I'm a Denver, Colorado-based executive, offering more than 20 years of success and expertise as a high-performing leader, strong manager, team player, consensus builder, and effective communicator that translates organizational vision into measurable results that have maximized business performance, had material positive impact on cost and revenue, and have increased productivity and efficiencies across an organization.
For the last five years, I’ve held a leadership position at a major Managed Services Provider, working in an environment of public, private, and hybrid cloud solutions. Previous engagements are also in leadership positions focusing on data center, network & server infrastructure, networking, server, & workstation virtualization, and app/web development technology/solutions. For more on my leadership background, see my resume.
I’ve spent my professional career focused on two primary competencies: the first being a skilled strategist (Skills? Go here for my competencies) who works with boards, c-levels, & senior executives engaged in high visibility, impact, and costly strategic initiatives, turning them into workable solutions, executing against plan on-budget/on-time, and then sustaining the results with strong metrics & reporting (Citations? See Testimonials!).
My second primary competency is expertise in leveraging extreme ownership in creating, leading & managing (what's the difference? Please see Leadership Philosophy for my thoughts), and mentoring high performance/accountability teams, through the full program and project lifecycle that delivers, sustains, and reports on the solutions required by the business.
Open to relocation in the San Diego metro area.
Denver, CO, US
A lot of ink has been spilled over the years on the concepts of being a leader. Just as much on Peter Drucker’s concept of the knowledge worker. I’d like to spill a bit more on my own perspective on my journey down the leadership path in the age of the knowledge worker.
To begin with, I firmly believe there are no bad teams, only bad leaders. This is a concept I learned in the military that has translated perfectly into civilian life. A bad leader must always push his teams, a good leader may start off pushing, but with intent and the *ability* to have the teams pulling the leader before long. This matters!
Both kinds of leaders may generate the short-term end result that was needed, but the bad leader will put themselves in the position where their results aren’t sustainable. This is generally manifested as some combination of sub-par work, over the allocated budget, behind set schedules, team burn-out, and high staff turn-over. That creates an additional set of hidden costs that you don’t suffer from good leadership.
How you get to results is just as important as the results. This speaks to stability, sustainability, and reliability – all critical metrics of long term success for the business. So – how do we define a good leader? Read on!
Answering that question requires that we recognize that leadership itself has tactical and strategic elements. I call the tactical element "management". Management by itself is not leadership and vice versa. They are complementary but still separate.
Managing is about tracking value by focusing on the short-term elements of processes and structures. Management is the tactical - keeping track of the details, coordination, and planning.
You must perform the managerial parts of the job fairly, consistently, conservatively, and honestly. If this sounds like I repurposed the adjectives in the last sentence from Generally Accepted Accounting Principles (GAAP) - well, I did: there is clearly an intersection of common needs and thus shareable standards. By taking this approach, you clear the field of uncertainty on the how and the when.
Leadership is creating value by focusing on the long-range perspective of people and results. You must be of high integrity at all times, with an eye towards challenging, inspiring, motivating and innovating - the strategic. Leadership requires you to keep your eyes on the horizon, and keeping your focus there is the primary leadership challenge that you will run into.
As an illustration, and as I am borrowing and repurposing a great deal from Peter Drucker, I will now directly quote him: "Management is doing things right; leadership is doing the right things."
There is a wrinkle on leadership that hasn’t been fully embraced by many of my peers: recognizing that the knowledge worker now rules in the white collar business world. Knowledge works are paid to think for a living – ingest data, react to data, and then produce results from that data. Knowledge workers are not generalist commodities, but highly trained and valuable specialists.
Leading them can be a difficult task – they want to be led by example, not over-managed, and often know more than their supervisors do about their specialty, prefer some level of autonomy, and are often desperate to be heard.
To successfully engage the knowledge worker you must understand their individual strengths, be able to build them into teams with strong purposes with clearly defined and achievable objectives. Nothing will throw off a team of knowledge workers faster than ill-defined, over-simplified, or over-generalized objectives. Good leaders will recognize that the successful result at the end of an endeavor is often found by having framed the need properly at the start.
Going into depth on leading knowledge workers is beyond the scope here, but at a high level:
Ultimately to be successful as a leader in the age of the knowledge worker, you must combine the disciplines of management which answers the “how” and the “when” with leadership which answers the “what” and the “why”. Doing so will extend your authority from being one of only title to one of ability and execution.
Leadership isn’t just expressed in your direct spheres of influence (directs, peers, your leaders, customers) and at specific moments. Instead, you should strive to apply it everywhere and at all times - every interaction, every decision, and every audience. Leadership is something you wear on your sleeve, and it is part of you. You must follow the principle of “esse quam videri”: To be, rather than to seem to be.
In film, there is an effect called the “uncanny valley.” This is the ability of the human eye to easily perceive computer-generated imagery from reality. You want to avoid the leadership version of the “uncanny valley” - it can’t be a persona that you put on for your job. People can and will spot actors playing the part of “Leader”.
