Episode 147: Working Out Of A Job And Into A Business Mindset With Karl Bickmore
Putting in 16 hours a day on a job is far from being fulfilling, especially when you begin to lose time for yourself and your family. This is the wake-up call that drove Karl Bickmore to start shifting his mindset from working on “a job” to working with “a business mindset,” eventually transforming his life and those around him. In this episode, Karl joins Brett Gilliland to share his learning journey toward becoming a business owner. Now, he is one of the founders of Snap Tech IT, which has grown from a desk in his bedroom, then a room in his house, and to an organization with 50 employees across three locations. Tune in to this conversation and discover the lessons Karl gained from his rise to the top. Find out how he became an accidental entrepreneur, growing a business and not just a job he has created for himself.
What the podcast will teach you:
- Going from a job to a business mindset.
- Why do owners operate out of anxiety?
- The biggest thing you have to work on your business is alignment.
- The business cannot outgrow the collective capability of the leadership team.
- How to deal with an individual that is not the right fit.
- Karl Bickmore’s LinkedIn: https://www.linkedin.com/in/karlbickmore/
- Snap Tech IT Resource Center: https://www.snaptechit.com/resources/
- Snap Tech IT’s LinkedIn: https://www.linkedin.com/company/snaptechit/
- Elite Entrepreneurs: https://growwithelite.com/
Watch the episode here
Listen to the podcast here
If you’ve tuned in to our show, you know we have amazing guests. Most of them are seven-figure business owners themselves or people who’ve grown past $10 million already but who’ve been in that seven-figure space. This guest is no exception, his name is Karl Bickmore. He is the CEO of Snap Tech IT which has three locations across the US. They have an office in Atlanta, Georgia, one in Tempe, Arizona, and San Francisco, California on the West Coast.
Karl has served on the advisory councils for global IT software and Cyber Security vendors. I know him from his work serving locally here on the Arizona EO board. He does some great work there and he’s a regular speaker at IT leadership conferences and loves to contribute wherever he’s involved. Thank you, Karl, for taking time out of your busy life and schedule to be with us.
I wouldn’t miss it for the world. It’s been great getting to know you as our circles have crossed and I’m excited to see what you’re curious about and what I can share.
I’m curious about more than you can share. We’ll figure out what we can cover in our time. Like a lot of entrepreneurs, you had some humble beginnings. I saw that you started with a desk in your bedroom that then expanded to another room in your house and now you have three locations and offices across the US. Why don’t you give just a brief synopsis of how Snap Tech IT got started, what exactly you guys do, and your primary services, and then we’ll jump into some of your learning lessons.
Sometimes, the necessities of a mother, invention, or an unquenchable drive for some level of entrepreneurship is what happened here. I was pretty young with a young family and I had a full-time job, but I found myself being drawn into helping folks with their IT in other ways. At that time, I’d worked for places like Charles Schwab in their IT department. I also worked at a college and was writing computer information security curriculum and teaching other instructors how to deliver those classes the materials, set up the lab environments, and whatnot.
I found that I had this desire to help and I found it was a gratifying experience. I would say on some level, it was professional ADHD and I liked that every day was a different problem. Different customers meant lots of different problems that I could dig into. At first, it was something on the side and a great way for me to try to support my little family with my three kids and then it became more. There’s a day where this other stuff is getting in the way of this business and I made the leap. I remember I was well under 6 to 7 figures and above now. It’s been a journey over the years from when it was nothing to now where we’re at.
In some ways, I meaningfully got started around 2009 because that’s when I decided to make it not a side hustle or something that I was doing on the side and said I’m going to make something of this. I’m going to hire employees. I’m going to try to scale a business. I started to think hard about what I wanted. It was simple for me, Brett, and this is where a lot of my motivation comes from. I had put in about 40 days straight in a row about 16 hours a day and I’d been doing this for a couple of years between working a full-time job, helping customers on the side, and doing various things.
I got to a point where I felt like if I don’t support them then I’m not going to make the money I need to make to support my family. I also had to recognize that, for the first time in my life, I’d put myself position where I wasn’t doing the things I felt I need to do as a husband and father. To me, working on Sundays or going to church was extremely important, but I was missing it because I was doing those things. I wasn’t making it and I couldn’t go on vacation. I had all these things I could not be pulled away from and I said, “This is unacceptable. I have to think hard.” I’m the classic in some ways accidental entrepreneur. In that, I’m like, “I’ve got this business, I should do it.”
