Overall, there is a shortage of technology resources in the United States. However; it is usually not a real challenge to find people to fill positions as much as it is a challenge to find qualified people.

The foundation of every successful software project lies in its core design. Akin to a building architect, the foundation and frame upon which the building is constructed are paramount to a stable and time-tested structure. The layout of the rooms, plumbing, electrical systems and even potential expansion capabilities are all predicated by the architecture.

This is also true with software architecture. In this virtual world, the architecture serves the same purpose as the brick-and-mortar with similar considerations. Software architecture will influence how extendable, maintainable, scalable and secure a software application is and even how quickly the system can be developed. Unfortunately, there is a shortage of workers with strong design skills. This is where many of the problems lie in overdue and over-budget technical projects. The requirements are usually incorrect, and the design follows suit.

Beyond the architecture, the modeling of the pieces that comprise the functionality of the system is also important. Techniques include OO (Object Oriented) design and component design. I find that most of the candidates I interview are familiar with these terms, but are not fluent in their implementation.

With newer technologies, finding a qualified resource presents an even larger challenge. The technology may be so new that it is un-tested in the industry. The skills for these technologies are often self-taught due to the lack of formal training available, and therefore, my statement about looking for a strong technical foundation becomes a key consideration for a technical resource. In many cases, design considerations transcend a specific technology and are applicable across a wide range of technologies.

Hiring a strong technical resource requires the interviewer to have a good technical background or allocate someone who does to be present. The plethora of buzz words cropping up daily fosters resumes of alphabet soup and the buzzwords can overshadow the candidate. When looking for a qualified technical candidate, look for strong fundamentals. Depending on the position, confirm they have an understanding of the big picture.

As a mentor and trainer to software engineering teams, I emphasize design concepts and best practices. I teach them to "think more and code less." The art of design is making complex things simple. Thinking through a problem within a specific problem domain and modeling a solution to that problem may require more time initially, but will save time further into the SDLC (Software Development Life Cycle), and on subsequent expansion projects.

Finding a good technical resource also requires trust. Depending on the role, the resource will have access to your company data, business systems or network information. Knowing you have someone who is ethical and responsible is another critical component to consider when hiring for a technical role.

Some recommendations for hiring top talent either as employees or an outsourced team are the following:

• Have a technical resource available for interviews. Ask deeper foundational questions that show a strong understanding of the technology and not just top-level semantics.
• Ask to see a portfolio. Have a technical person review code samples, designs, and projects.
• Employ a litmus test. Provide a test that showcases an understanding of the technology and also critical thinking and problem solving abilities.
• Check references. Contact prior employers and identify the candidate’s strong points and weak points, if the prior employer is willing to do so.
• Look for team skills. Technical people typically like to work independently. This is good under some conditions but with technology, it is good to have multiple people work on a problem to see different viewpoints. Hire someone who is willing to work with and assist teammates.
• Employ a probationary period. With all the aforementioned techniques, the truth will still come out once the real work begins. Look to set a "trial period" with the candidate and possibly with your outsourcing firm.
• Modify your own processes. Employ a "franchise prototype methodology". Rather than looking always for a top candidate who must conform to your standards, employ processes, components and frameworks that foster efficiency and productivity and allow an average candidate to become exceptional.

eSavV will be providing guidance to IREO for how it can leverage various technology outlets to promote its mission and initiatives to gain worldwide recognition and support. The first step eSavV took was to redesign IREO’s website application (www.ireoigo.org). Michael D. Croft, CEO of eSavV Technologies explains, "The redesign included behavior-based design changes. Behavior-based design is the study of human behavior and how people react to various styles, colors and images on a website. With the important messaging IREO is looking to convey to its website visitors, this type of design is paramount to invoke actionable behavior. The psychology behind the design was that of positive reinforcement, rather than ‘dooms-day’ scare tactics. It sends the message that work needs to be done, however, success can be achieved with the right people, direction and support."

Michael explains why he partnered with IREO. "I feel if everyone were to contribute just a little towards environmental sustainability, we could achieve a tremendous amount of benefit to our generation and future generations. I don’t believe we have an option. If we don’t contribute now, the ramifications will manifest quickly and our precious resources will be gone and you know the saying; you don’t know what you have until it’s gone."

Michael is using his company’s technology resources to develop a sophisticated website application, an advanced web ‘portal’ and an online marketing campaign to help IREO spread its message

"This is one of my contributions to show my appreciation for our planet and its resources. It makes me feel good that we can be a part of such an important global cause and help support such an incredible organization like IREO."

