{"id":61488,"date":"2024-08-22T07:46:06","date_gmt":"2024-08-22T14:46:06","guid":{"rendered":"http:\/\/www.enxmag.com\/twii\/?p=61488"},"modified":"2024-08-22T07:46:28","modified_gmt":"2024-08-22T14:46:28","slug":"force-multipliers-novatech-difference-maker-dave-moorman-enjoys-boost-from-quality-team","status":"publish","type":"post","link":"https:\/\/www.enxmag.com\/twii\/the-week-in-imaging-twii\/editors-blog\/2024\/08\/force-multipliers-novatech-difference-maker-dave-moorman-enjoys-boost-from-quality-team\/","title":{"rendered":"Force Multipliers: Novatech Difference Maker Dave Moorman Enjoys Boost from Quality Team"},"content":{"rendered":"\n
\"\"
Dave Moorman<\/figcaption><\/figure><\/div>\n\n\n\n

Dave Moorman freely admits to being confident. He\u2019s a two-sport star, in a sense, as president and CISO for Novatech\u2014a big-picture executive meshed with a granular technology foundation. He\u2019s even written a book on the subject.<\/p>\n\n\n\n

But long ago, Moorman realized that empowering his team members, and not micromanaging them, can have a much greater impact than any one person could provide. It is those personnel within the organization, armed with the right tools, who provide the force multiplier that makes Novatech much greater than the sum of its parts.<\/p>\n\n\n\n

\u201cI think about the things I want to accomplish: grow the business and add more services for customers,\u201d said Moorman, a 2024 ENX Magazine<\/em> Difference Maker. \u201cIf I can get a good team in place and empower them to make critical decisions, we can do even greater things. Most of the employees in the company have more visibility into our customers than I do. They\u2019re talking to them every day, and they\u2019re out making service calls and taking the IT support tickets. Empowering the people that work for you is a superpower, in my opinion. It\u2019s all about collaboration and tapping into your people.\u201d<\/p>\n\n\n\n

The last 10 years have been transformative for Moorman. Over that period, he\u2019s directed much of his focus to assisting employees with their careers, ensuring they have the training and experience necessary to develop an upward trajectory. He\u2019ll order in lunch and have a one-on-one with a younger team member to help expand their knowledge of the industry and business in general.<\/p>\n\n\n\n

Moorman takes the same tactics with clients and helping them arrive at the desired destination from a technology and business standpoint. Tech is his passion, and he wants to ensure it \u201cbecomes a tailwind as opposed to a headwind\u201d for customers. The executive and technical duality in his job description offers a lot of latitude and opportunity to make a bona fide difference for those individuals and companies that come to him for guidance.<\/p>\n\n\n\n

\u201cI understand the technology, but I also built, scaled and sold my own company,\u201d he said. \u201cI think I have a somewhat unique perspective on what it takes.\u201d<\/p>\n\n\n\n

The entrepreneurial DNA flowed through Moorman\u2019s family\u2014his father, two brothers and grandfather were independent business people. So after notching his bachelor\u2019s degree in computer science from Florida State, he decided to move to Atlanta and start his own IT company, DynaSis, in 1993. There was a lot of buzz around the city, as it was to host the Summer Olympics in 1996, and he wanted to catch the \u201cOlympic wave.\u201d The timing was impeccable.<\/p>\n\n\n\n

\u201cHalf of it was luck, because I was in a growing metropolitan area,\u201d Moorman said. \u201cAround this time, a lot of companies didn\u2019t have local area networks or wide area networks. So I got started helping companies put networks in their buildings and connect their printers. Then, from 1995-1997, we spent a lot of time connecting everybody to the internet.\u201d<\/p>\n\n\n\n

Branching Out<\/strong><\/p>\n\n\n\n

After 26 years of helping companies ramp up and keep pace with technology\u2014which included developing best practices for IT infrastructure and a managed services model for IT\u2014Moorman saw an opportunity to continue growing by joining Novatech. The Nashville dealer had acquired DynaSis\u2019 largest competitor only three years earlier.<\/p>\n\n\n\n

What really sold Moorman on the deal was the opportunity to help run the company and have P&L responsibility, in addition to being able to invest in the company himself. Moorman and his partner agreed to sign on, and the last five and a half years have provided a whirlwind of activity.<\/p>\n\n\n\n

