Military Parallels: Perspectives from a U.S. Navy Veteran on how the lessons learned in the military translate to success in the civilian workforce

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Blue Bay is a Service-Disabled Veteran-Owned Small Business (SDVOSB) that provides a pathway for service members as they reintegrate into civilian life, particularly the workforce. Our country’s Veterans have a unique ability to succeed in the most challenging and complicated scenarios. The skills they use to serve and protect our country are also needed to serve and predictably deliver for our clients. We asked John Rudolph, a Navy Veteran and scrum master, to describe his take on the parallels between military service and his role with Blue Bay. Here is what he had to say:

Transitioning from the military to the civilian sector was an eye-opening experience, particularly within Blue Bay, and has been a journey rich with lessons and parallels. One of the most significant parallels lies in the importance of teamwork and leadership. In both environments, the success of any mission or project hinges upon effective collaboration, clear communication, and strong leadership. Just as in the military, where each member of the team plays a crucial role in achieving objectives, every member of my agile team contributes uniquely to the success of the organization. The balance between team-centric performance and autonomous decision-making correlates the most between the two worlds; both are equally relevant, whether serving our country or our clients.

The military instilled in me a sense of resilience that has proven invaluable as I navigate the dynamic and often unpredictable landscape of building new software. Military training gave me a “superpower” ability to seek out problems, from the most complex to the most obscure, and solve them under pressure. Whether facing tight deadlines, unexpected challenges, or rapid changes in direction, the ability to remain composed under pressure and adapt quickly to evolving circumstances is essential.

In my current position as Scrum Master, I lead teams through challenges and demonstrate a high degree of flexibility to achieve the desired outcomes in the face of those challenges. I use the skills I developed leading large-scale projects and complex compliance assessments as an example to my team, demonstrating that agile is more than a methodology – it’s a mindset. A mindset where there are clear directives and responsibilities, yet we must remain fluid and rapidly adapt to change. The military’s training, based on the OODA loop (observe, orient, decide, act), is part of my DNA, and I use it to successfully navigate the complexities of software implementations and crush my goals.

My aviation quality assurance and project manager role in the Navy underscored the importance of meticulous planning and attention to detail. Just as a meticulously planned operation can make the difference between mission success or failure, thorough planning and attention to detail are critical in ensuring the success of a project. In maintaining military jets, a loose bolt can have catastrophic consequences, leaving no room for error. The same is true with my work today. Thorough diligence prevents detrimental backlogs and ensures timely delivery of exceptional value by my team.

Continuous learning and improvement are at the core of the military and deeply ingrained in everything we do as service members. With each project I led and every risk I assessed, I uncovered the lessons learned and implemented them in my next task or mission. The military’s emphasis on continuous learning and improvement drives me to constantly seek out opportunities for growth and development, both personally and professionally. This mindset of continuous improvement benefits me individually and contributes to the overall growth and success of the team and organization.

My military experience serves as a foundation upon which I continue to build and grow in the civilian sector. The lessons learned, experiences gained, and values instilled during my time in the military continue to resonate with me today, shaping my approach to work, leadership, and teamwork and contributing to my success and my team’s success.

The Human Factor in Leadership: Empathy, Trust, and Mission Success 

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In today’s fast-paced, globalized world, leadership styles have had to adapt to keep up with technological advancements and the evolution of workplace culture. A seismic shift has occurred in the last few years following the pandemic, normalizing the work-from-home structure and the rising emphasis on employee satisfaction, growth, and individuality. The traditional ‘command and control’ leadership approach, once prevalent in the workforce, is no longer suitable. Instead, contemporary thought leadership emphasizes a more nuanced approach that values emotional intelligence (EQ) and the ability to build genuine connections.

Mike Vasquez, a project management analyst with Blue Bay and retired First Sergeant with the United States Marine Corps (USMC), is well-known among his team as a strong leader who artfully balances the grit of military leadership with these principles. His superpower is fostering alignment while creating harmony to solve issues and deliver results. He proves that the power of persuasion lies in understanding, empathy, and building an unbreakable trust with one’s team.

Building a Foundation of Empathy and Trust 

Upon meeting Mike Vasquez, his commanding yet approachable demeanor and warm capacity for engaging with others are immediately evident. However, these qualities are not just personal traits but strategic components of his leadership style. Mike recognizes that genuine empathy and trust are the foundation for successful teams. Whether in combat or the boardroom, connecting with people and building relationships is essential. This is not just a ‘soft’ skill but a fundamental attribute that underpins mission success.

The Military Paradigm 

Vasquez has over two decades of experience in the United States military, where he gained expertise in building a culture of trust that’s crucial in situations where lives are at stake. In the military, both home and work require everything to be at an optimum level, and risks are minimized by following strict protocols and relying on the team’s integrity. He says, “In the military, and in business, if you are not emotionally and mentally present, you can’t be physically present for your team. Nothing impedes success more than not being all 3.”

Leaving the military and transitioning to civilian life, particularly the corporate world, can be a lonely and disorienting experience for most veterans. Mike understands it is a culture shock, and the adjustment can be as challenging as the marathon of physical and mental services veterans perform during active duty. He equates it to “Carrying heavy backpacks in combat. Civilian life is the ‘new ‘backpack,’ and each day varies in how heavy it is.” However, he overcame this transformative life moment through a relentless focus on empathy and understanding, both of himself and others. This approach, which he has woven into his daily leadership and communication style, has allowed him to bridge the gap between military and civilian life.

