Matt Eversmann

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Matt Eversmann has 20 years of active duty in the US Army. During his active duty, Matt and his unit deployed to Mogadishu, Somalia to capture a fugitive warlord wanted by the United Nations for genocide and other atrocities. His experiences were portrayed in the book and movie Black Hawk Down. His experience has given Matt a unique perspective on leadership, team building and achieving the high standards of performance. Since his retirement from active duty, Matt has worked as an operations officer in the healthcare industry and on the leadership team at a non profit. At DATUM, Matt helps develop the core leadership skills and competencies necessary for successful scale and growth. In his free time, Matt enjoys learning to surf at Florida beaches and traveling.
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Recent Posts

Celebrating our Heroes with Wreaths Across America

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We have a great office now. Truth be told, our old office was pretty great too.  If you know Annapolis well, we used to be across the creek on 4th Street – near Lewnes’ Steakhouse, Boatyard and the Annapolis Yacht Club.  When we outgrew our cozy space we moved to a larger, more modern facility on West Street.  Our empire now sits on the 5th Floor of 1 Park Place.  We have a great Italian restaurant and festive Irish Pub downstairs.  When our teammates and guests visit headquarters, they stay steps away across the street in the Westin. Most of our offices are westward facing which not only allows for warm afternoon sun, it gives us a near perfect view of the Annapolis National Cemetery. 

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If I Were King; 4 Steps to Hiring a Chief Data Officer

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I have learned that the data world is really no different than the Ranger world, or the financial world or Sea World for that matter.  All organizations must be led by a boss and run by a staff of experts.  It is from this lens that I find the conflict of establishing and accepting the Chief Data Officer’s role in this digital economy to be, well, annoying.

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NASCAR, Data Governance Software & SAP SAPPHIRE: What's the Connection?

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NASCAR, SAP SAPPHIRE, and Information Value Management®

What's the connection?  Remember that old Sesame Street song “One of these things is not like the other, one of these things just doesn’t belong?” While you ponder this conundrum, let me walk you through the logic.

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SEAL Team 6 Can’t Shoot and Clean Data Don’t Lie

View all posts on Data Leadership
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Blasphemous!  With everything that has ever been written, every movie that’s been made and, of course, every action that these brave operators have accomplished, how could anyone even hint at the notion that this group can’t shoot?  These are fighting words for sure.  Shooting, of course, is the most mission essential skill necessary for success in the tactical arena.  At the end of the day, if you can’t put steel on target, well, it doesn’t bode well for future “and there we were” stories.

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Why DATUM Just Won a Corporate Culture Award

View all posts on Inside DATUM
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We are very grateful to be a winner of the Corporate Culture Award by SmartCEO. This award recognizes companies that foster a creative collaborative workplace culture to enhance performance. Ever since DATUM was founded in 2009 around a kitchen table, we have had a fun and productive work environment. It has been a top priority to remain true to our start-up culture as we’ve doubled and tripled our size by placing enormous value on open communication, professional growth and transparent strategy.

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Black Hawk Down: What a Bad Plan Taught Me about Data Governance

View all posts on Data Leadership
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How often do you hear this one? “Man, THAT was dumb. How could you let that happen?” It is usually not said with malice, but more often than not, its code for “I would NEVER have let that happen you tiny, pipsqueak of a lemming.” I hate it with a passion.  Every time I hear it is like a punch to the kidney.

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Three and a Half Leadership Traits All Great Data Leaders Have

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This notion of the “Data Leader” is an interesting proposition no matter how you slice it. Clearly by definition, we are referring to the person responsible for providing task, purpose, motivation and direction to all of those who eat, sleep, and breathe data management, information governance and anything else loosely associated with the governance of all the stuff we collect along our enterprise highways. What makes this particular leader any different than a leader in finance, or medicine, dog catching, or even the military?

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Data Management Organization Leadership: When to Say ‘Yes’ to ‘No’

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I have a theory that the guy who invented the term “constructive criticism” was never told that his plan sucked. “I was only giving constructive criticism.” Whenever that phrase is volunteered, a mysterious green light for unfiltered commentary begins. In my experience, “constructive criticism” is usually neither that constructive nor helpful.

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A Data Leader Needs 'Likership'

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I was passing through Kuwait on my way to Iraq a few years ago when I noticed a message for incoming troops stenciled on a concrete barrier. The serpentine placement of the obstacles forced traffic to a very slow crawl, which allowed incoming soldiers the opportunity to soak in the information. In bold letters someone painted the phrase “We need leadership, not likership.” I have never forgotten those words. I keep them in a special notebook called “Well intended but stupid ideas”.

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Data Leadership: Performing During Strategic Shock

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Unpredictable, indiscriminate, and ubiquitous, these are the three characteristics of Strategic Shock as described by the chairman of a UK based consulting firm during a business strategy presentation I attended at the British Embassy in DC. It was quite remarkable to hear the theory describing what happens after a catastrophic event. Although several dramatic geo-political events were used to illustrate, it was very apparent that this was a universal theory… bad things happen with no warning; no time for pinning the tail of responsibility on someone, no time to have a very cozy course of action analysis planning session. In the aftermath of one of these events someone needs to take action, someone needs to make a decision; someone needs to make someone do something.

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