The Evolving Role of Database Administrators

November 2nd, 2015 | Posted by Sarah Jones in Guest Blogs | Uncategorized - (Comments Off)

This week on NVTC’s blog, NVTC member company Robert Half discusses huge changes the past two decades have brought to database administrators and the IT industry. 


Database Administrator Jobs

To make the best decisions, organizations big and small depend on the data their systems collect on customers and internal operations. And they need someone to keep them in touch with all that information. Enter the database administrator. But today’s database admin is not the admin of the 1990s. The last two decades have brought huge changes to the IT industry. Let’s take a look at how these changes have evolved the database administrator role.

Before the data-driven Web

In the early days of computing, data and the systems it was stored and processed on were synonymous. There were no “database administrators” because the database was the system and applications themselves. The specialized role of database admin developed as operating systems became more generic and database technology grew into a separate application running on top of an operating system. Organizations needed someone to manage increasing amounts of data stored in mainframes and client/server applications. The database admin role developed into a gatekeeper and caretaker, ensuring that the data was properly maintained and helping programmers to work with it.

The Web fuels big demand

Databases did not play much of a role in the early days of the Web. However, once web development technologies improved enough to easily connect web sites to databases, the need for more database administrators became obvious. Web projects took weeks or months to build in stark contrast to the years it would take for a mainframe or client/server application to be built. With such rapid development, database administrators often found themselves trying to corral dozens of developers and applications to comply with data integrity and security standards. Since many of these web developers got their start inweb design or as “web masters,” lacking substantial experience or knowledge in database design or security principles, database administrators had to work even harder to keep things running smoothly.

Over time, the programming languages, frameworks and techniques used for web development became much more supportive of sound database design. Object/relational mapping (ORM) systems such asHibernate and Entity Framework automatically enforced best practices and greatly reduced the need for programmers to directly write database queries. The reduced exposure to direct database access made it easier for database administrators to see what code was accessing the database and to ensure that it met organizational needs and standards.

NoSQL databases, big data and the cloud

In the last few years, NoSQL databases, the big data movement and the cloud have all morphed the database admin’s role. NoSQL databases relieve many of the traditional issues of the database administrator by focusing less on structure and data relations, and shifting significant amounts of control over data into the hands of application developers.

Big data technologies have moved into the space traditionally occupied by data warehouses and made analysis faster and more capable. Like NoSQL databases, big data technologies have empowered technology professionals to perform significant amounts of work themselves and allow database administrators to focus on improving performance and finding better solutions.

Cloud applications have changed the database administrator’s job as well. As organizations put more data in applications outside the firewall, database admins have had to find ways to enable integrations to work with these applications and still maintain security and data integrity. Use of cloud applications has decentralized some data and pushed it into specialized silos outside the database administrator’s reach, making it more difficult to see what data is stored where. At the same time, organizations often still have their most critical data stored in traditional relational databases. The database administrator of today is adaptive and knowledgeable about multiple types of data storage and maintenance.

According to our Salary Guidethe average starting salary for database administrators is projected to increase 5.6% in 2016 to a range of $95,750 – $142,750 in the United States. Data experts will be in demand, along specialists in mobile and security, in the coming year. The major qualifications to become a database administrator are:

  • A strong technical foundation in database structure, configuration, installation and practice
  • Knowledge and experience in major relational database languages and applications, such as Microsoft SQL Server, Oracle and IBM DB2
  • At least two years of postsecondary education is typically required
  • Professional certifications from Microsoft, Oracle and others
  • Attention to detail, a strong customer service orientation and the ability to work as part of a team

Data storage has dramatically changed over time from mainframes to databases to the cloud. But as long as there’s data, that data will need to be managed. The database administrator role is not going to lose steam any time soon.

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Is It Time for Your Technology Firm to Rebrand?

August 26th, 2015 | Posted by Sarah Jones in Guest Blogs - (Comments Off)

This week on NVTC’s blog, Elizabeth Harr of Hinge Marketing discusses 12 signs that it’s time for your technology company to rebrand.


Your technology firm’s brand is your most valuable asset. But many firms don’t make effective use of their brand or — worse — don’t have a well-developed brand in the first place.

