Software leaders face immense pressure. You’re expected to deliver high-quality products under tight deadlines, all while managing costs and keeping your team from burning out. Bugs, missed deadlines, scope creep, and unrealistic demands are often seen as part of the job.

If this sounds familiar, you’re not alone. In a recent Lighthouse Technologies survey of 110 software leaders, 27% reported experiencing burnout—a direct result of constant rework, late nights, and endless firefighting.

Many leaders accept this as the status quo, but it doesn’t have to be your reality. There is a better way! You can transform your team’s productivity and restore their work-life balance, allowing them to focus on what truly matters most—both at work and at home. Sound too good to be true? Here are three steps to get started.

1.   Stop Managing Symptoms. Start Uncovering Root Causes.

Quality issues, missed schedules, and productivity challenges aren’t solved by throwing more people or hours at them; they’re solved by uncovering and addressing the root causes.

Consider a 250-person development team we worked with. They were five years into a two-year project—stuck in beta, drowning in open defects, and unable to release. Frustration was high for everyone, from customers to developers to executives.

Our initial Root Cause Analysis uncovered a shocking number of findings — 475 to be exact. One of the most critical? A high volume of overly complex code. Cyclomatic complexity, a measure of the number of unique paths through a piece of code, is a leading indicator of risk. Fragile code with high complexity is difficult to test, hard to maintain, and a breeding ground for bugs, and this complexity is a core reason that when a developer goes in to fix a bug or make an enhancement they likely break something that previously worked.

This client had 1,655 complex modules, representing 9.5% of their entire system. This wasn’t just a technical problem; it was a business problem.

ACTIONABLE INSIGHT: Complex code = Fragile code.

Use tools like SonarQube to regularly monitor cyclomatic complexity. A good goal is less than 1.5% of your software modules have complexity greater than 10.

2. Close the Defect Loop & Restore Confidence

The same team was discovering 22.1 new defects per day—but fixing only 20.3 per day. To make matters worse, their bad-fix rate was 25%, meaning every fourth “fix” broke something else.

The result? An ever-growing backlog of bugs and sinking delivery confidence. This isn’t just about an overloaded team; it’s about a broken system that erodes customer trust, developer morale, and leadership’s confidence in their team.

ACTIONABLE INSIGHT: Track your defect backlog and bad-fix rate over time. A high bad-fix percentage signals broken processes that need urgent attention—not just more testing.

3. Establish clear release exit criteria

Why does release readiness matter? We all want to know how well the software will work once it is released and how many issues our customers are likely to discover. Most companies simply plan 30 days of testing for major releases regardless of the number of defects being discovered. If you imagine that your team found 10 defects/day for the last 5 days, it’s bloody likely they will find 10 more defects on the 31^st day (if they are allowed to continue). To improve release readiness, we need to track and report on defect data so management can make informed release decisions.

As an example, the below graph shows the team's predicted defects—worst case (blue), best case (green), and actual (black). By their scheduled release date (Feb 19 – the vertical, black dotted line), the team had discovered far fewer defects than expected. In fact, they had been discovering 5 defects/day for the past two weeks and the rate was steady. Additionally, they were approximately 100 defects short of the plan. Fewer bugs might sound good, but it’s often a red flag for insufficient testing.

Without this data, the client would have released a bug-ridden product, leading to customer frustration and more firefighting. Instead, they used the data to justify pushing the release and empowering their team to get creative with testing (see the blue oval).

The result? They released a system their customers loved, and the team not only got to celebrate their first win in what felt like forever, but also reclaimed their nights and weekends.

ACTIONABLE INSIGHT: Whether doing manual or automated testing, a tester’s job is not to execute test cases; it's to find unique defects. Encourage your team to think creatively and critically. This will empower your team, improve company culture, and lead to better software!

You Can’t Manage What You Don’t Measure

This transformation didn’t happen by chance. It happened because the team stopped guessing and started measuring. By shining a light on the root causes—not just the symptoms—they were able to:

You don’t have to choose between delivering great software and protecting your team’s work-life balance. With the right data and processes, you can achieve both. That’s why at Lighthouse Technologies we live by the principle: you can’t manage what you don’t measure. If you’d like to improve your quality, schedule, productivity and work-life balance, let’s have a conversation and explore this together. 

Special Opportunity for Technology First Members

Project managers know the triple constraints of quality, schedule, and cost are inextricably tied together. As we have helped software teams improve for the past twenty years, we realized that culture also plays a crucial role – the team must have psychological safety to raise issues and bring ideas forward. Our Software Performance Benchmark is designed to baseline your team’s current quality, schedule, cost, effort, and culture Key Performance Indicators (KPIs). From there, we baseline these KPIs against industry data to help you identify opportunities for improvement and chart a data-driven path forward to success. Remember – You can’t manage what you don’t measure.

The Software Performance Benchmark is normally only $10,000, but for Technology First members, we are offering it at a 50% discount. Not only that, if we don’t find at least a 20% improvement, it’s a full money-back guarantee. If you're ready to stop managing symptoms and start solving problems, reach out to us at team@lighthousetechnologies.com!

