About this blog


I spent most of my career in enterprise software customer support.  Starting in 1984 supporting IMS and DB2 for IBM, through various roles and responsibilities until I found myself running BMC Software’s global customer support organization.  I have learned a lot in this time and would like to use this blog as a platform to share some of that knowledge and as a trigger to new learnings.


I am a consultant helping enterprise software companies address various challenges in their customer support operations, from developing an overall strategy through creating and marketing well differentiated, stratified offerings, metrics and role-based dashboard development, all the way to organizational and management development and coaching.  I am available for short or long term engagements and would be happy to discuss your needs with you


I have two overall guiding principles as it comes to managing support organizations:

  1. As support managers we can’t fix a single problem.  However, we can influence the working environment of those who do.  Therefore people come first, process second and systems last
  2. There is no “one-size-fits-all” solution, therefore it is important to understand the broader context before making any changes
  3. Big is beautiful – larger teams will scale, support specialization and cover any disaster better than several smaller ones.  Consolidate your organizations
  4. Don’t ever think you have arrived – continuous improvement is key to remaining competitive and keeping your teams’ edge
  5. The only benchmark that matters is your own, and you should always strive to improve on your previous performance
  6. Measurement and feedback are two sides of the same coin, but are no substitute for each other
  7. Never solve the same problem twice
  8. Make light-handed changes before bringing out the big guns
  9. Break any of these rules sooner than say anything outright barbarous

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