anymore. Because all of our test engineers have to write code. They are there. They all right, test automation. So, um, and then see what approaches do I find effective and working with that organizations outside of mine? So our company uses a practice that's called agile Save. Is this a scale agile framework? I don't know. Some people may have heard that it's somewhere to scrotum, but it's it's actually scrum, combined with some hot some other practices that make it easier to work across boundaries. So you could boundary span from your organization to another organization. Everybody's lying with this, uh, framework. And so we have organizations are structured exactly the same. So I know my counterparts are no, my team's kind of parts are. So although I will say, you know, you always have the challenge, that maybe that may be a team in we have a team in Austin, Texas, might be writing something that is simple to what we're writing, and we really tried not duplicate technologies. If somebody has something they wrote, then we want to try to re use it. But I'm gonna say that's the idea. Doesn't always work out that way in practice, and not necessarily, um, but we make it, you know, we make it pretty easy to reach out. Everybody's friendly everybody, you know, we all use slack and teams, and so we can jump on calls and talk to each other objects. And were you collaborating with right now, we're collaborating with probably four different development sites across the U. S. As well that way use up. We use, um, outsourcing vendors and the Philippines, India and Romania. And so, you know, we have those geographical regions that we deal with as well, and we use the same. We use the same framework to communicate and collaborate with those teams.

What major challenges do you face in your job and how do you handle them? Can you discuss a few accomplishments?

Based on experience at: Senior Director Software Engineering, Cox Automotive Inc.
Summarized By: Jeff Musk on Thu Feb 13 2020
Hey, the major challenges that that I encounter are typically around, Um, and in any in any I S V company will. Usually it's like this where you'll have someone on the product side that will one executive. It's usually an executive or someone on product side that will say, Hey, we have to have this software release done And though they'll set a fixture least eight, they'll say We need a for this show that's coming up in a year and so we want it done by them, and that's never a great way. There's always gonna fail, right, because it's too far to estimate up. And so what I'm always working with them on is we pull, try to pull it back into our agile practice, and I tried to explain to them, Look, you know, uh, when we did this recently with a project, So this is an example of a success where they had said a year and 1/2 ago, In fact, the product is due. They wanted to dio on the 14th of February, which is this Saturday, and I had to go and I told him eight months ago I had to pull everyone together and say, Look, it's not realistic to have it released by them because we have a show that's, uh, this weekend for the automotive industry, and I just basically said It's not really it's not realistic. Thio expect us to have that ready for general release. However, I think we could have an estate that it will be really would be dimmable. You could probably We could do a not early adopter, start pulling an awesome, you know, strategic customers and see if they like it. And and everyone was able Thio agree to that. And in reality were we did. We did accomplish that. So we're ready to go, and then and then it looks like it's gonna take us another three or four months to get it. Thio General release. That's just an example of a challenge that can be really difficult to manage because there it is, depending on who the players are inside the company, that that could be a difficult conversation. Um, another challenge is typically to do with technology choices, and when you think you have the architecture the way you want it, until you start to implement it, you may decide that you've chosen something that's the wrong piece of technology, whether that's a component of AWS or the way he decided to design on a P I or something. And what we try and dio make that easier is we would do the architecture. And then when we do the implementation we do, it's more of them a proof of concept, because that's something we do as well. But then we take it a little bit further, and we build a walking skeleton. We call it so it's a little tiny. It's little. It's basic. You know, if you have an A P I write, you would just create this very simple FBI that needed to talk to, um maybe the back end is dynamo. And, uh, you know, maybe you have some step functions in between, but you're not sure about all this, so you kind of just lightly put it together to get something to get data going from, you know, front to back or first vipers, and then you can sort of see that Oh, we probably shouldn't do this thing like this or like that, and we might change the architecture a little bit, so rather than waiting until you're reading a whole bunch of code and spent six months out and then making architecture change. That's harder than to do it at the beginning. So that's something that I feel like we've been successful in changing in terms of the culture at our company, supposedly, that's helpful.

How do you inspire and motivate your team members? How do you foster creative thinking? How are ideas shared and implemented?

