Fearless Through the Lens of a 10-Year Engineering Herd Vet

Here at Fearless, we have a dynamic team of software engineers who lend their talent and expertise to our projects.

Fearless engineers are our secret ingredient who contribute tremendously to what it means to be purple.

Having recently received a four-year, $67 million contract to transform the Medicaid and CHIP Program (MACPRO) system for the Centers for Medicare and Medicaid Services (CMS), the time has come for us to grow. It seemed like a good time to introduce you to the people who do so much of the transformative production inside of Fearless — the software engineers.

For this one, I’m taking a break from being the interviewee and grabbing my journalist hat to interview one of our lead engineers, Charles Bushong.

One-on-One with one of Fearless’ Engineer, Charles Bushong

Title: Engineering Tech Lead

Years with Fearless: 10 (Joined October 29, 2012)

You’ve been with Fearless since the early days. What positions have you held over the past 10 years?

I’ve been a General Software Engineer, a Senior Engineer, a DevOps Engineer, and Site Reliability Engineer. I am currently an Engineering Tech Lead.

My memory’s a little fuzzy about those early days. Too much lost sleep! How did your positions evolve over the years?

Being in this role of Engineering Tech Lead has been exciting because the industry has evolved during my time with Fearless. For instance, Cloud computing has developed dramatically since the mid-2000s, and the government started picking it up early in the 2010s. Getting to ride that wave as a Fearless engineer has been interesting.

It sure has. So, what does your daily team look like right now?

My current team is with the Centers for Medicare and Medicaid Services (CMS). We are a 12-member team of infrastructure engineers all working together.

Interestingly, I am the only Fearless engineer on the team, and I serve as one of two co-leads.

Fearless engineers at UMBC
The first Fearless Community Partners Engagement with Digital Harbor Foundation. We went in, as a company, to volunteer (Back when we could still fit the whole company easily into one room).
How does this role differ from other roles you’ve held?

My previous Fearless engineer role was with the Small Business Administration. This was a small, three-member, tight-knit, hands-on team.

Due to the nature of my current role as co-lead at CMS, I spend a lot of time helping other people on the team with para-programming, where I collaborate with team members and uplift their work.

You mentioned earlier how engineering has evolved over the last 10 years, so why did you come to Fearless originally?

In 2011, I was working for a company of approximately 100 employees that was sold to a much larger company of about 40,000 people. So, I was in the market to transition. One of my current Fearless teammates, Jon King, and I worked together then. We initially had intentions to start our own federal contracting company.

We didn’t know anything at all. So, we were looking for a company to hire us with the understanding that we would eventually break off and focus on our own company.

You and I met through a mutual acquaintance I think. At the time, Fearless was experiencing turnover with developers who would come on for a few months and then leave. I think you were looking for reliability with your software engineers and developers.

At the time, I was in graduate school, working on my MBA, and soon learned that I did not want to run a business. I quickly realized that I was unwilling to shift from the aspects of my career that I genuinely love to run the business. I’ll leave that side to you, man!

I love that we all have those unique callings. It’s what gets me all lit up about the future of Fearless. So, that’s the history. Let’s talk about today, why have you stayed at Fearless for a decade?

I have witnessed Fearless grow from five employees to what it is today, and it’s been fascinating.

I remain a Fearless Engineer because I am encouraged to focus on my passions and things that I like.

Every step of the way, Fearless has provided opportunities for me to try new things, and when I express disinterest in something, I am supported.

What makes Fearless a uniquely good choice when there are so many options available for engineers right now?

Fearless is special because we are intentional in our efforts to “walk the walk.”

Many companies “talk the talk,” but I don’t think they actually walk it, especially regarding Diversity, Equity, and Inclusion (DEI). It’s something I absolutely cherish about Fearless.

You can visit almost any company’s website and find a DEI page, but if you click the “Who We Are” page or explore their LinkedIn profile, you get a much different story.

Ages ago, we discussed how we would ensure that the diversity we value continued as Fearless grew because it’s easy to devolve into a more homogenous workforce if we are not deliberate.

When you established the 50/50 plan—the goal for women to make up 50 percent of the workforce and underrepresented racial groups to make up 50 percent—was something bold and ambitious that few companies I see are willing to take on.

Honestly, this lofty goal was a major concern of mine for a while. Based solely on the math, I thought we were setting impossible goals. Just think, if you have 50 percent in one pot and 50 percent in another pot, hiring a non-minority woman dilutes the other pot. So, I feared there would be a constant pull in both directions.