About the author:  After nearly two decades as a software developer and test engineer for the U.S. Air Force, where he built automated testing platforms and helped his team achieve CMM-3 certification, Jeff Van Fleet discovered his passion for transforming how software teams work. He founded Lighthouse Technologies to help organizations boost productivity, rescue struggling projects, and manage complex implementations through streamlined processes and agile practices. Outside of work, he enjoys hiking, baking bread, telling Dad jokes, and cheering for Penn State and the Pittsburgh Steelers—all while prioritizing balance as a husband and father.

I am experienced in delivering value to companies via projects and programs.  This profession has led me to be extremely involved in the Project Management Institute (PMI) organization.  As the Co-Chairman of developing the PMI Business Analysis Practice Guide 2.0, I led a team charged with defining and refining how skills and competencies shape professional excellence.  I worked with an international team and led a lot of interesting discussions about roles and how the skills needed to perform were ever changing.  We ended up with a document that complements other PMI standards by providing detailed techniques that can be used in conjunction with broader project management frameworks.  This has led to several thoughtful discussions with like-mined professionals on “how do we develop the Workforce?” to meet ever changing environments to deliver value.

But in applying those Business Analysis practices in real-world technology and business environments, I realized there was a missing piece. Skills and competencies — while critical — don’t fully explain why some professionals excel and others plateau. The difference often lies in personal attributes: the enduring qualities like adaptability, resilience, and integrity that influence how a person learns, applies, and sustains their capabilities.

The strength of an organization’s workforce is not built on skills alone. It’s the synergy between personal attributes, competencies, and technical and soft skills, all working within the framework of a strong corporate culture, which drives lasting success.  If you want to develop a workforce, you must foster an environment that thrives on personal growth. 

Understanding the Three Building Blocks

Figure 1 Building Blocks Illustrates the relationship between Individual skills, competencies, and personal attributes.  The center of this relationship is the corporate culture.  If you do not live daily value of personal growth and workforce development.  We can break down these building blocks into 3 categories.

Figure 1 Building Blocks

 
1. Skills – The Practical Abilities

Skills are the specific, teachable abilities that can be measured and improved. They can be technical (e.g., cloud architecture, data analytics) or soft (e.g., negotiation, presentation skills). While essential, skills alone don’t ensure role success — they need to be applied within the right context.

This is the basis for a change management skills gap analysis exercise.  It can include technical skills, people skills, and business acumen.  Acquiring literacy of an external domain (such as AI) may also represent an opportunity for workforce development.

2. Competencies – The Integrated Capabilities

Competencies are broader than skills, combining knowledge, technical ability, and behaviors. For example, the competency of cybersecurity leadership includes threat analysis, incident response, communication under pressure, and ethical judgment. Competencies reflect not just what someone can do, but how they consistently perform.

This is an area where roles don’t matter, but the functions do.  For example, a person may be assigned a role as a project manager but performs a lot of business analysis in defining the project “definition of done”.  Sending the person to training on business analysis will help their overall competencies as a change agent for the organization.

3. Personal Attributes – Human Foundation

Attributes such as resilience, curiosity, empathy, and integrity influence how individuals approach challenges, adapt to change, and engage with others. These traits are often more difficult to teach, but they determine how effectively a person develops and applies both skills and competencies.

This is an individual trait, and you cannot teach it or force it on an individual.  What you can do is encourage it.  Critical attributes in workforce development might include individual commitment to personal and professional growth, curiosity, and relating something that seem extraneous to their personal sphere of influence.

The Corporate Culture Connection

Corporate culture shapes — and is shaped by — the way these three elements interact.

When culture and development are aligned, organizations create a self-reinforcing cycle: employees gain the capabilities they need, apply them effectively, and model behaviors that strengthen the culture for the next generation of talent.

Why It Matters for Workforce Development

Workforce development is important for evolving your team to meet challenges in the workplace.  Investing in the team, both formally and informally, is an intangible benefit.  While pursing a production issue, the team feels free to relate previous like experiences can generate a story that illustrates the problem better than volumes of technical documentation and YouTube video.  Some of these intangible benefits include:

Practical Steps for Leaders

Steps for your workforce development really need to be a conscious sustainable activity.  It’s not just putting together bullet points in January to sit on a shelf gathering dust until the next January when you dust them off and change a few words and you’re good to go.  And it doesn’t have to involve an elaborate HR campaign.  I recommend you work with each member of the team and fill out a simple 4-quadrant card.

Review this quarterly, or maybe even monthly.  This is not a career pathing exercise, it is a personal growth exercise.

Many corporations punt on growth by telling individuals you are in charge of your career and we won’t give you a career path.  This approach to workforce development is how to grow yourself.  And to you nay-sayers that argue “if we develop them, they might quit and go to another company”.  That is a risk, but they may do that to go to another company because they don’t feel valued due to lack of development.

The End Goal

My journey from writing about skills and competencies in the PMI Business Analysis Practice Guide 2.0 to exploring their interplay with personal attributes reinforced a vital truth: technical excellence alone isn’t enough.

You can be taught technical tools and various business processes, but to develop the workforce, you need to develop a corporate culture that considers skills, competencies, and personal attributes.  Not consider workforce development but as an investment.  AI can’t replace personal attributes of curiosity and telling a story of an experience to clarify a situation.

