Archive by Author

What Is a Persistent Optimizer?

15 Oct

What Is a Persistent Optimizer?

Once I get a big question in my head, it doesn’t leave. I will drive in to work thinking about insights and answers, spend all day working on solutions, drive home thinking, and then spend my most productive evening hours working on solutions. I will read voraciously the best material I can find about the issue. I will find the experts on the issue, talk to them, and read what they have to say. I will start to zoom in on the large themes and connections I see and develop my own unique response to the question or problem at hand. Though intense, this is fun for me! Finding big answers to big questions is where I gain the most energy.

Persistent Optimization – A Story

In 2007, six months into my current job, I saw that our manual CRM and registration system was not adequate for the future. I saw the trend that people were going to increasingly register and purchase goods and services online. I spent an extra 100 hours outside of my normal work hours in the month of January 2007 analyzing our customer and staff needs, researching potential options, talking to experts, and eventually designing and developing a custom registration and CRM application, from scratch. This was a big and complex problem that was quite fun to solve. We went from 0% online registration to 70% in just one year. We increased our attendance over 30% in the next five years. I estimate that we saved 4-8% in personnel costs, and we drove our mailing costs down to $0 through the use of automated emails and CRM communication functions.

My Strengths

Deep understanding of how to bring value to an organization

I seek out root causes and hate to see surface solutions stall the discovery of root change. I also love data because it gives one important piece of the puzzle when determining whether or not some solution is successful. Data helps you focus on the right things. I know that value is best-measured with supporting data. I bring the highest value to any work because I revel in measuring the details. I design and implement human performance solutions and systems that solve root issues.

Focus on human performance and solutions

I pursued and completed graduate studies in leadership not to simply lead but to discover ways to allow people to perform at their highest levels. I discovered early on in my teaching career that the social and emotional  dimensions of people’s lives are just as important as the cognitive and pyschomotor components. I work to bring good change to people and organizations.

Instinctive ability to work at the highest level

I also love to learn myself and pursue topics of interest as deeply as possible. I am well read across diverse disciplines and am able to walk into any given organization and discern issues and areas of opportunity very quickly, by both observing processes in motion and by talking with leaders, workers, and customers. People want to work with me because they know I am trustworthy and support their success.

Three Leadership Essentials I’ve Learned

15 Oct

Three Leadership Essentials I’ve Learned

Great leaders:

  1. Remove barriers
  • Leaders can quickly enable improved human performance by removing barriers.
  1. Build Trust
  • Leaders can dramatically improve human performance by increasing trust.
  1. Lead with values and principles
  • Leaders can extend their influence, reach, and effect by leading with values and principles.

What is Organizational Leadership?

15 Oct

I completed a Master of Science degree in organizational leadership in 2011. I have been asked more than a few times, “What is your degree in?” I found that many elements distinguished my experience and I wanted to share what this study of leadership really meant to me.

The organizational leadership program focused a great deal on ethics. This was a program to learn not just to lead, but to lead in a way that was good, just, and right. These are lofty ideals, yes, but have an urgent importance. Organizational cultures are created by big decisions and influential events, but they are also created by the decisions people make all day, every day.

“Our Small Decisions as Leaders Have Great Effect on the Future”

Our job as leaders is to be conscious of the effect both our large and seemingly small decisions have on the people around us and the organizations we lead. It is easy to forget that today’s decision has effects far into the future. Double this with the short-term success pressures one often faces and it is even harder to make the right decision for long-term success.

One thing leaders can do to combat these pressures is to recognize their own tendencies, personality traits, and needs. What we do under pressure can be very different than what we might do in a less intense situation. Knowing what literally gets our blood boiling is very helpful. Recognizing the potential for a situation to upset us and bring out our fallback responses allows us to prepare better to make better decisions that reflect our better selves.

I also learned that leaders must recognize the strengths, weaknesses, and needs of those they lead. The situational leadership theory we studied was one of my favorite theories and suggested we give a great deal of attention to those we lead. We increase our reach as a leader by empowering others to do great work.

