CIO Straight Talk - Issue 7 - 55

55

I left the publishing company to join ITT Telecom, and along with my new
wife I moved to a new city. Then one Friday afternoon - an afternoon I remember
well - I was laid off along with 1,200 other people, including my wife,
who was six months pregnant.
learned programming, started buying

the organization. Our business was

leaders that I develop: you will only be

computers, and took on new people-

number three. I saw the writing on

limited by yourself and your thinking.

management responsibilities. I got

the wall.

A lot of people assume that companies

amazing on-the-job education over

Not wanting to go through

are going to take care of their career

the course of my five years with the

another downsizing, I found a job

development. Some may help, but you

publishing company that I could have

at Glaxo. ITT Telecom and GE were

really need to take a DIY - a do-it-

never gotten anywhere else.

big companies and they were great

yourself - approach. You ultimately

companies - they just weren't the

have to take the initiative to

easy. I left the publishing company

right industry for me. But they led me

make it happen.

to join ITT Telecom, and along with

to make a really great next decision.

Of course, changes aren't always

my new wife I moved to a new city.
Then one Friday afternoon - an

DIY Career Development

When Glaxo merged with Wellcome
in 1995, creating new positions, I felt I
was ready to advance to a role leading

afternoon I remember well - I was

the company's commercial systems.

laid off along with 1,200 other people, As I moved into IT middle

I knew that was the next logical step

including my wife, who was six

management at Glaxo, it became clear

if I were to become a CIO. When I

months pregnant.

to me that I eventually wanted to take

was told they had gone with someone

the top IT spot at a pharmaceutical

else, I didn't hesitate and immediately

that working for a big company

company. I set an ambitious career

began working on my resume.

would provide stability. I learned an

goal for myself - to become a pharma

Leaving Glaxo - a big growing

important lesson that day. You can

CIO within 10 years, by age 40.

company where I was comfortable in

It was a major shock. I thought

never rely on a company for your

With that as my objective, I sought

my native North Carolina - was the

career. You have to rely on your own

out as many different experiences

biggest and hardest career decision I

skills and abilities. And you have

in IT and the business as I could:

ever made. I didn't want to leave, but

to take control of your own career

end-user computing, research

I had exhausted all the possibilities

by learning constantly and staying

and development, manufacturing,

there. Thirty days later, I had a job

current. The constant change of IT

commercial, application development.

offer at Merck Medco and was

also helped shape my leadership

I forced myself to rotate through as

packing up my family and moving

style, and I encourage my team to

many different areas as I could. And

to New Jersey.

continually update their skills.

because the company was expanding

I took a job at GE's semiconductor

rapidly during my eight years there -

Embracing the Unknown

business division. Jack Welch was

growing from a $750 million company

the new CEO and his strategy was

to an $8 billion one - there was

It wasn't a huge career risk to move

clear. If a division was not number

plenty of opportunity for me to do so.

to Merck, another big healthcare

one or two in its industry, it was
not going to continue to be a part of

That's something I tell both the
candidates I interview and the IT

company with a large commercial
business. But it was difficult
CIO Straight Talk - Issue 7

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