The real magic happens when an organization intentionally aligns skills, competencies, and personal attributes within a culture that values and develops all three. That’s where capability meets commitment — and where organizations create lasting impact.  To quote the Ohio State Football Legend Woody Hayes, “You Win with People”.  Your organization needs that perspective when it comes to Workforce development.

About the author:  David Davis is a recognized thought leader and seasoned Program/Project Manager with over 20 years’ experience leading large-scale business transformation, process improvement, and change management initiatives. He is skilled at bridging strategy and execution, fostering stakeholder trust, and driving measurable benefits through disciplined agile practices, benefits realization, and cross-functional collaboration.

• There’s lots of “noise” about this newest and latest change to the program… the 2^nd in 18 months… so lots to unpack……

  1. Potential Service Disruption

  Many smaller VMware Cloud Services Providers (VCSPs) are being removed from the program unless directly invited by Broadcom.

  Only 14 providers in the U.S. remain in the program.

  If your current provider wasn’t invited, they can’t renew or extend contracts after October 31, 2025. If you are still in contract, then you are fine until the contract expiration… then the statement above takes effect.

  Depending on your renewal date, this could result in an urgent need to migrate or risk service termination if you're with an unapproved provider.

  2. Increased Costs

  Broadcom has already made major pricing changes this year.

  • Minimum core purchases jumped from 16 to 96
  • Late renewals now face a 20% penalty

  Customers may now be forced to switch to larger, authorized partners, who may charge higher prices or minimum commitments that smaller users can't justify.

  3. Forced Migrations or Consolidation

  If your provider is no longer supported, you may need to:

  • Migrate to an authorized VCSP,
  • Rebuild parts of your environment if white-labeled services were used (these end Oct. 31),
  • Switch platforms, such as:
  • 1. Hyperscalers: Azure, AWS, GCP
    2. Alternatives: Nutanix, OpenStack, KVM

Each of these paths carries operational risk, potential downtime, and cost.

• 4. Loss of Trusted Relationships

  Many customers built long-term relationships with regional or boutique partners who offered:

• • Custom support
  • Flexible pricing
  • Tailored cloud environments

• Now, many of those partners are excluded from the VMware ecosystem—leaving clients scrambling for alternatives.

   5. Confusion & Uncertainty

  Broadcom has made several changes in rapid succession (product packaging, licensing, now partners).

• • Customers are struggling to keep up and are unsure:
  • Who their provider reports to now
  • What future pricing or support looks like
  • Whether staying on VMware is sustainable

•  
  In Summary:

  If you're a VMware user, especially through a small or regional partner—you may be impacted by:

• • Contract expiration with no renewal option
  • Rising licensing and support costs
  • Migration headaches
  • The need to quickly find a new, approved provider

Next Steps:

Work with a trusted partner to understand ALL your options to start planning a transition or evaluating alternatives before October 31, 2025.

About the author: Seth Marsh brings over 30 years of hands-on IT industry experience, having lived through transformative eras—from the rise of mobile and cloud to the evolution of the OPEX model. His well-rounded background spans the full spectrum of tech sales, including leadership roles at a global security provider, VAR and manufacturer representation, and direct sales—giving him rare insight into every side of the channel.

In Ohio’s evolving tech landscape, organizations face a common and growing challenge: finding and retaining skilled STEM talent. STEM represents fields in Science, Technology, Engineering and Mathematics. Disciplines within these fields are varied and may include jobs in management information systems (MIS), artificial intelligence (AI), cybersecurity, analytics, supply chain management (SCM), economics, computer science, and engineering.

Ohio employers can overcome this talent-gap hurdle by critically considering a rich and readily available talent pool among international students from local universities with STEM degrees. Employers’ hesitation usually emanates from concerns about visa limitations or perceived short-term employment windows. However, as someone who works closely with these students, I’ll dispel these myths and explain their long-term value.

The Facts: Nearly Four Years of Work Eligibility Without H-1B Sponsorship

At Wright State University for instance, we graduate several international students each year from our STEM-designated programs and currently have over 1,000 graduates on Optional Practical Training (OPT). These students are not just academically strong; they are fluent in global business practices, technologically skilled, and eager to contribute to the state’s economy.

More importantly, they are legally eligible to work in the U.S. for nearly four years after enrollment without needing an H-1B visa initially. Here’s how:

• Curricular Practical Training (CPT) allows students to intern with local businesses in the Miami Valley region prior to graduation for up to 12 months.
• Optional Practical Training (OPT) provides 12 months of full-time work authorization post-graduation.
• STEM OPT Extension grants an additional 24 months to graduates of STEM-designated programs like MIS.

That adds up to three years of full-time post-graduation work, plus internship time during their degree. All of this can be managed without H-1B sponsorship, a key point many employers overlook.

Local Talent, Global Perspective

These students are already here in Ohio and live in our communities. They study and work under the guidance of faculty and staff committed to equipping them with cutting-edge, career-ready skills. I’ve watched these students excel in hands-on analytics projects, design complex systems, and solve real-world problems through internships and capstones with local companies.

Also, they bring onboard a global mindset, linguistic diversity, and cross-cultural competency. These are qualities that are increasingly vital as Ohio’s businesses expand into new markets and serve increasingly diverse customer bases.

