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My career – Management & Services – HI LLC

was no need to develop data extraction or formatting
routines, or to generate a flat file and send it to them.
I quickly realized that I was up against a real case of IT
incompetence. After a few hours discussion, they stuck to
their guns and Rossel agreed. We rescheduled another
meeting, but the positions hadn't changed.
Again, as with the cyclotron computerization project,
I was deeply convinced that this project would be a failure.
I therefore made it clear to the management of the Rossel
group that I did not wish to participate in this failure.
As you may have noticed, I'm one of those people who
agrees to write down what they think is right and sign the
document to avoid any ambiguity.

I therefore wrote a 10-page report detailing the background,
the Rossel Group's objectives, the chosen solution and the
opinion of the world's leading specialists on how to process
data for this type of requirement. I had clearly developed the
arguments justifying my position on the fact that the chosen
solution was not a good one.
I sent the report to Rossel's management so that they
could assess the fact that the chosen strategy was not the
right one, and that I had serious problems getting involved
in this process for our biggest customer.
A few days later, I was invited to meet the group's CFO in
the presence of the IT director who had initiated the
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solution.

113 Pascal VANDERBIEST. He originally trained in Finance.
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