Based on experience at: Senior Director Software Engineering, Cox Automotive Inc.
Summarized By: Jeff Musk on Thu Feb 13 2020
uh, this is a good question. I think it's I think the culture we have has improved over the years. Um, and one. And some of the things that we've done is, uh, we have implemented were consistent about holding are all hands meeting with our staff, all the engineering staff. And we include product in that. And we always recognize where seven employees of the month award. Um, we celebrate how long people have been there. We celebrate their birthdays. We also have a team, a war that we do once 1/4. And then we also have an employee of the year award. And doing these kinds of activities on a regular basis creates a culture where she members feel like they're appreciated. We also celebrate wins that teams have. So they got something done on time or they accomplish something difficult. Then we will also highlight those and are all hands meetings. Will we have a system we call? It's called Spark Points, where you basically get points for things you can give out to different employed in trade, the plant in for different things, like Amazon gift card or visa card, or something on. So we're you know, there's a lot of there. A lot of effort goes into making sure everybody feels recognized for their efforts, and I think that's something management can always improve. But I hope I feel like we're doing a pretty good job there and we do not sure how well we're doing. We have surveys ago, once 1/4 to tell us if our employees are happy and we're measuring that on a regular basis. So in terms of creative thinking, we really do have a culture where we foster that by involving team. So so we have what's called delivery teams there. Amazon calls a pizza team's pizza size meaning It's enough people that want pizza to about 5 to 6 engineers. They all have their own team room, so they all have these really nice team rooms that are pretty big. They can close it off to keep quiet. They have their walls, are all white words, the whole thing's air painting so they can just go up in the boards. And so, along with their architects, we really, uh, you know, we'll come up with design decisions and technology suggestion, but the team can decide the team has some autonomy on how they wanna decide to implement and and leave them a lot of room to suggest other ways to do things. And so as a result, we have. You know, today I was in one of the sprint down nose and one of the engineers have come up with a really cool way. Thio, enhance Ah, react. Ah, react for an end piece that we have developed using draft you well as a back end or ours e a p i layer and some of things that he come up with a really creative and we're gonna actually use those going forward. So and then when someone does something like that, we celebrate it and we, you know, get some props for a great job, maybe highlight it and maybe even dental it in one of our bigger meetings, where everybody can see that they can use this and that so and so did it. And so I think that helps a lot, Um, and the way that we share ideas, um, we we probably could do a better job of this one. I think that by doing what you just described, a lot of people will hear about what people are doing. I still think we could do a better job here because it's really difficult to make sure that all that when you have, we have over 160 engineers just in our sight here and that our company, we have over 2000 engineers. And so this one, it's that, you know we struggle with because there's a lot of people doing a lot of different things, and it's hard to share those ideas with each other and make sure we're not duplicating first of all, and then and then sharing ideas. Uh, you know, you come up with something new, that somebody else could use myself a problem for them, but, you know, inside of our, you know, here in Salt Lake, I think we do a pretty good job with it, just by the nature or culture on the way that we try to highlight things people are doing. But it is something that you probably in hands

How do you set targets for your team members? How do you measure their progress? How do you incentivize them to meet their targets?

