I’ve known this one was coming for a while and I didn’t really know how to properly state the opening, there was too much to say.

Dave started Analyst Relations in Software Group, then honed it to one if not the best group there is. I haven’t done a bloggerview about someone I’ve worked for so this is a first also.

I’ll say that I learned more about how to deal with situations, executives and yes…analysts by taking hard situations to Dave and getting help solving the problems. Dave gave me a great opportunity to come to Software Group from the old PC division to enjoy some of the best years of my working career.

Dave discusses some of that and much more below. Here is an insight to the Analyst Relations discipline and a history lesson of IBM SWG that you couldn’t get anywhere else. Enjoy.

The SWG AR group was at the height of its performance when Dave retired.  It was never better either before or after his departure. We executed well and our performance stood on its own. We didn’t have to create and dress up reports to try to make them prettier than the other groups as it wasn’t his style (he knew what was meaningful to the execs who already had enough reports on their business to read).  It was no-nonsense action oriented process that got results and generated loyalty.  I was never more proud of the analyst group than when he ran things.  There were never fire drills even when there was intense pressure from Mills or Gerstner/Palmisano and he was always under control and unflappable like no other leader.  While others deflected the pressure to the rest of the group, Dave acted coolly and handled both the executives and the emergencies appropriately.  Mike Bizovi has come the closest to Dave with respect to handling pressure while keeping his cool, and he seems destined to be the next leader of the IBM AR group.

One thing we chose to leave out when this was originally written was that it was our goal and intention to influence analysts, and we were able to do so without them knowing it.  We actively tried and were able to change opinions and reports by our actions and Dave knew how to get that done.  This was our intent going into meetings regardless of whether it was the CEO of Gartner, Forrester, IDC or from a lower tier analyst who had only one executive which supported him and was background noise.

Dave made sure all of our interactions were professional and regardless of whether we cared or not, we treated them with respect.  Overall, our group collectively knew who was influential and we made sure those analysts issues were attended to.

What was your career history with IBM. You didn’t just work for 38 years in Analyst Relations?
I have been extremely fortunate to have had five different careers at IBM – manufacturing, sales, product marketing, solution marketing and analyst relations.

Manufacturing began in Rochester, MN where also worked in tool design and product test before becoming a self-taught programmer, designing and coding (Fortran and Assembler) an online report generator that on one of the very first time-sharing systems using video displays. The only problem: I simply HATED engineering.

In Chicago I was a client rep for Motorola, and sales manager for the Chicago-based steel companies.

My timing to join the division staff in San Jose for IBM storage systems couldn’t have been worse — just at the time IBM collapsed in that market. I moved east to White Plains to lead US storage marketing just as IBM regained storage leadership.

As part of the original core team under Mark Morin (who retired the same day I did) we created in less than five years an industry-leading “start up” with over 1,000 employees, IBM Image Systems. When the market for image document systems eventually cooled (there are thousands of ImagePlusR still installed), Steve Mills had just been named general manager of Software Solutions Division and asked if I could start an AR team for him. The rest, for the next 13 years, is history.

Talk briefly about your decision to retire. I always wanted to go out on top, but Michael Jordan couldn’t let go on the other hand. To me, it was the perfect way to do it?
Flattery will get you anywhere. Seriously, I spent a lot of time worrying that the world-class AR team built in IBM software would not remain a leader, frankly because of me. Hubris is a tough enemy. It’s one that thrives on a history of prior success.

But my decision to retire really had to do with me. My wife had retired 6 years earlier. I looked at the life she was leading and said to myself, “Self, that looks pretty good. How about we go get some of that for us?” Seriously, it was time and I was fortunate to be able to do so.

You retired from IBM in March, what have you been doing since then?
Ironically, I’ve been doing AR. A couple of clients have asked that I help them with various aspects of their programs. That said, I’m not interested in taking on operational responsibility. That’s why I retired. But I also don’t want anyone to think that I’m hanging out a shingle to compete with KCG, Forrester or Lighthouse. They are much more into AR operations, training, evaluation and surveys than I intend to be. If I had to classify my niche, it’s giving advice to senior executives on how AR teams can best deliver the value those executives want from them.

