Douglas C. Jackman - Autobiography

I've always been the strange kid...

I remember a time in Kindergarten class (at the distinguished old age of six) making bird houses from old milk cartons and getting into a bit of trouble -- I was going from desk to desk telling my classmates how they could do theirs better.

This troublesome quirk got me into trouble repeatedly through my youth. Thankfully, over the years, I have learned that I'm not 'all that and a bag of chips.' I have learned how to work with people from all around the globe, and have learned tolerance and respect for people and their ideas.

While I still think that I can sometimes see a better way of doing things, I have also learned the formal framework, methodologies, and tools that drive improvement and change. I have gotten much better at checking my ego and listening to others, as well as have improved the ways I approach interaction and my manner of trying to influence outcomes.


I understand the principles and Core Behaviors needed to drive Continuous Improvement and have become much better at execution, innovation, problem solving, and leadership. It thrills me to be a part of a project or event where not only can I learn from others, but where I can also train and mentor others in using the toolsets I have accumulated over the years. The sum of the parts is always superior to the individual pieces.

People I work with tend to respond very favorably to my collaboration, and have often commented that we have learned amazing things from each other, or have expressed other positive sentiments about how I have worked with them in a common pursuit of excellence.

With a love for Operational Excellence, Continuous Improvement, and Lean methodologies, and years of experience training and mentoring within a huge global environment, I have also learned a lot about trends and movement within the CI industry, and have developed the ability to quickly align with company strategy and goals, to help operational teams at all levels analyze their current mode of operation and envision a standardized way of optimizing processes from end-to-end:

• Pursuing alignment with the mission and strategies of an organization, through a cultural commitment to continuous and deliberate improvement of process execution, people development, and operational performance.


• Balancing the needs of customer satisfaction, employee well-being, and shareholder profitability, using an approach that is sensible, systematic, and sustainable.

My success in listening, engaging, analyzing, and envisioning a go forward plan, as well as training in behaviors required for standardization and impact helps to drive Operational Excellence and Continuous Improvement into the DNA of a group.

Thank you for taking the time to review and consider my viewpoint, mindset, and background. Please take some time to see some of the other pages of this site to understand my professional point of view.

Sincerely,

Douglas C. Jackman, PMP ITIL/F