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Walking home after a school event one early evening, Travis Von Brower noticed a flicker and realized, that across a field, the back of a house was in flames. With no time to walk back for help, Brower jumped to action with his friends, quickly assessing the situation and putting his Eagle Scout skills to work. With Brower at the helm, the flames were put out before the fire department even got there.
When his large family moved to Northeastern Arizona to be closer to his grandparents, Brower felt like an outsider. His grandfather, a local county supervisor and sheriff, would often work side by side with Brower while chopping firewood for widows, serving the community, and using the expression, “Hell, get after it!” if Brower ever slacked. Eventually, Brower moved to Denver and currently resides in Salt Lake City, but he hasn’t forgotten his roots.
Brower is comfortable in rural environments and in the business world, and his upbringing has created his holistic approach to technology, business strategy, and leadership. As a kid, he was constantly taking things apart and putting them back together. That tinkering has led to a full-fledged passion for what technology can provide.
Brower may have already made his next career choice by the time this story goes to press, but if someone leads an organization that understands the kind of revolutionary value IT leadership, innovation, and problem-solving can bring, they know that the type of IT leadership Brower provides is rare. His favorite challenge is to go into complicated situations and find innovative solutions by working in conjunction with the executive team.
As vice president of IT and information systems, Brower rebuilt an IT organization that, through multiple mergers and acquisitions, needed a significant overhaul to support company growth. Brower, alongside the head of human resources and the CFO, transitioned out of Biomerics, a global top ten interventional contract device manufacturing organization, following the completion of its merger with Precision Concepts.
It was time, but Brower isn’t ready to settle down. It’s all there in the cover letters he’s been prepping: “I’m a high-energy, highly motivated individual that thrives where business culture embraces innovation, problem-solving, and forward-thinking while valuing both the profits and the people.”
Prior to authoring Biomerics’s entire IT future, Brower earned his stripes in industries across the board: Becklar, Wasatch Group, and pivotal leadership development years at Danone. It was at Danone where Brower helped solve a $64,000-an-hour issue.
“I inherited an issue that, when one of our manufacturing lines would go down, frequently all twelve went down,” Brower says. “I had the opportunity to collaborate with business leaders and offer a solution to an issue that had been going on average quarterly, for years prior.”
Industry experience is one thing, but Brower’s people development skills are what makes him great at what he does. Brower puts his people first because he understands that, ultimately, it’s not only what’s right but also what’s best for business.
His people-first mentality extends into his personal life. Brower spends significant time outside of his work schedule volunteering. He acts as a mentor for a young men’s group at his church, works with groups who feed and clothe the underprivileged, and has also served in an organization that assisted members in improving their skills and meriting gainful employment to be self-reliant.
“In whatever I do, I just like to help others and businesses connect to their core values,” Brower says. “At work, I think of myself as a developer of potential, the potential of both the people and business technology. This growth mindset, carries over into my personal life.”
When he spoke with Profile in mid-January, Brower was weighing several new offers, having set clear criteria for the type of organization he aims to join next, including the selection of like-minded vendors for collaboration. He is eager to align with organizations that regard the IT industry not just as a service provider but as a vital partner in business strategy and operations.
“The duty of an IT leader is to work hand-in-hand with executive peers, formulating investment strategies that ensure not only the optimal use of supply-chain and sophisticated software but also that such investments translate into tangible savings, efficiency gains, and a solid understanding of the bottom line,” Brower says.
This strategic approach allows for transparent tracking of progress and justification of technological needs. Moreover, when IT leaders encourage their teams to embrace a growth mindset, it results in heightened productivity, stronger company loyalty, and reduced turnover.
“This industry could benefit from the use of a bit more compassion and people skills,” the IT leader suggests. “By concentrating on our strengths and patiently enhancing areas that need growth, we foster a culture that truly motivates anyone to excel. That’s what really builds people’s desire to do their best.”
That advice isn’t just coming from an IT leader who’s found success in multiple industries. It’s advice from a father of six children who has also learned how to lead and love. He sets a pace that’s hard to keep up with, but also a tone that makes people want to.
Embracing collaboration with IT not only prevents “fires” before they start but also fosters a culture of innovation and mutual respect that propels business forward.
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