Julian Hamood of Trusted Tech Team: Five Things I Wish Someone Told Me Before I Became A Company CEO

An Interview With Doug Noll

You can’t plan for everything that’s to come: Leading the business has brought numerous turns along the way — whether it was locating staff that could drive us forward or optimizing throughout the pandemic. Plan proactively and be nimble enough to change course, if required.

As a part of our series called ‘Five Things I Wish Someone Told Me Before I Became A CEO’ we had the pleasure of interviewing Julian Hamood.

Julian Hamood is the President of Trusted Tech Team (TTT), the leading Microsoft Cloud solutions and support provider. As a recognized expert in IT solutions, licensing consultations, and customer relations with more than 16 years of experience, Hamood established TTT’s position as a Microsoft CSP direct-bill partner, carrying multiple Solutions Partner Designations, and the now-legacy Microsoft Gold Partner competency while leading the company’s meteoric growth as it surpassed its revenue goal by doubling revenue every year for the last three years. In addition to his business achievements, Hamood is an active volunteer and primary sponsor for Project Youth OC, a non-profit organization that uplifts underprivileged, underserved, and at-risk youth in local communities through counseling, mentoring, and professional development services. He also helps fund United Champions for Change, a non-profit organization that aims to raise awareness of educational system inequities and help underprivileged youth gain better access to education, while continuing to support and donate to the Wounded Warrior Project, a non-profit organization that provides programs and services to wounded veterans. Hamood earned his Bachelor’s degree in Business Management, Marketing, & Related Support Services from California State University, Fullerton.

Thank you so much for joining us in this interview series! Before we dig in, our readers would like to get to know you a bit more. Can you tell us a bit about your “backstory”? What led you to this particular career path?

I started building computers at 14 years old. I spent my teenage years working at a local computer shop, laser-focused on learning everything I could on both the hardware and software ends. As an adult, I became more and more interested in the technical side of the Microsoft operating systems. Before I launched Trusted Tech Team, I learned everything I could from an organization that was in a space similar to the one I operate within today. I studied the Microsoft ecosystem and observed all of the challenges that arise on the licensing side of many software and cloud-based solutions. I infused that knowledge into the foundation of Trusted Tech Team with one key goal in mind: to provide our clients the best possible experience, quality of service, and pricing for the many Microsoft products they were likely already using but not maximizing to their fullest potential. That goal has remained the same, and it has helped the company grow into what it is today.

As you know, none of us can achieve lasting success without some help along the way. Is there anyone you are grateful to for helping you get to where you are today?

I owe a lot to our CRO, Todd Richardson. He brought a lot of knowledge about technology from his days in Silicon Valley, where he worked for numerous SaaS companies. He taught me a lot about how these companies were architected, built, and scaled. I also learned a great deal from Kevin Turner, the former COO of Microsoft (2004–2016), who offered me a lot of foundational advice on how to build a company from the ground up. Lastly, Satya Nadella, the CEO of Microsoft, has taught me so much recently. Despite only knowing him briefly, he’s been instrumental in helping catapult our company further to set us up for even greater future growth.

Speaking of success, your company has definitely seen some meteoric growth over the last year. What do you think has contributed to that success? And what does your recent office expansion in Orange County mean for the company?

The Orange County expansion poured fuel onto our already burning fire. We’ve tripled in staff size and show no signs of slowing down. Last year, we also expanded into Canada to support our more Northern clients — and this year, we have our sights set on making the push to London. But none of it would be possible without the OC office expansion. We’ve also found a satellite home on the UCI campus, which has allowed us to be more engaged with the community and with up-and-coming junior professionals. We can recruit a lot of talent from UCI and other local campuses to ensure we provide real opportunities to local students.

Leadership often entails making difficult decisions or hard choices between two seemingly solid paths. Can you tell us a bit about how you approach these big decisions as a leader?

One of my riskier decisions was expanding outside the United States into the U.K. and Europe. It was a hard stance that we had to take. It required a lot of sacrifices; it required constant back-and-forth travel to Europe while still maintaining and growing the business here in the States. We had to learn the way the culture works, the backgrounds of people, and the way the systems are set up there that differ from how they’re set up here. But we collectively chose to press on because we knew that the strong forward momentum it would cause for the company would be worth the risk.

In just a few words, how would you describe the role of an executive, and how does it differ from that of other leaders?

• Executives lead by example — not by diction or dictatorship.
• Executives serve first in the role that they’re leading.
• Executives aren’t afraid to go boots-on-the-ground and get their hands dirty.
• Executives are multifaceted across every role they lead — they know how to do the role and how to teach someone else to do the role.

What are some “myths” that you’d like to dispel about being a President or CEO in any field?

One of the myths about the role of the corporate President is that they are always out of the office working on other tasks. The truth is, I’m out of the house every day by 5:15 AM, so that I can be the first one to the office — and most days, I’ll be the last to leave. That said, there is some truth to the myth. Many Presidents lack the level of engagement and commitment necessary to be effective. The President should know every corner and crevice of the company, and the best Presidents have already done the work of every role within the organization. As the company expands and grows, they should also have high-level recruiting skills and be able to bring in new employees, train them, and show them the ropes.

What is the most striking difference between how you envisioned your job playing out and how it looks from day to day?

