In a world of rapid technological advancement, identifying true leaders in the industry is crucial. Our Certified MVP series shines a spotlight on exceptional individuals. Prepare to be inspired, challenged, and maybe even a little in awe of the quiet heroes who keep our digital world working and safe.
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Introduction
In this month’s feature we’ll learn from Gurjit Singh Bahia, Associate Director of IT at Queen Alexandra College, around his experiences and insights on IT leadership. Gurjit’s journey and advice sheds light on the unique challenges IT leaders face, revealing the things you should be doing to be recognised as a valuable asset, and MVP, within your organisation.
Meet Gurjit Singh Bahia:
Gurjit is the current Associate Director of IT at Queen Alexandra College. His career journey began in 2007 and has seen him progress from technician roles to leadership positions. Throughout his career, he has honed his technical skills and leadership qualities, becoming a trusted advisor within the organisations he has served.
Gurjit is a strong advocate for the strategic value of IT in organisations. He believes in clear communication and building strong relationships to bridge the gap between IT and business leaders. He is a strong believer in continuous learning and is passionate about empowering IT professionals to achieve their full potential.
Get to Know More About Gurjit:
He has always been interested in technology and how things work – taking things apart and putting them back together. Gurjit is driven by curiosity and wanting to do the best he can in whatever it is he’s doing, whilst trying to have fun along the way (even at the most stressful times). Besides spending time with his family, Gurjit spends his personal time on his many hobbies – with motorcycles and creating music being the main two he spends his time on.
When asked what philosophies he lives by Gurjit said:
‘Treat others how you want to be treated’ and ‘Always try to put your best foot forward in whatever you are doing’.
About Queen Alexandra College:
Queen Alexandra Charity is a registered charity supporting education, residential services and community services for young adults with learning difficulties and disabilities. The curriculum at QAC is broad and ambitious and meets the diverse needs of students, with an aim to empower these young adults to achieve their ambitions and to lead fulfilling lives.
“The support received from G has been highly effective, with a focus on providing solutions tailored to all users needs, particularly through our migration processes. G has been adept at deciphering and translating technical information, ensuring that SMT do not have to worry about the complexities involved & has communicated effectively with each layer in the organisation. G’s person-aware approach coupled with his technical skills and ability have been a refreshing change and development within QAC.” – Jan Gormley, Deputy Vice Principal at Queen Alexandra College
From Techie to Tech Leader: Gurjit‘s Career Trajectory
Q: What sparked your initial interest in technology, and how did it evolve from your early days?
Gurjit Singh Bahia (GSB): Initially, my passion leaned towards mechanics, I always wanted to be a mechanic. That’s what my father was, an immigrant, came over when he was 11 years old, qualified as a mechanic at the age of 18 and that’s what I remember as a as a child.
Fixing cars, handing him spanners and all the rest of it. He never wanted me to do that, though, because it was being in the cold, especially if you’re in England trying to work on an engine in the cold isn’t fun.
Then, a pivotal moment came when I was eleven, I got my first computer. This was thanks to my older cousin, a technician. This was something completely new back then but his career path, coupled with the allure of a less physically demanding yet financially rewarding field, ignited my interest in technology. I was captivated by the intricacies of computers, much like the engines I once admired. This early fascination with problem-solving and troubleshooting, honed through tinkering with various devices, is what I think laid the foundation for my career and sparked that initial interest and fascination with technology that has never left.
Even to this day, I am still motorcycle mad, by the way, love my motorbikes. The only thing I haven’t done on a motorbike is completely stripped the engine down. Other than that, I’ve done everything on a motorcycle. So that sense of what I like to call is “the art of troubleshooting” is something ‘ve developed from a young age and that just kind of went hand in hand with the way technology was advancing.
Q: Can you tell us a bit about your transition into a leadership position?
GSB: Of course, and to begin for context, this is my first directorship role. So, for me it was and always has been that idea of “OK, I’ve got something to prove.” No matter which role you come in at, at whatever level, you always have to earn your stripes. And for me, that’s always the way I I place myself just because I could say I’m the associate director of IT now, doesn’t mean I have automatic buy-in because you don’t know the history and personal experiences of the place that makes it what it is, and shapes its current view on SMB IT support too.