Leadership is a journey, not a destination. Trite, but also true. If great leadership requires your full attention on every interaction, then every interaction carries with the opportunity for success or failure. You need to be able to step back and perform this introspective on yourself on a regular basis. Validate that with those around you – your directs, your peers, and your leaders. Yes – even your directs.
Perhaps most important is feedback from your directs. I’ve had some pushback from other managers and leaders over the years who believe it is a sign of a weakness or pandering to solicit input from your staff. This is a place that I respectfully disagree. You can solicit honest input through dialogue (I’m a huge proponent of the quick 1:1) that allows you to constantly evaluate yourself without running into those issues.
The concept of the introspective as a self-assessment validated by the input of others is a key takeaway. Without it, you are potentially disconnected from the reality of how you are operating as a leader. You must always be evaluating, learning, evolving as a leader. This is also a concept that once mastered, can be leveraged in your evaluations of others.
See below for my signature leadership strengths and competencies.
Synoptek │ Denver, CO
2013 - Present
Synoptek is a Managed Service Provider with a “growth through acquisition” strategy. In the past five years, there have been four acquisitions, with two of them each individually doubling the size (revenue and staff) of the organization - now at $80M/450 staff. This growth has led to two leadership engagements:
Critigen Managed Services (Acquired by Synoptek) │ Denver, CO
2013 - 2015
Critigen is a spin-off of CH2MHill which had a Managed Services Provider division. Worked in that division, directly with the c-level and senior executive team to perform two primary roles for the organization:
Synoptek carved out the Managed Service Provider division from Critigen. Once that was complete, was tasked by the senior executive team to tackle the challenge of service & product consolidation from previous acquisitions that resulted in duplications, inefficiencies, confusion, poor cost control, and lost revenue.
The work above gained board and c-level professional recognition. Was awarded “Employee of the Year” in 2014 for outstanding leadership and management during the above effort. Based on the leadership, high visibility and success of this work was recruited by the VP of Mergers, Acquisitions, and Integrations to lead the department as his Director.
Consultant │ Denver, CO
2004 - 2013
Provided vision and leadership in the development and implementation of IT programs and enterprise information systems for multiple companies to define and focus market strategies, streamline processes, and recognize growth opportunities for the purpose of optimizing effectiveness and cost efficiencies. Partnered with executive and C-level management teams to achieve stakeholder buy-in and measure organizational success through strong leadership, oversight, KPI metrics, and reporting. Marquee engagements:
IP Silver │ Denver, CO
2008 - 2010
Co-founded a startup focused on virtual server and virtual desktop integration (VDI) services with $2.25M in annual revenues.
X2Delta Networks │ Denver, CO
2000 - 2004
Established a startup business delivering ISP and co-location services for more than 60 SMB clients while managing a team of 15 remote and on-site staff. Held full P&L responsibility and oversaw an operating budget of $5M.
Total SumParts │ Leesburg, VA
1999 - 2000
As a direct report to the CEO managed development staff for the complete life cycle development of desktop and web-based applications for enterprise and SMB clients. Managed personnel to form teams of 5 to 15 people per project with specialized skills in website design and database management; supervised data entry engineers; conducted performance evaluations; set and managed project budgets; coordinated team projects across department boundaries.
C:\ Drive │ Castleton, VA
1995 - 1999
Responsible for creating and managing the Internet and Business Networking services division. Primary duties included growing the business through direct sales, marketing campaigns, and partnerships. Secured less than 5% client churn and contract extensions through consistent performance, trust through collaboration, stable operations, and predictable costs.
On-Site Computers │ Culpeper, VA
1991 - 1995
Partner in a computer service and support company. Consulted, designed, and implemented network solutions for businesses with 2 to 1000 users. Developed and implemented risk assessment and migration policies. Worked with IBM, Novell, Microsoft, and Artisoft networks.
United States Marine Corps │ USA
1985 - 1991
Non-commissioned Officer (Sergeant) in the USMC. Highly decorated, and received the highest possible recommendation for re-enlistment. Received honorable discharge.
