Employee Journeys

Our Employees Share Their Unique Journeys

We are proud to hire professionals who are passionate about IT and are eager to grow further in their careers. Check out our interviews with long-time Infracore team members below, where we discuss their career paths, experiences and personal growth at Infracore. 

Brett Henrich, Chief Operating Officer

Q: What has your professional journey been like at Infracore?

 

A: I started in 2006 as an IT Specialist. From that initial role, I moved through the ranks as IT Manager, Senior IT Manager, Operations Manager, Senior Operations Manager and finally into my current role as Chief Operating Officer of Infracore. 

 

Prior to Infracore, I had spent most of my career supporting Linux-based environments. When I joined, Infracore helped me gain Windows Server/Exchange Server skillsets I hadn’t yet learned. Over time, I continued to develop my technical skills, getting several Cisco certificates (CCNA, CCNP), which Infracore supported through training material and exam reimbursements. I used these skills to help build, integrate and expand numerous sophisticated client environments.

 

After reaching the top of the technical mountain, it was humbling to start at the bottom as a novice manager. My new leadership role required a different set of tools, such as the ability to handle conflicts while consistently providing my team with motivation and direction.  Infracore has given me the resources I’ve needed to gain these important leadership skills. They added me to the Executive team, which allowed me direct access to our business coach who helped me look at the world through a new lens – expanding my horizons as a person. I’ve learned that leadership is about rallying a group of people together around a common goal so that they can achieve something greater than anything they could have achieved alone. 

 


 

Q: What is your favorite part about working at Infracore? 

 

A: I don’t have a single favorite part, but there are a few themes. First, our founders have technical backgrounds. They understand the challenges faced by technical staff in order to genuinely value them and help them grow. The company is dedicated to the growth of its people – we provide leadership development at all levels of the company, not just the executive suite. 

 

Infracore is also committed to its core values and lives by them. Infracore’s culture is one in which holding each other accountable, asking for help and calling out barriers to success are all actively encouraged. Anyone is able to speak up when they don’t feel set up for success, or call someone out for a commitment they didn’t deliver on – regardless of their position in the company. If one person fails, we all fail. Infracore stands for everyone’s individual success.

 


 

Q: What does Infracore being “the heart of IT” mean to you?

 

A: We recognize how important IT is to our clients’ business. Just as a healthy heart is essential for us to function at our best, a healthy IT function is essential for an organization to operate. Just like a human heart, IT is complex, hidden away and not often thought about unless something goes wrong. Infracore knows IT is at the heart of each organization and focuses on ensuring a solid foundation by bringing mature processes, providing efficient service and following best practices.

 


 

Q: How has Infracore supported you outside of your professional role?

 

A: Infracore has always been very supportive of me personally. From time to time, I make longer trips back to Australia where I grew up and they’ve always encouraged me to do so – offering the flexibility I need to help make that possible. I also have three kids and they’ve always given me the time I’ve needed to take care of them. 

 

There was also the time that I managed to get the entire company to join me on a camping trip, which is something that I really enjoy doing in my spare time. With just the camping equipment I use with my family, I had the opportunity to cater to dozens of Infracore team members. We all enjoyed a taco bar and s’mores around a campfire. One of our Operations Managers even brought everyone up in a bus that he takes to Burning Man. I truly appreciate the high level of support the company has for my passions outside of my role with the company. 

 


Jay Mueller, VP of Technology Operations

Q: What has your professional journey been like at Infracore?

 

A: I was hired as an IT Specialist in 2008 and have climbed the career ladder. Today I operate in a VP of Technical Operations capacity.

 

When I first started, I was largely self-taught and I wasn’t used to having a strong team to back me up. In my technical role, Infracore provided me access to a wide range of emerging enterprise technologies, Cisco ASA, VMware ESXi, Microsoft BPOS and leveraging Linux for monitoring and alerting. From there, I had access to hardware to build out test labs prior to deploying new infrastructure. Starting in 2013, Infracore started providing leadership training that enabled me to drive new levels of accountability in myself and others as I pursued a role as Operation Manager.

