As a CTO and business owner, I have owned customer dialogue for IT delivery that needed to be defined, completed or restored. I connect the agreement, budget and specialists' work so the customer knows who takes responsibility and the team knows what matters most.
At Mira Internet, I worked with hosting and business-critical customer solutions. Later, at Modified Solutions and Growix, we ran solutions and servers for customers on platforms including AWS, OVH and Hetzner. I have experience with virtualisation, Linux, backup, monitoring, capacity and incidents. The technology varies, but the customer's underlying question is often the same: can I rely on you to understand my business and step in when it is needed? Read about my experience with hosting and critical operations.
Understand the agreement before the work begins
When we enter into a collaboration, I want to be clear about purpose and responsibility. What is the customer's problem? Which systems do we depend on? Which decisions does the customer need to make? Which tasks can we solve with a standard platform, and which require development or integration? Those questions help both the customer and the specialists distinguish between a good idea and an agreed delivery.
Over the years, I have had to balance wishes, budgets and the capacity the team actually had. If a new need comes up, I take the conversation about scope and priority. That is fairer to both parties than letting an unclear promise turn into overtime or disappointment at handover. I know from being a business owner that a good customer relationship also has to be able to bear a difficult conversation.
Let the specialists solve the problem
I take responsibility for the delivery by understanding the solution, asking the right questions, assessing the options and explaining the consequences. The deep technical decision is made close to the people who work in that area. My job is to remove ambiguity, secure a decision and protect the time they need to do the work properly.
When a customer reports a problem, I first want to know what we actually know. If the fault lies with us, I take the dialogue and make sure it is dealt with. A former employee has highlighted exactly this: that I take the customer contact when something goes wrong. I believe that responsibility belongs to the leadership role, because the developers need to be able to concentrate on solving the problem at the same time. Read the recommendations from people I have led.
The total cost matters
I have often assessed whether a standard solution, an integration or a custom-built feature made the most sense. A solution has to be maintainable and operable after the first delivery. That is why I look beyond the initial development price: what does it require of the customer's people, of our operations and of future changes? That is part of the advice I can contribute in a company that delivers IT to customers.
I am looking for a role where I can connect customer responsibility, specialists, finances and operations. That makes me particularly relevant when a technical delivery also requires business understanding and someone who takes responsibility for the relationship all the way.
Contact: kontakt@tomc.dk · +45 299 297 67