Eventually, I was able to see it in practice and understand the intentionality behind it. As a Fearless engineer, I realized that the point was to push us all to think in new ways about the work we put in to ensure our teams reflect who we are as a community.

I’ve seen it implemented over the years, and as an early skeptic, I’ve grown to appreciate it.

I love knowing that my wild ideas about what we could do as a team caught on with you over time! What else are our favorites for you about our culture?

Early on, we felt that clothing—hoodies, T-shirts, and relaxed apparel— was the culture. But I think we have evolved from that ideology.

The Fearless culture is about a sense of belonging and being comfortable with who you are.

Over the years, we’ve succeeded in recruiting people who want to be part of a culture, not just part of the company.

At 200-plus employees, there is no singular driving force behind the culture anymore, and that’s ok. While we cannot scale the company’s feel, we understand that having a good foundation and creating good soil allows for new cultures to grow.

Honestly, you are a cultural personality. When Fearless was smaller, you would invite every new employee and their family to have dinner with your family. It was great! I still remember my dinner with you ten years ago.

While we can’t have family dinners anymore, that tradition laid the foundation for a culture that people can buy into—making sure to treat people with respect. While it seems obvious, I don’t think it is the culture of other companies.

Charles Bushong a Fearless engineer playing pool
Charles Bushong a Fearless engineer and co-worker.
Charles Bushong wearing his Fearless engineer shirt and rollerskating
Charles during “Wellbeing Hour” that we held in place of our monthly “All Hooves” when we couldn’t gather as an in-person group
How much do Fearless’ mission and commitment to government tech influence your decision to remain with the company?

The selectivity of determining customers has been a significant part of my decision to remain a Fearless engineer.

I started my career working on Department of Defense (DoD) contracts, which I also did once I transitioned to Fearless. While that business model was beneficial for us for a long time, there were challenges. Identifying the challenges of bridging that gap, Fearless migrated our focus away from purely DoD and toward other types of government tech.

This move led us to work with SBA, which was our first substantial engagement outside of DoD. It was super successful for Fearless.

Fearless engineers started by running SBA.gov and implementing their HUBZone map. Presently, we are still on a contract with SBA to manage the infrastructure for all of their public-facing websites.

Moving into the SBA space showed us all that we could be successful outside of DoD contracting. It broadened our vision. In fact, it led us to secure our current office space at Spark in Baltimore’s Power Plant LIVE. Previously, we worked in a small colocation at the University of Maryland Baltimore County (UMBC), where we only had a few desks and offices.

As we settled into the SBA contracts, we cultivated a strong culture, communication, and engagement. That expansive way of approaching what we could do in government really speaks to me.

I like it! Finding a way to think more expansively is definitely a part of who I want us to be. Another great thing about projects like sba.gov is working on sites that touch huge parts of the American population in a really trusted way. How has it been to work on top-level domains that people use and rely upon daily?

As a Fearless engineer, I have had the privilege to work on SBA.gov and the HUBZone maps website, and it’s so interesting to know all it involved.

On those projects, we were lucky because our primary product owner at SBA was interested in pushing the SBA to move forward and take risks.

Fearless had recently started working with SBA’s Disaster Loan Assistance team when COVID-19 happened. Early on, we discussed how we could support the infrastructure and help them to utilize the cloud more effectively.

So, Fearless engineers had to figure out how to accept millions of loan applications with zero seconds’ notice. That was one of the more mission-driven moments I’ve had while contracting with the federal government.

Admittedly, I am a timely worker who does not work late hours, and here at Fearless, I am encouraged to work up to 40 hours. However, while working on the delivery of this project, I felt compelled to do what it took to turn the project around because it felt that important.

It felt meaningful. I could see the applications coming in and immediately appreciated the value being provided.

That was an exciting experience because you often sit and wonder, “Who is using this website?” In this case, we could visualize our work as a resource on which users depended.

That’s a great explanation of what it feels like to know you’re making an impact. What other types of national impact do you see us making at Fearless?

The work Fearless engineers have done with SBA has been transformative, both for internal and external users.

I am currently with CMS, and we are working on creating a new development platform exclusively for CMS developers. We plan to develop a more stable and secure software for, hopefully, many projects at CMS.

Projects of this nature, whether inward or outward-facing, are impactful.

