The Silicon Review
In the digital world we live in, there has been an emergence and growth in engineering consultancy services. This is mainly due to the fact that in the recent past, engineering services outsourcing has gained immense traction. These services are primarily outsourced to reduce operational expenses. Some of the other reasons include the opportunity to work with the global talent pool and gain knowledge and expertise from the professional network. Now, various companies seek engineering consultancy firms’ services to deal with engineering products, manufacturing services, and other peripherals. Best in class engineering consultancy firms provide the latest engineering products and resources and meet the global demand for the same.
Globally there are various firms delivering excellent engineering consultancy services, but GCSIT stands out from the rest. GCSIT is an award-winning engineering consulting firm specializing in building predictable, scalable, agile infrastructure. From developing a hybrid cloud strategy to automating IT, GCSIT helps its clients map out a path to success and help them meet their infrastructure goals – often saving their business time, money, resources and avoid catastrophic data loss. Relentlessly committed to providing knowledge and mentorship from DevOps down, GCSIT offers the best-of-breed IT efficiency needed for our customers to remain ahead of the curve.
In conversation with Michael Norring, CEO of GCSIT
Q. Expertise is the first and biggest advantage of a right tech consultant. How do you source the right talents to maintain the quality of your expertise?
Quality of expertise is one of the most critical aspects of our business. Our customers expect engineering skills and expert guidance to complete their most difficult projects successfully, all while architecting for future innovation and agility in the infrastructure. We hire our own engineers through a careful vetting process to ensure seasoned professionals with high-end skill sets, cultural fit, communication skills, and intellectual curiosity. We then have them work closely with current engineers to learn how to deliver to our methodology that ensures success. This means we invest heavily in our engineers for the benefit of our customers. It is part of one of our core values which is “Learn, Teach, and Serve.” Learn everything you can, so you can teach others and serve them in their path. When we stay true to this and our other core values, we ultimately unleash the potential of our combined talents. Creating this environment enables us to source the best talent and ultimately ensure quality within our organization. With the emphasis on the right culture and making this a great place to work, we minimize employee churn, which also benefits our culture and our customers. In terms of sourcing from the outside, we have been very fortunate to have built a reputation as a great company to work for, so we get a lot of referrals and inbound applicants. This has especially been possible to scale as we are a highly virtual organization that can hire from across the United States.
Q. Is it important to break the myopic view to remain unbiased and stay focused on objectives?
It is very important as an organization to always stay focused on the end game. To ensure that focus, we have implemented what we call “Vision, Strategy, Master Plan” (VSM). It forces to think of the end-game Vision, the Strategy on how we are going to get there, and the Master Plan that outlines the key objectives along with way. This VSM allows us to execute faster with more focus in the now while working toward definable goals that lead us toward long-term success. It is the same process we take customers through to help them achieve what otherwise seems impossible.
Q. Consultants do not come with guarantees, so there is always a possibility that you might not achieve the results you had planned when you had hired them irrespective of the cost. How can businesses overcome this uncertainty?
There are really two ways to ensure a successful engagement with consultants. 1. Test early by starting with something small 2. Ensure that your consultants aren’t merely telling you what to do, but instead, are making you smarter so you can make better decisions. A common mistake is to bring in consultants to do everything in a large project. With this approach, your organization learns nothing and doesn’t know what to do when the consultant leaves. When we engage our customers, we always start small to establish credibility and ensure there is a good fit. With the application our Learn, Teach, Serve, value on every project, we strive to make the organization smarter and more capable after we leave. It increases the probability of success drastically.
Q. Many business managers and executives question the value of tech consultants. How do you protect their interest?
A common problem with Tech ConA common problem with Tech Consultants is they come in do everything and leave. Consequently, the people in their organization don’t learn from them and don’t know what to do moving forward. Our consultants have decades of combined experience to help companies confidently navigate the complex field of technological advancements. We act as an extension of our customers’ teams to help them achieve enterprise-level results—faster and leaner. With our “Learn, Teach, Service” principles always in practice, we ensure that we leave our clients in a stronger position with more knowledge than when we met them.
Q. What does the future hold for your company and its customers? Are exciting things on the way?
Technology is ever-changing; therefore, there are always exciting things on the way! We employ experienced and reliable people who understand the pace of technology innovation required to meet ever-changing market demands. We partner with our customers to continually evolve their business models to deliver new services and applications to their customers and meet customer expectations. We meet our customers where they are in their hybrid-cloud journey to create a clear path to adopt transformative technologies to maximize performance, compete and grow. We focus on developing strong partnerships, providing mentorship, behaving as a role model, and practicing gratitude. These attributes are evident throughout our company—in the way we communicate, collaborate, and cultivate our business and culture and how we serve our customers.
Meet the leader behind the success of GCSIT
Michael Norring is the CEO of GCSIT. As the CEO, Michael plays an integral role in building the GCSIT brand and reimagining the future of IT partners to help bring smarter, more innovative, affordable technology solutions to consumers faster. His areas of expertise at GCSIT include building Agile Infrastructure, the Cloud, DevOps, Enterprise Applications, Development and more. Michael is a senior business executive and entrepreneur with a proven track record as a leader, innovator, strategic thinker, change agent, and market visionary. With more than 20 years of experience in the industry, he has extensive experience creating technology partners focused on the Cloud, DevOps, SaaS, Applications, Consulting, and the Managed Services market. He has a background in defining company and product/services’ vision and strategy, customer engagement and alignment, operational controls, product management and development, new product definition and market launch, realignment of existing product, company turnaround, sales, and business development.