The finalists for WashingtonExec’s Chief Officer Awards were announced March 17, and we’ll be highlighting some of them until the event takes place live, in-person May 10.
Next is Chief Growth Officer finalist in the Private Company: <$100M category Tim Patterson, CGO for Intelligent Waves. Here, he talks about recent key achievements, proud organizational moments and more.
What key achievements did you have in 2022/2023?
The year 2022 was a terrific one of growth for Intelligent Waves. We increased our topline revenue by 66% while 2023 is set to be another strong year of solid double-digit growth. Our success is positioned on the organic growth we have seen within our account base and across our core capabilities. By narrowing our focus to key accounts and aligning IW’s unique solutions in 2022, we were able to see strong and incremental growth.
Additionally, by integrating GRAYPATH, our quantum-resistant, self-healing next generation SD-WAN into our existing customer contracts and Digital Engineering Network (DENET) solution has provided demonstrable mission impact for our customers.
This focus has been instrumental in making the full transition from the SDVOSB into the full and open and mid-tier categories. Expanding our contracts in accounts where we are trusted and known allows us to scale within our base, while strategically focusing on full and open vehicles and new customer spaces where we will grow in future years.
What are you most proud of having been a part of in your current organization?
Since joining Intelligent Waves at the end of 2021, I have been able to assemble an impressive group of individuals with a growth mindset that not only fill their roles but naturally help others to be better at their job. This team consists of people who strive to be experts in their field, have an intrinsic desire to help others, and understand business drivers and how to implement them.
These traits are helping foster trust & accountability within not only our team, but also across IW resulting in growth outcomes that are helping the company scale at the rate and manner we need to compete in this domain.
How do you help shape the next generation of industry leaders?
I always suggest finding a great mentor and being a mentor yourself. Mentors can be found anywhere ⏤ in your company, government, and community ⏤ but it is important to find someone you respect who has a different experience base.
You’re doing yourself a disservice if you’re not looking for someone who will help you become a better person and professional, and guide you as you address obstacles, seek advancement, and push your comfort level.
I can’t emphasize enough the importance of finding a mentor who is not in your management chain, who isn’t your boss, and who is doing different things within an organization. This allows you to learn more about their responsibilities, what they understand, and their approaches to their discipline. Then, whether it be a finance discipline, a growth discipline, or running an organization, you can start to form what you’re looking to do or how it influences your world.
The importance of mentoring someone at the same time as receiving mentoring cannot be overstated. An effective leader must teach and guide others who are learning and growing in their careers. This mentoring should occur both within and outside of one’s organization. Mentees are the men and women on your team collaborating with you and then eventually becoming the next set of leaders.
I’ve learned that before you can move up in roles and responsibilities, you must be able to pass the torch. Once you have someone who can replace you, it allows you to move up. You ensure that the next level or two levels below are prepared by mentoring.
Doing both is important. If you don’t, you’ll only be helping yourself or only helping others which leads to finite outcomes, individually and organizationally.