It seems like it’s going to be more interesting and fulfilling. That’s when I fundamentally made the decision. I sat down for the first time with a strategic plan and began that process of finding employees and looking for systems, tools, and things to put in place. I began my learning journey of all the things that can happen as a business owner through things like leadership goals, management systems, learning accounting principles and practices so forth and so on to get me here. I have no MBA, but sometimes I maybe got a street MBA the hard way. That’s where I came up from.
Along the way, Snap Tech grew. That strategic plan I built back in 2009 involved growth at a certain pace that I felt I wasn’t going to get there without doing some acquisitions. That’s how we’ve expanded into the San Francisco and Atlanta market. We service customers all over, mostly in the United States, and that’s because of the security compliance part of our business. We need to maintain US citizenship and borders for some of the customers that we work for. That expansion came through acquisitions and I feel like we’ve learned lessons there and we’ve done some better than others. That piece came and we’re still out there doing that same motion of growing organically and also looking for opportunities to grow even faster by accelerating with things like acquisitions.
Fundamentally, we do manage IT support, cybersecurity, and IT compliance. We’re the outsourced IT department. We do help desk things. Sometimes we’re hired to help internal IT people as a supplement on top of their services to add some functionality or a deeper bench. Sometimes we’re the company’s entire IT team. Sometimes they might even have another outsource provider and we’re there to supplement them. We have a lot of different scopes that we might work with depending on the scenario.
The two main motions are we’re either their company’s entire IT outsource solution including help desk, business strategy, cybersecurity things, and then also even helping with vendor management with other companies that they might need to work with. We do the co-managed motion where they have some internal IT people or a different outsource. We work with them if that makes sense. That’s a little bit about us. There’s a lot to swallow, but it’s a pretty exciting business. It’s been great.
I heard accidental entrepreneur who was strapped. For a time, you were totally maxed out. Your plate was completely full and it sounded like you realized you weren’t showing up in important places with your family and church in ways that you wanted to because your plate was so full with work trying to do the full-time job and take care of the clients that you were serving. You decided to jump in, all in, and go from having a side hustle to, “I’ve created a full-time job for myself.” Pretty quickly, you started to figure out how to build a team, grow a business, and not have a job that you created for yourself.
I’ve used that analogy many times. I feel like a lot of business owners have jobs. We work and somebody is telling us what to do or something. That’s not it at all. It’s within your own control. Having a business and then even getting to a mindset of an investor in a business is the next level that you get to. You work on creating value.
One way, sometimes we talk about that and I wonder if this is consistent with your experience. There’s almost like, “How I add value to my business.” There’s an hourly rate equivalent as you add value up the ladder. I’m doing everything, I’m keeping it going and there’s a modest hourly rate for that. I’m leading others now and there’s a higher value added there. There’s a leading leader or maybe an investor mindset the way that you described it where your value adds is a whole new level. I’d love to talk to you specifically about some of the lessons you had to learn as a leader to go from the guy who was doing it all to now I’ve got a team doing this stuff and I’m leading.
That’s a big question, Brett. A few things that I would say are I have had the fortune of being around good peers and friends that have been able to give me some great guidance. One of the things that took me a while to get my head around, and this is a lot of where I went from a job to a business mindset, was thinking about my purpose as a business owner. It is to essentially work myself out of a job as soon as possible, which is to put myself into a position where no daily piece specifically relies upon me.
What I do in the business is deliberate by choice and ideally, where I’m best suited and provide the greatest value to whatever extent makes sense and what my desire is based on my goal of the business. There’s a lot to be said about that. If you’re constantly in this mindset, it’s like, “I’ve got to go fix this. I got to do this.” If you’re always raising your hand to do it, you’re ensuring that nobody else is ever going to fill that space. If you created no vacuum for somebody to step into, no place for that to happen.
There are a lot of things you have to do. I view businesses as going through these different steps. It’s almost like you go through some growth cycle and you’re in a wind tunnel and everything is crazy and stuff that didn’t work before. Now it has to be redone. You have to figure out new processes, systems, or people. You plateau for a while and then you go through that again. You can almost always track it. A lot of people naturally think it comes down to revenue. It’s more of a number of people in your business. It’s more of the people problem than it is the amount of revenue that focuses issue.