But it would be misleading to say that it’s been all work. There’s also been a lot of travel. That got easier when the kids were grown, but it’s a lot easier now without a 9 to 5 job. A week here, mid-week there, both in Europe and the US. Like all of us, sometimes that’s pure “get away”, but often it’s with my Blackberry.

Now that you’ve had time to think about it, what are your thoughts about analyst relations at IBM?
It was a terrific opportunity to build a function and a team. We started at zero, or as the analysts at now-defunct Meta Group said when asked, less than zero, closer to minus infinity as it were. The IBM software executive team gave AR an extraordinary level of support – people, money, and most importantly, their time. I’d like to think that over the course of those 13 years that the executive support was not blind, that they had plenty of opportunity to inspect whether the AR team had consistently demonstrated good stewardship of the resources entrusted to it and delivered value for the investment.

I also think IBM software AR has provided a valuable work environment for many people – both those who came and stayed as well as those who joined the team for a while and moved on. Everyone had opportunities to learn. For sure, whatever it is that the AR team became, it was the contributions of those many people who made it so.

Can you share some thoughts on the history of IBM analyst relations and how it has progressed? What was the hand of Dave Liddell on the direction over the years?
The start-up days were tough, not just for AR but for what was to become IBM Software Group two years later. There were no good models for AR, so we had to invent one built on basics: earn the trust of both analysts and executives; be fact-based in a world of hype; and be relentless in everything we did.

Perhaps, especially in the beginning when almost all relationships between analysts and IT suppliers were adversarial, that struck me as nonsense, if not irresponsible for both parties. In the end, we both existed because the customers wanted us to do so. No matter what traffic in money and knowledge passed between us, it was dwarfed by what customers – our mutual customers – expected of us.

Analysts needed product and technology skills that came to suppliers as a matter of course and suppliers needed the perspective that analysts generated also as a matter of course. None of that is to suggest that there aren’t opposing interests between suppliers and analysts, but those opposing interests are only an element of a very complex set of relationships.

What did we learn from our experiences?
This may be putting it too boldly, but we learned that it is possible to influence thinking. It’s a lot of hard work, often over months if not years. It is done with facts in an environment of candid communication and trust. A funny thing happened along the way. The more the IBM team became successful at influencing opinions, the more the team learned to learn from those same analysts. That’s the thing about the influence of facts, trust and communications on relationships. They are bi-directional.

Other than the obvious of contract negotiation and other administrivia, what did (do) you see your relationship with the analysts and the analyst firms?
The facts say my role directly with analysts and analyst firms was rather minor compared to what the AR team did. My job was more about creating the environment in which AR could work, and do so productively. That said, in hindsight I’d say my most typical personal role was to be a bridge (either way) when there was a misunderstanding between the software team and an analyst or firm. Relationship management, even in strong relationships, takes lots of work by everyone involved. Maybe it’s fair to say I also did a lot of prodding.

An analyst once said to me that the key to his success was immersion in the flow of information. Everything that is going on in a segment leads to better understanding of some other part of the segment. In that sense, with the large number of markets IBM software participates in, the very large community of analysts following IBM software and the thousands upon thousands of engagements created an environment in which I too was in a huge information flow. Simply said, I could act as a bridge (over troubled waters? between analysts and IBM because of that perspective.

What are you doing now? Could you give information about your company?
I’ve wondered for a long time what it would be like to say “this is MY company”. It feels pretty good.
Silvermine Brook LLC (silvermine@att.net, 203-966-4433) is now in its second quarter of operation — lawyers, accountants, tax codes, annual meetings, quarterly reports, the whole 9 yards. It’s not that I haven’t dealt with all of that over the years, I have, but I’d expect that anyone who owns a company appreciates that there is just a different feeling when all of that is very personally about “your” money. Anyway, it’s a kick, it’s different, and there are no pretensions that this is anything but a way keep a hand in the game. Well, maybe there is one more thing. Now that I’m at home much more it gives me something to work at, along the lines of that sage marital advice “For better or for worse, but not for lunch”.

