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As a relative outsider to IT, I am able to view technology and our solutions from a business perspective, first and foremost.
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If you understand physics of how a locomotive works, that knowledge is irreplaceable.
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If you're industrial person with a digital capability, you can transform an industry and yourself. It is hard for a digital person to become an industrial.
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I probably make my team crazy with the questions I ask, but you really have to understand the deep details to be able set your strategy.
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I start with the outcome - increasing efficiency, lowering scrap and cost - and then execute toward that.
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The most important metrics are did we execute the way in which we said we would, and did we deliver the value to the business that we had promised?
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One of the most important things in the digital world is being able to story-tell and help people envision the art of the possible with respect to different technologies.
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We used to take a used locomotive engine, tear it down, rebuild it, and put it back out there. We treated all the engines the same.
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I grew up in Finance.
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Jobs are changing. Jobs will be about the blending of the digital and industrial capabilities.
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I'm metrics-based.
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The human element and human judgment around understanding the physics of machines and the process, and how those come together, I think there's going to be a balance we all need to figure out how to strike.
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When you're in finance, you see the company deeply - where it's running well and where there's issues you've got to solve.
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You have to build what the market needs.