 

In our leadership development, we discuss something called the “wisdom curve.” It’s the process of transitioning away from being technical individuals and subject-matter experts, into leaders who are able to sit with questions and don’t always have to be the smartest person in the room. A lot of my growth in this new role came from recognizing that as an individual there were always going to be limits to what I could realistically and sustainably achieve. I’ve learned that as a team we can arrive at a solution together, often much quicker and with more accuracy. This has helped me cultivate my ambition and others’ as well. 

 


 

Q: What is your favorite part about working at Infracore? 

 

A: With both founders coming from technical backgrounds, I was able to benefit specifically from their coaching, shaping both my verbal and written communication to be more accessible to business leaders. Our open-door policy and the focus on holding “our stories lightly” – these are the perceptions we create of situations that may not be factual – have also allowed me and others to pursue questions and conversations beyond the political barriers other companies often build up. 

 

We also look to build IT leaders, people who are open to new ideas and can lead the way towards how we can best serve our clients. That’s why every single employee on our team is in some sort of leadership development program. 

 


 

Q: What does Infracore being “the heart of IT” mean to you?

 

A: At the heart of IT is a dedication to enabling others to do more, with fewer obstacles and more room for healthy, sustainable growth. Infracore is also committed to being objective partners in our clients’ success, with a great focus on shared values, ensuring that their best interests are aligned with ours.

 


 

Q: How has Infracore supported you outside of your professional role?

 

A: Infracore cares deeply for our people, especially those who are navigating challenges in their lives. When my son was born, it was really critical for me to be home and not work evenings or weekends, because at that point in my life someone else needed my time and energy. From the day I walked into the door and stepped into my first role, I knew I could be open and honest and that I wasn’t jeopardizing myself by showing vulnerability or weakness. The company has always made me feel like a priority. They care about me, my interests and what matters to me. That support has always reminded me to do the same for others. We all accept each other as human beings. 

 


 

Eric Sawinda, VP of Technology Operations

Q: What has your professional journey been like at Infracore?

 

A: When I started at Infracore in 2015, I was hired as an IT Manager. I worked hand in hand with Chris Eakin, our CTO, who helped me develop my leadership abilities, hone my communication skills and navigate my way through building the necessary relationships with the stakeholders. After my first year, I was promoted to the position of Operations Manager, at which point I began to report to Brett Henrich, who helped me continue to grow in these areas. I have also been lucky enough to be a part of the Leadership training that Infracore provides, as well as several months of individualized leadership training provided by our Chief of Staff, Kobe Bogaert.

 


 

Q: What is your favorite part about working at Infracore? 

 

A: There are many aspects of Infracore that I appreciate, but if I am forced to name my favorite it is the impact I am allowed to have. Infracore’s culture radiates from its core values: integrity, commitment and trust. These values have established a culture that believes in accountability for our commitments, respect for each other, compassion and the desire to stand for each other’s success. I’ve learned how to gain satisfaction, not just from a job well done, but by helping others learn to do it themselves as the next leaders. I’m learning to leverage my abilities to impact people for the positive, so that they can impact others in a similar fashion. 

 

The culture that we have is designed to help people become better leaders. We have very open communication, regardless of the “chain of command.” You can hold others accountable up and down this chain. It’s also a safe place to fail and learn from mistakes. 

 


 

Q: What does Infracore being “the heart of IT” mean to you?

 

A: Because IT touches every aspect of a business and because we interact with everyone at a company, we also have a unique ability to understand the needs of each individual in the organization. We work with them and the stakeholders of the company to create a future that would not be possible without us. 

 


 

Q: How has Infracore supported you outside of your professional role?

 

A: At Infracore, we really do right by both our clients and our employees. Most of the people that work for Infracore have children and families. The company comes from a family-centric perspective and so it’s very easy to extend that same mentality to everyone. While Infracore values hard work, work-life balance is incredibly important as well. I’ve gone to Burning Man for eight years, I love snowboarding and woodworking and I never feel that the role I prioritize at Infracore stands in the way of the things I enjoy doing outside the office.