Catch all question. What did I miss that you want to say?
The decision to retire was not one made quickly, but it was one I discussed with the executive team for nearly five years. Part of it was me making up my mind about what I wanted next, but a good part was to ensure there was a team and a management system that could run IBM software AR better than I ever did. I left with the full confidence that the best years for the AR team were yet to come.

Today is a very special interview for me. Harriet heads up two critical areas for IBM, and it goes without saying that both are important and sensitive. These issues must be handled accurately and with dexterity. Harriet excels at her job, and you’ll read that she is very qualified to do so.

As with each of these blog-erview’s, it’s a peek into who they are and what they do. Harriet spared some time to speak to me for this and I found her both interesting and enjoyable to speak to. I’m most grateful that she granted me this gift.

As I’ve said before, I’m a blogger, not a journalist. Harriet did a Podcast with Scott Berinato that you’ll also find interesting.

What is your job title (and what does that really mean as far as your job)?
I’m IBM’s Chief Privacy Officer and VP of Corporate Affairs. Being CPO means I’m responsible for what IBM does with data about clients, employees and other people. With the amount of data we are responsible for managing globally, it shouldn’t be a surprise that we are committed to leadership in this space. I’m responsible for our having the right privacy policies and processes to advance that leadership. I also work on IBM’s efforts to help society meet the challenge of preserving privacy in the face of incredible advances in how information can be managed for value and insight. We have a conviction that technology and solutions can do a lot to protect privacy, to enable the balance of privacy expectations and the sharing of data.

I also coordinate the efforts of a team of executives who lead IBM’s engagement in important social and policy initiatives, such as intellectual property, open standards, health care and workforce issues.

Some prior work experience that you can tell?
I have checkered past (just kidding)! What I mean is that I’ve been lucky to be exposed to a lot of different disciplines and fields, which is, as the world gets more complex, a good thing. I majored in engineering and worked first with Shell Oil, drilling for oil in the Gulf of Mexico. Wore a hard hat and coverall, complete with the Shell logo (still have the outfit in case any needs a Halloween costume). I then went to law school and followed my passion for energy and environment issues to a law firm in Washington.

But I never really LOVED my jobs until August of ’93 when I joined IBM, in the Government Programs group. I got to represent IBM on a range of public policy issues, some that drew on my previous background, and lots that didn’t–like energy efficiency, healthcare, labor and retirement policy. I first started working on privacy issues in 1997, as part of that group.

Lou Gerstner appointed me Chief Privacy Officer in late 2000, and I kept that responsibility while I did a fantastic two-year rotation in Human Resources in corporate and in IBM’s Systems business. I loved learning about the business from a different perspective,

After that, I went back to working on policy issues, now as corporate affairs VP.

Any hobbies or fun stuff you want to discuss?
Sure. My main focus outside of work is my family–I have 2 kids and a husband who’s the home parent. And, of course, Jack our Schnoodle (cross of poodle and schnauzer–the ultimate in hypoallergenic dogs…in case any of your readers have allergies). My daughter and I sing in a 90-woman chorus that sings four part a Capella harmony, barbershop style. We’re available for singing valentine and birthdays. Want to hire me? 😉 (again, just kidding!). But check them out:Potomac Harmony Chorus

How do you describe what you do to your family and those who don’t work in our industry?
IBM is a global company that helps businesses and other institutions to innovate, and my job is to work across our company on projects that drive innovation on societal and policy issues that matter in this day and age….issues such as healthcare, privacy, security and the emergence of new ways to communicate such as blogging. These are interesting and exciting issues that need leadership and I’m fortunate to be part of the team of folks that work on them.

Recently IBM made an announcement about genetics, can you comment about that?

Yes, Steve Lohr of the New York Times wrote an article about it. I particularly love a piece in CSOonline.

