Develop your 'professional brand' to capitalize on emerging opportunities

By Donn LeVie Jr.

donn-levie-80x80   Career Connection: Building your professional future 

Welcome to Career Connection! In this regular column, experts provide advice on building your anti-fraud career. Whether you're a new fraud examiner or a veteran CFE looking to begin a new business or somewhere in between — this column will 
provide solid information for your next step. For even more tips, visit the ACFE Career Center.

In this issue, Donn LeVie Jr., veteran hiring manager, writes on jumpstarting your career by developing your "brand" in the marketplace. LeVie has more than 20 years of experience as a hiring manager for the U.S. Dept. of Commerce-NOAA, Phillips Petroleum (now Conoco-Phillips), Fisher Controls, Motorola SPS and Intel Corporation. He's reviewed thousands of résumés and cover letters and hired hundreds of professionals for technical, marketing and communications positions. He was an adjunct faculty lecturer with the University of Houston system in the College of Natural Sciences and Mathematics. Writing as J.T. Kirk, LeVie is the author of "Confessions of a Hiring Manager Rev. 2.0," and "50 Things You Can Do NOW to Help Keep Your Job." He has 
presented at the 2010 and 2011 ACFE Annual Conference Career Connection, at which he also conducted personal career 
consultations with attendees. He'll present on this column's topic at the 
23rd Annual ACFE Fraud Conference & Exhibition. - ed.
MayJune-crisis-rearview With the economy on the upswing and the job picture improving, it's a great time to reassess your career goals, determine if a job change or a new career is around the corner and rethink how your peers and hiring managers perceive you as a professional in the marketplace. The times, they are a-changin'. 

In 1982, best-selling author John Naisbitt wrote in "Megatrends" about society being in a "time of parenthesis" — the time between eras, a time of change and questioning; a reconceptualizing not just of society but also culture. Certainly the recent recession — the worst since the Great Depression of 1929 — created another period of change and questioning for citizens of this globe, but it also created opportunity for many.

When I worked for Intel Corporation, one of the key strategies that contributed to the company's success and ability to withstand the onslaught of economic downturns in the semiconductor industry during 2001 through 2004 was its strategy to accelerate product development when all its competitors were cutting back on R&D budgets. 

Intel understood that, eventually, the recession in its sector would end, and rather than ramp up product development when the bad times were fading in the rear-view mirror, they were poised to take advantage of the improved market by launching new products at the first sign that the economic recovery was a trend and not just a single data point.


The recent recession has only magnified the rapid changes already underway in global demographics, economics and technology. These paradigm shifts are influencing the restructuring of domestic and international corporations and their allocations of all forms of capital. One of the important strategic and tactical shifts is in the workforce arena — the effects of which reverberate through the entire employment chain. Hiring managers now seek candidates who have quantified their achievements as problem solvers and "game changers" — those who've tackled challenges in mature and emerging economies.  

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