Based on experience at: Senior Director Software Engineering, Cox Automotive Inc.
Summarized By: Jeff Musk on Thu Feb 13 2020
uh, so back to the, uh uh, uh, delivery team he's delivered. Team. Uh, they participate in what's called quarterly planning and agile safe. Uh, you have a cadence of quarterly planning sessions where everybody comes together and for two days you are is over a two day period of time. And when you get there, obviously, we've done a lot of we try to do continuous planning throughout the quarter that we're working on delivering software and we're out. What we're doing is prepping for the next quarter, and that pine box of 1/4 is what is actually put on what's called a really strange. So we divide the delivery teams by release trains, and the really strange have common domains of stop what we're delivering. So, um, the way that we the way that we measure and give the team's targets, is there actually internment? Will the product people come up with, you know, they build a backlog? Uh, you gotta prove it out best we can before quarterly planning. And then the teams get to come in for two days and they just work together with product. And the goal is to see how many sprints you can build out and schedule and follow them. It's too much work. Its will be accurate. So we try to They try to get two or three sprints of the five or six prints in the quarter flesh around organized, and that's how they sign up for the work they're going to accomplish in 1/4. And then, of course, that's something that the managers can work with him on meeting and obviously, without job, things change. Uh, always change requirements are coming in that are different. And so it's okay. If maybe something we did plan that quarter Abby get bumped out to another quarter. We'll make those will make those adjustments. We will recommit the teams. So that's how that's how the team members our manager is basically in the propagate productivity. So each team member is expected to do around eight points for Sprint because the way we do performance is a little different than other air. Um, maybe other agile teams, because we've mapped ID Teoh number of hours. Some would argue that's not a good practice, but it worked out based on the way we do track her hours. So if they're not, if they're not getting their eight points in. And they were no manager. My step in and try to find out what's going on, see if they can help him. Um, and so the incentive is there because, uh, um, we do have each of the manager's me took their team members and and, you know, I'm actually understand their expectations. We have a

What qualities do you look for while hiring? What kind of questions do you typically ask from candidates?

Based on experience at: Senior Director Software Engineering, Cox Automotive Inc.
Summarized By: Jeff Musk on Thu Feb 13 2020
so I'll tell you how our process works. We have a what we call a interview loop. And so, after a phone screening, we'll try and do on the phone screen will typically ask questions around background, skill said, just to make sure they're qualified to come in for an interview. Uh, if they are, then we let them know that it's gonna take most of the day. So we spent a lot of time with our candidates. Yes, we want that way. Want to accomplish two things? First of all, we want to make sure they get to know us. They get to me. A lot of the team members of work with the TOC are building. And then, of course, us We get way, get a better feel for who they are and what they're looking to do if they're a good fit for the company and for the organization. So it's a long time to spend, but we try to make it a positive experience. We take not lunch, um, and ER along the way. There's usually starts with the tech check interviews or could be two or three tech, not three, usually one or two technical reviews, and those will require that the candidate will maybe do some coding on a whiteboard. Um, sometimes we have coating exercises that they could do on a laptop. But, you know, we want to see if they can play the guitar or not. You know, if there are competing for a band, you would come play the guitar. He wouldn't just show up talk. I can play the guitar so I don't think they can play. And then they'll go through different interviews. They'll talk Thio. A couple different managers will tell them about the company or trying to accomplish what they would do. So there's lots of questions, but the quality that we're looking for is really people who are their positive. They're outgoing, They seem interested. They're asking the questions and, uh, mostly just to see if they have there, that they're gonna be somebody that is, well, we'll have a good cultural fit with our group. And mostly that's just positive, outgoing, energetic people. That's what I'm looking forso me When it gets to me, I'm usually the end of the loop and I will ask our usual Ask that if you also always ask them to tell me about an experience where they had a disagreement with a team member or their manager and how did they handle it? That's probably my favorite question.

What was the hiring process like for your job? What were the roles of people who interviewed you? What kind of questions were asked?

Based on experience at: Senior Director Software Engineering, Cox Automotive Inc.
Summarized By: Jeff Musk on Thu Feb 13 2020
Yeah. So when you get to the senior leadership side, you end up having thio. Usually you're talking to multiple executives. And I had thio to do initial screening, two different screening processes. And then when I went on site, they they have you interview the people that will work for you. So some of the major that would work for me also interview with some of my peers at the company here. Also different sides sweeping and Cox automotive. And then I interviewed with some of the senior V p. Ease s. So it was a very extensive interview process. You know, a lot of questions were mostly centered around just leadership style. How how do you How do you, uh, build higher, high functioning teams? How do you overcome off schools that may have to do with people or process? There were some technology discussions, but I don't have to. In my level, there wasn't any like Cody exercises. Its most you know how How do you solve problems and how do you have any build teams and how you know what? What is your hiring process like? And how do you build a culture? How do you change a culture. How do you implement agile? How would you do? How would you? Because at the time, they didn't have a lot of our job. Uh, I mean, they had some, but we need to do a transformation, Dev Ops, transformation, agile transformation and those kinds of questions, so

What are different entry-level jobs and subsequent job pathways that can lead students to a position such as yours?

