[logseq-plugin-git:commit] 2025-12-13T01:09:07.044Z

pages/2025 Performance review.md

@@ -9,8 +9,7 @@
 		- Am currently working with sales teams for NTT/GTT/Foodstuffs NZ on defining ISV integration requirements,  and in the case of Foodstuffs an idea for .
 - Develop Opportunieus
 	- 1 - Think Big
-		- I have always strived to ensure we are think fog the bigger picture. Often thinking Big Picture thinking requires understanding the business context in which you are working, and driving to support the organizational goals within the current contraints. A good example is the ISV vision I created and presented,  detailing how our organization could adjust to develop an strong ISV ecosystem (as noted by Tanu in the Eval summary "developed a well-thought-out plan to strengthen our partner ecosystem moving forward."). This vision required some minimal investment from the org but that was no viable in FY25. As noted in my Self-REfelction, Even without this investment
-		- Additionally I would argue that  being aware of the importance of the 'tactical' items and ensuring they are picked up is part of thinking big.
+		- I have always strived to ensure we are think fog the bigger picture. Often thinking Big Picture thinking requires understanding the business context in which you are working, and driving to support the organizational goals within the current contraints. A good example is the ISV vision I created and presented,  detailing how our organization could adjust to develop an strong ISV ecosystem (as noted by Tanu in the Eval summary "developed a well-thought-out plan to strengthen our partner ecosystem moving forward."). This vision required some minimal investment from the org but that was no viable in FY25. As noted in my Self-Refection, I have worked with the resources available to continue driving towards this goal and laying the foundations.
 		- (side note to bring up: I feel that i could have played a bigger strategic role if I was working the PCCP items - esp. given my 10+ years in roles defining and validating large/complex multi/hybrid cloud solutions )
 		- Prior to the re-org earlier this year:
 			- Created Private Cloud Experiences program and was recognized by Cheri for the forward thinking approach and execution that expanded from PCE to cover PCAI and the strategic completion of the joint goals for HPE/Nvida in the PCAI program.
@@ -20,6 +19,7 @@
 			- in GTM - Thought leadership on Solution Bundle Development and Selling frameworks to help retrain HPE sellers to operate in a cloud-centric selling motion. Presented at leadership conference on Hybrid Cloud strategy and how we needed to pivot to meet the market.
 			- in A&PS - Developed  App Modernization strategy, drove development of Analytical Hierarchy process to imporve Application assessment outcomes
 			- In A&PS - Developed security consulting offerings, co-designed and developed technical methodology for field teams. Lead development on the MVC methodology and tooling to accelerate enagements.
+		- Chris Smith: Understanding where teams are coming from and helping to find the root cause of the issues which will be input to identify 	a plan forward. Stuart has a great ability to understand how the business operates and what different functions of the business are 	trying to do. Stuart understands and can synthesize issues well into action plans. Stuart executes. He delivers. That is needed today in the company.
 		- Lorenzo Gonzales [2022] - Your perspective, strategic and customer-centric, adds a relevant diversity to the initiatives aiming to transform our company: we need to evolve all parts of our organizations in the direction that you master. This is a strength we do need to leverage as much as we can.
 	- 2 - Proactive comms
 		- Not proactively communicating issues/gaps - I struggle to understand statement. I tried numerous times to raise key issues early on (WLE SKU need, potential to lose Core team continuity, etc) and each time was met with dismissal of these items by Tanu. One of the items, the WLE SKU then feel to me months later to drive to completion. I feel if I had been enabled to act on this earlier it would have improved our ties/partnership with the sales team (that needed this formalized to make life easier).
@@ -33,8 +33,10 @@
 	- Have been part of HPE leadership teams defining offering roadmaps, technical direction, strategic direction....
 - Tanu
 	- No 1:1s for since 10/27 - she cancelled them
+		- Last 1:1 she said that I was doing great, no notes and discussed how she was very positive for me to move up
 	- All 1:1s purely tactical, no
 	- Had little to do with my day to day activities
+	- No performance snapshots thid year (1 completed, but there  is no content)
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