Leading Through Listening and Understanding 

What stands out about Mike’s approach is his belief in the power of active listening. He doesn’t just hear; he understands with a sincere intention to decipher the ‘why’ behind what is being communicated. This isn’t about nodding along to a conversation; it’s about genuinely grasping the other’s perspective and using that to tailor his communication and leadership style with a deeper level of understanding and connection between people.

 The Power of Perception 

Mike is a purposeful team leader at Blue Bay. His keen observation skills and ability to connect with people from all walks of life have helped him navigate the complexities of a dynamic work environment. He understands that every individual is unique and has diverse needs that may not always be visible. In leadership, the most significant challenges often come from unseen obstacles such as emotional roadblocks, personal struggles, or unarticulated motivations. Addressing these issues head-on is key to unlocking a team’s potential. His innate ability to listen and learn and a genuine desire to understand is the secret sauce that sparks team motivation and ambition to excel.

Mentoring and Molding Future Leaders 

Mike is deeply committed to mentoring and molding future leaders. He doesn’t just share his knowledge but also instills confidence and equips his mentees with the necessary tools for success. With experience coaching in the armed forces, recreational sports, and the workplace, Mike knows the power of positivity and he leans into that each day as he encourages individuals to reach their full potential. Whether coaching softball, serving as a drill instructor, or teaching new team members at work, Mike’s coaching dynamic and approach do not change.

Reframing Failure as a Steppingstone 

Mike believes that failure is not an option, an ethos he carries from his military service. Rather, failure is a moment to assess, revise, and find a solution to carry out the mission. It’s an opportunity for growth and learning, re-evaluating, and improving. Mike has adapted his military mindset to the civilian context, not to instill fear but as an aspirational target.

Conclusion 

The fast-paced and ever-evolving professional landscape requires leaders who can motivate, coach, and empower their teams. Mike Vasquez is a remarkable leader whose communication style reinforces that the most important skills in a leader’s toolkit are tactics, genuine human connection, and an unwavering commitment to mission objectives. By standing as an example of empathetic and devoted leadership, Vasquez reminds us that, ultimately, the human factor makes all the difference.

 

“Walk With Me” A Story of Leadership by Example

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By Rob Smith, SPC, PMP, PMI-ACP, CSM, PPO, ICP-ACC, Senior Practitioner and Lean Agile Coach, PhoenixTeam

Life lessons learned from active duty military service.

“Walk with me” were the first words my first commander, Captain Dave Overton, uttered when I met him for the first time in our Artillery Battalion motor pool in Camp Casey, Korea. It was the spring of 1994, and I was a brand-new second lieutenant straight out of the Field Artillery Officer Basic Course. The very next words out of his mouth were “wrong side lieutenant,” referring to the fact that I was walking on his right-hand side, a position of honor reserved for the highest-ranking person of a group when walking together. I missed this fact during my four years in the Reserve Officers’ Training Corps (ROTC) at the University of Miami, where I was most likely at the beach, but that is a different story. 

I was now over 7,600 miles from the beaches of Miami, and as I repositioned myself to the Capitan’s left side, I thought, “What have I gotten myself into?” The thought reoccurred in my head as I tried to keep pace with my new commander, who continued to fill me in on the significant challenges faced by the individuals assigned to me in the Fire Direction Center – the brains of the Artillery Unit. As he talked and I soaked in as much information as possible, we stopped by each Section where troops were conducting maintenance on their vehicles and equipment. At each stop, Captain Overton engaged in light-hearted conversation, asked individuals questions and spot-checked various pieces of equipment while pointing out things I should look for in my future inspections. As we continued through each Section, I began a mental assessment of the organization and a running list of impediments preventing soldiers from properly maintaining their equipment. 

Captain Overton was on the same page; as soon as we finished the walkthrough, he gathered the unit leadership for an informal meeting to discuss his findings and coordinate a plan of action to remedy the most pressing issues. I didn’t know then that Captain Overton was almost as new as I was, having only arrived a month earlier. Surprisingly, this was his first time leading the unit through recovery operations after a field exercise. He used this walkthrough to assess the unit, align expectations, and identify and remove obstacles hindering the unit from achieving mandatory standards. 

That spring day in 1994 was a turning point when I learned the power of leaders who trooped the line, spot-checking and inspecting work as it was getting underway. Through Captain Overton, I experienced the impact of leading by example— mentoring and guiding versus directing—all within the first few hours of my earliest assignment on active duty. The lesson was reinforced five days later when we aced an extensive formal inspection from our higher headquarters commander (my boss’s boss) and his staff. Years later, I learned there was a civilian equivalent to trooping the line; yes, you guessed it, it’s called a Gemba Walk! 

To this day, I get chills up my spine when I see leaders leading by example and trooping the line. Whether on distant battlefields, in the corporate office, or in a virtual team room, it is a multi-faceted, powerful tool that helps leaders establish standards, ensure those standards are enforced, and identify impediments and opportunities for improvement. While all of those are important things for a leader and an organization, the upshot of trooping the line is employee motivation and engagement. This simple act of engaging with the team as they work, observing progress, and listening to their opinions and thoughts on how and where to improve demonstrates the leader’s care and respect for their workforce. As a result, synergy and transparency lead to better communication and more efficient and impactful outcomes. 

