Michael Ardron and the Supervisor Training Course

Michael Ardron has been at Computronix over 16 years and has spent most of those years working as an Account Manager; engaging with existing clients to build a relationship and help them to receive exceptional service from Computronix. Michael explains that one of the key factors in building this relationship is connecting with key stakeholders who are able to make long-term decisions and spearhead them through to completion.

Michael has also acted in a supervisory role several times throughout his career at Computronix and recently attended the Supervisor Training course.  This provided him with a refresh on the key elements of what is expected of a supervisor at Computronix. His impression of the course is that “It’s really about making sure that supervisors are ‘tapped in’ to the culture of the company because we have a really unique culture here, unlike any other place I’ve been.”

That culture is something that Michael takes pride in being part of and in passing on to others as a supervisor. Because Computronix values people’s needs, the Supervisor Training course teaches future supervisors how to care for their teams, make sure they have meaningful work, and support them in their growth and development. There are topics covered such as: how to deal with confrontation, how to have difficult conversations, and how to connect with supervisees in the way that they can best respond to. But through it all, Michael says “we always come back to the core values of respect, trust and serve. These core values really resonated throughout the course.”

The importance of Computronix’s core values comes up over and over when talking to Michael. It’s clear that for him, respecting, trusting, and serving others is truly at the core of his job and at the core of how he interacts with his supervisees.

An important part of the culture at Computronix is the supervisor relationships. Developers Dalainya Bruinsma and Chris Johnstone explain how and why these relationships are a key part of the work environment at Computronix.

At Computronix, we value people as individuals, not just as workers. It’s part of the culture we’ve created here. In this video, developer Kevin Thang, CTO Jim den Otter, and developer Eissa Pavo share about what that culture is like.

At Computronix, we have created an environment that is healthy and welcoming for all employees. Developer Kudzai Mboko, Tech Lead Andy Patterson, and Human Resources Director Dave Neumann share about what a healthy environment means for them.

For our Computronix employee interviews, we sit down with people from all levels of our company and ask them about their jobs, and what it’s like working for Computronix.

Oftentimes companies refer to their employees as a “team,” but that doesn’t necessarily mean that every employee is going to buy into the team mentality. Frequently, there will be people who prioritize their personal success over their co-workers’, or allow their egos to run rampant. However, Senior Business Analyst Ron den Otter says that not only is this not the case at Computronix, but in fact, in his opinion, “the sense of commitment to the team is our greatest strength.”

However, it wasn’t always that way for him. He’s worked for Computronix off and on for about 20 years total, first starting in 1979. He’s been in his current role since 2009. He describes himself as an extremely competitive person, but it was a process of learning and growing to be able to use that constructively. “Now, I look for mutual wins. I’m still competitive, but I don’t like crossing the finish line alone anymore.” This was something Ron learned during his years at Computronix, particularly through having leaders like Herman Leusink around to mentor him and correct him when necessary.

In return, he is now able to be a leader and a mentor to other employees, which he describes as his favorite part of his job, saying that “I love figuring out what people need and how I can help them.” Ron is able to do this in his role as a business analyst because really, the primary responsibility is to “figure out what clients really want and need, and try to ensure we can provide a win for them, as well as for us.” He has a PhD in counselling, and he explains that being a business analyst requires “basically the same skillset.”

More than anything else, what has kept him at Computronix over the years is the way that “Computronix chooses to put people first.” It really does feel like a team, and on any good team, “nobody wins if everybody doesn’t win.”

For our Computronix employee interviews, we sit down with people from all levels of our company and ask them about their jobs, and what it’s like working for Computronix.

Computronix places a strong emphasis on helping people find the role that suits them best. Not only the role that they are most skilled in, or the one in which they are most useful to the company, but also one that they enjoy, and can feel fulfilled in. Grant Shantz is an excellent example of an employee who has ‘risen through the ranks,’ so to speak, and is now in the job where it really “feels like I found what I enjoy the most, in project management.” He has worked for Computronix for over 20 years, and has spent roughly 14 years of that time as a Project Manager.

