Lessons learned from my years as the CEO of Customertimes

By Dmitry Sidnev - February 4, 2020

The last several months have been challenging for everyone. Never in the history of Customertimes have we encountered such a unique set of obstacles, and I know these difficulties have been shared by organizations around the globe. My hope is that organizations will successfully navigate through this crisis and will be even stronger than before.

I would like to share some key learnings from my years as CEO at Customertimes and encourage my colleagues as we steer through this situation together.

  • Always stretch yourself.

Don’t shy away from taking your business on a difficult journey. When we first started CT, we made a conscious decision to pursue new, challenging technologies and solutions, some of which required a great deal of effort for our team to master.

From the beginning, we took pride in being able to stand shoulder to shoulder with top-tier consultancies. This not only helped our team grow professionally, but it helped set us apart and allowed us to attract top-tier talent – something that continues to this day.

  • Trust matters.

Customertimes was built on a model of mutual respect and trust, something that’s apparent to our employees and customers from the outset. When trust is established, you’re able to cut out a lot of meaningless noise – in negotiations, projects, and day-to-day interactions – and build long-lasting, meaningful relationships. Maintaining a culture of trust is more challenging at scale, which is why we focus on this key principle daily, no matter how much CT grows.

  • Give back.

We recognize the importance of giving back to our communities. We set aside time and money to help philanthropic and charitable organizations around the world, and we encourage our employees to join us in these efforts.

  • Constantly advance your business model.

I know how difficult it is to think about your business from an outside, high-level perspective when you are always knee-deep in operations. Try to set up a regular cadence of strategy meetings (e.g. once a quarter) to think about your business model and how to advance it. Then, plan actions, implement them, and track the results.

  • Respect your colleagues and customers.

I started my career as a tester. I then became a test automation expert, then a developer, then a project manager, and finally I became an entrepreneur. In wearing all of these hats, I learned how important it is to respect your team and to be respected yourself. It should be part of your DNA as an organization.

  • Support your colleagues if they want to grow.

It’s always beneficial for your business to support employees when they want to grow. Most of our senior management team grew from junior level employees, and many of CT’s original, founding members are still part of the organization as well. It’s not uncommon for someone to stay with us for 10 years or more. If you can maintain a nurturing environment that rewards and invests in ambition, you’ll have a loyal, well-rounded team that knows your business inside and out.

About Customertimes

Customertimes began as a boutique consulting firm that focused on CRM, customer experience, and UI/UX for system end-users. As our customers expanded their platforms and shifted to a more modern user experience, we extended our specialization along with them in order to continue our trusted partnerships.

We understand that every business is unique. Unlike other companies that expect clients to design their own solutions, we simply ask our customers to define the business problem. We then work with them to maximize the value of their existing enterprise platforms, and we use our insight to deliver the right solution in a timely manner.

We can handle any assignment, from simple adjustments to complex implementations, and with a track record of more than 4000 successful cloud technology deployments, our high level of expertise gives customers the advantage they need to achieve greater results. Our solutions are designed to increase ROI and keep projects on track, regardless of scale or complexity.

We’ve since become a global consultancy that’s more than 1000 strong, but our guiding principles remain the same:

  • To be independent and self-funded so we can maintain our laser-focus on customers without outside distraction or influence
  • To pursue excellence and continuous growth so we can be a one-stop-shop for our customers’ technology needs
  • To internalize the aspirations of our employees and work to bring them success
  • To ensure that the solutions we deliver bring value to our customers and to our customers’ customers
  • To work side by side with our clients in the Healthcare and Life Sciences industries to deliver life-saving solutions
  • To enrich the lives of our employees with a focus on career advancement, personal growth, and participation in community service projects.
  • To improve our communities through philanthropic gifting and initiatives

Our company is headquartered in New York City with regional offices in Chicago, Princeton, Toronto, London, and Paris, along with multiple development centers in Eastern Europe. We pride ourselves on bringing meaningful work to our employees and delivering cost-effective, optimized solutions to our clients.

 

 

This post was originally posted on LinkedIn.

Dmitry Sidnev

Dmitry Sidnev is the CEO and Co-Founder of Customertimes. After completing a master’s degree at the Cybernetics Department of Kyiv State University, he began his career in 2000 as a UI/UX developer and SAP CRM consultant for a telecom provider. In 2004, he joined Siemens as an IT program manager for SAP CRM, OpenText, and Microsoft projects.

Dmitry founded Customertimes as a consulting agency with a focus on CRM implementations, integration, and adoption. Since that time, he has been both the CEO and the Chairman of the Board of Directors, and the organization has grown from 10 employees to more than 1300.
Under his direction, Customertimes has created additional practices, including SAP, Salesforce, Pega, and Enterprise technologies, and has grown into a global organization with a presence in the US, Canada, the UK, and Western and Eastern Europe. Currently, his focus is on guiding strategy, business development, company governance, and financial performance.

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