Myth-Busting 1: “Are there jobs in Southwest Ohio for International Students”?

A common misconception in southwest Ohio is that job opportunities, especially for international students are limited to government-related work at the Wright-Patterson Air Force Base, which typically requires only U.S. citizenship. However, this region is home to a growing number of private sector employers in IT, biotech, manufacturing, logistics, and healthcare, many of whom actively seek skilled talent regardless of nationality. Startups, mid-sized companies, and global firms across the Miami Valley region could benefit from international graduates’ talents. International students on STEM OPT are eligible to work for most private sector employers, provided the role is related to their field of study.

Myth-Busting 2: "But They’ll Leave Soon, Right?"

This is perhaps the most common misconception I encounter in conversations with Ohio business leaders: the belief that international students are only a temporary solution because of visa expiration or immigration hurdles.

Here’s the reality: most young professionals regardless of nationality change jobs every 2 to 4 years. According to the U.S. Bureau of Labor Statistics, the median tenure for employees aged 25 to 34 is under three years. Hence, even if an international graduate works for your organization during their full OPT period and then moves on, you are still receiving a better-than-average, return on investment. Furthermore, international students often demonstrate greater loyalty to companies that give them their first professional opportunity, especially in regions like Ohio, where the tech community is tight-knit and supportive.

Myth Busting 3: “Should I Sponsor visa immediately after hiring”

Many small and medium-sized organizations worry that hiring international graduates means immediately navigating the complexities of visa sponsorship. This is not the case. With up to three years of STEM OPT, you have ample time to assess an employee’s fit and performance. During that period, if you decide that the individual is indispensable, you can choose to sponsor them for an H-1B visa or green card. The most important insight is that that decision does not need to be made on day one or soon after hiring.

This “hire first, sponsor later if needed” approach gives Ohio companies flexibility and minimizes risk.

Why This Matters for Ohio’s Economic Growth

As Ohio continues to attract major investments in manufacturing, semiconductors, IT services, and logistics, the demand for specialized talent will only intensify. Companies like Intel are already transforming the employment landscape, and that ripple effect will be felt across the state.

Hiring international graduates from local institutions offers a homegrown solution to national workforce shortages. These students are trained here, adapted to Ohio work and social culture, and eager to stay and contribute. They represent a ready-to-deploy workforce that understands both global dynamics and local needs.

Practical Steps for Employers

• Contact University Career Centers: Ohio universities have dedicated units such as Wright State’s Career Hub that assists employers with hiring students and understanding CPT/OPT processes.
• Launch Internships via CPT: Hosting a student during their academic program gives you a no-pressure trial run and introduces your organization to emerging talent.
• Educate Your HR Teams: Ensure recruiters and hiring managers are familiar with the work authorization options available to STEM students through CPT and OPT.

Final Thoughts: It’s a win-win for Ohio

Your company’s next data scientist, AI expert, or cybersecurity specialist, may already be in a classroom at your local university, learning, contributing, and ready to prove themselves.

Ohio educates thousands of brilliant international students each year, yet many leave the state after graduation for opportunities in tech hubs like California, North Carolina, and Texas. If we want to grow Ohio’s economy and compete nationally, we must work to retain this talent.

Hiring international graduates isn’t about replacing domestic workers. It’s about complementing the workforce and filling urgent skill gaps. These students bring innovation, drive, and a global mindset to local companies. Let’s give them a chance to help build Ohio!

About the author: Dr. Daniel Asamoah is the Chair and Professor of the School of Finance, Accountancy, MIS, and Economics at Wright State University. An expert in business analytics, big data applications, decision support systems in healthcare, and operations management, Dr. Asamoah has spoken at numerous conferences, including the annual meetings of the Decision Sciences Institute. His research has been featured in various prestigious journals, such as Decision Support Systems and Simulation.

As we step into summer, I’ve been reflecting on a simple, yet powerful truth: community is everything. Especially in technology—an industry that moves fast and transforms faster—being part of something bigger than ourselves is what keeps us not just informed but inspired.

Who are we?
We’re Technology First. A collective of professionals, innovators, educators, and leaders who believe that tech is not just about tools—it’s about people. We are the minds behind the solutions, the hands that build systems, and the hearts that understand how deeply technology shapes lives.

What do we do?
We connect. We share. We learn. Whether it's through our events, professional development programs, peer groups, or just the everyday conversations that happen between members, we create a space where ideas thrive, and careers grow. We support each other, we celebrate each other, and yes—we challenge each other to lead with courage and curiosity.

We're proud to play a part in moving the Dayton region’s technology community forward—helping organizations and individuals alike navigate change, spark innovation, and build a more connected future.

Why does it matter?
Because in this digital age, no one should have to navigate the complexities of technology alone. Whether you're a seasoned leader or just starting out, there is a place for you here. A place to ask bold questions. A place to find answers. A place to belong.

So, if you've ever found yourself wondering—How do I get more involved? How do I find my people in tech? —you're in the right place. Come to an event. Join a peer group. Volunteer. Reach out. There’s room at the table, and your voice matters.