Do you have a favorite project that jumps out to you that you would use to persuade someone to join the Fearless team? I know you have a lot of passion for the SBA work.

In general, working with SBA has been very professionally fulfilling. It’s probably my favorite.

Working with the SBA HUBZones and supporting the PPP applications during the height of COVID-19 has been rewarding.

The HUBZones program aims to award federal contracts to certified companies in specially-designated historically underutilized business (HUB) zones. The goal is to encourage people to live and work in these areas that need support. However, that raises the question, “Where are these areas?”

Congress made the HUBZones to set aside contracts for specific small businesses. Early on, while headquartered at UMBC, Fearless was in a HUBZone. To determine whether a potential new hire lived in a HUBZone, we created an internal map because the official HUBZone map was technologically deficient.

After sharing our internal HUBZone map with SBA, they wanted to make it the official HUBZone map. This was the beginning of a promising future with SBA.

So, showing the interactive online map to recruits, family, and friends is a compelling selling point.

I also served on the Infrastructure Automation Services Team at SBA for a while. On this project, Fearless engineers were dedicated to helping SBA software teams deploy to the cloud faster, launch better testing frameworks, establish better testing processes, and improve the overall workflow for efficiency as they conduct software development and deployments.

For instance, when we started working with SBA’s Small Business Innovation Research (SBIR) team, their deployment process required eight to ten employees to work late for two days. We immediately looked at the process and determined it was unacceptable. So, one of our priorities was shoring up the deployment process for their production environment so that they could confidently do deployments.

Charles Bushong holding an award with Jonathan King
Fearless engineer Charles Bushong headshot

Fearless engineers eventually changed their deployment process to a 15-minute, one-person process.

That is the goal of what I do. I want to help real people improve their work environments.

By helping SBIR, we brought real people real value to their work-life balance. We gave them back family time because people were spending time away from their families for two days to do deployments.

Seeing the tangible value of dramatically simplifying people’s lives so they could have a work-life balance was a powerful motivator for me.

Charles Bushong
 
I love knowing that you feel so much passion for your work. Are there other ways you’ve been able to develop your skills further and grow while at Fearless?

Because Fearless has grown up with the cloud, engineers have been able to evolve with the development of technology. For instance, when we started working with the SBA, we had to connect to their servers to deploy updates.

As the 2010s saw massive growth in web services, Fearless engineers set out to improve SBA’s development and deployment processes.

When I was with HUBZones, we said, “How can we make this better?” Once we made it better, we wanted to improve upon that.

Our team of engineers went from connecting to servers for update deployment automation to creating images of those servers to deploy updates.

Then, we employed emerging software and technology like Chef and dock work containers to improve the deployment speed. However, eventually, we realized that managing the servers, even with the improved technology, was pretty annoying. So, we employed Amazon’s serverless containers.

Working with new technology as it’s developed and released has been a great experience. It allows me to stay on top of new technology and test it with my customers who are willing to take risks and see the value in having these improved developer workflows.

Thank you to Charles for his years of service to both Fearless and to our mission to build software with a soul. Visit our virtual careers center for engineers to learn more about a career in government tech at Fearless.

Take Control, Achieve Return on Time

Singing*— “Time keeps on slippin’… into the future.”

Whichever rendition you prefer, neither The Steve Miller Band nor Seal lied when they sang these lyrics because, unlike Moneybagg Yo, I just looked at my wrist and don’t have time today. And, I didn’t have it yesterday or the day before either.

WTH? Where does the time go?

Something has gotta give.

Many tech founders and CEOs can relate to the habitual lack of time, but what are we doing about it?

As for me, I am taking intentional steps to gain a return on time (ROT).

Over an approximately 12-year span, Harvard Business School’s Michael E. Porter and Nitin Nohria surveyed the schedules of 27 chief executive officers, gathering more than 60,000 hours of data.

Reflecting what we as startup founders know, the study confirmed that CEOs never stop.

The responsibility of a CEO is all-consuming and never-ending. There is always a task to complete, then more to follow.

The study revealed that CEOs:

  • Work 9.7 hours per weekday,
  • Conduct business on 79 percent of weekend days and 70 percent of vacation days,
  • Spend 72 percent of their work time in meetings, with 42 percent being one-on-one meetings and 32 percent lasting longer than an hour
Average tech CEO work days
Graph of the average tech CEO’s work days.

Sound about right?