I didn’t realize at the time just how valuable this lifelong lesson would be— throughout my service, in my civilian life, and particularly my professional career after retiring from the military. Strong leadership skills are synonymous with success. Leadership style can make or break an organization’s ability to deliver value. Since that day in April 1994, I’ve honed in on what I learned, growing as a leader through experience, and partially attribute my leadership methods to Captain Overton. “Walk with me….” Today, these skills play a role in my success every day, working within the Phoenix Village of companies among my fellow Veteran team members who share the same mindset. Strong, emotionally intelligent leadership is the cornerstone of what we do, setting us apart from the rest to provide exceptional results for our clients that exceed expectations. 

Pivot or Die Part I: The Art of Agility On and Off the Battlefield

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By Rob Smith, SPC, PMP, PMI-ACP, CSM, PPO, ICP-ACC, Senior Practitioner and Lean Agile Coach, PhoenixTeam

The term “pivot” is defined as “an adjustment or modification made (as to a product, service, or strategy) in order to adapt or improve.” It is a common buzzword that describes vastly differing degrees of adaptation due to circumstances, although it typically refers to a monumental shift with little or no time to plan or react. For example, imagine dedicating your entire life to training and practicing as a pediatrician and then finding yourself in the role of a trauma surgeon overnight. Alternatively, if you currently hold the position of Director of Logistics for a small company and suddenly take on the roles of City Manager for three small cities and an Economic Stimulus advisor for four rural counties. Both examples may sound extraordinary and far-fetched, but both are real-life stories that demanded quick responsiveness to change. 

Serving in the Army for 22 years, “pivot or die” was my reality. Change is constant, always anticipated and never negotiable. I recall one occasion in the Spring of 2008, during my time on the Iraq battlefield, where my life and the lives of 800 fellow soldiers depended on the capable hands of our Battalion Surgeon. While a skilled pediatrician by training, this officer had limited hands-on experience treating the type of trauma encountered in the field. Yet, he expertly transitioned into the role of the senior medical officer for our combat organization. Simultaneously, our Battalion S4 (Logistics Officer), typically tasked with the supply and logistics of front-line units, was now responsible for maintaining three small bases (cities) housing between 100 and 400 soldiers each.   

To add to the Battalion S4’s already extensive list of responsibilities, which included ensuring troops had access to food, fuel, and ammunition for maintaining security in our operational area, he also had to oversee amenities such as laundry services, dining facilities, running water, electricity, waste disposal, and housing – all the conveniences we often take for granted in urban living. He wrote grant proposals, managed funds, and supervised projects to reintegrate military-aged males into the workforce and was responsible for reconstructing the region in Iraq, where we were tasked. Just like our Battalion Surgeon, our Battalion S4 excelled with the pivot, immersing himself in the regulations and consulting the experts, learning on the job until the experts were consulting him!   

Consider another example where an officer transitioned from overseeing small projects to taking charge of our area’s most sensitive security project: the disbursement of funds to approximately 6,000 Sons of Iraq, who played a crucial role in supporting US and Iraqi government forces in safeguarding the region. These payments involved the physical cash distribution to each individual, following rigorous protocols to prevent fraudulent activities. This monthly operation was an intense 2-3 days, to say the least.     

Remarkable, yet common, pivot or die is a way of life in the military and a skill that most Veterans employ as often as they say “sir, yes sir” or “roger that” in war movies. These individuals exhibit exceptional resilience, a can-do attitude, and adaptability. A team composed of such individuals, whether on the battlefield or in the trenches of Corporate America, can accomplish what might appear insurmountable, as demonstrated by the most demanding missions during my military service. 

One such Iraq mission in 2009 was the literal definition of pivot or die. I was a new operations officer, the third highest-ranking officer in our 400-soldier Field Artillery Battalion. While most field artillery battalions have five to seven hundred soldiers, our unit was primarily task-organized and attached to other forces. Our headquarters and one infantry company, based in Nahrawan, Iraq, secured the area and trained the local Iraqi Police force. We also oversaw one Artillery Battery, about 100 soldiers strong, located 20 miles from Nahrawan, with the mission to provide artillery support to coalition forces in the region. 

Within three weeks of starting my new position, we received a mission change requiring our headquarters to relocate over 30 miles away. This area was currently managed by three different battalions under different Brigade Headquarters, making the handover of facilities, intelligence, and logistics complex. Adding to the challenge, we assumed command over three unfamiliar companies, each with 120-200 soldiers, who were also new to the area, just like our headquarters staff. Task Force (TF) Thunder pivoted, learned, excelled, and accomplished its mission to create a brand-new organization while dodging bullets, literally. 

For perspective, imagine your Agile Release Train of 150 individuals taking on the challenge of developing and marketing the products from three separate Agile Release Trains, from three separate business entities, each with unique products and markets. You have just three to four weeks to become fully operational. It is a pivot or die scenario and one that technology experts and hero veterans tackle with the same tenacity as they did in military operations to deliver on-time, accurate, and valuable solutions for their clients.

