The punchline of this meme—“When light bulbs burn out, they stop working”—may be funny, but it hits a little too close to home for those of us in the IT industry. It reflects a painful truth that many have accepted as the norm: long hours, constant firefighting, and inevitable burnout. This mindset has become almost a badge of honor among IT professionals, as if suffering and sacrificing personal well-being is just part of the job. But I made a deliberate decision three years ago to reject that norm for DataCorps. After carefully counting the costs, I committed to leading our organization in a way that transforms our processes and systems to deliver the results our clients need without the unsustainable personal sacrifice that many have come to accept as normal.
I knew that changing the way we operate wouldn’t be easy. I understood the risks and challenges that would come with fundamentally rethinking everything—from how we communicate and collaborate to how we solve problems and deliver services. But I also knew that we couldn’t keep going down the path we were on, where burnout and exhaustion were seen as just another part of the job. I’ve seen too many good people burn out and walk away from their careers, convinced that there’s no other way. I’ve watched other business owners build comfortable lives for themselves at the expense of their engineers, believing it’s just how things are done. That might be considered acceptable in some circles, but it’s not how I want to lead, and it’s definitely not aligned with biblical principles. Proverbs 11:1 says, “The Lord detests dishonest scales, but accurate weights find favor with Him.” To me, that means we need to be fair, honest, and transparent in how we build and lead our teams. It’s not enough for just one part of the organization to thrive; we need to create an environment where we all win together. A rising tide should lift all ships, and that’s the kind of culture I’m committed to building at DataCorps.
I accepted the cost of this transformation, knowing that it’s not just about making DataCorps a better company; it’s about setting a new standard for how we treat people in this industry. We’ve embraced Lean processes and systems, Learning Organization management theory, and military decision-making tools, with guidance from Phil Ranck, a Master Black Belt from Lean Alaska. This has helped us reject the chaotic, reactive culture that leads to burnout and replace it with a disciplined, proactive approach that respects and values each team member’s contributions. We’re proving that it’s possible to deliver excellent service, quickly and efficiently, while eliminating the unnecessary waste and stress that so many have come to see as inevitable. I knew it would be a long and difficult journey, but I also knew it was the right thing to do—for our team, for our clients, and for the future of our industry.
1 Corinthians 10:31 says, “So whether you eat or drink or whatever you do, do it all for the glory of God.” For me, this means leading DataCorps in a way that honors Him in everything we do. I want to build a company that doesn’t just look at the bottom line but considers the people who make that bottom line possible. I want every decision, every process, and every interaction to reflect a commitment to doing what’s right—not just for our clients but for each other. That’s why I made this decision three years ago. I want the people who work here to feel valued, respected, and empowered to use their God-given talents to the fullest. I knew that the traditional way of doing things wasn’t sustainable and that we needed to build something different, something better.
This journey has been challenging, but it has also been incredibly rewarding. We’ve had to let go of old habits and learn new ways of thinking. We’ve faced resistance and setbacks, but I’ve seen firsthand the difference it’s made, not just in our business, but in the lives of our team members. They’re more engaged, more creative, and more committed to what we’re building together because they know that they matter—that their well-being and growth are just as important as the success of the company. I’ve learned that when we take care of our people, the business takes care of itself. We’re not just surviving; we’re thriving. We’re not just managing workloads; we’re optimizing them. We’re not just solving problems; we’re preventing them.
I believe the IT industry is overdue for a change. The way things have been done for so long isn’t sustainable, and it’s not acceptable to me. We can’t keep sacrificing people for the sake of profitability. We can’t keep treating burnout as just another part of the job. At DataCorps, I’m committed to showing that there is a better way—a way that respects people, values integrity, and honors God. I’m dedicated to creating an environment where we’re not just delivering great service, but we’re doing it in a way that lifts us all up, that supports one another, and that makes us proud of the work we’re doing and the way we’re doing it.
This isn’t just about changing DataCorps; it’s about changing the industry. I know that’s a big goal, and it’s going to take time, but I believe it’s possible. I’ve seen the impact we’ve had so far, and I’m encouraged by the progress we’ve made. It’s not just about eliminating waste and improving processes; it’s about creating a culture of mutual respect and support. It’s about proving that you can deliver exceptional service without sacrificing the well-being of your team. It’s about doing everything—whether we’re answering a support ticket or developing a strategic plan—for the glory of God. I know that as we continue to honor Him in our work, He will guide our steps and bless our efforts.
So, the next time you see a meme like this one, remember that it doesn’t have to be this way. Burnout doesn’t have to be the norm. We can choose to lead differently, to create environments where people can thrive, and to build businesses that reflect God’s love and respect for every individual. That’s my commitment at DataCorps. I’m on a mission to prove that you can run a successful IT company without sacrificing the people who make it possible. I’m committed to leading in a way that lifts us all, that honors our clients and our team, and that ultimately honors God. Because in the end, it’s not just about changing the way we do business; it’s about changing the world, one process, one person, and one prayer at a time.