The holidays are a natural pause point. Before charging into Q1, it’s worth taking a step back—not just to celebrate wins but to reflect on lessons learned, team dynamics, and what kind of leader you want to be next year.
Assess your leadership: Did you grow this year? Delegate more? Communicate better? Drop the ball somewhere?
Team wins and resilience: Recognize the people who made success possible—especially in the hard months.
Culture check: Does your culture still match your mission? Or did habits shift under pressure?
Make space for gratitude: Send a note. Say thank you. Handwritten still beats typed.
Look ahead: What’s one thing you’ll do differently as a leader next year?
Leadership isn’t just about planning; it’s about being present. And the holiday season gives us a rare moment to do both.
As Thanksgiving approaches, I find myself reflecting not just on what I’m grateful for personally—but on how gratitude shapes how I lead professionally. Running a business like Intertech has taught me a lot over the years, but one lesson stands out again and again: how you treat your people determines your success.
Gratitude Isn’t Just Personal—It’s Strategic
It’s easy to think of gratitude as a soft skill—something reserved for handwritten notes and holiday cards. But in leadership, gratitude is a strategy. It builds trust, improves retention, and fuels a culture where people are willing to go the extra mile.
I’m thankful every day for the people who show up—virtually or in person—at Intertech. The developers who write elegant code. The project managers who juggle chaos with grace. The operations and sales teams who keep the business humming. These aren’t just employees—they’re the reason we continue to grow and evolve, especially as we embrace AI and modern development tools.
Taking Care of the People Who Take Care of the Business
This time of year, it’s easy to default to year-end metrics and planning for Q1. But leadership isn’t just about goals and growth. It’s about creating an environment where people can thrive.
At Intertech, that’s why we:
Hold daily huddles to keep everyone connected
Make space for social events—from BBQs to poker nights
Invest in internal training to ensure learning never stops
And yes, pause to say “thank you” more than once a year
A Simple Thanksgiving Leadership Challenge
Here’s something I’d encourage every business leader to do this week: make a list of the 5 people at work you’re most thankful for. Then tell them. Be specific. Tell them what they did, how it helped, and what it meant to you or the company.
You’d be surprised how powerful that one moment of recognition can be—for them and for you.
Final Thought
Thanksgiving reminds us to slow down and appreciate what we have. For leaders, that means appreciating the people who make our vision a reality. The best cultures aren’t built by perks or policies—they’re built on trust, recognition, and care.
Why Lifelong Learning Is a Must in a World of AI, Agile, and Rapid Tech Shifts
In technology, the only constant is change—and it’s moving faster than ever. From AI breakthroughs to the rise of low-code/no-code platforms and the continual evolution of cloud-native development, the software world reinvents itself at lightning speed. If your team—or your consulting partner—isn’t learning, it’s not just treading water. It’s falling behind.
At Intertech, we believe staying current isn’t a luxury—it’s a responsibility. That’s why we’ve embedded continuous learning into the fabric of our culture.
1. The Ground Is Always Shifting
Think back just a couple of years. LLMs weren’t part of mainstream development. Now, platforms like ChatGPT, GitHub Copilot, and dozens of API-integrated AI tools are changing how we write, debug, and even conceptualize code.
It’s no longer enough to be great at one stack. Developers—and the firms they work with—must be nimble, curious, and ready to evolve.
2. Internal Training: Built-In, Not Bolted On
At Intertech, we’ve institutionalized growth. Our internal training programs ensure developers stay sharp with new languages, frameworks, security protocols, and architecture patterns. It’s not just about attending a one-off workshop. It’s about building a learning mindset.
From live classes to asynchronous resources, we empower team members to explore new tech on their own schedule—without sacrificing project delivery.
3. AI Isn’t a Threat. It’s a Tool.
A lot of developers worry AI is coming for their jobs. We see it differently.
AI is the new assistant in your IDE. It helps accelerate routine work, improve accuracy, and reduce the mental load of boilerplate tasks. But to truly benefit from it, developers need to know how to work with AI—and when not to.
That’s why we offer hands-on AI workshops, use prompt engineering internally, and bake AI capabilities into our project lifecycle through our UnifiAI offering. We’re not just learning AI. We’re teaching our clients how to wield it wisely.