You know, the predecessors could have made some bad investments and you’re cleaning up. So the way I start any role is I’ll have a chat with everyone to understand them. I guess this speaks to why I moved into management and leadership rather than staying down the techie route, but I want to gauge the emotional intelligence of the company and really get to understand its people. From a young age, I have met characters from all walks of life. I’m thankful for this as it taught me to understand people. So, I like to have a chat and see where they are with IT, there is a diagram I always give them that looks like those old Roman buildings where you have the columns and then you have that triangle roof on the top.
I tend to draw one big block at the bottom, and I label that IT.
And I say to everyone “IT is not its own separate thing, and I can prove it.”
I’ll have a roof and then a few columns underneath and I go OK that pillar is your finance team. They can’t work today. Kick it off the roof is still there, so we’re okay though right? Oh, here’s HR not working for the day. Kick that pillar down. The roof is still standing, we’re okay – but knock down or take out the core supporting element, which is IT, and all those pillars are coming down, along with the roof too.
That is the world we live in now and when people hear that I’ve never heard a bad response to that, it’s like, “Oh!”
What I need to understand from you as CEO, as a tutor, as a cleaner, what are your needs? Just tell me what they are. Tell me your top three needs, and don’t say technology. Tell me your top three needs.
And it never is. Technology is never in those top three. That’s ultimately what I’m there trying to do, and I go OK now, where can it fit in? It’s understanding that first and then being able to present it in the right way. Some of it will always be needing to buy something or presenting a business case but most importantly its almost always that we need to fix something that’s inherently broken at a process level.
“They always look at it as IT is always the biggest expense … Ultimately our users want to know if they can work, they don’t really care about how it happens.” – Gurjit Singh Bahia, Associate Director of IT at Queen Alexandra College
Then you go out and earn those stripes by doing just that and helping to give people what they want. A year on now at Queen Alexandra College, have been approved for funding to buy through Babble the Sophos MDR solutions, which for us is a is a huge expense. It’s taken me a year because originally, they didn’t want to spend that level of money. They were like, well, what can you do something in-house?
And basically, I said the same thing as when I started after my initial six-week holistic review of the place to a few months ago. I asked, “well, what’s changed?” Because the message is the same, we still need an MDR. We still don’t have the staffing. We still don’t have the people, and all the rest of it. At the end of the day, it’s that buy-in factor that is the most important thing. I’ve proven myself by showing that IT company support is a business need and not just a nice-to-have.
Q: You mentioned a six-week holistic review. Can you elaborate on what this process entails and what you aim to achieve?
GSB: For me, it’s all about understanding the organisation. A lot of it is gut feel, but it’s backed up by observation. I’ve had some experiences that have shaped my perspective, but it’s more about understanding the people within the organisation. Are they ready for change? Are they capable of it? Can we work together to make things happen?
On the technical side, it’s about assessing the tools, processes, and team dynamics. I like to break it down into strengths, weaknesses, opportunities, and threats – a classic SWOT analysis. But then I take it a step further and figure out how to communicate this effectively.
I learned a valuable lesson: keep it simple. Strip everything back to the essentials. A board member doesn’t want a long report; they want clear, concise information. So, I focus on the key points: what’s working, what’s not, and what we’re going to do about it.
Q: How do you effectively communicate complex IT issues to non-technical stakeholders, especially when condensing information into a single page?
GSB: It’s about stripping things back to the basics. You know, a lot of people in leadership roles aren’t tech-savvy. They’re focused on the big picture, not the nitty-gritty. I’ve found that building personal relationships is key. Being approachable and understanding their perspective is crucial.
I remember supporting a board meeting and helping with tech issues. It was a small thing, but it built trust. It showed them I was there to support them, not just as an IT guy, but as a member of the team.
The key is to communicate clearly and concisely. I’ve learned to turn complex information into simple, digestible summaries. It’s about focusing on the impact, not the technical details.
I think a lot of it comes down to understanding the audience. In education, there’s a higher level of risk aversion compared to industry. It’s about building a strong case, demonstrating the potential benefits, and managing expectations.
Ultimately, it’s about finding IT solutions for businesses that work for everyone. It’s a balancing act between technical expertise and business acumen.
Q: Do you often face resistance when trying to implement new ideas? How do you overcome this?
GSB: Yeah, it’s a constant battle trying to convince people to do things my way. I’ve been in situations where I’ve felt like I’m handing someone pure gold, but they’re still asking for proof.
Like when I was a service desk manager, I was trying to introduce a new system that would make everyone’s life easier. It was like pulling teeth. People were resistant, asking for endless justification. It was frustrating, but it’s a common experience, I think.
