What do I bring to an Organization?
Elite-level Production Advancement
Bentley Civil Software Expertise in Road, Site, and Drainage Scopes - as broad and deep as anyone - backed by engineering design and production experience.
Workspace/Configuration Expertise - there are two scopes here: the 12-layer workspace technical stack (files/syntax) and understanding the details of the Engineering Tools. I've been hacking the tech stack and using the tools for over thirty years. Includes ProjectWise Integration (CSBs).
Elite-level Systems/Business Transformation
While there are many general training and business analysts, I would argue that few well-practiced Civil Engineers have deeper understanding and experience in these fields and are actively applying their earned insights to directly supporting Civil Engineering organizations.
Training Systems Design/Implementation
I've led a wide variety of training implementations. Here's my short current recommendation: force compliance (like your HR-required training). Really consumable, short, focused training, managed and enforced by Learning Management System.
Training Content/Curriculum Development
The key: really short focused training blocks. I helped Bentley with their Next Leap Forward in 2013 (which coincided with the first OpenRoads training): modernizing their Multi-Day Training model to a Two-Hour Modular Training model. Why two hours? Because that was the contemporary time slot for workshops at user conferences. The Next Leap Forward in all training material is MicroLearning: only what you need.
If I were to pick a cap right now, I'd say: no training longer than 29 minutes. Why? "Less than half an hour" can be justified as in-line production billable. Note: that you need a good Learning Management System (LMS) and active curation (smaller chunks means more chunks to manage and deliver).
Communication Systems
I've been running websites since 1999; simple HTML back then, now full Content Management Systems (CMS). I prefer Joomla, for its power and extensibility. Teams, SharePoint..
Litmus Test: No one should need more than five minutes to know who the leads are and those experienced in any specialization. It shouldn't take more than five minutes to find your corporate or client recommendations for any common workflow.
"We can find anybody with any skill in two phone calls."
Not good enough. "That is hardly a resilient reliable system, and it took you ten years to get to a point where you know who that first call is."
SharePoint: the default communications platform for every engineering organization - but none of the engineers know how to use it. This is the biggest blindly accepted contradiction in engineering. I can simplify the learning curve to four easy skills. (Expect some publications on that shortly).
Mindset
Paranoid Hyper-Capitalist: Grow or Die!
Learning Quickly is the best way to succeed. Learning More Quickly than your Competitors is the way to win market share. Your Learning Rate is your Primary Leading Indicator of Success.
If something important is not being used, make it easier to use. Iterate to success.
The Project Managers hold the key to learning (budget and resource availability). They need to understand the risks, especially to schedule and budget and the hidden risks of using outdated practices and tools. My job is to explicitly lay out the cost/schedule and eliminate their rightful fear of the risks. Engineers like to learn, but they don't like flailing. Systematically, skill adoption needs to be very consumable (29-minutes or less (because less than half an hour of directly-applicable skill adoption over an 8-hour day should be as billable as less than half an hour of reviewing client standards and specifications)).
Succeed at Scale, Sustainably. Very little of what we do is one-off. Fix substandard processes AND ENSURE the Better Practices are shared and incorporated across the enterprise. A properly designed and curated expertise sharing system ensures the breadth and longevity of success.
Examples: Experience
