Life is like a puzzle, and being able to see the picture with the fewest number of pieces can be extremely powerful. Patterns are everywhere! Taking risks, helping others, being helped by others, success and failure, and above all, trying to have a positive impact have shaped who I am and what I believe.

My background started out technical (software developer, systems analyst, database administrator, technical consultant), grew into management and management consulting, and then transitioned to sales. It has been an interesting journey. Over time, I became the go-to person for handling crises, which created visibility and enhanced my reputation. While I was an expert in a few technologies and processes, what drove my career forward was the ability to translate my understanding from an area I knew well into a new area I needed to understand quickly.

I focus on continuous improvement, analysis, experimentation, and applying lessons learned to achieve repeatable, scalable results. I like learning new things and often find that lessons learned in one area transfer to unrelated areas. While some posts and topics seem tangential, there is usually a relevant connection to a larger concept.

In early 2011, 15 other members of the Executive Team at Ingres (later Actian) and I were meeting to discuss the company’s future. I was the first “Geo Lead” selected to present my region’s financial performance and projections. My presentation included an unexpected extra slide that discussed the barriers to our success (why we weren’t winning, our lack of intentionality and commitment to success, and the need to innovate), which created a stir. We spent the next day and a half exploring a better path forward, which led to a shift toward creating an Analytics Platform and relaunching our company.

We knew we needed to do something big and bold, so we decided to build what we thought would be the standard data platform in 5-7 years. It was an experience that I am proud to have been a part of. The next few years exposed me to large-scale strategy and execution activities, including M&A and the integration of different, sometimes competing, business units.

Before that, I owned a consulting company (Comprehensive Solutions) that provided innovative, high-visibility, and mission-critical service offerings to several F1000 organizations. Our excellent team always focused on raising the bar while lifting and supporting each other. In the early 2000s, the power of the Internet helped a small company appear larger than it was. That perception opened the door to incredible opportunities and experiences, and we did many incredible things.

Our success funded several medical research projects. Those projects helped launch a couple of physicians’ careers and create new medical protocols that continue to help people today. I had the privilege of meeting and working with some of the most brilliant people in medicine and participating in activities that would typically exclude someone like me who lacked a medical background.

It is easy to take ownership of something. Still, a certain detachment is required to really understand it and then honestly evaluate the success of your efforts. That level of detachment lets you make the best decisions while being focused on the best interests and outcomes for whatever that something is. It also requires trust that your team is focused on the right goals and doing the right things.

I have referred to this as Egoless Ownership.

1. It implies you care enough to see what happens even when it does not align with the intended outcome.
2. You acknowledge problems or faults without becoming defensive, which is critical to making on-the-fly corrections and ultimately achieving your goal.

No matter what I am doing or whatever role I perform, I still view life from a Consultant’s perspective. A bit of detachment and a different perspective can provide valuable insights. The trick is also helping others understand – something that goes beyond communication and explanation. That is often the biggest challenge.

It helps when everyone is focused on the same goal and a shared vision of success. That makes the desired outcome tangible emotionally, which is needed to create the change required to do great things.

Compare and contrast what you know, and research what you don’t know. Don’t be afraid to ask stupid questions*. And don’t be tricked by an arrogant bully posing as a confident expert. All valuable lessons learned.

*  I once asked a team of people, “So what’s the big deal with having to shut down a nuclear reactor?” when I was brought in to find and fix a software bug that needed to be identified and fixed within the next 12 hours, or else an East Coast Nuclear Power Plant would have been required to shut down one of their nuclear reactors. It turns out this is roughly a 30-day process, and during that time, there is the potential to overload the entire U.S. power grid. The situation was more precarious than I had anticipated when I walked into the facility that morning, but now we were all working from a common understanding of the issue.

I’m sure they felt impending doom given my naive (to them) question, but once I really understood the criticality of the problem, I was able to organize highly focused activities for the entire team. We found and fixed the problem within a few hours, tested the fix, filled out a ton of forms, and the emergency patch went in that evening. Problem averted and lesson learned.

Consulting helped me understand the importance of simple concepts, such as identifying, prioritizing, and focusing on what matters most. Simplifying complex problems and issues is an excellent way to filter out the noise, understand root causes, and identify the “switches and levers” to create immediate impact. Execution matters.

To learn more about my background, please see my LinkedIn Profile.

“Wisdom comes from experience. Experience is often a result of lack of wisdom.” – Terry Pratchett

Thank you for visiting, and I look forward to your comments and feedback!

And now for the obligatory disclaimer:  My statements, opinions, and beliefs are mine and mine alone and may not reflect those of my employer or anyone else. Please note that all original works are Copyright (c) 2013-2026 Chip Nickolett.