In the two years I have had the opportunity to work with John, I can say without reservation that John is an exceptional leader with tremendous integrity. Not only does John exhibit mastery in his core role, he leads from the front in everything he does, enrolling others in the vision of high performance. His communication style is clear, concise & compelling, and his ability to build teams is a true hallmark. John's rare mix of relationship building, productivity & passion sets a great example for all the teams around him and explains why John is so highly valued, as well as respected within the organization.Randall Hughes, Vice President of Sales at DVmobile
John’s warm and inviting personality immediately caught my attention upon my becoming part of the Synoptek family through the EarthLink IT Services acquisition. John’s positive attitude, clever sense of humor and an unending willingness to help work together to make his results-driven approach both effective and inspiring. One unique trait that I quickly learned about John is his ability to make informed decisions by quickly sifting through an abundance of information and honing in on the pieces that truly matter. John also consistently leads by example and has mastered the art of holding others accountable. John was one of the main reasons that I jumped at the opportunity to join the MA&I team at Synoptek.Scott Simard, Mergers & Acquisitions Strategist at Synoptek
I had the pleasure to work with John during my time at Synoptek. I found John to be extremely professional and passionate about the company and his role within the company. John was always one of the guys that I could count on to get stuff done! He excelled in his organizational skills and being solutions driven. I truly enjoyed my time working with John and would recommend him to anyone that asked. He would make a great asset to any company!Craig Brechner, CEO, Investor and Operator of Technology Companies
John’s organizational skills and adherence to “logical” process permits him to get multiple projects done, and correctly completed, the first time. His competencies include extensive technical knowledge, but he never loses touch with the overall business objective and perhaps most importantly the goals of the organization. His understanding of how business processes and people relate to technology has made him a critical asset in his MA&I role. He took diverse processes, culture and technology platforms and quickly organized everything into a cohesive set of high-performance units.Michael Brinks, Director of Marketing at Synoptek
John is a consummate professional. His business acumen, the way he handles difficult situations, his treatment of others (whether it be those who report to him, clients, or C level executives) is above reproach. He excels at developing meaningful relationships with clients, delivering strategic solutions that meet the need (both in the moment and in the future roadmaps he develops) whilst keeping the most important factor in play...being a TRUSTED advisor, is an amazing skill he possesses. That is a HARD role to play, and John does it with aplomb.Clark Cunningham, Senior CTO at Synoptek
I have had the privilege of working with John for the last several years at Critigen/Synoptek. John is one of the most respected individuals in the company. His technical knowledge is unsurpassed. He also has a unique ability to bridge the gap between technology and business drivers. This allows John to not only represent correct technical recommendations but also justify technical investments by non-technical decision-makers. He represents quite well at executive and technical levels. John sets a great example within the company. He has a great work ethic. John is a great leader and Synoptek employees are happy that he is on our team.Martin Gossen, Sales Executive at Synoptek
I've had the pleasure of working with John for just over 3 years now and through several departmental and company mergers. “I think that counts as 10 work years.” John has always been a go-to person for various technical and business acumen, but also because he is a very approachable and grounded. Even after all the challenges we have faced through new clients, company acquisitions, and strategies, his dedication to motivating and educating his colleagues and managers is commendable. If you are hiring for success, then you want to get in touch with John.Jeff Shanklin, Director Product Management at Synoptek
Over the past 5 years, I have had the tremendous opportunity to work with John on a number of projects. His ability to manage complex issues and find creative solutions to security, networking implementation & management issues is outstanding. He provides his customers and peers with a technical resource second to none. More important than his technical proficiencies, John is a gentleman who treats people with respect and integrity!Jim Hoyt, Cofounder, President at IP Silver
The simple fact is the John is a game changer for any organization. Today, John is a powerhouse of business insight, trends, and strategy; a wiz with financials and contract nuances; a manager of people and projects who inspires, leads, organizes… and gets things done. Earlier in his career, John was a bona fide information technology genius with a breadth and depth of knowledge I’ve only seen in a couple of other people. Bottom line: you want him on your team.Jonathan Cornwell, Cofounder, Direct of Marketing at X2Delta
John has provided a wide range of IT consulting services to Teachers-Teachers.com for the past ten years. He is a master of many skill sets including network/system administration, programming and desktop support. He built out and managed our entire IT infrastructure and maintained a 99.99% uptime. John handles himself very professionally and is very detail-oriented. His wide range of knowledge was a great asset to our company as we built out our IT dept. I strongly recommend John Moyles.Brett Spodak, CEO, Owner of Teachers-Teachers.com
I had the pleasure of working with John over the course of 2 years and would welcome the chance to work with him again. Reliable, results-oriented, and wickedly funny are terms that come to mind when I recall our working relationship. If you are looking for a highly-capable, self-motivated and accountable techno-geek-with-a-personality, you should call John.T.J. Chandler, Managing Director APAC at Gigya
I've worked with John on many projects over the past 5 -plus years. John has proven to be a fantastic asset to our company (as Breckenridge Communications and now as Red Door Interactive) and different project teams, bringing deep expertise and spot-on execution.Truman Esmond, Vice President, Membership Engagement & Technology at AAIS
I consider John to be one of our best sources when it comes to our most important technical projects - from overall architecture, down to the most critical line of code. I am always comfortable when he's on board a project team and I highly recommend John for any type of technical effort.
If you want to get your job done with a solution that is state-of-the-art, practical, and cost-effective, then John should be your choice. He has an uncanny ability to find the right logic, very quickly.Reid Cornwell, Chief Scientist/Director at The Center for Internet Research
Did I mention that he is brilliant without arrogance?
Feel free to reach out to me directly using the phone number or email address shown below!