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M Dickerson
Free Radical
Professional Background
M Dickerson is an accomplished professional with a robust background in technology and mathematics. With an impressive career trajectory, M has held significant positions that reflect their expertise in data management and digital services. As the Executive Director at The New Data Project, M spearheads initiatives that leverage data for social impact, demonstrating an unwavering commitment to enhancing public service through informed decision-making.
Previously, M held the role of Partner at Layer Aleph, where they played a pivotal role in shaping strategies that help businesses harness data-driven insights. Their tenure at the United States Digital Service allowed M to contribute significantly to governmental projects aimed at improving the digital landscape of public services. This experience was further enriched by their earlier roles at Qssi and Obama For America, where M operated at the intersection of technology and policy, gaining invaluable insights into the world of data management and public engagement.
M Dickerson began their professional journey as a Site Reliability Manager at Google, where they honed their technical skills and learned the intricacies of maintaining complex systems that demand reliability and efficiency. This role was preceded by their experience serving as a Unix Systems Administrator at Pomona College, where they demonstrated early on their capacity to manage and support critical systems within an academic setting.
Education and Achievements
M Dickerson's foundational education in mathematics at Pomona College has been a significant asset throughout their career. Pursuing a Bachelor of Arts in Mathematics provided M with analytical skills and a rigorous understanding of quantitative problem-solving, enabling them to tackle complex challenges in the tech industry.
The blend of an analytical mindset from their academic background and practical experience in various high-impact roles positions M as a leader within the field of data management and digital transformation. Their career milestones illustrate a dedication to applying mathematical principles to real-world challenges, thus consistently driving innovation and operational excellence.
Notable Achievements
- Executive Leadership: As Executive Director of The New Data Project, M leads a dynamic team in leveraging data for societal good, showcasing their leadership abilities and vision.
- Strategic Collaboration: At Layer Aleph, M fostered partnerships that helped in utilizing big data analytics, focusing on achieving strategic goals for clients.
- Public Service Contribution: Their role in the United States Digital Service exemplifies M's commitment to enhancing user experience in government services through innovative digital solutions.
- Technical Expertise: M's extensive technical expertise in site reliability and systems administration, gained through pivotal roles at tech giants like Google and educational institutions, underscores their capacity to manage and optimize complex IT infrastructures.
Overall, M Dickerson's professional background is distinguished by a commitment to excellence, a passion for data-driven approaches, and a rich history of impactful leadership across both the public and private sectors. With a solid educational foundation and a wealth of experience, M continues to influence the realm of data initiatives positively, offering insights and strategies that advance public service and technology.
Highlights
Thanks to CrowdStrike and Delta Air Lines, I'm in Minneapolis for an unplanned three-day stopover, and mad at the CIO-industrial complex.
What has happened is that across the 1990s and 2000s, all the businesses that had no particular interest in computers were forced to computerize anyway. Most of the time, CEOs were uncomfortable with computers and got no value out of the transition, just another cost center to pay. They took someone that was hanging around the C suite and gave him the title of CIO.
Now you have somebody that is uncomfortable around computers, running a cost center. The only measure of his importance is the size of the budget, and the only way to get any positive attention is to cut the budget. (If you don't know how to make the spreadsheet bigger every year while "cutting costs" all along, you are not executive material, sorry.) These CIOs are never going to build anything that matters to the business, because they have none of that talent working for them, and can't hire any.
What they do is write giant checks to a handful of vendors that the entire CIO herd uses. The vendors have massive sales teams that are dedicated to pandering to the CIOs, so the CIO will spend most of the year golfing and watching NFL games from Cisco or Microsoft skyboxes. This works great and everyone is happy and content. There are CIO conferences, CIO magazines, CIO podcasts, and CIO awards ceremonies that all sustain and perpetuate this culture.
Unfortunately now it's 2024 and these CIOs run hollow "IT" organizations that are completely dependent on vendor support contracts. There is no adaptability or resilience because there is no skill or capacity in-house. Also, those clunky, overpriced vendor products that were nice-to-have in 1999 are now business-critical. Now, a vendor screwup will bring your whole house down.
Tens of thousands of businesses have all done the same thing, so we have a monoculture where one screwup at one vendor can cripple a meaningful fraction of the economy.
That's why after 4 days, Delta still can't reboot its Windows computers and can't fly planes.
Hello .. It's been a few years, so to jog your memory: I used to manage SREs at Google, then I worked on healthcare dot gov, then I created the "U.S. Digital Service" in the Obama administration. Since 2017, I do consulting jobs with "Layer Aleph LLC," and since 2021, I teach a college class called "Managing Complex Systems."
The common thread among SRE, USDS, and Layer Aleph is that we run intense, short sprints to repair or reorganize an organization and its systems. Doing ~50 such projects in the last 15 years, we have developed some repeatable processes and particular skills. We're calling it "crisis engineering" because we need to call it something.
We're creating a professional-development style workshop to share those skills, and are taking applications for the first cohort (Jan 9-11):
https://lnkd.in/g74aup6H
Here's a little bit of a clue what the content will be like:
https://lnkd.in/gXbXsGYS
I'm not sure if there will be another time this is open to everyone. So if this is interesting at all, please check it out. We're using Maven in part because they help students get their employer reimbursements. Remember that if you leave your training budget unclaimed at the end of the year, the capitalists win.