Upon self-reflection, I think about our veterans’ ability to adapt to almost any situation and their innate ability to analyze environments and accomplish their mission. Remarkable outcomes can be achieved when organizations adopt the flexible structure and mindset of the US Army, as demonstrated in TF Thunder’s successful reorganization during challenging circumstances.  

Stay tuned for part two, where I unpack how technology organizations can replicate the US Army’s flexible structure and doctrine for agile reorganization, or pivoting, to ensure mission success.   

Thank you for allowing me to share one of my fondest “In the Trenches” stories with you. More to come!      

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Rob Smith is a retired military officer with over nine years of experience as a Lean-Agile Trainer and Coach. He is a Senior Practitioner and Lean Agile Coach at PhoenixTeam. His distinct and adaptive international experience, combined with his military service and ethos, give him a unique perspective that applies to anyone who desires to succeed. Rob is passionate about sharing how his experiences in the service translate to success as a civilian. Please stay tuned for more articles on Veterans in the Workplace and how Blue Phoenix can help you leverage the power of our Nation’s Heroes!  

Connect with Rob | Connect with PhoenixTeam | Connect with Blue Phoenix

Definition of Done

Defining the Word “Done” The Phoenix Way

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By Rob Smith, SPC, PMP, PMI-ACP, CSM, PPO, ICP-ACC, Senior Practitioner and Lean Agile Coach, PhoenixTeam

Merriam-Webster Dictionary defines done as “no longer happening or existing.” It seems straightforward until you look at it from a situation or project, such as software development with numerous moving parts and ever-moving targets. The simple definition of “done” does not apply to delivery, program, and portfolio teams, which all define “done” differently. The term can be subjective according to the project, the company’s standards, and a laundry list of other variables that pose a challenge when setting expectations to achieve the desired outcome for the client. With so many evolving goals and moving pieces, how do teams of tech experts deliver valuable solutions for their clients, company, and community?

Senior Practitioner at Blue Phoenix and Agile Expert Robert (Rob) Smith credits implementing an Agile-based strategy for Blue Phoenix teams’ successful delivery of world-class, customer-centric technology solutions. Blue Phoenix specializes in shredding through problems and churning out solutions to deliver impact and value to its clients. “Our disciplines require our practitioners to be adaptable and quick on their feet due to the fast-paced nature of what we do,” said Rob, “We understand that the only constant in our work is change, so our practitioners always embrace and anticipate it—so much so that we even have a company-wide saying—pivot or die! This strategy ensures we think ten miles down the road, consider all obstacles, expertly adapt to change, and get things done.”

The Definition of Done (DoD) is a fundamental element of Agile that ensures every member of the Scrum Team knows precisely what is expected of them to deliver and when. Establishing a clear DoD at each level of the organization is vital and should be agreed on before any work begins on a project. Be clear. Be consistent. Have a shared understanding. This approach creates transparency, ensures quality aligns with the product and purpose of the organization, and avoids repeat processes by providing everyone a shared understanding of what work was completed as part of the increment. “We must integrate quality into our development processes by meeting the definition of done to prevent user stories that don’t meet the agreed upon standard from being promoted to higher level environments. It will prevent features that don’t meet the definition from being delivered to the customer or user,” advised Rob.

Keep in mind business and technology must be aligned to strike a balance between quality, risk, and speed of delivery. For instance, a manned spacecraft will require much more rigorous testing than an unmanned recreational drone. If the DoD demands exhaustive testing, it may slow down the delivery of the project. While the scope may change, it is important to maintain a consistent level of quality and effort unless a conscious decision is made to prioritize speed over quality. The bottom line is that the scope of the work may be impacted by the team’s DoD.

Rob took on the challenge of defining what it means for a project to “be done,” the Blue Phoenix Way, implementing an Agile-based strategy for outcomes that delight their clients. “The Phoenix definition of done (DoD) is when all conditions, or acceptance criteria, that a software product must satisfy are met and ready to be accepted by a user, customer, team, or consuming system. There are three steps to defining something as done,” says Rob:

  1. Start with the end in mind. What do we want our product to be like in production? What are all the things that must happen before a quality product or feature gets into the users’ hands?
  2. Determine the items the team has the capability and the capacity to complete during the given sprint or timebox. This becomes the team’s definition of done.
  3. Assess the tasks that fell off in the second step to determine how to accomplish them “now” and create a consolidated list of items the team can use to improve the efficiency and quality of their process and product over time.

These fundamental steps allow teams to align on what “done” means right now and what further development is needed to improve the process. The DoD for an increment is part of the organization’s standards that all Scrum Teams must follow as a minimum. If not clearly defined, the Scrum Team must create a DoD appropriate for the product. The Developers must conform to the DoD, and if multiple Scrum Teams work together on a product, they must mutually define and comply with the same Definition of Done.

“A team aligned on the ‘definition of done’ is a team that can identify improvement opportunities and build in greater quality and efficiencies. As impediments are removed, the team improves, and built-in quality improves,” said Rob. Phoenicians continuously collaborate and strategize to determine where they can build quality into their process while completing different tasks and corresponding criteria for assignments to be considered done. The team creates checklists for determining the completion of stories at the end of a sprint and releasing a code to production. The resulting checklists allow for a more efficient, streamlined sprint and product delivery. Just as Rob’s team redefined what it means to be done, Blue Phoenix redefines industry standards and practices daily through unwavering value delivery.