In the energetic and ever-evolving world of technology, the importance of community cannot be overstated. As a professional in the tech industry, I have always believed in the power of collaboration and support. This belief has driven my commitment to volunteer with Technology First, an organization dedicated to connecting, strengthening, and championing the tech community in the Dayton region.

Over past few years, I have had the honor of participating and volunteering at several conferences hosted by Technology First, including:

Ohio Information Security Conference (OISC) – A gathering of security professionals, analysts, and IT leaders discuss emerging threats, risk mitigation and compliance. A community that addresses security urgency head on.

Taste of IT – An energetic conference highlighting tech trends, innovations, and strategic insights. With multiple sessions that span everything from cloud computing to leadership development, it’s a place where innovation meets opportunity.

Dayton AI Day – Launched in 2025, Dayton AI Day looks into the future: artificial intelligence, machine learning, and data-driven transformation.

Volunteering at these events gave me the opportunity to explore sessions I might never attend otherwise. It’s been an experience that strengthens my technical insight and interpersonal communication.

The sense of belonging I’ve found through Technology First has provided me with a profound sense of empowerment. As tech professionals, we often find ourselves focused on our specific roles and department. But through this organization, I’ve connected with a diverse network of individuals who share a common goal: to advance technology. This commitment to education and access aligns with my belief that knowledge is power.

Networking and Collaboration Networking is a vital aspect of professional development, and Technology First excels in building these connections. It is a platform for attendees to engage in meaningful conversations, share their experiences, and explore potential partnerships. As a volunteer, I had the chance to facilitate introductions and witness latest ideas and collaborations. Connections that often lead to mentorship and career opportunities.

Continuous Learning and Growth Volunteering is not just about giving back; it’s also about personal and professional growth. Each event offers me a chance to learn about the latest innovations and challenges shaping the tech industry today. I continue to broaden my perspective and deepen my commitment to staying informed and adaptable.

Diversity and Inclusion are more than buzzwords; they are essential for innovation and resilience in technology. Technology First actively promotes these values, and my participation in events hosted by Technology First’s Women 4 Technology Peer Group has deepened my understanding of their importance. By volunteering, I help foster a more inclusive environment where everyone, regardless of gender, background, or identity, has the opportunity to thrive in technology.

My journey as a volunteer with Technology First has been deeply fulfilling. It has reinforced my belief in the power of community, education, and collaboration. By investing my time in this organization, I am not only supporting the growth of the technology in Dayton, but also helping others recognize their potential. I encourage my fellow tech professionals to consider volunteering. Together, we can create a vibrant and inclusive technology community that champions innovation and success.

Zhali Mejia is a GRC Analyst at CareSource with extensive experience in cyber risk management. Passionate about technology and community engagement, Zhali blends technical insight with a people-first approach to strengthen the organization's security posture. With a commitment to fostering collaboration and understanding among stakeholders, Zhali ensures that security measures are effectively communicated and implemented across all levels of the organization.

Over the past two decades in the IT world, holding various positions from programmer to IT leader, one constant has been the unrelenting pace of change. According to McKinsey, over 50% of organizations have now adopted AI in at least one business unit, and that number continues to climb each year. The recent resurgence of AI in the past few years has only accelerated this trend, bringing both promise and confusion.  Amid the noise it can be difficult to know where to start and easy to get distracted by the latest “shiny object”.   This is why taking an outcomes-based approach to AI and technology adoption is more important than ever. Aligning your investments with clear business objectives not only drives meaningful value but also ensures you’re working with the right partners and tools to protect your long-term technology investment.

Ramifications of Poorly Planned Tech Investments

Most organizations fixate on upfront costs such as licensing and implementation but also try to force solutions using tools they’ve already invested in, even when those tools are likely not the right fit. This mindset often leads to misalignment with business strategy, low user adoption and growing technical debt.  According to a Boston Consulting Group study, 70% of digital transformation efforts fail to meet their stated objectives, often due to poor planning, lack of alignment, or underestimating the complexity of integrating new capabilities into outdated environments. We’ve seen platforms deployed without clear ownership, analytics tools that go unused because no one trusts the data, and entire initiatives stalled due to poor change management. These hidden costs don’t show up on day on, however they compound quickly. Protecting your investment means thinking beyond delivery day and building with the end in mind and ensuring your teams are equipped to evolve with the tools that they use.

Data Analytics – Harnessing the Power

Data Analytics and subsequent AI enablement is both a foundational capability and a force multiplier for any technology investment.  Yet too often, it’s treated as an afterthought, something to “get to later” once systems are live. That approach leaves organizations with fragmented insights and missed opportunities. In my experiences, companies that emphasize that data must be intentionally designed around business outcomes from the start are always the most successful.  This includes things like building scalable pipelines, establishing clear ownership, creating a culture of data literacy and fluency, and ensuring that the data is usable by those who need it.  A mature analytics approach doesn’t just support reporting, it fuels agility, drives innovation and turns platforms like AI or cloud infrastructure into truly strategic assets. Protecting your investment means ensuring that your data strategy is built to deliver value now and evolve over time.

