1. Building a Portfolio of Experiences Tradeoffs and Synergies between Corporate IT, Consulting and the Business of Technology

2. Background for Context  Merge Technologies, dba “Merge Healthcare” Global medical imaging software and services company Delivering healthcare workflow solutions designed to automate radiology and imaging services NASDAQ publicly traded 600 employees, Corporate Office in Milwaukee History……quite a story!!  Upon reflection…..what are the lessons learned and relevant experiences?

3. Lessons Learned and Observations  Focus on Career Synergies  Create a Portfolio of Experiences  Lead and Develop People Leadership Principles  Corporate IT vs Consulting vs Technology Business Ask good questions to maximize your experiences Choose career synergies, experiences and becoming a leader

4. Career Synergies  Synergies: Develop transferable skills Accumulate skill value vs replace/substitute Skills providing the most Career Synergy: Technology – Impacting the business and delivering tangible value Sales - Selling yourself, your products/services and your ideas Management - Leading people (STO - success through others) Customers - Demonstrating customer intimacy Business - Creating financial value

5. Portfolio of Experiences  Bullet points on your resume  Focus on experiences, not necessarily technical skills  What’s important can change over time: Technical – Business Value – People  Portfolio of transferable experiences: Improved business operations Increased sales Enhanced services to customers Innovated new products and services Sold ideas, products and services

6. Example of Experience Portfolio  3 years with Andersen Consulting: Technical skills, working in large teams, extensive training, first supervisory experience  2 year MBA at University of Chicago Added business acumen  9 years in Corporate IT Impact operations of business and service to customers Launch “revenue generating” software products and services – directly impact income statement Touch customers directly with software and services – beyond the walls of the company

7. Example of Experience Portfolio  3 years - Transitioned to the Business side Division President & COO Leadership, P&L responsibility, selling – constantly!!, M&A basics  5 years - Merge Healthcare President & CEO Turnaround – tough decisions, focus, rebuild, Developed 3 year Strategic Plan – organic growth and acquisitions 6 acquisitions later: Integration, organizational change, reinventing your business Selling, selling, selling Leadership development Public company headwinds Technical experiences + business experiences = good combination

8. Leadership Principles Lessons Learned and Observations

9. Leadership Principles  Get Everyone in the Game If you lead an organization, you have the responsibility to get everyone into the game  Communicate Direct, concise, candid and clear - All employees understand the game, their contribution and the definition of winning  Trust and Support A successful organization’s culture is based on trust, which leads to unwavering public support for each other, their area of expertise, and the companies Vision, Strategic Initiatives and Business Plans

10.  Share the Learning An organization’s ability to learn, to share the learning, and to act on it are absolutely critical to success Build individual employee value through new experiences and skills  Deepen a Strategic Position Concentrate on deepening a strategic position, rather than broadening and compromising it  Operational Excellence An organization must continuously improve internal processes, strive for quality and best practices in everything it does Leadership Principles

11.  Manage by Objective - Focus, Focus, Focus Laser beam focus on Vision, Strategic Initiatives and Business Plans We win together and stumble together…alignment of goals, objectives and incentives  Be “Boundary-less” Open to ideas from any source The hero is not the originator, but the acceptor of an idea  Take Measured Risks Manage business risks with multiple plans - Plan A, B and C Take risks, try new and disruptive strategies/tactics - feed the successes, fail fast, learn from the experience and share the learning Leadership Principles

12.  Speed is of the Essence Allow decisions to be made at the lowest level of the organization where knowledge and accountability exists Minimize organizational layers, they promote miscommunication and silos  Stretch Ask everyone in the organization to reach for their dream  And Finally - Balance Our success will be determined by our ability to apply these Principles to the decisions we make and our ability to lead through the challenges of balancing the needs of our Customers, Employees and Shareholders Leadership Principles

13.  Evaluating Leaders Leadership Principles

14.  Quotes from Larry Bossidy, CEO of Allied Signal and now Honeywell “We need people who are better at persuading than at barking orders, who know how to coach & build consensus. Today, managers add value by brokering with people, not by presiding over empires…we need people who are more interested in people than things.” “Leadership is the art of creating followership.” “When confused as to how you’re doing as a leader, find out how the people you lead are doing. You’ll know the answer.” “You won’t remember when you retire what you did the 1st quarter of 2004…What you will remember is how many people you helped have a better career because of your interest and your dedication to their development.” Leadership Principles

15. Finally – A Few Things to Think About  Corporate IT  Consulting  Technology Business

16. Corporate IT – Things to think about  Internal customers are nice – external customers are better!  What technologies or IT services touch the external customers?  Do you sell any IT services or IT enabled products to external customers?  What is the strategic value of IT?  Measure the importance of IT to the company based on “what is the strategic value and impact to the top line” vs. “what is the budget”

17. Consulting – Things to think about  Listen and learn from the 2 to 5 year veterans – this can be the fork in the road window  Seek assignments 4 to 6 months in length  Avoid becoming the expert, unless you have a plan “Can’t do more unless you do less”  Focus on the customer and developing customer intimacy skills – very transferable synergy  Travel and enjoy – add to your experiences

18. Technology Business – Things to think about  Evaluate the industry, competitors and market trends  More important than the job – the company’s strategy and its commitment to employees Don’t underestimate career mobility Build, sell, service – seek examples of employees moving among these “experiences” Most successful professionals seek experiences in all disciplines  Passion for the products/services the company builds  Evaluate culture as best you can – you would be surprised as to the impact culture can have on your job satisfaction

19. Building a Portfolio of Experiences Tradeoffs and Synergies between Corporate IT, Consulting and the Business of Technology Questions?