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Rob Smith is a retired military officer with over nine years of experience as a Lean-Agile Trainer and Coach. He is a Senior Practitioner and Lean Agile Coach at PhoenixTeam. His distinct and adaptive international experience, combined with his military service and ethos, give him a unique perspective that applies to anyone who desires to succeed. Rob is passionate about sharing how his experiences in the service translate to success as a civilian. Please stay tuned for more articles on Veterans in the Workplace and how Blue Phoenix can help you leverage the power of our Nation’s Heroes!  

Connect with Rob | Connect with PhoenixTeam | Connect with Blue Phoenix

Military Veteran’s Transition from Active Duty to Civilian Life as Lean-Agile Methodologist and Coach

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By Rob Smith, SPC, PMP, PMI-ACP, CSM, PPO, ICP-ACC, Senior Practitioner and Lean Agile Coach, PhoenixTeam

How a Veteran found his purpose and belonging in the civilian workforce after decades of military service. A story about a mission to succeed with a military mindset of lean-agile.

The launch of Blue Phoenix earlier this month caused me to reflect on my own transition to civilian life after 22 years of service in the military.  

Just over nine years ago, while taking off my uniform for the last time, I had big dreams for the future ahead. During my tour, I led hundreds into battle and accomplished some of the toughest missions imaginable. I demonstrated extreme flexibility by changing mission sets and even geographic areas of operations overnight. My capabilities and skills were put to the test, not only on the front lines but also among numerous IT professionals, demonstrating my ability to excel both in action and behind the scenes. With this multi-faceted experience, future options seemed unlimited. At the time, I had no idea this marked only the beginning of an extensive journey back into civilian life. 

The Transition to Civilian Life 

When I ventured out of the military into the civilian world, I never thought I would struggle as much as I did to land a job. I was quickly humbled when my professionally written resume resulted in zero interviews. After five months of searching with no success, an unexpected turn of events unfolded, thanks to my two-year-old son. His innocent conversation with a stranger proved to be the catalyst for an incredible opportunity. As fate would have it, Tony, the stranger, made a life-changing introduction to his business partner, Ed, a lean agile coach, and trainer. This was the start of a new career path where I could use my skills and experiences to impact businesses worldwide significantly, and my next chapter began.  

 I leaned into the skills I gained during my tour of duty for our great country and used them to deliver successful outcomes in the business world. While this story is my own, it illustrates Blue Phoenix’s mission of empowering Veterans to leverage their experiences and leadership in civilian roles and how those skills can deliver greater value realization to your organization.     

Summarizing My Transferable Skills and Experience 

It is nearly impossible, to sum up the translatable skills and experience I gained over 22 years of service leading teams of 8 to 800! I think of the various mission sets throughout my military career in Korea, Kuwait, Europe, Albania, Kosovo, and Iraq and the countless positions and additional duties I held at various levels. I served as Fire Direction Officer, Platoon Leader, Fire Support Officer, Battery Commander, Maintenance Officer, Training Officer, Ground Liaison Officer, Targeting Officer, Distinguished Visitors Bureau Deputy Chief, Joint Air Ground Integration Instructor, Operations Officer, Executive Officer, Director of Technology Solutions, and the list goes on. It is important to mention the Army provided formal training for the first four positions only. The other roles were all OJT (on-the-job training) and experience based.   

Describing the transferable skills from my distinct military career can be just as daunting, but for starters, the most obvious: leadership, team building, problem-solving, communication, collaboration, teamwork, adaptability in the face of diversity, flexibility, self-sufficiency, dedication, and integrity. Others might not immediately come to mind, such as continuous learning and improvement, the ability to coordinate and influence external stakeholders, integrating the value of multiple team efforts, coaching individuals and teams to improve, innovative and predictive, strategic planning, and compliance. I learned and perfected all these skills in the armed services, which I now use to coach organizations and leaders on the fundamental components to deliver technology-related initiatives successfully.  

Finding Purpose After Service 

Technology excellence has never been in higher demand, and organizations, tech included, need to adapt to respond to the demand. Successful software delivery is not only achieved because of industry knowledge or skill in functional areas such as product management or architecture. Without question, those are key elements to success, but not the only elements. In my experience, teams that are precise, adaptable, well-coordinated, and have synergy are those that consistently deliver with quality and speed to market. Our country’s veterans live and breathe these fundamental skills and not only can they drive initiatives to success, they are experts in continuous learning, growth, and servant leadership. 

Blue Phoenix sees the value veterans bring and found a unique way to merge military fundamentals with technology and industry expertise to supply the tech excellence demand. Led by a Marine Corp Veteran advised by a board of accomplished business and tech experts, together they know how to tap into the intrinsic skills of veterans to deliver value efficiently and effectively for any organization. And that, my friends, is the best of both worlds.  

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Rob Smith is a retired military officer with over nine years of experience as a Lean-Agile Trainer and Coach. He is a Senior Practitioner and Lean Agile Coach at PhoenixTeam. His distinct and adaptive international experience, combined with his military service and ethos, give him a unique perspective that applies to anyone who desires to succeed. Rob is passionate about sharing how his experiences in the service translate to success as a civilian. Please stay tuned for more articles on Veterans in the Workplace and how Blue Phoenix can help you leverage the power of our Nation’s Heroes!  