To begin, let’s discuss just what your technology firm’s brand is all about. Branding is a large concept, but can be broken down into a fairly simple and digestible equation:

Your brand = Your reputation x Your visibility

Your brand is the totality of how your audience sees, talks about, and experiences your firm. This combines everything from your firm’s visual branding—like your logo and web design—to each idea, strategy and interaction you use to connect with prospects and clients.

Yet having a strong brand isn’t just about making your firm more recognizable to potential clients. In addition, a well-developed brand can help your technology firm accomplish the following:

  • Attract clients more easily by generating more qualified leads and closing more sales
  • Attract potential future business partners
  • Command higher fees than competitors with weaker branding
  • Attract top talent to work at your firm
  • Set a higher standard for the daily operational performance of your firm

But despite all these advantages, if you’re like many technology firms, you’ve probably been able to grow without having a well thought out brand development strategy. Your growth has come fairly naturally, thanks to your referral network and the acquisition of a few major contracts.

However, this passive strategy is rarely sustainable over time. To continue growing or to accelerate your growth, it’s time to start making your firm’s brand work for you.

12 Signs It’s Time for Your Technology Firm to Rebrand

If you think your technology firm may be ready for a rebrand, but you aren’t quite sure, here are 12 questions you can ask yourself to help make your decision:

Are you getting fewer leads than in the past?

When your leads begin decreasing, it may be a good sign that your brand is no longer resonating with prospects. Rebranding can help your firm appeal to your audiences.

Are you entering a new market?

Entering into a new market is the perfect time to start fresh with a new brand. You can reestablish the strength of your brand alongside your new competitors.

Are you introducing new services?

When your firm goes through a significant change, you want to make sure your brand still reflects your firm’s new focus. If it doesn’t, it may be the perfect time for a rebrand.

Has your firm’s growth slowed or stopped?

This could be an indicator that it’s time to switch things up with a stronger and more carefully developed brand that clearly communicates your expertise and capabilities.

Have new competitors entered the marketplace?

A changing marketplace and new competition may mean your current branding will no longer do the trick. Undergoing a rebrand can help you stand up to changing demands.

Does your visual brand look tired compared to the competition?

If all of your competitors have moved forward with a strengthened brand, you don’t want to be left behind. Your firm’s visual branding elements (like your name, logo, tagline, and colors) communicate your brand and should be reviewed periodically for updates and consistency.

Do you struggle to describe how your firm is different?

Having a specialty or something to differentiate your firm from the competition is an important part of connecting with your target audience. A well thought out brand is the first step is portraying what makes your firm special.

Are you losing a higher percentage of competitive bid situations than in the past?

This is a strong indicator that it’s time to make a change. Measuring your current success against past victories can provide valuable insight into how your firm is continuing to grow.

Has your firm changed significantly since you last adjusted your brand?

Growth and change are inevitable—just make sure your brand continues to grow and evolve along with your firm.

Are you struggling to attract top talent?

In order to be a top technology firm, you need to have top talent working for you. If a weak brand is keeping your firm from attracting top employees, it might be time to rebrand.

Have your clients changed considerably?

You originally developed your brand with a specific client base in mind. And now those clients have changed. Their challenges and needs might have changed — and they may be searching for service providers differently. Your firm’s brand should change with them.

Are you trying to figure out how to take your firm to the next level?

If you’ve been asking yourself how you can accelerate your firm’s growth or reach the next level of your potential, a fresh rebranding could be the right place to get started.

If you nodded along to questions on this list, then you have your answer: it’s time for a rebrand. While it may initially be a challenge to get your firm executives and decision makers on board for your rebrand, an honest assessment and clear-cut plan can help overcome any initial internal reluctance. It may seem like a lot of work at first, but the benefits of rebranding will be well worth it.


Elizabeth Harr is a partner at Hinge, a marketing and branding firm for professional services. Elizabeth is an accomplished entrepreneur and experienced executive with a background in strategic planning, brand building, and communications. She is the coauthor of The Visible Expert, Inside the Buyer’s Brain, How Buyers Buy: Technology Services Edition and Online Marketing for Professional Services: Technology Services Edition.

