Rand-Whitney’s Post

21 of 25 #job #openings on 3/27 ✴️ #process #integration engineer ✴️ Applied Materials As promised, I am #sharing: ✅ 25 #job #opportunities ✅ 9 #postdoc #positions ✅ 8 #phd #positions ✅ 6 #intern #roles ✅ 5 #faculty #jobs #checkitout, #share and #follow! #opportunity #usajobs #usa #hiring #hiringnow #open #jobsearch #reshare #engineeringjobs #engineering #givingback #spreadtheword #connectandgrow #repost #semiconductormanufacturing

Good career opportunity

The power of new talent: When you first start a new role early in your career, you lack experience and institutional knowledge, but you bring the JUICE. You're excited to be there and every day is an opportunity. When you settle in and become a veteran, it's easy to become jaded and lose a bit of that fire. At that point, use your experience to pour into your newer colleagues and feed off their energy. You'll be surprised how much that can reignite a whole team.

Building a new team within a large organization is always a challenge. You’re working with a small group. Yet, you need to cover a wide range of customer profiles. This is where many go wrong: ↳ They focus on filling seats, not skill gaps ↳ They hire people with the same background ↳ They overlook diversity of thought and experience But here’s the truth: ↳ A team needs varied experiences to succeed ↳ A team needs different nationalities and cultures ↳ A team needs to represent the customers it serves If everyone on your team is the same, here’s what you’ll notice: ↳ Difficulty handling diverse accounts ↳ Struggles with creative problem-solving ↳ Limited perspectives on customer needs So, when you’re building a team: ↳ Hire people who bring unique perspectives ↳ Prioritize diversity in skills and backgrounds ↳ Blend experience to cover all areas of expertise Your team’s diversity is its greatest strength. It’s the key to unlocking better customer connections. Building from scratch? Start with diversity at the core.

The most important appointment for EPs is the initial appointment, this is due to a number of reasons, but the greatest being a general misunderstanding of our role. The most important parts of that assessment are the start and the end. This is due to the primacy and recency effect telling us that this is what people remember. Thus, I like to think about my initial assessments as 4 x 15minute quarters. Q1 - Introductions, rapport building, my spiel and setting expectations Q2 - Subjective Assessment and Goal Setting Q3 - Objective Assessment Q4 - Putting it all together and collaboratively building the plan The start and the end are for us as a team. The middle is more for me.

I was given a start in this [crazy] industry twelve years ago. I was very fortunate to have an exceptional first boss, Andre Schermel , and teammates that invested their time, extended their patience, and let me figure out things on my own. Victor Suprani Neil Macklem Nigel Smith Working as an integrator/VAR PS gave me exposure to operators across the country, technologies and products across functional domains, and let me demonstrate I was the type of tech that could be dropped out of an airplane with a backpack and come out the other side with a positive KPI. If I could tell my younger self one thing it would be that this isn't a race, it's a marathon. The industry moves so quickly between technologies, companies seem to churn through employees even at high positions, and project deadlines were always last week. To thrive or even just survive you have to see through that and focus on what matters. Part of that means aligning yourself with the company goals and serving well. Part of that means clearly defining your own goals and ensuring nothing keeps you from moving towards them. As I build up a team here at telMAX now, I see parts of my younger self in my team members. I want to encourage their ambition, but I must temper it with what I have learned. I want them to learn things on their own, but I must maintain accountability for the result. I want them to enjoy their work and maintain balance with their lives, but we have a lot to accomplish. One thing my younger self never considered was the wisdom and restraint expressed by my first boss on these matters. He had a chuckle for everything, and you couldn't pass a whiff of bullshit by him.

Building a strong team is always a gamble. You never truly know when you're hiring someone, but what matters is how you cultivate their potential. It’s about spotting that spark—the hunger, the drive—and giving them the responsibility to grow. Let them shine, guide them when needed, and then step out of the way. That’s how you build greatness, and that’s how you grow beyond what you thought possible

Success is the development of a great team. Building a strong team isn't just about hiring talented people. It's about nurturing their growth and creating a supportive environment. Here are 7 key elements to develop a great team ↓ 1) Clear Vision: Define a shared goal that everyone strives towards. 2) Trust: Foster an environment where team members feel safe to express ideas. 3) Communication: Encourage open and honest dialogue. 4) Collaboration: Promote teamwork and collective problem-solving. 5) Recognition: Acknowledge and reward achievements. 6) Development: Invest in training and growth opportunities. 7) Support: Provide the resources and support needed for success. So next time, when thinking about team success, don't just focus on individual skills. Work on these elements to build a cohesive and high-performing team. And you will see how your team thrives and succeeds together.

I Forwarding: Some highlights: Our team: we're much more than a team of experts. We're a team of persons sharing the same opinion and we're using our experience and knowledge to make the difference. Our motivation: our job is our biggest passion, motivation. Our job challenges us with each shipment to improve ourselves and to prove the difference of quality level.

You will know you have been successful in building your team when the energy the team creates is greater than the energy you need to put into it - Michael Watkins It was surprising to learn during a work meeting that many companies lack a clear understanding of the number of software developers within their workforce. In my humble opinion, the cost of not knowing what should be known is often substantial. To relate to my first point: A thriving team is one where you invest time and establish systems to comprehend the individuals and the factors driving their productivity, enabling them to contribute effectively to the organisation.