If you’re anything like me, you’re thinking: Let’s double those weekday hours. As tech CEOs, we work even more.

According to First Round Review, “[t]he average tech CEO works about 300 days a year, 14 hours a day.”

Average Tech CEO Work Year

As an entrepreneur, especially when we’re in the early stages, this is the story of our lives. And managing our time is often the most challenging part of the gig. Therefore, receiving a Return on Time (ROT) may seem inconceivable, but believe me, it’s not!

Over the past  13 years ago, I’ve evolved as a leader. I have learned from my many successes, but even more from poor choices, past failures, and other humbling experiences.

Early on, I unintentionally squandered time—giving it aimlessly to any and everything, taking meetings with anyone, then realizing that I hadn’t accomplished anything I needed to complete.

Although I knew it wasn’t infinite, I treated time as if I controlled a limitless supply that would never expire. Oh, how I was wrong.

As a result, I stayed up all night, completing tasks I was unable to complete during the day because of all of the meetings—some planned and others impromptu, but a majority of them longer than necessary.

I allowed e-mails and other unplanned tasks to distract me throughout the day.

This “fly-by-the-seat-of-your-pants” behavior was unmanageable and left me always playing catchup.

Sound familiar?

We are not alone.

Founder, operator, advisor, and angel investor Bill Trenchard penned the First Round Review blog titled, “70% of Time Could Be Used Better – How the Best CEOs Get the Most Out of Every Day.

According to Trenchard, 70% of approximately 4,200 hours that tech CEOs spend working each year is sub-optimal.” He writes that nearly 30% of that time is devoted to e-mail and another third to meetings, with tech CEOs wasting almost 2,100 hours each year.

These numbers are astounding!

Delali Dzirasa reviewing his return on time on a laptop
Delali Dzirasa working on a laptop at Hutch Studio

To address this issue, I have uncovered a strategy for maximizing my day and getting a return on time through task prioritization and time management.

Over the past decade, my relationship with time has evolved but not perfected. 

Because I want to save founders of newer startups the trouble of developing poor time management skills, I assessed my evolution with time—taking inventory of those habits that have enhanced my relationship with time and those that have constrained it. 

This inward assessment inspired the creation of Hutch’s recently published guide to help founders and CEOs manage their most precious commodity—TIME!

My hope is that this tool along with the transparency of seasoned founders who have dropped balls, missed opportunities, and fractured relationships will avert new founders and CEOs from making the same mistakes.

The residual effects of poor time management will reveal themselves at the most inopportune times. 

Believe me, I have many stories to share, as well as some bumps, a few bruises, and the T-shirt to prove it.

Let me share a quick story on poor time management.

  • Hotel Suite.
  • Beach Front View.
  • Relaxing getaway.
  • Great food and time away from kids

I had the perfect getaway planned.

After all, 15 years of marriage is not for the faint of heart for even the most mundane couple. So, consider a 15-year-marriage that included a medical residency, a tech startup, two kids, and two ever-advancing, highly successful careers.

Dr. Letitia Dzirasa and Delali Dzirasa
Dr. Letitia Dzirasa and Delali Dzirasa

Undoubtedly, what Dr. Letitia Dzirasa, whom I affectionately call Tish, and I have is extraordinary.  

So, our celebration had to be perfect. I looked at my beautiful wife, who was relaxing on the other side of our suite.

“Babe, we have three hours to spare before it’s time to get ready for dinner. Want to head to the beach, grab a drink, or visit the shops? It’s your world.”

As Tish contemplated my options and likely considered alternatives, I inadvertently clicked on my e-mail out of habit. Some habitually check social media accounts, but I habitually check my e-mail. Yes, even on vacation.

“Oh shoot,” I said.

As I read the e-mail, a mix of emotions overtook me.

Excitement.
Delali Dzirasa excited about his return on time


I had been working to partner with the National Football League (NFL) for months— flying to and from Los Angeles, meeting with NFL executives and representatives of the United States Small Business Administration, and even legendary rapper, actor, and filmmaker Ice Cube.

It had been a work in progress with me at the helm.

Finally, it had come together, and they were ready to move forward. It was a dream come true

Anxiety.
Delali Dzirasa anxious he isn't getting return on time


They needed a proposal within the next few days.

I thought to myself, “Is this happening?”

I had planned to check out of work, lock in with my wife, and take full advantage of this time away. After all, we deserve it.