There were factors that led us to adopt a policy on genetic information. We looked at what’s happening at the leading edges of health care industry..what’s known as information-based or personalized medicine. Genetics are being used to figure out who is predisposed to a disease or who is less susceptible. People are concerned that information might become available and used to harm them, e.g. deny health insurance. In our effort to improve quality of healthcare for our own employees, we realized people were afraid of the information being shared, perhaps they might lose health insurance, or not be eligible for insurance if applying for a new job.

So, we changed our global employment policies, saying that we were not going to use genetic information that employees might share with us, to make employment decisions, e.g. health insurance coverage decisions. IBM’s proud of our history of being ahead of the curve on equality and non-discrimination issues. This issue is another one where we are ahead of others in committing not to discriminate against someone based on something that, after all, can’t be changed and is very personal: one’s genetic makeup. In the US alone, we provide access to health insurance for over 500,000 employees, dependents and retirees, so our policy change was noticed and, I might add, welcomed by a lot of folks. (Wash Post editorial). I’m very proud of that.

What are good things about your job?
I work on some of the most interesting and important issues of our day, and work with incredibly smart and committed people in business, government, non-profits and within IBM.

What are things you would change?
In high school, take up a foreign language like Mandarin. Travel more in Asia.

How did you become one of the lead executives for blogging at IBM?
Before it was organized, a group of dedicated bloggers came up with some guidelines on their own (working on a wiki!) so as to not to run afoul of IBM policies. Through networking, they got connected to a few of us in corporate headquarters. I worked with a team of experts from HR and Legal to “polish up” our bloggers’ guidelines and build support for them around the company. Truthfully, it wasn’t hard to do at all, since our bloggers had done most of the work themselves….we just coordinated the effort to release guidelines and provide more tools and enablement to our growing community of IBM bloggers. Last I checked, we have over 16,800 registered on our internal blog central site, and lots of them are blogging externally. As a privacy expert, and ex-HR executive, I am fascinated by the potential for blogging and related phenomena for individuals, media, society and of course business–potential that’s both positive and, at times, uh, challenging. Good cocktail conversation, for sure.

What is your vision on the future of privacy?
It’s inevitable that our expectations of privacy–and how we achieve them–will change over time…they always have, if you think about it, stretching back to the origins of human society. I think that the next decade will be hugely important to develop the right set of public policies and private sector privacy and security practices, especially as we become increasingly networked as individuals (think blogs, blackberries, sensor-enabled credit cards) and as enterprises. It’s inevitable that we’ll become more comfortable sharing information–just look at what teens are willing to write on their blogs! But at the same time, people will demand accountability and transparency–WHO has data about them, WHAT are they doing with it, and HOW can we make sure I don’t get harmed?

I’m proud to start out the week with an interview that I’ve anxiously anticipated for a while. John Mihalec is the head of IBM analyst relations, no small task. I learned some very interesting things about John that I never knew, and I hope his work background will be as interesting for you as it was for me. Especially the political stories.

I have great respect for those who have served our country. This interview includes stories about analyst relations being analogous to the court room, poking fun at me for flattering the boss and comparing major political operatives to influential IBM executives. Enjoy the read as much as I did.

What is your job title (and what does that really mean as far as your job)?
VP, Analyst Relations. It means that if any IT analyst anywhere in the world criticizes IBM in any way, by spoken or printed word, I have a problem. Since analysts make a living by (among other things) assessing vendors, and since IBM is the biggest, most comprehensive and complicated vendor, most days I have a lot of problems. But it also means that most days I have immediate, tangible, urgent opportunities to make a difference for IBM. And that’s fun.

Some work experience that you want to tell?
Well, I started out in politics, driving the campaign bus for Lowell Weicker’s first (and only) race for the House of Representatives in during my summer vacation in 1968. After graduation, I worked for Weicker on Capitol Hill for a year. After being drafted into the Army and Vietnam, I worked for him again on the Senate side while he was on the Watergate Committee. It was during this period that I also briefly had a second job as a ghostwriter for a retired FBI official named Mark Felt, who was then still telling everyone (including me) that he was most assuredly not Deep Throat. In 1976, with Weicker coasting to re-election, I left to join the White House speech writing team for President Ford. We gained 30 points in the polls in two months, but ended up losing to Jimmy Carter by a single point. After that, I worked as a speech writer for Illinois Governor Jim Thompson. Then I got tired of needing a new job every 18 months and joined IBM. Getting married also may have had something to do with it.

