The Four Transformational Intelligences Approach: An Interview with Valeh Nazemoff


In this interview, Valeh Nazemoff, senior vice president and co-owner of Acolyst, discusses her four transformational intelligences approach. She digs into why she decided to create this concept, the best way to handle a single day's tasks, and her support from the government.

Josiah Renaudin: Today I am joined by Valeh Nazemoff, senior vice president and co-owner of Acolyst. Thank you very much for joining us today.

Valeh Nazemoff: Thank you for having me. I appreciate it.

Josiah Renaudin: No problem at all. First, could you tell us just a bit about your experience in the industry?

Valeh Nazemoff: Sure, I'd love to. I have a background working for CA Technologies. They were formerly known as Computer Associates, so a very large global, international software company and during my time there, I also was doing my masters and I had the opportunity to explore and navigate within all aspects of the company—from research and development to quality to engineering to sales and all the way to marketing. This was to fully be able to understand how the organization as a whole functions in terms of software, engineering, marketing, and delivery, and services and so much that's involved.

That's, I believe, was what helped me become more tuned into what's going on in the software side and on the engineering side. Then I went and moved over to Acolyst. Acolyst is actually a company my mother owns and I have since become a co-owner and I was put in on projects. These were government projects that are very complex, so very interrelated with all these other applications.

When you've got one application, there's many, many other applications, and I was involved to the point of becoming a project manager. I've had the pleasure of working with senior level and executives on the government side and also with the engineering team, analysts, design team, and you name it.

I've been in positions where I've rolled up my sleeves and have just dived in and have been fully exposed to the lifecycle, and that's pretty much a lot of my experience in the industry in terms of engineering, being exposed to high-level executives, not only in my own company, but also for government clients and our partner clients such as Lockheed Martin … a lot of their system integrators with Northrop Grumman and CSC and a lot of other big names out there.

Josiah Renaudin: You've created a four transformational intelligences approach in order to help clients and other key decision makers drive value within organizations. Can you talk about why you decided to make this approach? What was your inspiration for doing this?

Valeh Nazemoff: Absolutely. There was a huge gap in communication and when you're on a project, for example, and you're speaking to the executive, the client, and they're struggling and they're getting tons and tons of reports and they're going through hundreds of pages and they just don't know how to make sense of it, then you start asking “why?”

Why are they not sure many times what questions that they need to be asking from their management team? They're not able to make decisions because they don't have the full insight, and you start wondering and start questioning and you then start working with the project team and the engineers.

Then you find out that while they're given requirements and they're given tasks to design and engineer, but often they're not tasked to see the big vision of why the executive is trying to transform and create something new and innovative. That's where there's that huge communication gap, and I'm hoping to bring a cycle on the communication so that engineers start questioning things. They start being able to question to the point of offering additional value to the customer and helping the customer at the executive level to say there are additional things that we might be able to do that were not considered.

This was really the inspiration for noticing what's going on and really helping both parties or many parties, because there's many layers in an organization to help focus, and having some sort of a guide and a reference tool so that they can tune it, have clarity into what questions they should really be asking that would help drive that value and transform the business as a whole.


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