Over the past two years, she led Baltimore through a global pandemic while raising our young child, and I grew Fearless into the largest software development firm in the Baltimore region.

None of it was easy, but all of it was worth it. Now, it was our time to relax, recharge, and reflect, while celebrating this triumphant milestone.

Then this….

Frustration.
Delali Dzirasa frustrated that he doesn't have return on time


I’m sure you all have heard of the “6P Rule”—Prior Proper Planning Prevents Poor Performance.

They are great words by which to live.

As I prepared for my time away, I had spent the week prior aimlessly taking meetings and completing tasks that were not of vital importance.

However, I had not prepared the proposal for this tremendous opportunity I knew was looming.

I had spent the week reacting rather than preparing.

Knowing I could potentially receive this opportunity and not being ready was a rookie mistake.

While I didn’t know exactly when it would all come together, I knew it was highly probable. And when it did, I would have to be ready.

Yet, here I was on vacation, unprepared for this transformative business deal.

But, it gets worse.

Unlike all of Fearless’ other contracts, I had held this opportunity close to the chest, failing to assign it to a portfolio manager or at least bring someone else up to speed on the project.

Because it was such a huge endeavor that I had taken the lead on, I felt I knew the most about all of the inner workings and had to keep my hands on it.

Bad idea!

I had made an exception to the process, which had backfired tremendously.

Now, here I was on a lone mission.

“Honey, I’m sorry, but I now need to handle something. How about I book you a spa treatment for the next few hours, then we can head out for dinner?”

Delali Dzirasa asking for more return on time
Delali Dzirasa in Fearless office

Because Tish believes in the success of Fearless as much, if not more than me, she gave me the time and space I needed to complete the proposal that led to Fearless’s inclusion in the NFL’s $125 million investment to increase economic equity by partnering Black-owned businesses.

However, it didn’t absolve me from feeling like crap.

I know what you’re thinking: “Delali, the old stories are cool, but I am struggling with this now.”

My response is: “And, so am I!”

Let me spare you the math as you try to figure out how long I’ve been married or begin scrolling through Fearless’ social media feeds to determine when we secured the NFL deal.

This just happened in February of this year.

Yes, 2022!

Look, don’t judge me. Bad habits are hard to correct.

For this reason, I am committed to helping new founders take control of their time. 

Quoting Strategist Tony Morgan,” You get to decide where your time goes. You can either spend it moving forward, or you can spend it putting out fires. You decide. And if you don’t decide, others will decide for you.”

We started Hutch to provide digital service firm founders a blueprint for success. 

Almost immediately, through market research, we learned a lot. While startup founders aspired to receive  return on their investment (ROI), even more so, they needed a return on time (ROT).

Transparently, Hutch participants valued their time and wasting any of it was an aspect of business that troubled them most.

While money was significant, time was king.

Hutch Studios first cohort at location launch
Hutch Studio’s first cohort at location launch

Having all the money in the world is worthless if you have no time to spend it. So, identifying ways to stretch our bandwidths as CEOs is critical.

Apple Founder Steve Jobs once said, “My favorite things in life don’t cost any money. It’s really clear that the most precious resource we all have is time.”

Hutch participants reminded us that Jobs’ sentiments still ring true.

As a startup founder, I wholeheartedly understand the pressure of feeling like there’s never enough time.

We’ve all been there,

  • Arriving late  to or missing children’s games and recitals,
  • Taking calls during family dinner,
  • Lugging our laptops on romantic getaways.

This is all unacceptable but has become a lifestyle to which we have become accustomed.

Delali Dzirasa with son Jaden
Delali Dzirasa picking up his son Jaden Dizrasa

At Hutch, we knew this was something we had to address. After all, how can we attract businesses to participate in Hutch if they see it as another thing to consume their time?

Therefore, we had to reassure them that Hutch was a wise investment.

We had to convince them that Hutch would accelerate the startup process, helping them overcome hurdles they likely would have faced without our guidance and support.

But, most importantly, we had to prioritize their need for a return on time.

This was a mutually beneficial challenge as I have been working on my time management and task prioritization for as long as I’ve been in business. While I have mastered it at times, I sometimes get off track as the business grows and evolves. However, the resounding feedback of our Hutch company founders required an executional vision. 

So, we recalibrated the program, incorporating time management and task prioritization into our curriculum to chart a path for success and return on time for all current and future participants. 

Mastering these skills will save founders from squandering their time on things that are not advancing their business goals.