How do you explain what you do to non-IBM’rs, family or those that don’t work with you.?
It’s not easy given that most people don’t know who the IT analysts are, or what they do. Often I start out by asking, have you ever heard of a company called Gartner Group, or Forrester, or IDC? A few people have, and that makes it easier. I’m going to my 40th high school reunion this weekend, so that will be an interesting test of my ability to articulate it succinctly. Ironically, the reunion is being held less than a mile from Gartner’s headquarters, but I doubt that will increase the level of awareness about IT analysts among my classmates. We’ll see. Anyway, with family and friends I generally tell them that in the computer business there are all these research firms who write about the industry and provide advice to customers about what to buy, at the same time they also provide advice to the computer vendors about how to sell. (Listeners often see that as having, shall we say, inherent ethical challenges. But I assure them those challenges are completely manageable.) And then I say that it’s our job in Analyst Relations to make sure these research firms understand IBM’s products and strategies, and become convinced that IBM is doing the right things for customers. It’s also our job to listen to what the analysts are saying about us, and to make sure IBM harnesses the wisdom in those assessments.

What are good things about your job?
It gives you a lot of opportunity to be creative. Sometimes I tell people it’s like being an attorney in a courtroom with no judge and no rules of evidence, but just a jury….a professional jury that has heard case after case, and they’ve heard it ALL. And it’s our job to bring before that jury whatever facts or logic we can muster to make the case. Because IBM’s success in the marketplace depends on it. When you think about it that way, it’s a lot more exciting and challenging than most other jobs. Just don’t expect a TV show about analyst relations to replace Law & Order.

What are things you would change?
Honestly? I’d give me the same responsibilities, but more power and money to do the job. Most of our AR resources are dependent on unit budgets, and corporate spending targets. If it were only my call, there are people I’d move from here to there (probably China, India and Japan), and units that would spend more or spend less on Analyst Relations than they do. Generally, I see a dollar spent on AR as being more effective in driving business results for IBM than dollars spend in some other areas, such as mass media advertising. But IBM is a matrix, and I have to work within that matrix politically. No surprise there.

You manage one of the most (if not the most) effective analyst groups in the industry. Can you talk about why that is and how it came about (without giving away secrets)?
No flattering the boss, okay? If IBM has an effective AR program, it’s because: 1) a quarter century ago a guy named Sam Albert recognized that we needed to engage analysts as part of our selling process, and 2) certain senior executives (e.g. Steve Mills and others) were hip early on to the impact that analysts were having and the importance of managing our relationship with them in a dedicated, formal way, and investing sufficient resources to do that properly. I’m just the guy who’s been brought in to drive the truck over the last few years.

You deal with some of the most powerful executives in the industry. How has that changed the way you work?

Well, I worked with some fairly influential people in Washington before IBM. One time, during the Watergate hearings, Sen. Howard Baker leaned over and asked me if I had any questions for the witness. But I was just sitting in for Weicker at the last minute, had no idea who the witness even was, and declined. Wish I had a photo of that now, though. Compared to politicians, information technology executives are generally less egotistical and easier to serve and support. But they are also less used to being knocked around than politicians are. That makes some industry executives wary about going toe-to-toe with analysts. So the key variable in AR for our executives is not how they deal with us, their staff, but whether they are “fully there” when they engage the analysts. They should engage the analysts with respect on a level playing field, because there is gain to be had in both directions. Vendors executives can learn a lot , from analysts at the same time they seek to influence their views and sell “their story.” So it’s worth doing, and doing well, despite that fact that analyst criticisms are never easy to hear. The best IBM executives at all levels instinctively work to cultivate relationships with this key influencer community.