When you’re 4 or 5 employees, your biggest problem is trust and you struggle to hand things over. Everybody around you, you want to make sure they got your back and that they’re not going to say the wrong thing. You’re narcissistic and maniacal about it. You can’t let go. This has happened through trial and error with me. Certainly, you make mistakes. I got to this spot in my business where I had a team around me and I fundamentally left. It’s been a long time since I turned the wrench of being an IT guy but I used to do that. I used to be the only guy that did that.
I’ve found that I’ve had to constantly work myself out of jobs as I go. The job I worked myself out of was being the primary sales manager and over-marketing. I worked myself out of the technical side, the sales and marketing side, and now I’m left as the CEO. I have specific things to do there. There may come a day where I’ll work myself out of that as well and somebody more capable or able will take that spot and I’ll find a different role or do something different.
To me, it’s always about that mentality of, “If I’m the one that has to sit here and do it or if I keep doing it or I don’t let others do it, I fundamentally must recognize I will always do that.” That’s something I always had rolling around rattling the back of my head. It’s like, “I can’t be the one always doing that.” I have to build my business with the idea that somebody else is going to take this. We started building interesting ways of doing this. We started building organizational charts or accountability charts in our organizations for how we are now and how we expect to be in three years. We map out all the roles and responsibilities, what their key obsessions would be, what we think their salary is going to be, and what revenue number we hit when we hired that role.
Those are the things that started to click for me. That was a big deal. From 2009 to 2016 or 2017, I’d accomplished working myself out of most of the things that had gotten in my way of growing the company and doing the things. My life changed quite a bit then. Not that long ago, I’m out of the sales and marketing role again. Now I’ve spent almost my entire day doing nothing but things that I think are high value that only I can do. Those are critical things to note and understand.
Mostly, when your business isn’t growing and when things are happening, it’s almost always the owner’s mentality. Look in the mirror, there’s your problem. If you can start thinking about how you would do this if it wasn’t you or how you would go about it, you can accomplish a lot. That’s how it works for me. It’s been a game changer to have that mentality and mindset about it.When your business isn't growing and when things are happening, it's almost always the owner's mentality. Click To Tweet
I wish we could go back to several points in the conversation. I could rewind on the DVR or something and insert comments. You covered a lot of ground. I’ll highlight a couple of them. This idea of working yourself out of a job, I was going to insert over and over again. You went on to describe how you’ve done that again. That’s really it. At first, you worked yourself out of the job of doing the delivery of whatever the service is. You start working yourself out of a job on the sales or marketing side or maybe the back office functions.
Wherever you are still holding onto things, you’re slowly shedding responsibilities so that you can more fully take on the real responsibility as the leader and the CEO. That is to set a vision and build the team to go get after that vision and make sure we have the resources to make it happen. Those higher-level responsibilities are what we need to be focused on. All of us get wrapped up in those things because that’s how we built the business. You described that so well. Thank you for sharing that.
One of the things I’m curious about is if there were any practical things that you did to allow yourself to let go of somebody else. You talked about the trust thing. You got 4 or 5 people, maybe 6, 8, or even 10 people, but you’re still an important part of the whole machine in delivery. Do you start to peel away from that?
It’s a crude analogy, but thinking like a calf to a mother is what it used to feel like. It’s like, “I need to get these people off of me. I need them to go make their own decisions. They can’t come to me for everything.” That line out the door shouldn’t be there. As owners, we have to recognize that we typically are operating out of anxiety. I find anxiety is built out of the unknown, not having a plan or a clearly defined strategic objective. You have too many things rattling around in your head and you’re not riding them down, prioritizing, and sorting them out. At some level, that’s where that began.
For me, it started with things like writing down strategic plans for the business that ran out to the number of years that I was interested in focusing at the time. My current one is out to 2030 and it’s been at 2030 since 2010. That’s my point of view of where I’ve looking for what I want and so forth and so on. That doesn’t mean my business ends in 2030. That’s as far as I’ve put my vision out or my destination goal. I started mapping out different things along the way and then doing financial forecasting and thinking about what my business looks like at different stages and those things in order for it to work. I constantly work on that plan and I zero it into the 3-year picture and in the 1-year picture, I turn them into goals that I want to achieve that I know the 3-year point to the destination.
On a quarterly basis, I have lots of specific tactical goals that helped me get to my annual goals. It was about putting the meeting rhythm in place with scorecards. These things help reduce my anxiety because I felt like I had a pulse on the business. I built scorecards to help me with leading indicators, predicting things that might be coming around the corner, or knowing when we’ve got a problem so then we can then process that, deliver, and work on that issue.