We recently published a  Prioritization Playbook by Hutch to help founders and CEOs focus their time and energy on the things that matter. 

The playbook highlights the seven “plays” listed below.

  1. Focus on the things that only you can do.
  2. Surround yourself with the right people, then empower them to own their outcomes
  3. Create (and continuously revisit) operational and strategic plans.
  4. Pick one priority to focus on at a time.
  5. Put a plan in place for what will change your priorities.
  6. Set quotas for meaningful but non-priority work.
  7. Make time to work on the business, not in the business.

These are all plays that I have acquired over time and am always working on mastering.

Founders and CEOs often have a vision for their businesses. However, balancing the long-range goals with day-to-day business development and operations does not come naturally to all, making it difficult to separate the forest from the trees.

Hutch Studio Stephanie Chin speaking on return on time
Hutch Studio’s Stephanie Chin speaking

Knowing how to prioritize your tasks as a leader is essential. Your return on time is every bit as important as your return on investment, maybe even more so.

Hutch published a blog, titled Tips for time management for CEOs who want to reclaim their time, providing five plays to help leaders take control of their time.

  1. Assess your current time spend.
  2. Rethink your approach to meetings.
  3. Dream up your ideal calendar.
  4. Bring in help to enforce your ideal calendar.
  5. Don’t bend your schedule to meet someone else’s needs.

The Prioritization Playbook and Time Management Tips enumerate actual plays that I have incorporated into my personal and professional life over time.

And, I challenge you to do the same if you really want to grow and scale your business. 

To be honest, maximizing your time by ensuring that every minute counts is a critical component to successful expansion. 

Believe me, these prioritization plays and time management tips have shifted my way of thinking, resulting in Fearless’s exponential growth. 

For instance, I once was driven more by impact than output. 

However, by applying Prioritization Play #3, I was able to create and continuously reassess operational and strategic plans that set and prioritize long-term goals, providing a vision for investors, team members, and clients. 

John Foster Fearless COO, US Senator Chris Van Hollen, Delali Dzirasa Fearless CEO, and Shelonda Stokes the President of the Downtown Partnership of Baltimore.
(From left to right) John Foster Fearless COO, US Senator Chris Van Hollen, Delali Dzirasa Fearless CEO, and Shelonda Stokes the President of the Downtown Partnership of Baltimore.

Identifying these primary, far-reaching annual goals and markers have been key to Fearless’s ability to grow and scale at a sustainable rate.

And, staying on task daily to advance and execute those annual goals has required the disciplined application of Prioritization Plays 2, 4, 5, and 6 because the daily distractions come way too easily.  

From the onslaught of e-mails, texts, and calls to the never-ending “To Do” list, I don’t know how I got anything done before implementing the prioritization plays and time management tips. So, let me save you the headache.

As New York Times, best-selling author and businessman Harvey Mackay once said…

“Time is free, but it’s priceless. You can’t own it, but you can use it. You can’t keep it, but you can spend it. Once you’ve lost it, you can never get it back.”

Like most CEOs, the daily return on time requires me to prepare at least a day ahead, which has its challenges.

Driven by making an impact, my ability to stay on track daily takes much deliberation and assistance. Honestly, I often operate from the two ends of the spectrum and never much in between—sometimes overly disciplined and other times very fluid.

While I am more productive when I operate in the space of discipline, it requires much intention on my part.

I must prepare the day before and stick to my prescribed daily schedule. 

This can be a lot, but it always pays off because I feel aimless when I stray from this level of discipline, often concluding the day feeling unproductive and out of control.

In my more wayward times, it feels like everyone and everything are running the business rather than me, and that is a serious problem.

But when I am more disciplined, I can separate the forest from the trees, allowing me to prioritize those tasks that further the overall objective and ignore everything that does not. This leaves me feeling accomplished and focused.

The difference in these times is motivation.

Fearless team at a meeting on return on time
Fearless Team Meeting

Motivation doesn’t come until you do something. You have to activate your motivation by taking the first step toward your goal–– even if you haven’t fully figured out everything needed to make that goal a reality. I am most motivated when I start doing the work.

So, it is vital that I apply Time Management Tip #3: Dream up my ideal calendar my daily productivity is based on the night before. Therefore, scheduling my ideal calendar than adhering to Tip #4: Bringing someone in to enforce it is imperative.