\u201cAt the time, our company was three times the size of the national average for an MSP,\u201d he said. \u201cWe always wanted to grow and scale the business, be in different markets and add more employees. We had about 60 employees then, and we have 160 now. So the deal removed some of the risk, and we were able to grow and have fun.\u201d<\/p>\n\n\n\n

Speaking of tapping into people, Moorman couldn\u2019t have asked for a better mentor than CEO Dan Cooper, who spent the better part of 14 years as the president of Global Imaging Systems and its 40 member companies. Cooper also served as a region manager for Danka Office Imaging and was CEO of Electronic Systems for more than 10 years.<\/p>\n\n\n\n

\u201cHe\u2019s taught me how to slow down in being an entrepreneur,\u201d Moorman noted of Cooper. \u201cI tend to move fast and take a lot of risks. He also allowed me to be on investment calls. I\u2019ve been on the acquisitions team and have helped integrate 10 companies. That was really invaluable.\u201d<\/p>\n\n\n\n

There\u2019s no denying that 2023 was an eventful year for Moorman and Co. Novatech acquired Carolina Business Equipment, which is almost fully integrated now. As for Moorman, he was tabbed to serve on the advisory councils for both Sharp and ConnectWise, which he considers a great honor.<\/p>\n\n\n\n

\u201cIt\u2019s nice having these large billion-dollar companies asking me my opinion,\u201d he added. \u201cIt was great to have somebody else recognize some of my accomplishments and want to hear what I have to say, because I do have a lot to say.\u201d<\/p>\n\n\n\n

Acquisitions will certainly play a role for Novatech moving forward. He sees more opportunities as companies with aging leadership and a lack of a succession plan seek to transition out of the industry. While no deals are imminent, Moorman notes the company is engaged in conversations with fairly significant-sized prospects.<\/p>\n\n\n\n

Tech Future<\/strong><\/p>\n\n\n\n

Once a techie, always a techie: Moorman feels the path to improvement travels through technology offerings. Whether it\u2019s artificial intelligence\/machine learning or data analytics, he says the overarching goal is to provide a more consistent customer experience. The idea is to provide a comparable level of service when clients check in after hours to order supplies or place a service call.<\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

\u201cIn my generation, everyone wanted to talk to a human being,\u201d Moorman said. \u201cThe millennials and Gen Z prefer self-service and want the ability start a conversation through a chat box or fill out a web form. About 50% of the workforce is represented by those generations now. We can deliver that customer service by using technology to communicate in ways they prefer.\u201d<\/p>\n\n\n\n

On the home front, Moorman and his wife\/high school sweetheart, Kim, have been married for 33 years. Their son, Max, does data analytics for a Chicago-based consulting firm. Their daughter, Avery, is entering her senior year at the University of Alabama, where she\u2019s majoring in marketing. She did a summer internship for ConnectWise in Tampa, Florida.<\/p>\n\n\n\n

The couple have a bevy of hobbies between them. Moorman is a self-professed gear head with a passion for German autos, as well as an audiophile with a two-channel audio system driving his home theater. The couple share a love for wine and good food, and enjoy traveling\u2014British Virgin Islands, Bahamas, Turks and Caicos\u2014anywhere there\u2019s a beach.<\/p>\n","protected":false},"excerpt":{"rendered":"