Case Studies – Current Client Examples

We are currently working with several companies in various capacities to help them navigate these rapidly increasing technology changes.  In one example, there is a new CFO who quickly surfaced deep frustrations with a lack of reporting flexibility causing inaccurate financial reporting. This was mainly triggered by inaccurate data, with internal teams struggling to deliver timely and trusted insights.  As a result, they are consolidating and modernizing their data architecture and ingestion standards to accommodate better internal and external reporting as well as centralize on a platform for future AI usage.  This protected investment will enable them to also reduce technical debt, saving crucial dollars as they pivot to an outcomes-based model. We partnered with the office of the CFO to implement a new “Ways of Working” framework to increase the time to market, increasing reporting cycle times with more accuracy, and with alignment of the needs of executive leadership. More importantly, the organization is building a foundation for ongoing agility, one where data and delivery practices move in lockstep to support informed decision-making.

Myths that Commonly Undermine Technology ROI

Even with the best intentions, many organizations fall victim to myths that tend to erode the anticipated value of their technology investments.  Three of these common myths are outlined below:

• If we build it, they will come…

Launching a new platform or dashboard does not always guarantee adoption. Without clear communications, planning, user training and ongoing engagement, even the most well-designed solutions can sit unused. Adoption must be a part of the delivery plan from Day One!

• Our data is so messy, we have no choice but to manipulate it…

This mindset stops progress before it even begins. The reality is: messy data is normal, and waiting for it to be perfect is a losing game. The real opportunity lies in embracing the mess, by putting the right strategy, standards, and tools in place to transform raw data into trusted, business-ready insights. Progress starts with what you have and engaging with your current data, however imperfect, is what drives maturity, trust and value. Every successful data journey begins with taking inventory, finding out what is actually useful and committing to iterative improvement.

• We’ll add analytics in later, this project is too large

Deferring analytics to the end of a large initiative is one of the fastest ways to lose momentum and miss early wins. Embedding analytics from the beginning helps guide decisions, demonstrate progress, and ensure the final product delivers actionable insights, not just functionality.

Conclusion – Build with Purpose, Protect with Discipline

By: Brian Henn – Sr. VP of Solutions Delivery and Data Practice Director at Vaco by Highspring 

While Artificial Intelligence (AI) has been a hot topic for some time now, AI Agentics, an innovative new type of AI, is shaking up both the business and technology community. Harvard Business Review’s recent article What is Agentic IU and How Will it Chat Work?, said “From the early days of mechanical automatons to more recent conversational bots, scientists and engineers have dreamed of a future where AI systems can work and act intelligently and independently. Recent advances in agentic AI bring that autonomous future a step closer to reality.” Let’s dive into what it is, how it can be used and the pros and cons of Agentic AI.

What Is AI Agentics?

According to IBM, “Agentic AI is an artificial intelligence system that can accomplish a specific goal with limited supervision. It consists of AI agents—machine learning models that mimic human decision-making to solve problems in real time.”  In short, AI Agentics are autonomous AI agents that can make decisions and take actions to achieve goals without human oversight. Think of them as super powered digital assistants, instead of just fetching your calendar or drafting an email, they can manage workflows, troubleshoot systems, or even negotiate deals.

These agents are built on advanced Machine Learning (ML) models, often leveraging Large Language Models (LLMs) like those powering ChatGPT, Grok or Copilot. The key differentiator from traditional AI is their agency, they’re not just reactive; they’re proactive. They can operate autonomously in complex, dynamic environments and can adapt based on feedback.

At Intrust IT, we’ve built Marissa, an AI agent that answers, analyzes and routes inbound phone calls to the proper place, freeing up our team to focus on higher value tasks for our clients. Marissa currently manages about 40 percent of all inbound phone calls each week and gets a little better week after week. Marissa is a tireless assistant that handles grunt work, allowing our team to provide more responsive advice and support for our clients. Marissa is a real-world example of Agentic AI at work providing significant business value for our company and our clients.

Marissa is just one example; the applications of AI Agentics are vast and growing for both business and IT operations. Here are some other examples:

• A wholesaler uses an AI agent to negotiate with buyers, analyzing past deals, current inventory, and the buyer’s budget to propose optimized terms.
• An e-commerce company uses an AI agent to analyze competitor prices, customer demand, and market trends in real-time, adjusting product prices to move more product or maximize profit.
• A subscription service employs an AI agent to watch user behavior to predict cancellations then offer personalized incentives to reduce cancellations.
• A healthcare provider uses an AI agent to scrub patient records and flag outliers.
• A software company uses an AI agent to review code to find bugs and vulnerabilities and to suggest code optimizations.

The Pros of Agentic AI

AI Agentics bring a lot to the table including:

• Efficiency: Tasks that once took hours—like debugging a distributed system or analyzing logs—can be done in minutes. Agents work 24/7/365 without rest or burnout.
• Scalability: One agent can manage something that might need a team of humans, making it easier to manage growing workloads without growing headcount.
• Proactivity: Unlike traditional automation, agents anticipate problems and act proactively.
• Cost Savings: By reducing manual work, agents can lower operational costs.
• Adaptability: With continuous learning, agents improve over time.

