I was employee No. 6 in a tech startup during the dot-com boom. At that point, we did not have an IT staff because everyone in the company could set up and maintain the small network we needed.
But as the company grew to over 100 employees, we built an IT department and hired a director of IT, "Al." Soon after, systems started to get turned over to Al and his team. In many cases, this was an appropriate move.
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But in other cases, Al didn't have the training or knowledge to do the job, and many of the systems he didn't know much about had been set up and controlled by employees who were still at the company. He insisted on having control of those as well. Also, it soon became apparent that Al was quick to blame others when problems occurred, rather than helping to solve them. Tensions between Al and other departments started to grow.
My specialty was marketing communications, and we'd set up a website that provided a variety of information to help build our brand name and collect a database of prospective customers. The operation of the website was turned over to IT, but I maintained the title of "Webmaster" to handle direct communications with our site visitors.
One business concern was the database of prospects. In those days, we spent more than a quarter of a million dollars designing and building the website, and another quarter-million or so per month attracting new visitors to the site so that we could increase the database. One critical part of the database spec was the backup. We gave Al's team the technical requirements, they chose the technology for the backup, and we took Al's assurances that the backups were being done.
Late one evening, I received a panicked call from someone else in the marketing department. We were still in startup mode, so people worked very long hours and the office was still full. I drove back to find Al calling me out to everyone he encountered in the office.