I covered these topics at various levels of detail and through various disciplines within the organizational leadership program. The program gave me the experience of looking critically at myself and reflecting on the decisions I make every day. It enabled me to recognize the important ways leaders affect those around them and how that affect helps bring success or failure.

See also, “The Three Leadership Essentials I’ve Learned”.

What Are You Making? What Are You Sharing?

11 Oct

What Are You MakingOne important question to reflect on as you spend time working and/or reading on the computer is:

Are you sharing things that are made or making things that are shared?

You could also ask:

Are you sharing what other people write or writing what other people share?

It is so easy to believe that “curating content” is a noble pursuit, as we spend time sharing other people’s work on Twitter, Facebook, Pinterest, etc.

Would your time be better spent if you shared your own work and thoughts instead of sharing other people’s work?

How Do You Make the Hard Choice the Default Choice?

18 Sep

Do you know your brain typically functions in two very distinct ways?  Daniel Kahneman outlines these two systems in his book, Thinking, Fast and Slow.Book Cover He tells us of System 1 and System 2. For a simple explanation, System 1 is the immediate response we have to a situation. System 2 is our thought-out response that comes after thinking through the situation or problem.

One of the basic premises of the book is that engaging System 2 requires effort and we tend towards the least effort in our decision making. Many fascinating implications follow from this observation. In this brief post I will focus on just one question below.

How Do You Make the Hard Choice the Default Choice?

  • make it easy
  • make it unavoidable
  • make it apparent
  • make it cool
  • make it worthwhile
  • make the immediate effects known
  • make it short
  • get it started before you actually want to do it
  • make preparations before you begin
  • make it a commitment
  • make it visible
  • make it part of a larger pattern or routine
  • make it easy to forgive mishaps or forgotten commitments

How do you make your hard choices easier?

Sometimes the Best Way to Lead People Is to Be Unavailable

15 Aug

Availability is different than visibility. You can be visible but unavailable. And good leaders are often very visible. They make their presence known. They let their people know that they are on top of things and present to the organization.

Good leaders are also very approachable but, again, being approachable is different than being available. If you are approachable it means people trust that you will be a good listener, provide insight, compassion, and direction where needed. People know that they can approach you because you have their best interests at heart.

But good leaders are not always available. Good leaders are sometimes away from the day-to-day movement, problems, and successes. Good leaders spend their time thinking through and working through the current big-picture trends. Good leaders step away to reflect. Good leaders step back and make sure they do not have to do any crisis management. They know crises can become addicting. Leaders understand the perspective they gain by stepping away.

Good leaders also know that being too available does not give people a chance to problem solve on their own. Good leaders do not train their people to come to them with all of their problems; some problems, yes, but not all. Good leaders know they must trust their people to solve their own problems.

Good leaders also know that stepping away allows other leaders to emerge. It allows people space to think in a different way because no matter how approachable and helpful a leader is, their words and actions tend to stifle creativity and emerging leadership if always present in problem-solving situations.

When is the last time you led by being unavailable?

Persistent Optimizer, Tech Guy, Great Manager and Coworker, Won’t Rest Until Your Problems Are Solved

3 Oct

Michael E. Roman, M.S.

Email: michael.e.roman@gmail.com | Phone: 513-685-0689

Professional Summary

A senior director with over two decades of experience who uses data to translate ambitious strategy into flawless execution. Grew a complex business unit by 68% to $42M+ with full P&L ownership, scaling the team from 200 to over 400 members while consistently exceeding financial targets. Combines a persistent optimizer’s mindset with deep financial expertise and applied data science to build the teams and systems that deliver sustainable growth.