The Cons of Agentics AI

While there are many benefits, Agentic AI comes with serious challenges that must be addressed:

• Complexity: Building and managing AI agents requires expertise in AI, technology and business. Debugging an agent that’s not working correctly can be difficult due to the “black box” like nature of AI.
• Control: If an agent misinterprets its objectives, like aggressively cutting prices to drive revenue, it can cause big problems. Agents must be tested rigorously and thoroughly and rolled out slowly.
• Security Risks: Agents with access to sensitive systems and data are potential attack vectors. A compromised agent could wreak havoc much faster than a human hacker and may fly under the radar.
• Ethics and Accountability: Who can be held to account when an agent goes astray? The developer? The business? The agent itself? This evolving gray area can be tricky to navigate.
• Upfront Cost: Developing or licensing advanced agents can be expensive and may bust the budget of small organizations.

Striking A Balance

The meteoric rise of AI Agentics is an opportunity as well as a challenge. For now, the key is augmenting, not replacing, human expertise. Start small. Deploy an agent for a low-risk task, then scale up as you refine its behavior and grow your knowledge and expertise. Pair agents with robust oversight tools—kill switches, audit logs, and human-in-the-loop checks—to mitigate your risk.

Why all the Fuss?

So, what’s all the fuss about AI Agentics? Agentic AI promises a future where costs go down and productivity goes up as repetitive tasks fade away. A future where professionals focus on innovation and strategy. These agents promise to transform how we manage organizations due to systems that are smarter, faster, and more resilient. But they also demand reimagining skills, processes, security, and accountability.

The bottom line? AI Agentics isn’t just a trend—they’re a powerful and rapidly growing toolset. Embrace them thoughtfully, and they’ll amplify and extend your capabilities. Ignore them, and you and your organization risk being left behind in a world where autonomy is the new normal. The fuss isn’t just hype; it’s a wake-up call. It’s time to learn what AI Agentics can do for your organization.

Dave Hatter – CISSP, CISA, CISM, CCSP, CSSLP, PMP, ITIL, is a cybersecurity consultant and employee owner at Intrust IT. Dave has more than 30 years’ experience in technology as a software engineer and cybersecurity consultant and has served as an adjunct professor at Cincinnati State for over 20 years. He is a privacy advocate and an Advisory Board member of the Plunk Foundation. Follow Dave on X (@DaveHatter) for timely and helpful technology news and tips.

The role of a technology leader is a balancing act of innovation, resource management, and strategic foresight. Yet, no matter how experienced or forward-thinking a leader may be, adhering to dated approaches and failing to adapt quickly can hinder an organization’s growth. Here’s what every tech leader should stop doing to ensure their organization thrives in an increasingly competitive technology landscape.

1. Sticking with Legacy

Legacy systems may feel reliable, but they carry hidden costs that can weigh heavily on an organization’s operations. Maintenance expenses, inefficiencies, and incompatibility with newer technologies can obstruct scalability and growth, creating short- and long-term competitive disadvantages.

Additionally, staying dependent on outdated systems can frustrate both employees and customers. Slow interfaces, limited functionality, and inefficiency in responding to demands affect productivity and satisfaction.

One key responsibility of a tech leader is to foster an environment of progress. This means phasing out legacy systems in favor of modern, scalable solutions. Migrating to the cloud, for example, offers enhanced agility and cost optimization compared to on-premise systems. Though transitions take effort and there is some inherent risk, the benefits far surpass the short-term inconvenience.

2. Under-Resourcing Cybersecurity

Cybersecurity is not a corner to cut, it’s a foundation to uphold. However, many organizations still fail to allocate adequate resources, often viewing it as an expense rather than insurance or, better yet, an investment. This approach can have catastrophic effects.

Powered by AI, cyber threats are more sophisticated than ever, ranging from ransomware attacks to end-user and insider breaches. Underfunding your cybersecurity initiatives creates vulnerabilities that bad actors will exploit. Not fully protecting your environment could mean loss of proprietary data, damage to your company’s reputation, and heavy financial penalties due to non-compliance with data protection regulations.

3. Delaying Adoption

It’s natural to fall into the trap of waiting until a technology trend “matures” or becomes “accepted” before exploring its potential, but technology does not wait. Delaying the adoption of emerging technologies, platforms, and services often places organizations at a competitive disadvantage. Companies that hesitate risk losing market share to faster-moving rivals who leverage innovation to streamline processes, reduce costs, or enhance customer experiences.

Take cloud communications, for example. Despite its widespread adoption across industries, some organizations continue to rely entirely on premise–based phone systems that long ago lost the modernization race with Unified Communications as a Service (UCaaS).

Early adopters of next-gen technologies have reaped the benefits of efficiency, scalability, and data-driven decision-making. Meanwhile, organizations that delay implementation often find themselves playing an expensive game of catch-up. Instead of assuming these advancements are “not ready yet,” adopt an agile approach that allows small-scale testing before rolling out.

4. DIYing Everything

“DIY” is a Midwestern staple, but the “DIY everything” approach is not scalable, or even sustainable in today’s technology landscape. When managing complex IT ecosystems dependent upon rapidly changing technologies, DIY is a recipe for bottlenecks and oversights. Tech leaders who insist on building proprietary solutions or choose to “go it alone”—out of budget-consciousness or a desire for control—often discover that the results can be less than desired and can be more challenging to scale, maintain, or integrate.