Dave Moorman freely admits to being confident. He\u2019s a two-sport star, in a sense, as president and CISO for Novatech\u2014a big-picture executive meshed with a granular technology foundation. He\u2019s even written a book on the subject. But long ago, Moorman realized that empowering his team members, and not micromanaging them, can have a much greater impact than any one person could provide. It is those personnel within the organization, armed with the right tools, who provide the force multiplier that makes Novatech much greater than the sum of its parts. \u201cI think about the things I want to accomplish: grow the business and add more services for customers,\u201d said Moorman, a 2024 ENX Magazine Difference Maker. \u201cIf I can get a good team in place and empower them to make critical decisions, we can do even greater things. Most of the employees in the company have more visibility into our customers than I do. They\u2019re talking to them every day, and they\u2019re out making service calls and taking the IT support tickets. Empowering the people that work for you is a superpower, in my opinion. It\u2019s all about collaboration and tapping into your people.\u201d The last 10 years have been transformative for Moorman. Over that period, he\u2019s directed much of his focus to assisting employees with their careers, ensuring they have the training and experience necessary to develop an upward trajectory. He\u2019ll order in lunch and have a one-on-one with a younger team member to help expand their knowledge of the industry and business in general. Moorman takes the same tactics with clients and helping them arrive at the desired destination from a technology and business standpoint. Tech is his passion, and he wants to ensure it \u201cbecomes a tailwind as opposed to a headwind\u201d for customers. The executive and technical duality in his job description offers a lot of latitude and opportunity to make a bona fide difference for those individuals and companies that come to him for guidance. \u201cI understand the technology, but I also built, scaled and sold my own company,\u201d he said. \u201cI think I have a somewhat unique perspective on what it takes.\u201d The entrepreneurial DNA flowed through Moorman\u2019s family\u2014his father, two brothers and grandfather were independent business people. So after notching his bachelor\u2019s degree in computer science from Florida State, he decided to move to Atlanta and start his own IT company, DynaSis, in 1993. There was a lot of buzz around the city, as it was to host the Summer Olympics in 1996, and he wanted to catch the \u201cOlympic wave.\u201d The timing was impeccable. \u201cHalf of it was luck, because I was in a growing metropolitan area,\u201d Moorman said. \u201cAround this time, a lot of companies didn\u2019t have local area networks or wide area networks. So I got started helping companies put networks in their buildings and connect their printers. Then, from 1995-1997, we spent a lot of time connecting everybody to the internet.\u201d Branching Out After 26 years of helping companies ramp up and keep pace with technology\u2014which included developing best practices for IT infrastructure and a managed services model for IT\u2014Moorman saw an opportunity to continue growing by joining Novatech. The Nashville dealer had acquired DynaSis\u2019 largest competitor only three years earlier. What really sold Moorman on the deal was the opportunity to help run the company and have P&L responsibility, in addition to being able to invest in the company himself. Moorman and his partner agreed to sign on, and the last five and a half years have provided a whirlwind of activity. \u201cAt the time, our company was three times the size of the national average for an MSP,\u201d he said. \u201cWe always wanted to grow and scale the business, be in different markets and add more employees. We had about 60 employees then, and we have 160 now. So the deal removed some of the risk, and we were able to grow and have fun.\u201d Speaking of tapping into people, Moorman couldn\u2019t have asked for a better mentor than CEO Dan Cooper, who spent the better part of 14 years as the president of Global Imaging Systems and its 40 member companies. Cooper also served as a region manager for Danka Office Imaging and was CEO of Electronic Systems for more than 10 years. \u201cHe\u2019s taught me how to slow down in being an entrepreneur,\u201d Moorman noted of Cooper. \u201cI tend to move fast and take a lot of risks. He also allowed me to be on investment calls. I\u2019ve been on the acquisitions team and have helped integrate 10 companies. That was really invaluable.\u201d There\u2019s no denying that 2023 was an eventful year for Moorman and Co. Novatech acquired Carolina Business Equipment, which is almost fully integrated now. As for Moorman, he was tabbed to serve on the advisory councils for both Sharp and ConnectWise, which he considers a great honor. \u201cIt\u2019s nice having these large billion-dollar companies asking me my opinion,\u201d he added. \u201cIt was great to have somebody else recognize some of my accomplishments and want to hear what I have to say, because I do have a lot to say.\u201d Acquisitions will certainly play a role for Novatech moving forward. He sees more opportunities as companies with aging leadership and a lack of a succession plan seek to transition out of the industry. While no deals are imminent, Moorman notes the company is engaged in conversations with fairly significant-sized prospects. Tech Future Once a techie, always a techie: Moorman feels the path to improvement travels through technology offerings. Whether it\u2019s artificial intelligence\/machine learning or data analytics, he says the overarching goal is to provide a more consistent customer experience. The idea is to provide a comparable level of service when clients check in after hours to order supplies or place a service call. \u201cIn my generation, everyone wanted to talk to a human being,\u201d Moorman said. \u201cThe millennials and Gen Z prefer self-service and want the ability start a conversation through a chat […]<\/p>\n","protected":false},"author":166,"featured_media":60011,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[3626,80,1650,82,1638],"tags":[4495],"_links":{"self":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/61488"}],"collection":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/users\/166"}],"replies":[{"embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/comments?post=61488"}],"version-history":[{"count":1,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/61488\/revisions"}],"predecessor-version":[{"id":61490,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/61488\/revisions\/61490"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media\/60011"}],"wp:attachment":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media?parent=61488"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/categories?post=61488"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/tags?post=61488"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}