 


Brett Henrich, Chief Operating Officer 

 

Q: What has your professional journey been like at Infracore?

 

A: I started in 2006 as an IT Specialist. From that initial role, I moved through the ranks as IT Manager, Senior IT Manager, Operations Manager, Senior Operations Manager, and finally into my current role as Chief Operating Officer of Infracore. 

 

Prior to Infracore, I had spent most of my career supporting Linux-based environments. When I joined, Infracore helped me gain Windows Server/Exchange Server skillsets I hadn’t yet learned. Over time, I continued to develop my technical skills, getting several Cisco certificates (CCNA, CCNP), which Infracore supported through training material and exam reimbursements. I used these skills to help build, integrate, and expand numerous sophisticated client environments.

 

After reaching the top of the technical mountain, it was humbling to start at the bottom as a novice manager. My new leadership role required a different set of tools, such as the ability to handle conflicts while consistently providing my team with motivation and direction.  Infracore has given me the resources I’ve needed to gain these important leadership skills. They added me to the Executive team, which allowed me direct access to our business coach who helped me look at the world through a new lens – expanding my horizons as a person. I’ve learned that leadership is about rallying a group of people together around a common goal so that they can achieve something greater than anything they could have achieved alone. 

 


 

Q: What is your favorite part about working at Infracore? 

 

A: I don’t have a single favorite part, but there are a few themes. First, our founders have technical backgrounds. They understand the challenges faced by technical staff in order to genuinely value them and help them grow. The company is dedicated to the growth of its people – we provide leadership development at all levels of the company, not just the executive suite. 

 

Infracore is also committed to its core values and lives by them. Infracore’s culture is one in which holding each other accountable, asking for help, and calling out barriers to success are all actively encouraged. Anyone is able to speak up when they don’t feel set up for success, or call someone out for a commitment they didn’t deliver on – regardless of their position in the company. If one person fails, we all fail. Infracore stands for everyone’s individual success.

 


 

Q: What does Infracore being “the heart of IT” mean to you?

 

A: We recognize how important IT is to our clients’ business. Just as a healthy heart is essential for us to function at our best, a healthy IT function is essential for an organization to operate. Just like a human heart, IT is complex, hidden away, and not often thought about unless something goes wrong. Infracore knows IT is at the heart of each organization and focuses on ensuring a solid foundation by bringing mature processes, providing efficient service, and following best practices.

 


 

Q: How has Infracore supported you outside of your professional role?

 

A: Infracore has always been very supportive of me personally. From time to time, I make longer trips back to Australia where I grew up, and they’ve always encouraged me to do so – offering the flexibility I need to help make that possible. I also have three kids, and they’ve always given me the time I’ve needed to take care of them. 

 

There was also the time that I managed to get the entire company to join me on a camping trip, which is something that I really enjoy doing in my spare time. With just the camping equipment I use with my family, I had the opportunity to cater to dozens of Infracore team members. We all enjoyed a taco bar and s’mores around a campfire. One of our Operations Managers even brought everyone up in a bus that he takes to Burning Man. I truly appreciate the high level of support the company has for my passions outside of my role with the company. 

 


 

Jay Mueller, VP of Technology Operations

 

Q: What has your professional journey been like at Infracore?

 

A: I was hired as an IT Specialist in 2008, and have climbed the career ladder. Today I operate in a VP of Technical Operations capacity.

 

When I first started, I was largely self-taught, and I wasn’t used to having a strong team to back me up. In my technical role, Infracore provided me access to a wide range of emerging enterprise technologies, Cisco ASA, VMware ESXi, Microsoft BPOS, and leveraging Linux for monitoring and alerting. From there, I had access to hardware to build out test labs prior to deploying new infrastructure. Starting in 2013, Infracore started providing leadership training that enabled me to drive new levels of accountability in myself and others as I pursued a role as Operation Manager.