Outsourcing, leveraging third-party expertise, and collaborating with skilled IT partners can be an efficient and sustainable way to scale your team. These partners bring specialized expertise, allowing your in-house team to be more strategic with a focus on core business objectives. By stopping the impulse to “DIY everything,” tech leaders can increase internal bandwidth and resources, ensuring strategic priorities receive the attention they deserve. And, the IT team gets the attention it deserves!

5. Undervaluing Soft Skills

Traditionally, IT leadership has focused on technical expertise, certifications, and project-specific skills. While these are undeniably essential, overlooking the value of soft skills like communication, collaboration, emotional intelligence, and leadership can undermine overall effectiveness.

Tech leaders frequently engage with diverse stakeholders—from executive teams to end-users—requiring the ability to translate complex concepts across a broad spectrum of personas. Soft skills help bridge this gap, promote collaboration, and build trust. IT organizations led by individuals who emphasize both soft skills and technical expertise are far more likely to achieve cohesion and alignment across functions. Stopping the undervaluation of soft skills is a simple yet powerful move toward becoming a C-level, IT rock star.

Final Take

Louie Hollmeyer is a seasoned B2B tech marketer with over 25 years of experience. With Advanced Technology Consulting (ATC), Hollmeyer serves as a hybrid marketer, business development executive and consultant, specializing in voice, data, cloud, cybersecurity, and data & AI services. ATC, located in Liberty Township, OH, is an independent IT consulting and professional services firm with access to an extensive portfolio of over 700 technology providers.

Tech leaders today, knowingly or unknowingly, are facing a critical choice: embrace artificial intelligence now or wait and risk falling behind. A.I. isn’t just a trendy buzzword; it's a transformative technology already reshaping industries. While 2023 is widely recognized as the breakout year for generative A.I. (thanks largely to tools like ChatGPT becoming widely accessible, the launch of Microsoft Copilot, and Google's Gemini/Bard integration into Google Search), major companies have been leveraging A.I. internally for years, refining the very systems and solutions we're seeing unveiled almost daily.

And with that comes exploration. Employees across sectors are independently exploring A.I. solutions, often without structured leadership support. This fragmented approach risks overlooking critical considerations like data hygiene, workflow integration, data privacy, and collaborative strategy development. Meanwhile, companies that have proactively adopted A.I. are already seeing strategic advantages.

Global A.I. spending is expected to exceed $300 billion by 2026, as highlighted bykeynote speaker Mike Menke at Technology First’s AI Day. Rapid advancements from GPT-1 to GPT-4 and upcoming technologies like Gemini Ultra illustrate that the AI landscape is evolving faster than ever. Leaders can no longer afford to observe from the sidelines.

For hesitant leaders, now is the time to start evaluating A.I.'s impact on competition, customer expectations, and internal processes. Conducting detailed assessments can help identify operational disruptions, data gaps, and competitive risks associated with delaying A.I. adoption.

Organizations already adopting A.I. should consider their actions a validation of their strategic foresight, positioning them for sustained relevance and agility. To maintain long-term success, continued refinement, transparent communication, and ongoing stakeholder engagement are crucial, alongside proactive adaptation to rapid technological advancements and associated risks.

For organizations currently adapting to these changes, successful A.I. implementation requires more than technological solutions. Tech modernization efforts demand effective organizational change management strategies. Employees may fear job displacement, making transparency and open dialogue essential. Clear communication about how A.I. will enhance, rather than replace, human work, combined with inclusive training programs, can alleviate concerns and foster a collaborative environment.

Clinging to traditional methods presents a significant risk. Even sectors once seen as insulated, such as retail and manufacturing, must embrace A.I.-driven improvements to stay competitive. Companies like Meta, Apple, Google, OpenAI, and Amazon have integrated A.I. deeply into their operations, setting new standards for industry expectations.

The term "A.I." may soon fade into routine usage, but its transformative impacts will persist. Leaders resisting A.I. adoption risk appearing stagnant, while proactive competitors shape the future of trustworthy A.I. use.

Companies slow to integrate A.I. strategically face long-term disadvantages. Leaders should begin by defining clear objectives, investing in employee education, performing impact assessments, and adopting robust change management strategies.

Practical steps for leaders to adapt to A.I. include:

• Conducting impact assessments to identify A.I. opportunities and risks.
• Forming internal working groups to explore A.I. systematically.
• Implementing targeted employee training for A.I. literacy.
• Encouraging transparent communication to secure employee buy-in.
• Launching pilot projects to test A.I. effectiveness.
• Ensuring data hygiene and adapting management practices accordingly.
• Promoting cross-departmental collaboration for maximum insight.

Ultimately, success in A.I. adoption depends on effective organizational change management:

• Clearly articulate how A.I. aligns with organizational goals.
• Engage senior leaders early as champions of A.I. initiatives.
• Maintain transparent and consistent communication.
• Provide continuous resources and support for employee transitions.
• Regularly monitor progress, measure impact, and adjust strategies as needed.

Hailey M. Clark is the Creative Marketing Specialist at The Greentree Group & Back To Business I.T. With over 20 years of marketing experience, she is passionate about supporting small businesses through digital innovation and strategic marketing initiatives.