I start with the outcome - increasing efficiency, lowering scrap and cost - and then execute toward that.
— Jamie S. Miller
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.
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.
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.
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.
I'm metrics-based.
As a relative outsider to IT, I am able to view technology and our solutions from a business perspective, first and foremost.
You have to build what the market needs.
Jobs are changing. Jobs will be about the blending of the digital and industrial capabilities.
If you understand physics of how a locomotive works, that knowledge is irreplaceable.
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?
I grew up in Finance.
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.
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.