The other piece about that is once you put a little bit of sanity into your business by having a discipline and meeting. It’s so funny, everybody used to tease me because I used to say I hate meetings. At some level, I used to because I hadn’t been around a good meeting before. One that you walk out more energized but you connect a meeting well and effectively, it’s really helpful. Getting into learning how to do meetings, putting the right scorecards in those meetings, and figuring out how to solve issues as a team, make decisions, and document and follow up on that was an essential element to allowing me to get my anxiety out of the way. Also, allow my team to know what good is, what done is, and what the objectives are.
When I started doing things like casting a vision and putting things out there, I made it live in weekly meetings with everything pointing toward it. What I consider one of the most important things I do now is in the meetings, I participate in these sessions. I like a fairly democratic approach. I feel like if somebody is going to be at the table in a meeting, they have as much say as I do generally. A rare exception, we sit down and solve it together. We work together and then we make a collective decision or we decide what the best decision is and that’s it. It’s documented, written down, and we know next week, we’re going to have a follow-up that says, “Is it done or not done or where are we at?
That alone keeps the flow from constant interruption, asking questions, and people not being aligned. The biggest thing you always have to work on in your business is alignment. Does everybody know what you’re doing? Why you’re doing it? How you can make principle discussions through things like core values and mission statements or however you like to put those things. If you can get people to understand those things, they’re a lot more autonomous and better decision-makers. When you have these meetings to follow up on them, they don’t get off the rails too far. It changes your whole point of view as an owner when you can do that and then teach your people how to conduct those meetings with their teams. There’s so much to that. I could go for hours about that, honestly.The biggest thing you always have to work on your business is alignment. Click To Tweet
One of the things you mentioned earlier that brings us back to this point you’re making is you said something about a lot of us reference revenue milestones. They’re common plateaus at these revenue points. You thought it was more about people. In my business, we often talk about the 1s and 3s in revenue as being those points. Around $1 million, $3 million, or $10 million. In essence, every time you’re tripling the size of the output of the current thing, you’ve maxed out what it can do. Now you’ve got to shift and make some adjustments. The revenues are a proxy for the complexity of the team.
That’s my theory. Different businesses have different revenue pieces that mean different. I’ve noticed it’s the alignment and complexity of the team is the more important thing to pay attention to.
What you were talking is about aligning everyone. At each level of business, there’s a different number of people. There’s growing complexity in the team. It’s like we’ve got about ten people. Now we’ve got 25 to 30 and we’ve got close to 100 people. There’s a people complexity piece of the real issue. The key is aligning all these people but a growing number of people in an increasingly complex business environment because we’ve got more locations now. We’re serving more people and we have more people.
All of this complexity starts to add on and your job ends up being around targeted, coordinated action. That alignment thing that you talked about becomes essential. You found that whereas you used to hate meetings, you hated ineffective meetings or meetings that didn’t seem to have a purpose.
Let’s call them a waste of time.
Now you see that is the primary mechanism for you to get the alignment. Make sure the controls are in place and you don’t have to have the anxiety that you once had.
It’s all based on this root belief around a business owner’s perspective. The business owner is the cap on the business. Whatever you are capable of accepting and doing is what your business will be capable of. That’s what I mean. You got to look in the mirror because if your business is not growing like you want it to, you might not be letting go of the vine. You might not be doing good alignment or communication. Your team might be disappointing you, but how did you set them up for that problem?
There’s a lot that can go into that thought process, but come a day when my business goes beyond my capability, that’s where I start to think beyond myself even in my own business and what that means. So far, it’s worked out pretty good but I can accept that there will be smarter people that may come along. It’s all about the concept of this business will only grow to my comfort level. If I keep doing behaviors that limit the growth of the business, even if I mentally think I’m helping the business or something, what I’m doing is facilitating this methodology that keeps the business from being scalable and successful.
I was in another setting like this where I was the guest on a show and we were talking about the idea that all organizations are perfectly designed to get the results they get. Basically, get what you get because you put in what you put in. When you think about that point you made that is considered to be a fundamental truth in business, the business cannot outgrow the collective capability of the leadership. You put it on you as the CEO and I admire that. That’s the right focus for you. As you build a leadership team, it’s you and that leadership team but that collective ability of that is as far as that business will go.