What do you think your legacy will be given all that has been accomplished at IBM Analyst Relations?
I expect the next person in this job will do it better than I have, and I will be disappointed and amazed if that doesn’t happen. This a march, and we learn something new every day.
What is your vision of the future for Analyst Relations.

What is your vision of the future for Analyst Relations.
My vision is that we will help IT analysts to increasingly focus on business issues (not just technology), that we will improve IBM’s ability to leverage their output to drive business results, especially in emerging markets, and that we become change agents and allies with them on societal and governmental issues where we have a common view, on behalf of the industry we both serve. And get home by 6 o’clock.

The interview today is going to be with Jeff Jones, from the Information Management or Data brand. Analyst relations has a wide range of skill and abilities, Jeff is on the expert side of subject content. Enjoy the read.

What is your job title (and what does that really mean as far as your job)?

My official title is Senior Program Manager, and I work in the Information Management part of IBM Software Group in Analyst Relations.. I haven’t been able to figure out what exactly this title has to do with my job, but that seems to be the norm in IBM.

Some work experience that you want to tell?

My background has involved a variety of software assignments. I started as an application developer in Purchasing Logistics for the division of IBM that built disk storage systems. SAP ERP software has replaced the software we built back then. A brief stint in IBM Research working on mechanical engineering graphics applications taught me about applications outside the norm of commercial business applications. Another brief stint in a corporate software strategy group taught me about the value of standards and the power of software integration. A long series of assignments in our database software group developed in me a huge appreciation for the genius in our software development laboratories and for the need to translate what happens in the labs for those on the outside that are perhaps not quite as completely immersed in it day to day. My current assignment allows me the privilege of communicating the latest and greatest to many constituents outside IBM: analysts, consultants, press, partners and customers.

How do you describe what you do?

In the whirling vortex of activity around Information Management, I work with IT analysts and consultants in two ways. First, I work to deliver our news and to educate this community about our Information Management software with a focus on database engines (Cloudscape/Derby, DB2, IMS, Informix, U2). Second, I work on behalf of our organization to seek guidance, criticism (always constructive) and comment from the analyst community to help us plan our future. Also, from time to time, I’m called upon to serve as a spokesperson to IT reporters and as a connector of reporters with analysts. Finally, I serve on the editorial advisory board of DB2 Magazine as a behind-the-scenes editor of this quarterly publication.

What are good things about your job?

What I enjoy most about my hybrid job is the constant and unblinking reality check it provides. No blinders are allowed; hyperbole is forbidden; acronyms are seldom tolerated. no one is allowed to drink the “koolaid”. Personalities and relationships have special value in this job. Clarity and brevity are the most precious attributes of every conversation. The team with which I work is a wonderful.collection of devoted professionals that make it a joy to open the in-basket, web browser and message window in the morning. A creative sense of humor is shared by all, and invoked often.

What are things you would change?

I would rewrite PowerPoint to allow no more than 10 charts in any presentation. I would rewrite Notes’ calendar feature to disallow the creation of meeting invitations that lack at least five sentences of explanation as to the purpose of the meeting. I would also remove the recurring meetings feature of Notes’ calendar.

Name a funny analyst story.

I know a couple of funny analysts, but they won’t let me tell their stories here. I’ve also noted that a significant number of analysts with whom I’ve worked share a love for music. This is comforting. One is a scuba diving instructor. Analysts are people too.

Describe an analyst win situation for you.

All analyst “win situations” seem to stem from periods where communication lines are open and used frequently, interesting IBM news is emerging, and customers are backing us up. It’s hard to lose in these situations.

Describe an analyst disaster for you. (no names)

Analyst disasters always seem to involve confusion and the poor handling of the aftermath and sometimes the “beforemath”.

What would you like the analyst’s to do differently, suggestions of what would help both sides maybe.

I’m not sure I’m in a position to tell analysts what to do., differently or otherwise. I’m happy to have them suggest to me what to do. So both sides of your question are covered.

Any thing else I missed you want to say?