The biggest difference between the job I thought I would have and the work I’m doing is how much of a hands-on approach I still have in the organization. As we’ve grown to this size, I thought I’d eventually be a little more displaced because that’s what I saw happen in every large company I’ve worked for. I’ve seen owners and CEOs slowly become distant from the company’s foundation as it scales. But I stayed so actively hands-on to always be in touch with what’s happening on the ground. I was originally worried about feeling disengaged by now, but I actually feel the opposite — I’m more in tune with what’s happening than ever.

Do you think everyone has what it takes to be a c-suite executive? What specific traits increase the likelihood that a person will be a successful executive, and what type of traits make it impossible to lead at this level? Why?

The most important trait that separates a C-suite executive from any other employee or leader is the fire they have for the role. If you’re going to go into a presidential role or start your own company, you must remain present and involved with your team. Doing so also requires consistency, understanding, compassion, and vulnerability in order to connect with your team members on a deeper level. It’s the ability to ask oneself: Even when things are going badly, can you keep showing up? Your passion and love for the role might diminish over time, so you must consistently find new ways to motivate yourself. I’ll say this much about those who should not enter the role: the ego will be anyone’s downfall. You must be willing to admit that you don’t know it all in order to lead and delegate well.

What advice would you give to other business leaders to help create the best work culture? Can you share a story or an example?

Be the person you want your employees to be. It all starts with leading by example. Many leaders try to do this but fall short because it’s not an easy task to maintain. Sure, you may be able to keep that energy up for a few weeks or even months — but can you stay true to that mission for the long haul? Even when things are looking dicey? At the end of the day, if you want your employees to work hard, you have to show up every day and work harder than everyone else. You have to be willing to put in 110% to get the best out of your employees.

How have you used your success to make the world a better place?

We’ve spent a lot of time, money, and energy on reinvesting into the community. Whether that’s been through our partnerships with local non-profits or direct philanthropic donations, we are always looking for ways to give back. We’re also dedicated to providing employment opportunities for local youth — those who are about to graduate and recent grads who may not otherwise have the opportunity to work for a fast-growing tech company like this one. We’re also helping elevate the industry’s business-to-customer dynamic. We believe in building real, genuine relationships with our customers. We believe in making their jobs easier, even if that means they end up relying on less. We’re in the business of solving problems to make people’s work lives easier and less stressful.

What are your “Five Things I Wish Someone Told Me Before I Became A Company President,” and why?

1. You can’t plan for everything that’s to come: Leading the business has brought numerous turns along the way — whether it was locating staff that could drive us forward or optimizing throughout the pandemic. Plan proactively and be nimble enough to change course, if required.
2. You must maintain good personal habits and relationships: A good supporting cast, good health (mental and physical), and good relationships are crucial in aiding you throughout this journey. Prepare to lean on those you love most.
3. You must have a good network: The hardest part about starting a business is starting to sell. The second is getting in talent that compliments your strengths and weaknesses.
4. You must know the field you’re getting into better than your competitors: You need to know the business you’re getting into; and which customers fit your ideal customer profile. Not all prior business success and accolades immediately translate into a successful startup or leadership role. Do your research, and keep learning.
5. You need to be able to sell: Sell, sell, sell. The President needs to be on the ground at all times running to bring in as many sales as possible. That is a core function of the role.

What is your favorite “life lesson” quote, and how is it relevant to you in your life?

“Many of life’s failures are people who did not realize how close they were to success when they gave up.” — Thomas Edison.

There have been so many moments of growth in the company throughout my tenure as President, and my team and I have always continued to progress, no matter what we are facing. Every obstacle has been overcome with an elevated nature of perseverance. Everyone must continue to push forward on the same path regardless of the imminent storm.

Thank you for these fantastic insights. We greatly appreciate the time you spent on this.

About the Interviewer: Douglas E. Noll, JD, MA was born nearly blind, crippled with club feet, partially deaf, and left-handed. He overcame all of these obstacles to become a successful civil trial lawyer. In 2000, he abandoned his law practice to become a peacemaker. His calling is to serve humanity, and he executes his calling at many levels. He is an award-winning author, teacher, and trainer. He is a highly experienced mediator. Doug’s work carries him from international work to helping people resolve deep interpersonal and ideological conflicts. Doug teaches his innovative de-escalation skill that calms any angry person in 90 seconds or less. With Laurel Kaufer, Doug founded Prison of Peace in 2009. The Prison of Peace project trains life and long terms incarcerated people to be powerful peacemakers and mediators. He has been deeply moved by inmates who have learned and applied deep, empathic listening skills, leadership skills, and problem-solving skills to reduce violence in their prison communities. Their dedication to learning, improving, and serving their communities motivates him to expand the principles of Prison of Peace so that every human wanting to learn the skills of peace may do so. Doug’s awards include California Lawyer Magazine Lawyer of the Year, Best Lawyers in America Lawyer of the Year, Purpose Prize Fellow, International Academy of Mediators Syd Leezak Award of Excellence, National Academy of Distinguished Neutrals Neutral of the Year. His four books have won a number of awards and commendations. Doug’s podcast, Listen With Leaders, is now accepting guests. Click on this link to learn more and apply.