Grant admits that, although he loves his job (and is very good at it), project management doesn’t seem like a natural fit for his personality, at least at first glance. “I think my parents are still pretty surprised by what I do for a living,” he says with a wry smile. He’s naturally a very shy person, and had to learn to become more comfortable around people and to be a more effective, confident communicator. This personal growth has not only made him better at his job, which frequently requires him to bridge communication gaps between customers and staff, but in his opinion, “I think I’m a better person for it.”

Of course, that isn’t the only thing that he’s learned in the last twenty years. As he’ll tell you, “I’ve been here a long time. I’ve learned a lot.” Discussing some of these, he brings up points from subjects as heavy as human nature, to simple statements like “there’s always more questions to ask,” to the foundational truth that Computronix was built on, that “a positive, nurturing and challenging environment built on solid ethical principles and good business practices can exist.”

That environment is what Grant likes most about his job, along with the people he works with. Along with that environment comes a high level of trust and autonomy that is given to employees. He says that “as long as I’m within budget and stay consistent to the values of the company, I have freedom in all aspects of my projects,” which isn’t the case at many other companies.

Describing himself as an “all-in kind of guy,” Grant has certainly been all-in for Computronix for the past two decades. One of the company’s core values is commitment, which Grant explains as simply “we don’t give up on each other or on our clients.” Despite the many changes that the company has gone through, those values have always remained the same, and because of what they mean and the culture they create, Grant is glad to be part of the team at Computronix.

For our Computronix employee interviews, we sit down with people from all levels of our company and ask them about their jobs, and what it’s like working for Computronix.

Dave Leusink is a very prepared person. Sitting at the meeting table in his office, he presented a copy of the notes he had written for this interview, creating an outline for how he would answer each question. He gives the impression that he’s a man who likes to have a strategy, and one who puts a lot of thought into every decision he’s faced with. Obviously every CEO is responsible for making decisions about the strategic direction of their company, and Computronix is no different. I sat down with Dave to learn what his approach to leadership is, how he has been able to take the reins from the former CEO, who was also the company founder, and what his vision is for the future of Computronix.

In some ways, Dave becoming CEO is a logical continuation of the many roles he has served within the company since 1991. He first started working part-time at Computronix as a teenager in high school. After graduation, he became a full-time employee for two years before deciding to pursue a Bachelor of Commerce (majoring in Management Information Systems) at the University of Alberta, and coming back during the summers. Since graduating with distinction in 1999, he has worked full-time for Computronix. He received an Executive MBA from Athabasca University, taking evening courses. Asked about all the jobs he has done over the years, he rattles off a fairly lengthy list: “Developer, Database Administrator, Team Lead, Analyst, Project Manager, Quality Manager, Finance & Admin Manager, Vice President of Business Development, and U.S. Regional Manager.”

There are few others who can claim such a variety of experience within Computronix, but beyond just doing a lot of jobs, this vast array of experience provided both Dave and the CEO at that time, Herman Leusink, an understanding of the skills and interests that Dave possesses. As he describes it, “that process allowed me to understand that I love the big picture, I thrive on understanding how all the pieces fit together, and I even enjoy aspects like policy and culture.” This big-picture focus was part of what gave the elder Leusink the confidence to turn over the reins of the company in 2013.

Any time there is a transition of leadership, there is potential for uncertainty and even upheaval. When the departing CEO is the company founder and the guiding force for the company for the past 34 years, as in Herman Leusink’s case, the turmoil is only amplified. With those concerns in mind, Dave strategically met with many employees, “Just taking the time to listen to people, getting to know them, and sharing my vision. It really helped smooth things over. We didn’t have anyone that was lost through the process, and in fact, people were excited and engaged with our direction.”

Dave is very passionate about these one-on-one conversations with staff, even listing it as a favorite part of the job. They’re also an obvious priority for him, as “for three years straight, I’ve met with every single person [at Computronix].” Beyond the benefit that it provided during the CEO transition, Dave says that meeting with individuals is crucial to being aware of how he can support his employees, explaining that “I do love the business planning aspects of my job, but it’s easy to get disconnected from day-to-day stuff, and the projects people are on, because I’m not involved in the vast majority of the meetings that happen around here.” And business strategy aside, “it’s just a lot of fun, and it helps me understand the great quality of people we have!”