Connect with Rob | Connect with PhoenixTeam | Connect with Blue Phoenix

PhoenixTeam Proves Value Realization Begins with Product Discovery

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PhoenixTeam guided a mortgage technology start-up to increase speed to delivery by five times, focusing on the most important but often the most ignored part of the Product Development Lifecycle (PDLC), Product Discovery. With a magic combination of Phoenix’s expertise and a start-up’s willingness and hunger to realize value, together they saw an increase in customer satisfaction, stronger employee engagement, more engaged, empowered, and collaborative engineering teams, and reduced costs.

What started as an eight-week engagement focused on teaching and coaching discovery best practices evolved into an eight-month partnership to create and implement a custom product development framework focused on speed to understanding and value realization. The client’s new framework blended elements of Scaled Agile Framework (SAFe), Large Scale Scrum (LeSS), and Teresa Torres’s Continuous Discovery Habits, amongst others, to fit the client’s unique culture and product organization. The outcome of the framework resulted in cost savings of $344K over the life of the engagement and reduced lead time to deliver new feature sets by over 60%. Stay tuned for the case study to learn more about PhoenixTeam’s impact on this Mortgage Technology Start-Up and why the client’s Vice President of Engineering said, “we got more done with the PhoenixTeam in six months than we’ve done in the previous 2.5 years”.

PhoenixTeam’s Three Pillars to Successfully Implementing Salesforce

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Pillar 1: The Right Strategy

As Consultants, we see many organizations embarking on a Salesforce implementation or have one in process. In most instances we see similar themes in the strategy for implementing a world class CRM – better customer experience, increased sales pipelines, automation of team member or customer activities. However, the difference is that we are more centered around how to achieve these goals.  Some launched into the implementation believing they had the recipe for success figured out but then came to realize, often after a tremendous amount of spend, not so much. Others spend so much time analyzing and evaluating all the possibilities, that rabbit holes become the norm and before they know it, momentum is lost, and discourse sets in before taking one step forward. There is no way around it, a successful “Salesforce implementation” is not something that just happens. Salesforce is a complex tool with robust capabilities. Any implementation, in particular a Salesforce implementation, should be thoughtful, purposeful, and driven with intent to produce the desired and expected value. Implementing Salesforce iteratively and successfully means that we must have the right ingredients, specifically a foundation that sets all team members up for success. PhoenixTeam’s CEO and managing partner Tanya Brennan and partner Paul Weakley shared our recipe for knocking a Salesforce implementation out of the park during NEXT’s Winter ’21 summit. It comes down to three pillars: the right strategy, the right process, and the right people. This blog is all about the right strategy and setting the foundation for success. Let us dig in.

Companies want a plan, but plans are inherently inflexible. They want a roadmap, but roadmaps are aspirational and highly subject to change based on a multitude of factors, including ever-changing business needs. What you need is the right strategy. A strategy that allows you to move fast, fail, learn from failure and do it right. We know that one of the keys to any successful implementation is to have a strong strategy, and more importantly, clarity on the strategy.

Granted, having the right strategy applies to implementing any new product or initiative. It is especially important to have an effective and bullet proof strategy when implementing something like Salesforce. After all, the decision to purchase was likely made with great care and consideration. As you dive into developing the right strategy, remember that Salesforce is a platform on which you are building your product. Regardless of whether it involves only Salesforce or is a complex solution with integrations across your technology landscape, it still requires that you treat the Salesforce functionality as a product component of the solution. We recommend product leaders keep these four fundamentals at the forefront of their minds when developing the right strategy: (1) know the specific business problems you are looking to solve (2) keep the customer or end user at the center of all you do and every product decision to be made, (3) commit to delivering value incrementally, and perhaps most importantly, (4) always seek feedback to validate what has been delivered is truly valuable.

So, how do we at PhoenixTeam help our Clients develop the right strategy for their Salesforce implementation?

First, we work closely with critical stakeholders to understand, help develop and refine a rock-solid business strategy. Good business strategies are simple, to the point and easily understandable to others, particularly those working on the Salesforce implementation. Why settle for good when you can be great? A great strategy elicits alignment and excitement out of the gate. The vision and mission statements are direct, outcome focused and most importantly, reflect the value of the strategy. We spend the right amount of time with our Clients to learn the “what” and “why” of the current state functionality and processes. This sets us up nicely for a smooth transition to establishing a future state.

Next, based on our desired target state, we define solid, measurable, and clear strategic goals, objectives and key results that align to our strategy. Here are a few of our non-negotiables when it comes to developing, and gaining alignment on a strategy:

  • Do the business problems tie to the strategic goals? If not, take some time to re-evaluate. Misalignment between the business problems you are looking to solve, and the strategic goals will create churn and confusion across all team members. Lack of strategic clarity is a problem we hear often and seek to solve immediately.
  • Have you defined clear cut KPIs and success metrics? This can be hard – we know. But, putting in the brain power to clearly call out how you are going to measure value is critical to building morale, understanding and buy-in on expectations so you can achieve your goals.