I totally agree with that. It’s interesting you bring up that distinction because I see my major contribution as the success of my executive leadership team and their ability to lead their team. To me, I view that as my fault if they’re not being successful. I play the biggest role in that. They don’t get to pick who their teammates are. I pick who they are. It’s on me to make sure the right person is there doing the right behavior to a level or extent that I may be hand that off. The point is that it is how I see it. I agree with the point of view. It is about what the leadership team can do, and a lot of times, I find myself saying, “You have to learn how to lead through others rather than lead by doing.”
That’s one of the big stretches my business has had to make when going from 1 to 3 and 3 to 5 and 7 to 10. It takes getting other people to figure out, “I’m not the producer. I’m the one who gets it done through others.” It’s easier to do it yourself this one time but what are you doing? It comes to the same mentality I was talking about. It applies down the line. It is the collective leadership ability. I see the leadership team as my first team and that’s who I’m responsible for.
I wasn’t disagreeing with you. Ultimately, it does fall on you as the leader, and where your growth caps, that’s where the business is capped. They’re highly correlated in my opinion. I love that you’re making that point. To that end, founders are unusually capable of continuing to grow through stages of business, but I don’t think that people, their leaders, or the team members are always able to do that.
Let’s say you had somebody who was early on with you and they helped you grow to $1 million or $3 million or 10 or 20 people, however you want to count it. They maxed out where they were effective but you’re loyal to them because they helped you do all of that. You have all this shared history but now you need somebody else who can come in, take it from there, and move it forward. How do you deal with that up-leveling of leadership talent that you invariably have to go through if you want to keep growing?
It was a book I read a long time ago, What Got You Here Won’t Get You There. It’s the mentality of that. You’re keying in on an important piece of the growth and picture here. A lot of times, we view our success by the people that we’re with, and through their loyalty, we can create greater success. That’s not exactly a wrong principle, but it does have its limits. This is why, in my opinion, it’s important that data is objective. I can certainly relate to this myself and as I’ve talked to other folks. During certain stages of your business, you can get it pretty far well into the millions and still fundamentally be operating by muscle and feel.
When you’re operating by muscle and feel without objective data, you are going to have a lot of limits and make significant mistakes. You’ll see turmoil, ups and downs, wins and losses, and too much of the business will rely on people. People are the essential element, but I also view that nobody should be irreplaceable. The system and the process should be built in a way, or that’s at least how I endeavor to think that it is not reliant on any one individual. The measurements are objective, people are successful or they’re not. It comes down to a question about the right people, the right seat. I view people that are a core value match that you fundamentally get along with and see the world the same as you are the right people.
Sometimes, they’re in the wrong seat and sometimes, they’re a good friend, but they’re not the right people anymore. I’ve totally felt that. To be honest, I’ve had to struggle with this. I don’t wish it on anybody. I sympathize. People that help you get to certain success, you want it with honor and treat them with the respect they do. There also comes a point in time where you have to say the business is the business and it demands what it demands. In some ways, it’s holding them back because you’re already pushing into areas where they’re uncomfortable and they’re not as happy anymore. They’ll do things like they’ll ask for titles or increases. Frankly, it’s out of the realm of what the business demands.
One of my rules is when you create a position and a salary range for it, you do it with no name attached to it. It’s what the business should do. Your guideline is objective data, not muscle and feel, or I’ve got to carve a hole for this, excuse the analogy, sacred cow or whatever that must be protected or something like that. We can get into a lot of trouble with that mentality by not remaining objective and having clearly defined lines that are not related to muscle and feel.
How do you make that move? It’s not pleasant but if you’ve got the data behind it, good people will exit themselves. You need to keep working with them and showing them where they’re not being successful. When they’re not successful, they’ll usually agree. If they’re not as honorable or whatever, they might try to do other things in my experience. For the most part, somebody who’s a good person, when they see they no longer fit and they’re on black and white paper, they’ll oftentimes exit themselves. You have to do the right things to put into that position.
I love that perspective. There’s a lot of value in the data and metrics that help the person and you both see, “Here’s what success looks like. We’re not moving the criteria for success based on the person.” I like how you talked about here’s the responsibility, the role, and the box. If it doesn’t have a person’s name in it then we get the best owner for that box. For a long time, that can be a certain person, but as the needs of the business grow and as the demands for that box increase, sometimes that person can’t stay in that box. Sometimes there’s another seat where they can still contribute.