 

In our leadership development, we discuss something called the “wisdom curve.” It’s the process of transitioning away from being technical individuals and subject-matter experts, into leaders who are able to sit with questions and don’t always have to be the smartest person in the room. A lot of my growth in this new role came from recognizing that as an individual there were always going to be limits to what I could realistically and sustainably achieve. I’ve learned that as a team we can arrive at a solution together, often much quicker and with more accuracy. This has helped me cultivate my ambition and others’ as well. 

 


 

Q: What is your favorite part about working at Infracore? 

 

A: With both founders coming from technical backgrounds, I was able to benefit specifically from their coaching, shaping both my verbal and written communication to be more accessible to business leaders. Our open-door policy and the focus on holding “our stories lightly” – these are the perceptions we create of situations that may not be factual – have also allowed me and others to pursue questions and conversations beyond the political barriers other companies often build up. 

 

We also look to build IT leaders, people who are open to new ideas and can lead the way towards how we can best serve our clients. That’s why every single employee on our team is in some sort of leadership development program. 

 


 

Q: What does Infracore being “the heart of IT” mean to you?

 

A: At the heart of IT is a dedication to enabling others to do more, with fewer obstacles and more room for healthy, sustainable growth. Infracore is also committed to being objective partners in our clients’ success, with a great focus on shared values, ensuring that their best interests are aligned with ours.

 


 

Q: How has Infracore supported you outside of your professional role?

 

A: Infracore cares deeply for our people, especially those who are navigating challenges in their lives. When my son was born, it was really critical for me to be home and not work evenings or weekends, because at that point in my life someone else needed my time and energy. From the day I walked into the door and stepped into my first role, I knew I could be open and honest and that I wasn’t jeopardizing myself by showing vulnerability or weakness. The company has always made me feel like a priority. They care about me, my interests, and what matters to me. That support has always reminded me to do the same for others. We all accept each other as human beings. 

 


 

Eric Sawinda, VP of Technology Operations

 

Q: What has your professional journey been like at Infracore?

 

A: When I started at Infracore in 2015, I was hired as an IT Manager. I worked hand in hand with Chris Eakin, our CTO, who helped me develop my leadership abilities, hone my communication skills, and navigate my way through building the necessary relationships with the stakeholders. After my first year, I was promoted to the position of Operations Manager, at which point I began to report to Brett Henrich, who helped me continue to grow in these areas. I have also been lucky enough to be a part of the Leadership training that Infracore provides, as well as several months of individualized leadership training provided by our Chief of Staff, Kobe Bogaert.

 


 

Q: What is your favorite part about working at Infracore? 

 

A: There are many aspects of Infracore that I appreciate, but if I am forced to name my favorite it is the impact I am allowed to have. Infracore’s culture radiates from its core values: integrity, commitment, and trust. These values have established a culture that believes in accountability for our commitments, respect for each other, compassion, and the desire to stand for each other’s success. I’ve learned how to gain satisfaction, not just from a job well done, but by helping others learn to do it themselves as the next leaders. I’m learning to leverage my abilities to impact people for the positive, so that they can impact others in a similar fashion. 

 

The culture that we have is designed to help people become better leaders. We have very open communication, regardless of the “chain of command.” You can hold others accountable up and down this chain. It’s also a safe place to fail and learn from mistakes. 

 


 

Q: What does Infracore being “the heart of IT” mean to you?

 

A: Because IT touches every aspect of a business and because we interact with everyone at a company, we also have a unique ability to understand the needs of each individual in the organization. We work with them and the stakeholders of the company to create a future that would not be possible without us. 

 


 

Q: How has Infracore supported you outside of your professional role?

 

A: At Infracore, we really do right by both our clients and our employees. Most of the people that work for Infracore have children and families. The company comes from a family-centric perspective, and so it’s very easy to extend that same mentality to everyone. While Infracore values hard work, work-life balance is incredibly important as well. I’ve gone to Burning Man for eight years, I love snowboarding and woodworking, and I never feel that the role I prioritize at Infracore stands in the way of the things I enjoy doing outside the office.

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