Finally, given Salesforce is a highly extensible platform, forming the right strategy to balance the use of the declarative framework and custom development will optimize the speed of delivery and the maintainability of the solution. Your solution is not done after the first pieces of functionality are built and delivered. Remember, you are building a product, not implementing a Salesforce feature. Products are iterative with short increments to add value. It may be more beneficial for a quick solution to start realizing that value while a more robust solution is being developed over time. Salesforce was built with flexibility in mind. Use this to your advantage as this is a common theme with modern software development frameworks: maximizing the work not done to achieve the value. It is a multi-tenant infrastructure and sharing those resources means you will need to adapt your mentality. Embrace the platform. Define your strategy to make the most of Salesforce and embrace its strengths. Ensuring you have the right strategy is the greatest influence and input into Pillar #2: Defining the Right Process.

Pillar 2: Defining the Right Process

PhoenixTeam recently introduced the first of our three pillars to a successful Salesforce implementation: The Right Strategy. A strong strategy and a mutual understanding on the strategy sets the stage, the “what” and “why” for the implementation. Once we have the right strategy, it is time to put that strategy to work.  Allow us to share how we put that strategy into practice, building a reliable structure on top of the strategic foundation. Introducing Pillar #2: Defining the Right Process.

PhoenixTeam defines the right process as the use of one or more frameworks to achieve the desired results of the strategy. We see organizations primarily use one of the following frameworks:

  • Objectives and Key Results (OKRs)
  • Systems/Software Development Lifecycle (SDLC)
  • Customer Centricity
  • Scaled Agile Framework (SAFe)
  • Lean Agile
  • Design Thinking
  • DevSecOps

So often, organizations go through a lengthy transformation process and come out an “insert framework name” shop. What we know from our umpteen years of working with Clients to build and implement mortgage technology products, is that one specific framework or process rarely results in achieving a strategy or the expected outcome. The organization does not always fit into the framework and does not have the expertise to pivot or incorporate a different approach. We encourage Clients to be open-minded and embrace that a blended framework or process structure will move the needle faster than trying to fit into one framework. Phoenix team members are experts in these frameworks, and we know our Clients well enough to help them develop a personalized framework, more importantly a mindset, that better suits their organizational structure and development approach. This is just one of our superpowers. Applying the right framework, mindset or process enables a team to iteratively deliver out-of-the-box Salesforce capabilities with speed and precision.

Here are a couple of nuggets we take into deep consideration when defining the right process for Salesforce implementations:

  • Does our process enable us to concentrate on time to value? Before developing a solution, ask what Salesforce-specific tools, such as customization, flows or process automation, will add the most value and why? Aim to balance the use of declarative Salesforce tools and custom development to optimize the speed of delivery and maintainability of the solution. Throwing a slew of Salesforce features and capabilities together will result in more problems, not a cohesive solution. Consider the time and effort involved behind each tool; the most value is delivered when the solution (a) solves the problem without overcomplication, (b) does not exceed the capacity and capabilities of your team, and (c) is delivered successfully without delays. Then, build out a more complex solution down the line. This concept is at the core of software and product development, iteration.
  • Does our process allow for iterative and agile development? Salesforce is built with iteration in mind. Apply the iterative techniques from the previously mentioned frameworks to problems that can be solved with out-of-the-box Salesforce capabilities. The features and functionality coming from the design and product teams will not be specific Salesforce features. They will be problems that need to be solved to realize the value that the strategy seeks to achieve. It is about affirming and refining your understanding of the problem through customer involvement, developing a strong process while keeping an open mind, and having the ability to successfully deliver the solutions.But what does it mean to truly iterate a solution within Salesforce? What is the cost and overheard of implementing and then reimplementing a solution? We recently worked with a Client seeking to  integrate a custom web application with Salesforce for internal support. The custom web application is a complete application with its own user interface, web server, and database. There were many ways that we could integrate the two systems, including using  REST APIs for Salesforce objects, a custom API endpoint within Salesforce, or even use the platform events for asynchronous ingestion. We heard the desired outcome and chunked out the solution so we could get something of value delivered quickly. We decided the best approach was to implement a lightweight Web-To-Lead solution. It would have limited negative impact, if any, and was easily deployed to production in the matter of a single iteration. Moving so swiftly allowed us to get just enough feedback to determine the next best chunk of value for the internal support team while providing the greatest level of flexibility for the custom web application team. Our strategy and process allowed us  to make decisions quickly, move nimbly and add value quickly.
  • Does our leadership support and understand our process? If you have defined the right approach, now it is up to the leaders to communicate it out and encourage others to adopt it. One of the most common pieces of feedback we get from Client team members is that “leadership does not evangelize the vision for the desired process.” Time and time again we work with leaders, both Executive and boots on the ground, to appreciate the impact their support of a process has on their team members. From day one, it is vital that technology, business, and product team leaders align and work together as partners, seeking to achieve the same goal.  We love to see leaders dig deep, find time to get in the trenches with their team members to see the process in action and understand barriers to value delivery and where they can help course correct, or, in many instances, make a much-needed decision.Engaged leaders empower team members to flow through the process. They support, understand, and appreciate the process and the work done to make the strategy a reality. Allowing team members the time and space to create visualizations that illustrate the vision of Salesforce benefits to the organization, or its end users, takes a team from good to great. Some impactful, customer-centric, artifacts we promote within our teams are customer journey maps, storyboards, persona and empathy maps, and process flows. We focus on pain points, delays, and issues to gain a mutual understanding of the problem areas and their goals with Salesforce.