Michael is not only leveraging his company resources to support IREO and its mission, he is also using his own personal time to learn more about the issues surrounding corporate sustainability. He is currently attending Harvard University and a course on corporate sustainability. "To support an organization like IREO, it is important to not only understand the technology, but to also understand the business. Without a strong understanding of the business, it would be difficult to maximize a technology solution for that business. We cannot be experts for all our client’s businesses so we work with the people who are, fostering our collaborative efforts to yield the highest returns."

Consider that nielsen reports 31 percent of u.S. Mobile phone owners already have a smartphone. And gartner reports 72.1 percent more smartphones were sold in 2010 than in 2009, with over 500 million of the gadgets expected to sell in 2012. That’s a lot of potential customers to interact with.

The smartphone app development team at eSavV Technologies of Lincoln is helping companies do just that. One of their clients, Gary L’Europa, owner of NeuroHealth, and his son, Brandon, are launching a new business. One of their apps will connect college students with used textbooks. Called "College Book Finder", it will enable students to scan the ISBN number of a used textbook they need to buy, search a repository of used books and bring back a list of local students who are selling that same text used. "It’s a win all around. The buyer gets a less expensive book, and the seller gets more money than if he or she returned it to the bookstore," explains Croft. "We’re launching it this spring at Columbia University which, with 30,000 students, should generate huge buzz and build credibility for the app. I see it being a very viral thing. Once we have a critical mass of students using it, we should be able to attract inapp advertisers who pay based on number of views. It’s not just about putting it on the app store and selling it for 99 cents." This app also has a website counterpart to use on any device that has a browser. But you won’t get the additional functionality of the iPhone scanner. "That’s the kind of advantage we try to leverage to make sure it makes sense to build a smartphone app. We meet with clients first to make sure they’re not just drinking the Kool-Aid. Launching an app needs to make business sense," Croft says. There’s a hierarchy of methods when it comes to monetizing your app, Croft explains. Launching a business and generating advertising revenue are just two ways. Another model offers a basic app as a free download called a ‘freemium,’ which has limited functionality and advertisements. Revenue comes from a premium version that users buy up to, which would offer added functionality and no ads.

Published online Oct 19, 2011
PBN Information Technology
Five Questions With: Michael D. Croft

By Kimberley Donoghue
PBN Web Editor

PBN: I understand you’ll be a face in the crowd at the United Nations summits. How did a small-business owner in Lincoln end up down that path?

CROFT: Social media! Our online marketing campaign led me to an old friend via social media who recently graduated from Columbia University. He put me in touch with a colleague of his and the connections started coming. We developed a web application for a renewable energy organization affiliated with the United Nations. They were very pleased and made me a member of their technology advisory committee. These committee meetings will be held at the U.N. headquarters in New York.

PBN: You’re also working on a mobile application specifically for tablets. Could you tell us more about that?

CROFT: Tablet software is where business technology is headed. We are developing an advanced mobile tablet software application with an administrative Web-based component that will allow companies to manage content on the mobile tablet in real-time and even brand the tablet as their own. This will be a game-changer.

PBN: Let’s talk industry trends. Native apps are out within the next two to three years, you say. Why’s that?

CROFT: I would not say they are out, but their popularity may wane as they compete against a new wave of mobile applications called Web Apps. Rather than a native mobile app requiring a specific platform such as Android, iPhone or Blackberry, Web apps will function similar to a native app but will run on any smart phone with a browser. This means, in theory, a single Web app can run on multiple mobile devices and does not require a separate development effort for each mobile platform.

PBN: You founded an IT company during hard economic times. Were you recession-proof? What pressures does a small business face in Rhode Island?

CROFT: I don’t think anyone is recession-proof, however, I do believe certain businesses may fare better in hard economic times and I believe our business is one of them.

Our products and services can increase business productivity while reducing business expenses. With a down economy, businesses need to be creative and more accommodating to discretionary consumers and in today’s market, all roads lead to technology.

More consumers are finding and purchasing products online and via mobile devices, saving on travel costs and in many states, taxes. Traditional business and marketing methods are very expensive and are becoming obsolete.

We develop technology solutions for clients across the globe so our pressures are more international than regional. Our headquarters is in Lincoln and look to hire resources right here in RI when we can and we do not offshore any of our work. We are fortunate that much of our pressure lately has been keeping up with demand.

PBN: How do you see your company growing in the next 5 to 10 years? And what are the steps to getting there?

CROFT: I see our services being catered to larger organizations looking for high quality enterprise technology solutions. I see us expanding to offer licensed enterprise software products and adding IT Staffing to our services. I also see our company increasing our staff size yet remaining a relatively small and niche team.

I always focus on quality, rather than quantity and a small number of the right people with the right processes can act like an army of workers. The steps we are taking to achieve these goals include keeping up with the latest technology and innovating our own, branding ourselves to the right audience and executing a strong online marketing plan while always keeping our clients happy.