Of course, it hasn’t all been smooth sailing since stepping in. Not too long ago, Dave and the Computronix staff embarked on the adventure of their lives, building a new corporate headquarters in Edmonton! In the fall of 2014, when Computronix had to move in, the building was far from finished. Despite assurances from the contractors that it would be completed on time, there were power, heat and lighting challenges on move-in day. Organizationally, it was a major headache. Despite the chaos, Dave says that during this hectic growth and building phase, the most important aspects were to, “keep connected with people, from a communication perspective; and to go above and beyond to make them feel like they matter to us. The people we have are so wonderful that they stepped up whenever they saw a need, and they took care of it. So it was a team effort, overcoming the challenges of that time.”

Continue reading Dave’s interview in Part 2

For our Computronix employee interviews, we sit down with people from all levels of our company and ask them about their jobs, and what it’s like working for Computronix.

This is Part 2 of an interview series. Please read Part 1 first

There are many ways in which Computronix is not a typical company, some of which are obvious, others much less so. One simple, subtle thing you might notice if you walk around either of the two offices is that there are no titles displayed on anyone’s desk or office door. Staff members’ business cards are also devoid of job titles or position. That’s an intentional choice based on the role leadership plays within Computronix. Simply put, “the focus of leaders is that you’re there to serve clients and serve the teams in the organization. Not ‘you have this lofty role, and everyone’s supposed to be serving you,’” as Dave explains.

One might think that the most important factor for a business to consider would be the quality of its product, or the ability to make a profit, or perhaps providing the best quality of service. According to Dave though, “hiring is the most important decision that we make.” Further emphasizing that point, he asserts that “for us to be world-class we have to have people in each role that are gifted at their jobs, and are excited and energized about them.”

Sometimes that means that the person’s role within the company may have to change as they and the management team above them learn and discover the person’s strengths, aptitudes and abilities. In Dave’s mind, a job at Computronix isn’t just a static position, “it’s a discovery process, and so we don’t desire to pigeonhole anyone, but really to have a working relationship with our people… they’re not locked into a specific area. It’s about caring for people and their growth.”

It’s interesting to note that despite the many changes that have taken place at Computronix during Dave’s relatively short tenure as CEO; including moving the office’s location, hiring dozens of new staff, and acquiring several new clients, there are some things that have definitely not changed. He names two of the core aspects of the company that have remained constant throughout his time in leadership: the central values and the passion for research and development. Regarding the values, he firmly stated that “when we talk about how people matter, it’s not a slogan or something written on the wall, it’s just a central belief that people have value, and that they deserve to be treated with respect. That has not changed since the beginning, and I believe it at my core. It will not change while I’m around. I think if we ever lost that, we’d lose what makes Computronix special.”

Whereas values can be lived out by every employee, research and development is generally carried out by a specific department. However, there is no R&D team listed on the organization chart, so where does that emphasis come from? A few places, Dave says. First off, “various people are directly involved in research and development, but they’re also involved in projects.” Secondly, “a lot of the research and development is done inside of project teams, across the company,” meaning that employees are given the freedom, when faced with a difficult problem that we have not solved before, to create a unique solution.

Problem solving is something that is talked about a lot at Computronix. Employees seem to not only find solutions, but they actively seek out problems to solve. The reason for this is simple: “we care deeply and we like challenges, so problem-solving comes naturally,” according to Dave. The company mindset isn’t to see challenges as obstacles, but rather as “a really exciting opportunity…to figure out how you’re going to solve the problem.” One could even say that problems are seen as opportunities that allow the company to progress.

Asked about his goals as Computronix makes forward progress, Dave takes a moment to think, “Basically, the goal is: in whatever we’re doing, we have to stay sustainable. We want to create sustainable, healthy growth. We see enormous market opportunity for our products and we want to take advantage of that, but only at the rate where we’re not burning people out, and the rate that we’re able to find the right new people. That leads us to explore other opportunities for service delivery and more product improvements and so on.” Pondering his answer for a second, he adds a final comment. “It’s not about a specific revenue or size goal. It’s about our journey as a company.”