Based on experience at: Senior Director Software Engineering, Cox Automotive Inc.
Summarized By: Jeff Musk on Thu Feb 13 2020
you know, the good news is there's There's still a lot of companies that are we need more resources, more people here in Utah. There's not up software engineering. Resource is in Utah. In fact, we're always competing and stealing each other's. You know, I just I just hired a guy away from a company, and I'm sure they're not happy about it. And someone just hired more guys away from me. Yeah, so unfortunate. There's not a lot of people. So, um, we are. We have an internship program lot with offer companies here. Utah do have internship programs, and that's a great way to get some experience. You get to meet the you get to meet them and they like you, and then they want you to come on board. I work full time. Uh, and if my recommendation would be to just do anything to do with software, that will be too picky, because once you get your foot in the door and you can prove yourself and you can show your value, then it just goes from there. You just need to get in the door. Um, so we have entry level job positions for everything I mentioned earlier suffer test engineers, software engineers, uh, data engineers. So there's bears junior level positions for all those. Most are interested in the paid internship, so we don't expect people will work for free. Um, so, yeah, I they're all it's out there, and we need interns, so yeah.

What were the responsibilities and decisions that you handled at work? What major challenges did you face in your job?

Based on experience at: VP Engineering, Endurance International Group
Summarized By: Jeff Musk on Thu Feb 13 2020
Yeah. So, um, I was responsible for a new plat platform for their shirt product, and, um, they ah, that there was a very it was challenging because we were we were using an open source version. We're using open source technology called Open stack, and we have to wear That was mostly a technology challenge. And then, um, I had I had to kind of rebuild and reorganize some of the groups that were working on this product. And the the difficult part was that I was reporting to the C i. O s. So when you report to a sea level person, things were a little more intense. Here's more visibility than at a director. So even though the director level you sell of exposure to the senior level people and I and my current current position, they all know who I am that my phone number about the higher up you go that the closer you get to the sea level, And so I was in a lot of all their staff, all of the staff meetings included sea level people, and it was a lot more visibility. Um, which means more stress, right? Uh, I think that. I think my major challenge There was just trying Thio build a new platform with people that I didn't know very well and finding the right people pulling them together. And it was it was a cross organizational or across, uh, we had them multiple organizations in different states. And so I had to pull people from all these different groups across the company to get the project on. Um, and I was found, so anyway, yeah, it was it was fun.

How did the program prepare you for your career? Think about faculty, resources, alumni, exposure & networking. What were the best parts?

Based on experience at: Master of Science (MS), Information Systems, University of Utah
Summarized By: Jeff Musk on Thu Feb 13 2020
Yeah, this This is an interesting question for me because I initially my I wanted to get the degree because I'd always it was a It was a life goal. It wasn't going. I didn't think it would enhance my career very much because I was, well, a career when one could argue maybe a little bit too late to get her master's degree. So I found myself I think I was usually the oldest student in the class and sometimes most times older than my professor. Um, But, uh, you know what actually happened was I was surprised at how much I've learned and how much, pal, if I didn't know about, you know, things that I was working on, and it was really, really beneficial. And the faculty was create different professors that really worked with me and help me. I know I don't know that networking was really a big deal in terms of, like, you know, helping me out with my career. But I think just the content, the core, the core content and some of the class some of the elective classes I took were really helpful. Uh, and I think it's I think, that it didn't. It did actually enhance my career. I feel like I'm in a better position. I'm Maur. I'm able Thio unable to work across more, I would say more wide. You hear about the T shaped employees? I think I got a little. I've always had a certain focus, but now I can I can go a little further. Alan, I did it for, um but I think that just overall just learning. I want to do a technology degree and I really enjoyed the technology part of the the MSs program.

How did the program prepare you for your career? Think about faculty, resources, alumni, exposure & networking. What were the best parts?