4. Learning Is the Ultimate Competitive Edge
Whether it’s working with clients in new industries, migrating systems to the cloud, or building mobile-first experiences, learning fuels innovation. It allows us to anticipate challenges, guide our clients proactively, and avoid the stagnation that kills great companies.
Final Thought
There are no finish lines in technology. There’s only forward. At Intertech, we’ve made the choice to lean into the future—through training, tools, and talent development.
Because if you’re not learning, you’re not just falling behind… you’re making room for someone else who is.
When budgets tighten and automation promises speed, it’s easy for some companies to view senior developers as a “nice to have.” But the truth? Experienced consultants don’t just write code. They de-risk projects, mentor junior teammates, and deliver meaningful business outcomes faster and more reliably.
At Intertech, we’ve seen firsthand how senior consultants pay for themselves—and then some.
1. They Spot Risk Early
Senior developers have been around long enough to recognize architectural pitfalls, security vulnerabilities, or integration landmines before they become project-halting issues. That foresight saves weeks of rework (and client goodwill).
We once had a new client bring us in to take over a struggling project. A senior dev on our team immediately spotted a critical flaw in how their system handled user permissions—a flaw that had already caused one failed deployment. Within days, we’d redesigned that section and restored their confidence.
2. They Drive Efficiency and Clarity
Experienced consultants know how to slice problems into manageable chunks. They help product owners refine requirements. They reduce churn in sprint planning. They don’t just follow the process—they improve it.
They also have a sixth sense for identifying when business logic is more complex than it appears and guide the conversation upstream before a mistake makes it downstream.
3. They Mentor While Delivering
Unlike training programs that pull people off projects, senior consultants mentor junior team members in real time—on real code, with real stakes. This accelerates skill development across the team and builds long-term strength.
Clients don’t just get deliverables—they get a stronger team over time.
4. They Protect Your Investment
Every enterprise project is a sizable investment. Senior consultants protect that investment by ensuring maintainable, scalable, and secure code. They’ve lived through the consequences of shortcuts and design decisions. They don’t need to be told twice.
In a world obsessed with cutting costs, they help avoid the real cost: failed projects and missed deadlines.
Why Intertech Hires (and Retains) Senior Talent
We build our teams around seasoned consultants for one reason: outcomes. Our clients expect reliability, clarity, and results. And that starts with experience.
That’s why we pair our senior consultants with our UnifiAI methodology—so you get the wisdom of experience and the power of AI, working together.
Need help from a team that’s seen it all—and still gets excited to solve the next problem? Let’s talk. Contact Intertech
Time is the one thing I can’t make more of, and like most business owners, I’m asked for it constantly.
Some requests get a quick yes. Others, a polite “no thanks.” Over the years, I’ve learned that being intentional with my calendar is one of the most important things I can do—for myself, for Intertech, and for our team.
So here it is, plain and simple:
✅ Meetings I Don’t Skip
1. Daily huddles Our leadership daily huddle is short, structured, and essential. Everyone shares updates from the past day, group-worthy updates, and where they’re stuck. It’s not just about accountability—it’s about staying connected, even as a remote-first team. I’m there, every day.
2. Meetings with prospective clients (with our sales team) If we have a chance to help a company solve a real problem, I want to hear about it firsthand. These conversations give me insight into the market, reinforce alignment, and help us build trust from the start.
3. Client check-ins Our best work comes from strong relationships. I make time to stay connected with current clients—not just when there’s a problem, but when there’s momentum to build on. Listening goes a long way.
4. Company-wide meetings and events Whether it’s our quarterly in-person meeting or our monthly online meetings, I show up. The same goes for social events.
❌ Meetings I Politely Decline
1. “Let’s partner!” with zero context I’ve lost count of how many “partnering” emails I’ve received over the years that boil down to, “I want you to sell my thing or buy my stuff.” If there’s no shared customer or connection, no clear value exchange, and no understanding of Intertech’s business, it’s not a partnership—it’s a sales pitch in disguise.
2. Cold pitches with no relevance If someone wants to sell me something but hasn’t done the homework to understand our company’s needs, goals, or business model—it’s a no. I respect sales. I don’t respect wasted time.
Bottom line? I say yes to meetings that help us grow, deepen relationships, or strengthen culture. I say no to anything that pulls focus without a clear purpose. It’s not personal—it’s about priorities. And if you want to earn someone’s time? Start by respecting it.