For our Computronix employee interviews, we sit down with people from all levels of our company and ask them about their jobs, and what it’s like working for Computronix.

Just before his interview, Herman Leusink was in the main kitchen of the Computronix offices, working on a puzzle. He slotted a couple pieces of a butterfly’s wing into place, adding to the forest scene, then led the way down the hall to his corner office, located directly below the “CX Place” sign which hangs on the outside of the building. His office isn’t what you might expect from the retired founder of a software company. Mementos of trips to Malaysia and Rwanda decorate his coffee table. He sits on the small couch behind it, two photos of mountain landscapes hanging on the wall above his head.

The story of this office, of this company, is very closely tied to the story of Herman himself. We sat down with him to discover what those stories are, how he would tell them. We wanted to learn how Computronix has grown and evolved from just one employee (Herman) in 1979, to over 150 today. How the environment of respecting, trusting and serving each other and our clients came to be, and how it was put into practice over the years.

There has sometimes been a tendency to wax poetic about Computronix’s beginnings, painting it as a grand experiment, an inspired break from traditional corporate practices. While Herman certainly wanted to be consciously different in how he ran the company, his original inspiration behind Computronix wasn’t quite so elegant. Rather than a planned, strategic action, it was guided largely by “opportunity!” Herman says with a chuckle. “A friend of mine introduced me to a fellow, a developer who had a company here in Edmonton, and he said ‘Look, I only use my computer about four hours a week, why don’t we start a company together?’”

Of course, that doesn’t mean that respecting, trusting and serving individuals wasn’t important, even at the start. As he’ll tell you, the company’s goals have always been “to serve clients really well,” to which he adds “and to have fun doing so!” Fun may seem like a strange, difficult goal for a software company, but Herman’s model was simple: “I enjoyed programming, I enjoyed designing and building software, and I hired people who were like me, who enjoyed that too. That worked really, really well.”

So the core values have remained the same. But throughout the lifespan of any business, there are transitions that happen when faced with new challenges and opportunities. Challenges are “innate in having a business,” is Herman’s firm assertion. “You can’t help but have challenges, [running a business is] difficult. Which is why most companies fail in the first five years.” For Computronix to survive 35 years, it has had to overcome countless difficulties, ranging from financial stress to project management to “staying current in the rapidly evolving [technology] industry.”

Herman laughs as he explains how quickly technology changes: “I have a computing science degree and a lot of experience. And I sit in on what the guys are doing now, saying, ‘We’ll do it this way or that way,’ and I’m thinking ‘That sounds really interesting. I have no idea what you’re talking about.’ These days, I couldn’t program my way out of a wet paper bag!”

It’s been necessary for Computronix to adapt to “repeated change in basic core technology, mastering each new technology and using it to continue serving our clients.” Thinking back, Herman lists the many different programming languages that have been used over the course of his career: “Assembler and COBOL, and some Fortran. Then came PowerHouse, with Quick, Quiz, and QTP as some components, and then came PowerBuilder. And now we’re in C#, and Python, and Oracle.”

Beyond just the technology that we use, even the simple foundation of what we do has changed. In the beginning, the company was essentially a service provider, tackling individual problems from a wide variety of clients. That was the business model for almost 20 years, until a particularly unique client problem required the company to branch out. “In the late 90s, we created a product, known as POSSE, and now we’re basically a product company that still does lots of services – but with our own product,” Herman explains.

Asking about the early days of the company brings a smile and a look of reminiscence to his face, as though he’s flipping through a slideshow of hundreds of possible stories before settling on one. “When we were about three or four years old as a company, a friend of mine called me up and said ‘Herman, Syncrude Canada has a problem.’ We ended up being contracted to build a loss reporting system, so that anytime that something happens – for instance, somebody drops a hammer and it hits somebody on the head and the guy ends up in the hospital – all of it gets recorded, and then they analyze it to spot patterns.