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This week on NVTC’s blog, John Calanog of member company CohnReznick LLP  offers an overview of Bitcoin in the first of two blog posts on the subject.


Despite the fact that there are nearly 14 million Bitcoins in circulation, most people are not using this newest form of currency. In fact, the vast majority of the population has never even heard of Bitcoin. But that is changing – and changing quickly.

This article – the first of two on this subject – offers an overview of Bitcoin. The second article will analyze a number of U.S. tax implications related to the usage of Bitcoin.

Bitcoin: A Virtual Currency

Bitcoin is, quite simply, a virtual currency. It is a digital representation of money that can be used to purchase goods and services like cash. But Bitcoin differs from cash in that it is not backed by any bank or nation, is unregulated, and has no formal organizational structure behind it. Instead, Bitcoin is supported entirely by a peer-to-peer (“P2P”) network of individuals who manage balances and transactions on their own. Bitcoin functions as an online payment platform with reduced fees when compared to other online payment forms.

In the past few years, Bitcoin values have fluctuated $247 per Bitcoin to over $1,000. As of publication of this article, the 14 million Bitcoins in circulation are worth nearly $3.5 billion.

How Does Bitcoin Work?

To create a digital currency with no centralized organization backing the transactions, Bitcoin was designed so that its users verify and complete transactions. This is done through Bitcoin’s “blockchain,” which is essentially a chronological log of every confirmed transaction that occurs between Bitcoin addresses. Using cryptography, Bitcoin creates mathematical proofs and records to secure the blockchain and safeguard a user’s transaction. These proofs are verified by users who have software that processes (“mines”) the blocks that are part of the blockchain.

The Bitcoin system transmits transactions to the network almost immediately and verifies them within the hour. The mining process helps to create the ledger of payments with Bitcoins. This also helps to ensure that double spending, or a user’s attempt to send the same Bitcoins to two people simultaneously, is prevented.  In this way, users contribute directly to Bitcoin, supporting the currency’s well-being.

Bitcoin in the Marketplace

Because Bitcoin technology is extremely complex, use of Bitcoin was originally limited to those with software expertise and a unique interest in alternative currencies. As the currency has become more widely accepted, an ecosystem of service providers has developed to facilitate transactions. Now, just about anyone can participate, even those without a technical understanding of the currency.  The ecosystem is still evolving and now includes retailers, payment processors, banks, e-wallet companies, trading solutions, and currency exchanges.

Some very well-known companies are among those that support Bitcoins. They include Microsoft, Dell, Overstock.com, Virgin Galactic, Sacramento Kings of the NBA, Amazon.com, Reddit, Expedia.com, PayPal, eBay, Tesla, Etsy Vendors, and Time, Inc. Even some professional services firms, including law firms and accounting firms, now accept Bitcoin.

How Does a Business Do Business Using Bitcoins?

To accept Bitcoins as payment, a business sets up a merchant account with a Bitcoin exchange.  From there, the business can issue invoices and receive payments in Bitcoins, convert them to dollars (or local currency), and then transfer them to its bank account.

If the business is not interested in converting Bitcoins to local currency, it can hold on to its Bitcoins and trade them. The business can register for a free online e-wallet, such as Blockchain.info. It can then give anyone its Bitcoin e-wallet address, and customers can remit Bitcoins as payment. The business has the ability to send its Bitcoins to any other e-wallets across the globe.

Bitcoin Exchanges

There are numerous Bitcoin exchanges on the web. They enable customers to convert physical currency into Bitcoins and vice versa. Increasingly, exchanges are offering a greater number of services including a range of both fiat (i.e., face value currency) and crypto-currencies, as well as various trading tools.

Bitcoin exchanges have fallen under scrutiny as one of the world’s first Bitcoin exchanges, Mt. Gox, mysteriously lost 850,000 Bitcoins. This left the exchange insolvent and many customers out-of-pocket. Many Bitcoin traders have since become wary of these exchanges, yet the exchanges continue to thrive. Four of today’s major Bitcoin exchanges include Coinbase, Bitstamp, BTC-e and Cryptsy. In January of this year, Coinbase launched the first regulated Bitcoin Exchange in the U.S in an effort to add stability to the Bitcoin ecosystem.