I’ve learned that it’s not just about the facts and figures. It’s about understanding people’s fears and concerns. Some people are scared of change, others are worried about looking incompetent. You’ve got to meet them where they’re at and address their doubts head-on. It’s about building trust and credibility.
I’ve also found that using storytelling is incredibly powerful. People connect with stories on a deeper level. It’s about painting a picture of what the future could look like if we adopt a new approach.
And sometimes, you just need to be persistent. Don’t give up at the first sign of resistance. Keep the conversation going, find common ground, and eventually, you’ll break through.
“You can’t let the naysayers get to you.” – Gurjit Singh Bahia, Associate Director of IT at Queen Alexandra College
Q: So, in your opinion, what are the top three things a CEO wants to see?
GSB: Honestly, it depends on the CEO. Some are all about numbers, others are more people-focused. My boss is definitely data-driven. She wants to see concrete results. It’s all about efficiency and effectiveness. She doesn’t care about the cost as long as I can show I’m delivering.
I’ve learned that to gain buy-in, you need to speak their language. If they’re numbers people, give them figures. Show them how your work is saving time or money. It’s about demonstrating the value proposition.
Over time, I’ve realised that while figures are important, people are the backbone of any organisation. It’s easy to get caught up in the technology, but we can’t forget the human element. It’s about finding the right balance between technology and people.
For instance, she’s asked me to justify spending on new technology. I had to explain that while there’s an upfront cost, it will save us money in the long run by increasing efficiency and reducing errors. It’s about making a business case, not just asking for more funds.
You also need to consider the wider impact. It’s not just about the technology; it’s about how it affects people. For example, a new system might save time but increase workload in another area. You need to think holistically.
“[Our CEO], she understands we’re needed in education. I mean [there were] statistics about cyber crime in education over the last year has gone up by 55% from where it was. She is very statistically driven, so she loves that stuff.” – Gurjit Singh Bahia, Associate Director of IT at Queen Alexandra College
Q: What is the most exciting recent bit of tech that you have used, or you’ve played around with or had a look at?
GSB: Yeah, this is where the geek in me comes out. Our new MDR platform is incredible. It’s like having a superhero team working around the clock to protect our systems. We’ve only just started using it, but it’s already finding stuff we never knew existed.
“It’s like having a superhero team working around the clock to protect our systems.” – Gurjit Singh Bahia, Associate Director of IT at Queen Alexandra College
The best part is the reporting. I can show the management team exactly what’s happening, from high-level overviews to detailed incident reports. It’s like having a crystal ball into our security posture. I can’t wait to show them the kind of insights we can get from this tool. It’s going to revolutionise how we approach security. It’s like having a crystal ball into the cyber threat landscape.
I mean, the other day, it picked up a suspicious login attempt from an unknown IP address. We were able to block it immediately, preventing a potential breach. It’s that kind of real-time protection that’s invaluable.
And the time savings are huge. We used to spend hours manually analysing data. Now, the MDR does it for us, freeing us up to focus on other things. It’s a game-changer.
Outside of work – it’s a motorcycle suspension. But you know that’s a different story!
Q: To end off, what is one piece of advice you would offer to anyone who’s considering going into a career in IT or tech?
GSB: If you don’t genuinely enjoy it, don’t do it. It’s a cliché, but it’s true. Tech can be incredibly rewarding, but it’s also demanding. If you’re not passionate about it, you’ll burn out quickly. I’ve been lucky to find something I love doing. It’s not always easy, but it’s always stimulating. And that’s what keeps me going.
“For any of you, never underestimate the value of self-investment. If you never get it from work, always put it in yourself.” – Gurjit Singh Bahia, Associate Director of IT at Queen Alexandra College
The Secret Weapon of Successful SMBs: IT Leaders as MVPs
By equipping yourself with the strategies inspired by Gurjit Singh Bahia’s leadership journey, you can take a proactive approach to elevating your IT team’s profile.
We understand the importance of quantifying the impact of IT initiatives. To help you craft compelling arguments for securing investment in future projects, and highlighting the important role IT plays, we’ve created a free downloadable business case template specifically designed for IT leaders in SMBs. This template guides you through the process of identifying the business tech support you need, outlining the proposed IT solution, and most importantly, demonstrating the projected return on investment (ROI).
Download your free business case template today and take the first step towards becoming the MVP of your organisation. Wanting more direction or insight? Read more on how to perfect your business case here.