Customers seem to be the key to success with our analyst community. Revenue is good; testimonials are good too. I know this isn’t rocket science. I would ask for continuing patience while we work on convincing more of our devoted customer base to share their devotion with the analyst community. Again, it’s all about communication pipelines kept open and relationships kept strong.

One of the threads I’m going to follow from time to time will be interviews of some of the analyst relations team. My goal is for analysts to get to know us better and to hear our side of the job, first person. I play requests, so if there is an a/r rep you want to hear from, let me know. Also suggest questions that I’ll include.

Today’s guest is Cameron O’Connor of the Rational A/R team.

What is your job title (and what does that really mean as far as your job).

Analyst Relations Program Manager is the actual title, and I think it reflects accurately what I do every day. Let me break this into two parts. 1) Analyst Relations: No matter how negative current feelings are towards a particular analyst it really is our job to maintain that relationship. Just because we don’t agree with or don’t like a particular analyst’s opinion, it should never mean we stop talking. Maintaining that open line of communication is probably the single most important thing I do for IBM. 2) Program Manager: although a lot of the time it feels like I am herding cats, I really am responsible to bringing to market a particular program, a particular set of deliverables. I need to manage my internal constituents as much as my external ones

How do you describe what you do?

You know when you are sitting around the table at Thanksgiving and you get asked, “So what is it exactly you do?” I have come to the realization that it is pretty hard to describe what I do without getting a blank “deer in the headlights” type of stare. I usually boil it down to this, “I work for IBM Software Group in their communications department. I do something similar to PR, but I work primarily with Industry Analysts. You know, Forrester, Gartner, IDC… I try to make sure they understand our offerings so as to positively influence their research. If they don’t agree with our viewpoint, then I try to uncover why. If it is a matter of them not knowing about or understanding the functionality of a particular offering (which is usually the case), I educate them.” After explaining this to a friend of mine who teaches at a private school in Rhode Island, his response was, “so it sounds like you are kind of like Tony Soprano but for software” I guess he is kind of right, just without Pauley Walnuts to back me up.

What are good things about your job?

The single best thing about my job is having the chance to work with some of the smartest people in the world. Just last month I had a briefing with and analyst firm on Embedded Systems Development and had D.E. Murray Cantor as my IBM’s spokesperson. He was discussing some of the work we did on missile guidance systems for Raytheon and some of the projects we are working on with BMW. It was absolutely amazing. Everyone in the room was captivated for 2 ½ hours straight. It made me feel very proud to work for IBM and to have the opportunity to interact with these types of folks. It’s what gets me up in the morning.

What are things you would change?

The internal bureaucracy and politicking wears you down a bit. But what doesn’t kill you, only makes you stronger or something like that.

Name a funny analyst story.

There are no funny analyst stories 😉

Describe an analyst win situation for you.

There are very few instances when I can walk away from a single situation and say, “that was a huge win.” It is really an iterative process. Small steps forward sprinkled with a few back eventually get you where you need to be. I think the easiest most recognizable “analyst wins” happen without direct communication with the analysts. When a report or reference is used by our sales team to help close a deal – that is when I feel I have a big win. That doesn’t happen overnight. It takes a lot of time and effort to chip away at that boulder.

Describe an analyst disaster for you.

I worked for Forrester Research for 4 years before coming to IBM. While I was there I was working with IBM to set up an analyst consult for a very senior software executive and some of our software analysts. The AR manager and I were in communication daily before-hand and had a few prep calls to nail down the agenda. When we finally got everyone in the same room, it quickly became evident that things were not going as we had expected. We had not set the same expectations with the exec or with the analysts. One side was looking for a strategy discussion while the other was knee deep in features and functionality. It taught me a very valuable lesson: communicate early and often DIRECTLY with ALL parties involved. It sounds simple, but with travel schedules and booked calendars getting two parties on the same playing field is an easy thing to mess up. Communicate, communicate and over communicate.

What would you like the analyst’s to do differently, suggestions of what would help both sides maybe?

One firm is very good at publishing its list of research that they are working on 12 months out which is hugely helpful in planning, determining roles, and carving out responsibilities. It is really a shame that more firms don’t do this.