Salesforce is extensible. It is flexible. There is a myriad of solutions to meet your need. Let your process help you discover what approach to take and what solution adds the most value in the shortest amount of time. Keep your customer and their feedback at the forefront of any process – after all, it is the customer or end user that determines the success of the solution.

Now that you have a good handle on the key components for defining the right process, we must account for the folks doing the work. Before you kick start the process, ask yourself, “do we have the right number of resources with the right skillsets to knock this Salesforce implementation out of the park? Enter PhoenixTeam’s Pillar #3 – Defining the Right Talent.

Pillar 3: The Right Talent

PhoenixTeam introduced two of our three pillars to a successful Salesforce implementation: The Right Strategy and The Right Process. Once you have a good handle on the key components for defining the right strategy and you have aligned on the right process, it is time to turn your attention to the resources and skillsets you need to deliver Salesforce and delight customers. Some organizations say that talent is what separates the best from the rest. PhoenixTeam agrees but takes it a step further, knowing that having successful talent requires us to align our team members in a way that contributes but also drives our client’s process and business strategy. As we dive into Pillar #3 – The Right Talent, we will discuss how to position your team to deliver maximum value.

Let’s face it – a Salesforce implementation is complex and can easily get derailed without the right team. Be real with yourself, if your organization does not have the skills, experience and resources to confidently implement one or more Salesforce Cloud solutions, admit it and consider working with an experienced Salesforce partner. Many consulting firms look at Salesforce implementation engagements as a “get in, get out” gig. This is not the PhoenixTeam way. The right Salesforce partnership goes beyond consulting to bring momentum to the solution through product and implementation leadership, training, and industry knowledge. The best partners provide support after go live. Here are some tips for vetting talent to make sure that they can “bring it” if selected.

  • Seek a consulting partner who has in-depth experience and a proven track record with Salesforce implementations of your size and complexity. Request referrals. If there is any hesitation in providing referrals, heads up, may not be the right talent for you. This insight will give you confidence that your Salesforce partner has the maturity, knowledge, and sophistication necessary for a well-executed implementation.
  • Take advantage of all that Salesforce has to offer from a training and learning perspective.  At PhoenixTeam, we are continuously learning and encouraging our talent to grow in their Salesforce expertise. We provide training and certification programs to build skills and stay up to date on Salesforce features. We gamify our teams’ developmental learning experience through Salesforce Trailhead leader boards, Superbadge contests, and Salesforce Certification training opportunities. In addition to Salesforce education, we train our team in SAFe, Lean Agile, and other relative frameworks to provide strong knowledge and value to our customers.
  • Search for partners who are experts in your industry. All time is valuable. Removing the ramp up time spent educating the team on your industry allows you to realize value quickly.  PhoenixTeam focuses only on the consumer lending and financial services space. As mortgage technology experts, we marry our mortgage and Salesforce knowledge to bring quick strategies, alternatives, and solutions for common and complex mortgage industry challenges.
  • Be open and honest about your goals and objectives. Giving this insight to consulting partners is vital for them to staff the implementation with the right talent.

When PhoenixTeam explores Salesforce implementation engagements, we listen to the needs and carefully curate our implementation teams to align with them. Our team members know the heck out of mortgage, but they are also visionary, empathetic and solution oriented.  This combination allows us to provide a team of talented individuals who:

  • Know the ins-and-outs of Salesforce. We identify the feasibility of potential solutions because we know the terminology, features, and configurations of Salesforce and what it means for your processes. We recognize when it is best to configure, code, or integrate and can translate “The How” to your business in an approach that everyone understands.
  • Think “long-run” rather than “end-game”. User adoption of the implementation will not be supported without the proper internal resources to change manage the solution. Your partnership is not complete after the initial go live. PhoenixTeam remains a go-to resource for your team and provides knowledge and training on the new system and stays up to date on Salesforce’s ever evolving features. Release updates are announced three times per year that include hundreds of new platform features and enhancements, some of which may benefit solutions. We anticipate these updates, presenting them to clients and preparing clients on potential impacts. As business needs change, so will your strategy and solution. We know this and design a solution that will carry your business long term.
  • Are committed to you and your company. When you work with PhoenixTeam, you gain a strategic partner and trusted adviser for your business. Unlike other consulting firms, our team members embed themselves into your team and organization. We stay laser focused on the engagement at hand and do not split our time between other clients or opportunities. We thrive on bringing team members together to envision, understand and create the desired end state. We believe in a “one-team” culture and mentality where a win is a win for all, and a misstep is equally shared.

The right strategy, the right process and the right talent. A simple, three-part recipe for any Salesforce implementation. PhoenixTeam believes in our team, in Salesforce and the value this combination can bring to any implementation. We constantly invest in our team. After all, if we want our team to invest 100% in our clients, we have to do our part and give them the tools, education and opportunities to showcase their skills. PhoenixTeam has more Salesforce knowledge to be shared – be on the lookout for our Salesforce Implementation Guide and White Paper as we continue to share out how PhoenixTeam knocks Salesforce implementations out of the park.

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