PROFESSIONAL EXPERIENCE

Cincinnati Children’s Hospital Medical Center (CCHMC), Cincinnati, OH

Senior Business Director, Behavioral Medicine and Clinical Psychology (2019 – Current)

  • P&L Management & Strategic Growth: Directed the complete financial and operational growth of one the largest division in the Research Foundation at CCHMC, driving 68% revenue growth ($25M to $42M) and scaling the organization by 90% (214 to 406 FTEs) in five years.
  • Financial Performance: Held full P&L responsibility for a $42M+ operating budget, exceeding margin targets for four consecutive fiscal years (FY20-FY23) through rigorous financial planning, forecasting, and variance analysis.
  • Operational Scaling & Service Delivery: Scaled clinical service delivery by 44% from 2019 to 2024, overseeing operations for 145+ providers across 10+ locations, resulting in 152,000+ annual client engagements.
  • Executive Leadership & Talent Management: Provided strategic direction for a complex, 400+ member division encompassing clinical, research, and educational verticals, including 80+ faculty, 90+ clinical providers, and 40+ business and support staff.
  • R&D Portfolio Management: Directed the full lifecycle of a $20M+ R&D grant portfolio, overseeing pre-award and post-award financial activities for 65+ federal grants and contracts to fuel institutional innovation.
  • Data & Analytics Leadership: Led data analytics, technology, and project management teams to drive business intelligence. Championed a culture of continuous improvement through Quality Improvement (QI) initiatives and business process automation.
  • Capital & Infrastructure Planning: Managed capital expenditure planning for all divisional real estate projects, including building renovations and the strategic expansion of the satellite location footprint.
  • Institutional Strategy: Contributed to institutional financial strategy as an active member of the Cincinnati Children’s Research Foundation Finance Committee and served as a Workday Ambassador to drive enterprise-wide technology adoption.

Business Manager, Behavioral Medicine and Clinical Psychology (2017 – 2019)

  • Managed a $12M research P&L, providing financial oversight for 25+ research faculty and 50+ staff.
  • Designed and deployed a scalable Business Intelligence (BI) tool (“Investment in Research” report) to automate financial reporting; successfully trained and onboarded 20+ divisions to the new platform.

Financial Analyst I/II & Grant Specialist, Emergency Medicine (2013 – 2017)

  • Managed a $4.5M+ research budget, including financial analysis, monitoring, and management for over 35 grant accounts.
  • Co-developed a BI dashboard for executive leadership to monitor real-time research performance metrics against strategic goals.
  • Managed the full project lifecycle for the redevelopment of a custom research application for tracking participant enrollment and effort.
  • Recognized as a subject matter expert; selected to present on internal communications strategy at the 2014 Grant Professionals Association Annual Conference.

Gorman Heritage Farm Foundation, Cincinnati, OH

Program Director (2007 – 2013)

  • Revenue Growth & Go-to-Market Strategy: Achieved 80% revenue growth in four years by developing and executing a data-driven customer personalization strategy based on in-depth market analysis.
  • Business Development: Secured $128K+ in new funding through grant writing and administration, contributing 5% of the total organizational budget for three consecutive years and increasing program support by 20% through targeted donor engagement.
  • Technology & Process Improvement: Engineered and implemented a custom Customer Relationship Management (CRM) application to manage a 70%+ online registration pipeline. Built and maintained the department’s intranet to streamline employee and volunteer onboarding.
  • Talent Management: Led talent acquisition, training, and management for a 15-person team, achieving a 95%+ customer satisfaction rating.

CONSULTING EXPERIENCE

Farm-Based Education Association (FBEA), (virtual) Concord, MA

Web, Social Media, and Communications Strategist (2009 – 2014)

  • Drove 200%+ user growth for a national online membership community within two years by developing and executing strategic digital engagement initiatives.
  • Served on the FBEA’s Communications Committee, advising on national conference planning and long-term digital communication strategies.

EDUCATION & CERTIFICATIONS

Massachusetts Institute of Technology (MIT) Professional Certificate: Applied Data Science – Leveraging AI for Effective Decision-Making

Mount St. Joseph University Master of Science in Organizational Leadership – Summa Cum Laude

Xavier University Bachelor of Arts in Music – Cum Laude