Who wouldn’t? As long as it works for them. It’s always dangerous to engineer a role or to keep somebody there who’s underperforming. It’s dangerous because this is one of the classic dichotomies of leadership. Do you care for the individual at the expense of the team or do you care for the team at the expense of the individual? As a leader, you have to care for the team. It’s okay to care for the individual from time to time, but ultimately, your responsibility is to the team because somebody who’s not the right fit is going to cause everybody else’s success to be a problem.
What you’re saying is I don’t care about the rest of these people at the expense of this person’s individual success that’s not even happy for them because they’re probably not happy in their position. It’s a no-win situation to perpetuate when you know something is wrong. If there’s one practical lesson I’ve learned along the way, I’ve gotten much quicker at making these decisions. Not because I want to be ruthless, callous, uncaring, or not give people their honor, I absolutely want to. That’s why you need to do it sooner than later before things get worse or bad or you have a horrible reason to let them go. It’s smarter to move quicker on these people’s issues.
If I can expand a little bit on what you’re talking about, it’s not the team that you’re showing care for, but your client experience. It’s other partners you work with or anybody associated with that business who suffers when we delay making some of these difficult changes. It’s challenging because you cared for the person. You do care for the person, but not above the benefit.
You can do something like, “Let somebody go with a heart at peace and with love.” That’s the important piece. You don’t forget the respect piece or you can be nice to somebody and have your heart not at peace. That’s a real problem too. I have a big issue with not treating people with respect or doing the right thing. This isn’t about getting resentful and mad at them. This is about recognizing that their greatest success is probably going to have to be somewhere else. Let them get to it as soon as possible. Meanwhile, what we need to do is for this team’s success and our customers and our vendor. I like your perspective. All stakeholders involved are affected by these decisions.
Ultimately, that mission for you is through 2030 right now. Things are at risk if we don’t make some of those changes. It’s fantastic talking with you, Karl. I know we could jam for hours. If people want to learn more about Snap Tech IT or connect with you on social or some other way, what’s the best way for them to do that?
SnapTechIT.com is a great place. A lot of times, we find business owners, particularly ones that are scaling their business and struggle with understanding IT. One of the best things that we do in our approach to IT systems is we teach business owners who aren’t IT experts how to manage IT, whether it applies to us or others. It’s because I believe that once they understand better, they’ll appreciate our services more. To me, it’s about an educational experience. We have some good resources on our website that business owners can use through webinars, podcasts, white papers, etc.
SnapTechIT.com/Resources or go to the main page and click the Resources button. As a fellow business owner, we might have a few things in there. There are links there to reach out and ask questions if anybody has an interest in finding out more about something. We know a lot of folks are concerned about cybersecurity and outages. Those are the things we look for to prevent those problems and help the business reduce the risk through IT systems. One of my more active social media profiles would be my LinkedIn profile. It’s my name, Karl Bickmore, or the Snap Tech IT one is pretty great too. You can find those links on our website as well.
I encourage anybody who is considering getting some help outside of their own IT team to check out Snap Tech IT. You can tell Karl has built a great business. He has gone through a lot of these stage changes that we’ve talked about personally and as a business. What better partner there would be in an IT services partner than somebody who gets them as a business owner? Check out SnapTechIT.com and check in with Karl on LinkedIn. Karl, it’s been an absolute pleasure. Thank you for sharing some of your hard-earned lessons as you’ve grown your business over the years.
No problem. Thanks for having me. It’s an exciting organization you’re building there with your elite entrepreneurs. I’m excited to hear more as it goes. I hear nothing but great things. It’s a great service you’re providing to business owners that need to figure some of these problems out, including me.
I appreciate that, Karl. For those of you, please continue to share, like, and comment. Do all those things so that as many seven-figure business owners as possible can get access to the real lessons learned from guests like Karl. We’re going to keep bringing them to you. We’ll see you next time.
- Snap Tech IT
- Karl Bickmore – LinkedIn
- What Got You Here Won’t Get You There
- Snap Tech IT – LinkedIn
About Karl Bickmore
One of the founders of Snap Tech IT. We have three office locations (Atlanta GA, Tempe AZ, San Francisco CA.). Karl has served on the Advisory Councils for global IT software and Cyber Security vendors. I serve on the local Arizona board for the Entrepreneur Organization (EO). Karl is a regular speaker at IT leadership conferences and loves to contribute to his communities. You can find out more about Snap Tech IT at www.snaptechit.com. Karl started his organization as a desk in his bedroom, then a room in his house, and has moved it to an organization with 50 employees across 3 locations.
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