Jason

Tell me about what you do at Capgemini.

I’m the Change Management lead for two implementations of the IBM Maximo software system – as a work-management and as an inventory-management system. I manage both of those projects from a change-management perspective and that includes making sure we’ve identified all the stakeholders, and that our communications and training are applicable to the group. We spend a lot of time with the client trying to understand their culture and pain points, and designing the training program so that we can help them adopt the system easily when it goes live. I really live for that light-bulb moment when they see that their day-to-day job is going to be a lot easier because we’re there giving them the system.

Which of Capgemini’s values resonates with you most?

I think everyone here kind of treats it like their own little mini startup business, and I think that’s great. We have a great product, which is our ability to work with our client and solve their digital-transformation needs. I think we all feel that we have a responsibility to grow this business. And that’s the value I think we uphold most clearly.

Tell me about your involvement with Capgemini’s employee resource groups (ERGs).

When I first came to Capgemini, there was a notice that they were eliminating the Veteran’s ERG. I served in the Marine Corps for 22 years, and so I worked with two or three other people to get the Veteran’s ERG re-launched. Now we have a flourishing Veteran’s ERG with 220 members, and we’re starting to make an impact. We just had our first webinar with Disabled American Veterans, an organization that helps you go through the process of getting a disability rating. We also partner with Salesforce to recruit military members who are transitioning to go into the IT field

What advice would you give someone who is getting ready to take on the corporate world after coming out of the Armed Forces?

I would tell people that corporate America isn’t that much different from the military. There’s a hierarchical structure. The culture is a little bit different – we certainly are a bit less into the rank and file – but at the end of the day, everyone is there to do a job, and if you’re good at what you do, you’re going to get rewarded for it. So learn, ask questions, be supportive, and broaden your skill sets as much as possible, because if you’re good at what you do, there will always be a position for you.

What advice would you give a young professional joining Capgemini at the beginning of their career?

It’s such a challenge to come out of college and prove your worth, and a lot of people are afraid to ask questions. At the end of the day, no one expects anyone to know everything. Be humble, ask questions, and learn as much as you can. Here at Capgemini, if you want to learn AI, if you want to learn supply chain, if you want to learn life sciences, manufacturing, energy, nuclear storage, whatever, you can learn it just by asking the question. The resources provided to us have been amazing. And I’ve used them for some really simple things. But there’s some really advanced certification courses, too.

How has Capgemini helped you get the future you want?

There’s that spirit of entrepreneurship here. If anybody has a good idea and they’re willing to put forth the effort, Capgemini will let you do that. From the top down, the people are really passionate – about each other, and about the quality of work we do, and they’re passionate about Capgemini. Having those three elements really makes this an environment where I feel safe and emboldened.