Based on experience at: Bachelor of Science - BS, Business Administration, University of Phoenix
Summarized By: Jeff Musk on Thu Feb 13 2020
Yeah. So the university thinks program I did back in the mid nineties, and it was pretty well established by then. And I worked great for me because I had little kids and I had a house payment and I didn't have time to have a full time job. I didn't have time to do day school, even though I've done a lot of day school, so I just finished up there. It was nice to do the classes at night. Um, they made it. They made it easy to just do one class at the time, But I think probably what I got the most from that was just that you when you when you, uh, achieve or work on getting your education and finishing it. I think with shows your employer or or anybody that you knows that you that you are someone who can finish something. I think that's probably And when you when you do get your degree, you have this huge sense of satisfaction that I accomplished this thing and it's done right. I think that's probably the biggest benefit from my under grab. I learned a lot. I learned how to present. They have a lot of presentations and in the business program. And and I think it was also helpful when I got when I started my company and I ran the company. It was very helpful to have background, accounting and finance and marketing. And, uh, I even used a degree and inroads class because I hadn't remember all my statistics with our program. Uh, so it was good. It was a good program. The university thinks it's a good job catering to students who don't have. They don't have a lifestyle that fits, Ah, daytime school, so

Would you like to share something that is not on your resume? This may include your passions, facing setbacks or adversities, a unique experience, or an unexpected help.

Summarized By: Jeff Musk on Thu Feb 13 2020
interesting question. Um, yeah, my resume. There's a lot of things. No, there haven't saying, Um, I have I have a little site career in, uh, abstract are a danger. Um, I'm that's what I currently have passion around. Yeah, they're they're definitely some setbacks along the way. A lot of them a person I probably want to share. But anyone, that's, you know, live life for a while. Life kind of beats you up, and you just I think the adversities air. Great. Though I will say I've had plenty of failures, and what I've learned is to just accept them and move forward because you can always learn something from failing. And it's just part. Like a lot of people, I think when you're young, especially, you're afraid to fail. Your admit that you fail, uh, afraid to admit that you did something wrong and you just it's okay to say, Hey, I did that wrong. I'm gonna do this differently and move forward. So yes, plenty of failures. But I feel like overall, I've had a lot of success to go. You know, it's like a stepping ladder. You just you you win any lose, you're going to lose on that liar. Yeah,

Do you have any parting advice for students and professionals hoping to get to a position such as yours? What 3 dos and 3 don'ts would you suggest?

Based on experience at: Senior Director Software Engineering, Cox Automotive Inc.
Summarized By: Jeff Musk on Thu Feb 13 2020
Yeah, So I think as far as the three DUIs go really big on the kind of people that I'm attracted to in the workplace, I guess mostly in life, but especially at work. I'm attracted Thio. People who are pro active there. I don't I don't have to ask them to do very many things. I give them direction, and then they're just the kind of people that proactively just get stuff done. And they do more than I asked him to do and then come back and ask, What else can I do that the number one do for me? Um and also I'm attracted to people who are thought leaders. So there they're always thinking about how something could be better. They're always wanting to raise the bar and think about a better Whitby to either enhance a technology. Or to me, it's a process they're not. You know, they're never satisfied with something right, just this constant drug, him to think about a better way to do something, and then this is something that everybody does. You know, when you when there's a problem, it's easy to just complain about the problem and talk about the problem, and I'm attracted to people who don't do that for very long. Instead, they focus on what the solution is. And whenever I present a problem, I always make sure I have a solution to go along with it. And so it doesn't come across like, um, you're just complaining. And I think the three don'ts just matched the three DUIs or the opposite, right? So I get frustrated with people who are passing when they just kind of just are okay with the norm, Uh, are or they're they're satisfied with dysfunction. Let's put it that way. Um, they don't mind living in a dysfunctional world or a dysfunctional software application that doesn't quite work the way it should work. And, um and then also, I also struggled with people who are just negative all the time. So transfer negative. Um, and I think that just counterbalances the b positive, huh? And then then then don't be unproductive. Try it. You try and just do as much as you can do. And, uh, those are my three do's and don'ts that kind of match each other. But, uh, yeah, those are my heart bones