Looking Ahead

It appears that Bitcoin is a real and lasting game-changer. It has globalized currency with capabilities beyond our current monetary system. CohnReznick looks forward to monitoring the future impact of Bitcoin, and other virtual currencies, on businesses and the financial markets.

_________________________________________________________________________________

The content of this article is intended to provide a general commentary on the subject.  Specialist advice should be sought about your specific circumstances.

John Calanog, CPA, is a Tax Manager with CohnReznick LLP and is a member of the Firm’s Technology Industry Practice.  John’s experiences over the last fifteen years include U.S. tax compliance and consulting for C Corporations, S Corporations, Partnerships, and high net worth individuals who operate businesses in a wide variety of industries and taxing jurisdictions.  Contact John at john.calanog@cohnreznick.com. Follow CohnReznick’s Technology Practice on Twitter via @CR_TechInd

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Notes from the Silicon Valley Cybersecurity Summit: Part 2

September 30th, 2014 | Posted by Sarah Jones in Guest Blogs - (Comments Off)

NVTC is inviting members to serve as guest bloggers, sharing insights and information on trends or business issues relevant to other members. Kathy Stershic of member company Dialog Research & Communications shares her insights below.


While the policy panel discussion at the summer’s Silicon Valley Cyber Security Summit pointed out the many challenges of governments trying to deal with the cyber threat, the second ‘Next Generation’ panel was all about the shortage of qualified talent to deal with the problem.

The good news – cyber presents a great career opportunity! As in, the industry needs lots of help. Now. The not so good news is that 40 percent of open IT security jobs in 2015 will be vacant. There simply aren’t enough qualified people to fill them. Technologies such as new threat intelligence and attack remediation products will continue to advance. That will help automate intervention, but there is still a need for people to skillfully apply them, and for others to create them in the first place in the face of a never-ending game of new threats. One speaker said that, as of only a couple of years ago, a new malware was detected every 15 seconds. Now two new malwares are detected every one second! The speakers expected that pace to accelerate exponentially.

There are a growing number of formal university programs in this area, but I was very surprised to hear that only 12 percent of computer science majors are female, and that population has been steadily shrinking for two decades. A marginal percent of those study cyber. So we’ve got a challenge with public engagement in the issue, an inadequate talent pool, and almost half of the student population not thinking about the problem.

Of course not all software learning is in the classroom and talented hackers do emerge. That is why General Keith Alexander [former head of U.S. CyberCommand] went to least year’s Black Hat Conference – while unconventional, he knew this is a place to find badly needed talent. There are also several incubator initiatives like  Virginia’s Mach37, and many startups are trying to get off the ground.

Another challenge is that CEOs don’t fundamentally understand the complex cyber problem, so they delegate the task to the CIO. [This reminds me of similar dispositions toward Disaster Readiness and Business Continuity Planning pre-9/11]. Cyber threat is another form of business risk and should be planned for as such. One speaker mentioned that there is expert consensus, even from VCs who are scrupulous about how money is spent, that for a $100 million IT budget, 5-15 percent should be spent on security. While panelists noted cyber threat is a top discussion point for many corporate boards, there is uncertainty about what to actually do to prepare.

This is a tough issue all the way around. One speaker suggested repositioning the brand message to what regular folk will respond to – protecting our national treasures, homes and quality of life, critical infrastructure and national security. Nick Shevelyov, Chief Security Officer of Silicon Valley Bank, summarized the issue: ‘the technology that empowers us also imperils us.” I’m hoping more of us come to understand that and step up.


Contributed by Kathy Stershic, Principal Consultant, Dialog Research & Communications

kstershic@dialogrc.com

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On April 10, the NVTC Business Development, Marketing and Sales Committee held an event entitled “Lead Generation Technology Forum: How to Maximize Your Pipeline.” The event featured a distinguished panel of industry experts and end users, and offered ways to utilize automated marketing and lead generation solutions. John Beveridge, a vice chair of the committee, shares insights from the event below.


The business buying process has changed: a recent study by the Corporate Executive Board found that the average business buyer completes 57 percent of her sales process before ever contacting a salesperson. The NVTC Business Development, Marketing and Sales Committee recently held an event to help business deal with this new business reality.

