My Experience

The rug really tied the room together, did it not?

My Experience.

Please reach out to me directly if you would like information on my focus areas and work history.

•Woodworking. Novice woodworker – very active- Good at patio furniture, my work is not ready for MOMA or the critical eye of Ron Swanson.
•Scuba Diving. Available as buddy diver, especially if you are paying for the travel and dive shop.
•Gardening/Landscaping. Good back, know my way around a wheelbarrow and appreciate the value of Advil.
•Art. Using multimedia art while I recover from some vision issues. Not MOMA, RISD or Parsons worthy, but could place at the elementary school next door.
•Tech – General – Computer. Currently upgrading portfolio in the AGI/GPT space – evolving from agents, social network graphs, clustering, item sets, machine learning, neural nets and such. Doing some other work image/attribute classification, sensors and edge computing. I originally started as a sysadmin, back when Perl, X11 and Kernigan and Ritchie ruled – doing best to keep current, with a focus on applications, integration and lifecycle management of tech in my domains and sectors.
•Tech – General – Domains. Uniquely positioned to have deep experience in many complex systems from energy, finance, weapons, workflows – able to jump between RDT&E to full lifecycle sectors without much effort.

I have a natural inclination to envision how innovation can be created and used to increase efficiencies. I generally try to stay in my lane, focusing on domains where I have experience, authority and there is opportunity to make a difference (taking into consideration the customer base, fiscal/cultural climate and other factors). When I consider opportunities, I look at:
•TMTOWTDI (there’s more than one way to do it). Be flexible in planning – listen to the team, listen to the market, read the currents.
•DOTmLPF-P (doctrine, organization, training, materiel, leadership and education, personnel, facilities and policy analysis). Account for the full lifecycle issues and costs when evaluating an opportunity.|
•Evaluate Requirements and customer needs. An opportunity must solve a defined problem. Additionally, the customer/market must be in a state to support (financially, politically, other) new opportunities.
•Can I synthesize across portfolios and teams (the sum is greater than the whole of its parts). Doing a good analytical study often helps you find additional value, stakeholder support and reduces project requirements.
•Early Innovation generally works best outside of a Bureaucracy. Bureaucracies generally act as an immune system – resisting change. Its general best practice to have a project champion that supports external RDT&E until the value and resilience of an initiative can devote significant non RDT&E resources to become integrated within a Bureaucracy. Said another way, don’t get into the ring until you are strong enough to challenge the king.

Darrin Husmann

“Find what you love and let it kill you.”
― Charles Bukowski



15708 N. Pennsylvania Ave
Edmond, OK 73013
United States

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