  • If I am sleeping by 10:00 PM, the next day will be a good day.
  • I will usually awaken between 4:00 AM and 4:30 AM.
  • I get up, do my morning hygiene routine, then work out.

With my adrenaline pumping and endorphins overtaking, at this point, I am highly motivated and ready to “Win the Day.”

https://www.youtube.com/watch?v=2nvoe9xtk8Y
Delali Dzirasa video on ‘Win the Day’

While the founder and CEO of a fast-growing tech firm, I maintain my tasks the old-fashioned way—with good ole’ sticky notes that I keep next to the trackpad on my laptop.

I know, I know…pretty basic?

But, this fundamental aspect of my routine keeps me on track. I do not get distracted by applications and other shiny technological gadgets. I can see my task, accomplish it, mark it off, and move on to the next item. It is key to my optimal return on time.

I maintain these lists throughout the week, listing my tasks in order of priority.

If I do not complete a task, it is added to the sticky for the next day until it is completed.

However, compiling this prioritization list is not arbitrary. It takes much thought as I dwindle what outstanding tasks I must complete versus those I can delegate. Then, I rank them in order of priority.

To determine the tasks I must complete, I ask myself five questions:

  1. Is this something I am the best at doing?
  2. Is there anyone in the world who could do what I’m about to do?
  3. Is there anything else I need to spend my time on?
  4. Is the project going to be ok even if it’s not great
  5. Will the company fail if I do not carry it through?

This line of questioning causes me to pause and consider the best and worst-case scenarios in each situation.

When I go through this exercise, I can appropriately delegate tasks, only keeping those for which I am the best to do it.

I failed to do this while handling the NFL opportunity and lost sight of how to get a return on time.

I could have and should have brought this major deal to our COO, my partner, John Foster, and our Chief Growth Officer, Greg Godbout. After all, this is what they do.

Over the three years that Greg has been with us, under his leadership, we have secured a $120 million Blanket Purchase Agreement with the United States General Services Administration.

He, alone, is more than qualified to handle the NFL contract.

Delali Dzirasa and Fearless team at the NFL headquarters in New York City.
Delali Dzirasa and Fearless team at the NFL headquarters in New York City

This epic fail infringed on my time and brought in team members who could have been planning and strategizing later rather than earlier. Based on our decision to hold the potential deal, I brought my team in on game day without having afforded them the benefit of a few practice rounds.

Not cool.

In 2009, when I started Fearless, I was trying to paint a dream that others could grasp. I constantly tried to convince people—selling them my vision, setting the tone for the future, and creating a culture that inspired people.

By 2016, we saw a shift. We were all finally working in one centralized location, and our work portfolio was not as heavily classified as it had been. Therefore, our growth required more focus which required discipline. Consequently, I was often in survival mode as I attempted to demonstrate the Fearless culture in person while also growing and scaling.

After creating and sustaining a dope company structure, we have proven that we can do the work. 

As we work to grow nationally and globally, I feel like I am back in the mode I was in 2009. However, I have to make sure to apply all that I’ve learned over the years to get a return on time and not regress into prior poor behaviors.

While I am committed to doing all I can to get a return on time by applying the plays enumerated in the Prioritization Playbook and Time Management Tips, I am still a work in progress.

At times, I may fall off track, like in February when I was handling the NFL, which resulted in me working during my 15th wedding anniversary vacation. However, it is comforting to know that I have these plays to guide me as I work to get back on track.

The point isn’t to always have perfect balance, the point is to know how to regain focus quickly. Being focused on return on time means recognizing that TIME is the only resource a CEO can’t get more of.

Now, as I sit here, preparing for tomorrow and compiling my Prioritization list, at the top of this list is:

  1. Plan a laptop, work-free, romantic trip for Tish.

I will use the Prioritization Plays and Time Management Tips to properly prepare for a work-free trip and trust myself and the process to know that Fearless will be fine while I spend much-needed time with my queen.

Until successfully planned, it will remain at the top of my list!

Be sure to read Hutch’s Prioritization Playbook and Time Management Tips to achieve your return on time. It helped me think more clearly about my ROT again, and I’m sure it will do the same for you.

Koffi Harrison CEO of UpLight talking about a prioritization playbook

Make Fearless Impact with Me in Baltimore, Beyond

Dear children, let us not love with words or speech but with actions and in truth.

— 1 John 3:18, The Bible (New International Version)

Just a month ago, in Baltimore, a 14-year-old kid who shouldn’t have had access to a gun allegedly killed a bat-wielding man during rush hour.