Marketing executives from Deltek and Sonatype, along with industry representatives from Marketo and Vocus shared their thoughts and experiences on using marketing automation technologies to fill their pipelines and nurture their leads through the customer acquisition process.

The panel shared several insights with the audience:

  • Digital marketing is a process, not a product. Companies starting out with lead generation technology will need to transform their approach. You may need to reconfigure your team’s skills and learn new technologies to successfully implement a digital marketing process.
  • Prior to starting a digital marketing program, it’s important to know who you want to reach and to make sure you have the technology tools to accomplish your mission.
  • Digital, or inbound, marketing is based on the premise of attraction. It matches the modern buying process by providing potential buyers with educational content as they perform pre-purchase research.
  • One of the primary advantages of digital marketing is that it provides intelligence on your lead’s behaviors, which empowers sales people with information to make their outreaches more meaningful to buyers.
  • Digital marketing simplifies the marketing process by automating tasks like email marketing, lead nurturing and lead scoring.
  • Educational content like blogs, whitepapers, eBooks, webinars and videos are the fuel that runs lead generation technology. Companies considering digital marketing need to create high-quality content that educates their audiences and helps move them to a buying decision.
  • Digital marketing software lets companies measure every element of their lead generation process and optimize their process based on marketplace feedback.

Interesting in learning more about lead generation technology and other business development issues? Become a member of the NVTC Business Development, Marketing and Sales Committee.

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When Vision is Not Enough

March 18th, 2014 | Posted by Allison Gilmore in Member Blog Posts - (Comments Off)

NVTC is inviting members to serve as guest bloggers, sharing insights and information on trends or business issues relevant to other members. Kathy Stershic of member company Dialog Research & Communications shares her insights below.


A clear organizational vision is vital to moving your people in the same direction to meet strategic goals. Attaining a vision supposes a lot of things going right along your journey, or at least being somewhat in your control – but what happens when inconvenient realities make things go, well, differently?

Many of today’s leaders simply lack the time, bandwidth or vantage point to think beyond the near term. Yet never-ending change makes it increasingly important to examine macro forces that can impact your customers’ environments, and to prepare yourself for flexible decision-making in an unexpected future.

Scenario planning is a powerful but often overlooked tool in strategic planning. Scenarios don’t define the most likely future – they map uncertainties and explore alternative futures, so you are better prepared for both.

While employed by organizations as large as Royal Dutch Shell, the World Bank and the Military, even smaller to mid-sized businesses can incorporate at least some foundational work into their planning efforts.

The biggest premise in scenario planning is don’t assume the future will closely mirror the present. [Consider the unanticipated changes that resulted from the 1970s oil shock, the ripple effects of the 9/11 attacks or even the recent Target data breach.] Start outside-in. Invest in truly understanding your customer’s world – what are they planning for? What external forces must they anticipate or react to? Such forces can be the root of opportunities, surprises, or unforeseen crises.

Then shift to inside-out thinking to assess the implications of those external forces on your core business practices, organizational capacity, culture and current strategies. Develop a set of plausible ‘what if’ scenarios grounded in your customers’ contextual environment. Explore postures such as…

  • Does our current [intended] strategy hold up in each scenario? What are our strengths and weaknesses in each situation?
  • In 3 years, will there still be a fit between what we do and the customer environment?
  • Who or what kind of businesses will be successful in each scenario?
  • Can we be reasonably sure a certain change will occur? What could the outcome of that change be on our customers?  And what then is truly uncertain? What should we do or not do in each scenario?

Brainstorm, be creative, and stretch your thinking. A recent customer of mine reacted to our example scenarios as “mind bending” for the entrenched organizational culture. Generate options and test them against your scenarios. You can use a variety of tools – from team brainstorming workshops to highly structured analytical modeling.

Remember this is about plausibility, not prediction. But with this more informed perspective, you can design a strategic roadmap with enough flexibility to navigate unexpected turns. Then go for it.

For further reading: http://hbr.org/2013/05/living-in-the-futures/ar/1


Contributed by Kathy Stershic, Principal Consultant, Dialog Research & Communications

www.dialogrc.com, kstershic@dialogrc.com

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