So we built a system for them. I designed it and did much of the building, and we put it into production in about a year. And then about two months later they had a [Worker’s Compensation Board] audit, and they had better information than the WCB had!” He chuckles at that for a moment before adding a final comment. “As a result, their WCB premiums were reduced by so much that it more than made up for the cost of the project.”

Continue reading Herman’s interview in Part 2

For our Computronix employee interviews, we sit down with people from all levels of our company and ask them about their jobs, and what it’s like working for Computronix.

This is Part 2 of an interview series. Please read Part 1 first

For any company to survive for over 35 years, especially in the technology industry, they have to be innovative and do something different then the majority of businesses. That could mean creating an exceptional product, providing excellent service, or simply meeting an essential need. As the long-time leader of Computronix, Herman Leusink was responsible for steering the company, developing those differences that would allow it to endure challenges and continue growing. So what is it that makes us unique? Herman explains it by explaining that the basic business philosophy for most companies is, essentially: “we’re in business to make money. Period. End of story. Whatever helps us make more money, that’s what we’ll do, whatever doesn’t, we won’t. Obviously within the framework of being legal.” He pauses briefly, grinning as he adds “at least for most of them!”

However, the decision-making process at Computronix is guided by what Herman calls a “balanced scorecard,” which is made up of four key factors that are weighed together for every high-level decision. So for any project that is undertaken, the executives consider “the ability to make money (we share that with other companies), a concern for our clients, a concern for our staff, and a desire for innovation.” This means that the jobs we take on and the strategies we employ may not necessarily be chosen because they’re able to make the most money, but perhaps in order to improve a client’s user conditions or to give our staff more practical experience.

Obviously, many of the decisions that the CEO of a company has to make aren’t easy or even widely known. There’s a lot that goes on behind the scenes that many people never see or hear about, including even the employees of the company. In Herman’s case, the entire process of “walking the tightrope between what’s best for the staff, what’s best for the clients, what’s best for the owners” is a big part of the job that most people don’t fully understand, and he says it was always a challenge for him.

He recalled a major project from several years ago where that balancing act became especially difficult, the Winchester project. It brought Computronix’s POSSE product from the client-server model into the web environment, which enabled us to serve our clients better. However, the needs of the project were more demanding than anticipated, and ran over time and over budget. Herman described it as “a juggling act between how much do we spend, how much don’t we spend, and how to do it. Because if we do something richer and better, it might serve the client better, but it’ll take longer and cost more money in the process. So how far do you go?”

But he had full confidence that the Computronix staff were up to the task. When asked what the company’s employees are best at, his response is quick and decisive: “Building software!” He takes a moment before clarifying “well, serving our clients, and initially that was just building software, but now we’re building innovative software solutions, which allow us to partner with our clients.”

It’s interesting how often the conversation returns to either the staff or the clients when talking to Herman about Computronix. He brings up the company’s products and services only in relation to the benefit they had for clients or the effort that the staff put into creating them. When questioned about this, he acts as though it shouldn’t seem unusual at all. “People are critical to the success or failure of a company. It is our people that make us as a company. The fact that people are going to help each other, encourage one another, that we can recognize successes. Those kinds of things are what make Computronix unique.” In fact, he identifies that statement as the single most important thing he’s learned from Computronix.

Herman isn’t shy about the pride he has for the company he built. In over three decades of business success, his achievements are far too numerous to list them all. In naming what he is most proud of, one might expect him to mention that the POSSE software was inducted into the Smithsonian, or the incredibly high rate of client retention, or perhaps just the fact that the company has steadily been profitable and steadily grown.

But after some consideration, Herman answered that “my biggest, most significant accomplishment has been building a healthy organization, where we support each other in both our professional and personal lives. Having a workplace where we focus on doing the interesting stuff, and having fun doing it. And then building a place where people matter.”

As we closed our time together, he continued, “I think you need to have fun in your work. I’ve always tried to create an environment where we could do that – besides doing interesting, challenging things and helping each other, we could actually have fun doing so and feel good about the things that we’ve built.” After taking a long moment to reflect and look out the window of his office to where the sun is setting in the distance, he finished by simply reaffirming, “I’m most proud of that.”