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 Playing To Win
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2010 – Vol. II
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E-mail article
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Rob Wellman
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CEO, Printelligent
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Q: Taking over the management of a 20-year-old company two years ago must have been challenging. What did you do first?
A: As I examined the business, I saw Printelligent had fantastic operational execution and efficiencies. The industry was changing. While Printelligent had been offering Managed Print Services for 20 years, the rest of the IT world had just shifted its gaze to managed print and was beginning to understand the efficiencies to be gained. I rallied the Printelligent team – we had a job to do. Only eight percent of companies had a strategy relating to managing the costs of general office printing and copying. I helped unleash the power that was already at Printelligent. We worked to get the culture right as we charted a course allowing us to be the national leader in Managed Document Services.
Q: You've had a very successful professional career. What prepared you to be successful in business?
A: Athletics had a big impact on me – the determination to win, learning to work hard on an athletic field, focusing on team while honing personal skills, using the strengths of individual players – these things still connect with me and help me with the bigger picture.
Q: You've worked with several well-known businesses – all with a connection to IT. What do you tell people about your career?
A: I've been fortunate to work with several IT companies all focused on bringing efficiencies to the world of desktop computing. I helped take Altiris public in 2002 during the turbulent times following 9/11. While there, I focused on strategy, corporate development, and partnerships, just as I'm doing at Printelligent. The company grew from $2 million to $200 million in less than six years, while completing six acquisitions. Altiris was eventually sold to Symantec. The pace of growth companies sometimes presents atypical advancement opportunities. Often during my career I was simply waiting in the wings and ready to take on a new challenge. I love the game of basketball so let me share an analogy. There's a player for the Utah Jazz named Matthews. A year ago he was relatively unknown. The Jazz had several players out with injuries. This rookie was ready to go when called upon, and he got his chance to get in the game in a big way. We all watched him quickly rise to the starting lineup, even with the return of the star players. That's kind of how my career has been. Because I was working for growth companies within the IT industry, I was given opportunities to advance simply because I was the guy ready and waiting in the wings. I'm grateful I was asked to jump in the game.
Q: How do you define leadership versus management?
A: Leadership requires a vision – management is one dimensional or directive. I believe in collaborative leadership – I certainly don't have all the answers. If there's a clear vision of the end game, I can lead when I'm not there.
I get the right people on the team, give them the vision, and then trust them to work together to achieve greatness. I love the stuff in the book Good to Great by Jim Collins – it really clicked with me, and I've proven its effectiveness in my own leadership style.
Q: How do you continue to learn in your role as CEO?
A: The best way for me to learn is to ask questions of our employees, customers, and partners … and then listen. Printelligent's research and development (R&D) department is really made up of our customers and partners. Most companies waste a ton of money on R&D. I believe people are given two ears and one mouth for a reason.
Q: What advice would you give a person just starting out in today's IT world?
A: Gain a breadth of experience. When you just start out in a job you're really still "in school." Individuals who take a very narrow job and stay with it are selling themselves short. To be great at IT you need a breadth of perspective. When you have a chance to take a lateral position, do it. When I look back, I realize I was promoted into jobs I didn't have the experience to take. I saw early success because I accepted each new position regardless of the obstacles. Then I simply went about learning how to achieve success in that role – I worked the plays to find the ones that worked.
Q: How is technology changing the way Printelligent does business?
A: Technology compresses costs and brings new efficiencies to our business and the customers we serve. We've seen a recent shift in our business from a Managed Print Solution to Managed Document Services, a much broader offering. In addition, Printelligent implemented remote monitoring of devices to help us be proactive in serving our customers. We've recently expanded our portfolio of services to include Electronic Document Management services. Technology built into HP Multifunction Printers improves workflow processes. These are examples of technology advancements just in the last few years that have affected our business.
Q: Where do you feel most "at home?"
A: Aside from the obvious answer of "my own home," I love the adrenaline that comes after seven or eight miles of running, or after an hour of biking, or toward the end of a good weight workout. I love the feeling of a great workout – I crave it. My son and I get up at 6AM, and I help him through his training workout – often working side by side with not a word said. It's great! I feel very connected to my oldest daughter when I watch her riding her horse, Chubba. She rides Western style and participates in equestrian shows. My next daughter plays soccer and dances with such amazing grace for a young girl. And my youngest son is playing baseball and soccer, and putting all he has into each practice and every game. These experiences with my children ground me, and I look forward to participating with them, sometimes coaching them, and sharing their life experiences.
Q: If you could change the world for the better, what would you try to influence?
A: My thoughts go to the family. I've been lucky to experience new lessons in life alongside my oldest daughter who has non-verbal learning disabilities. It's been quite an interesting adventure for our family. She's working with people who help her learn new skills – things you and I don't give a second thought about.
I have to give my very best parenting effort to help her succeed. Any parent of a child with unique needs can relate to that statement. I try to give each of my family members what they need to be successful. I want my family to be as strong as it can be. This is what matters most to me. Our families are the great units that make up society. If every parent put their best effort into parenting, we would collectively be a formidable force for good. We would have stronger families, and it would literally change the world.
Q: What's your favorite pastime?
A: Playing a pickup game of basketball. I love the game! I also really enjoy spending time with my family at our cabin, snowmobiling or four-wheeling. Snowmobiling at night is one of our favorite things to do together.
Q: Who has inspired you?
A: My children. I want to be as good a man as they think I am. When your kids get older they realize their parents are human and didn't do everything perfectly – but with the age my children are now, I'm still up on that pedestal, and it inspires me to be a better father. I'm their hero. In particular, my oldest daughter inspires me as I watch her take on her own challenges. She's achieving greatness in my eyes.
Q: Any parting thoughts for IT leaders?
A: The IT industry is really a great place to be. It's shaping our world, and we're lucky to be a part of it. Partnerships matter, networking matters, and having great advisors and listening to them matters. We know it's all about the customers we serve. We, as leaders, need to help our customers find a better way. A customer-focused business has profit. We don't need to create mystery and exorbitant margin. We can take that approach, but it won't last. We simply need to focus on enabling our customers to be the best they can be – and profits will follow.
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