That kid’s life is forever changed because we’ve created conditions as a society where a kid has to beg for money to survive.

According to the Baltimore Sun, the man was killed in Baltimore after confronting a group of youth who were part of the City’s long-time tradition of offering to squeegee, or clean, the windshields of motorists in exchange for cash at high-trafficked intersections throughout the City.

Viewed as an entrepreneurial enterprise by some and a quality of life nuisance by others, this everyday occurrence took a turn for the worse. 

The result was a father’s death, a son’s incarceration, and my city’s division.

This tragic moment links to many historical factors and evidence of systemic racism. Scholars can, and likely will, pen dissertations on why the incident played out the way it did.

Still, it won’t change what happened that afternoon.

Nothing can resuscitate the two lives lost or comfort their families. But, something has got to give.

The sobering fact is that it’s up to us to fix it, and I accept the challenge.

We have made great strides to address the systemic ills that gravely impact our most underserved and underrepresented communities.

Large corporate entities continually work to support government and nonprofit organizations. They are assessing and improving their social responsibility programs while prioritizing diversity, equity, and inclusion.

Still, we must do more.

Delali Dzirasa with Joe Clair making impact in Baltimore
Delali Dzirasa and Joe Clair at CIAA Tech Summit

I am neither dismissing these offerings nor intending to offend, but I do ask: What happens next?

Let’s be honest — Not much.

And, when there is action, is it a temporary band-aid or a sustainable solution to the problem?

But what do we expect? Strategic soundbites, manicured statements, and money throws do not have the power to evoke meaningful change.

For a day or two, sometimes three, we watch the news reports, post comments on social media posts, and participate in day-long debates about them. Then, life resumes, and we are back to our personal and professional responsibilities until the next emergent issue.

It’s not intentional, and it’s definitely not because we do not care. 

Most of us do.

It’s just unhealthy to be consumed by the devastation that constantly overtakes our minds and timelines. We cannot remain in those spaces of despair. So, we move on out of self-preservation because life does not allow us to stop.

Life continues. 

Tasks must be completed, and deadlines must be met. So, we move right along. Still, the problem remains.

But, enough is enough.

We must make a Fearless impact in Baltimore.

Day after day after day, local and national news, as well as our social media platforms, depict unaddressed social issues.

Within the past few months…

  • The United States Supreme Court overturned Roe v. Wade, ending the nearly 50-year right to abortion. Congress could have codified this half-century decision decades ago but failed.
  • This year, the national inflation rate reached its highest since the 1980s until the United States Senate passed the Inflation Reduction Act of 2022 by the skin of its teeth. Vice President Kamala Harris cast the tie-breaking vote after a bi-partisan 50-50 vote split.

And we continue to grapple with gun violence throughout the nation.

Whether on the street or in our homes, grocery stores, schools, or churches, we cannot help but consider our safety.

This year, more than 50,000 lives have been lost or injured in this country due to gun violence. Approximately 3,700 of them were under the age of 18 years old.

In Baltimore, there are already 218 reported homicides. Eighty-eight percent of them were fatal shootings.

These horrific local and national tragedies, and the plethora of other despicable events and situations, constantly remind us of the systemic inequities that impact our historically disadvantaged communities.

And each time disaster hits, we witness business and civic leaders rush to make statements, weighing in on the situation.

Fearless COO John Foster's son looking at a self-portrait at Fearless.
Fearless COO John Foster’s son looking at a self-portrait at Fearless

CEOs of major corporations, government officials, and other public figures voluntarily provide commentary. They offer ideas for what should, would, or could be done.

Don’t get me wrong, this is important. 

It connects the leaders with the community.

It shows that they are paying attention to what’s happening in the communities where their patrons and clients reside. 

It indicates that they care and refuse to stand silent. 

However, without action, prepared remarks and canned statements do not move the needle toward progress forward. 

As business leaders, we must Become Fearless.

We must make a Fearless impact in Baltimore to change the trajectory of our beloved city.

We must work collectively to identify and implement solutions to these societal ills because talk is cheap.

We must be a Fearless Baltimore—taking the initiative, identifying solutions, and making an impact.

We must ask: 

  • What can we do?
  • Who needs to be at the table?
  • How can we change the trajectory?

Corporate statements, government press conferences, and peaceful civilian protests are mainstays. But, we all must do our part to realize the world we want to see when there is no crisis and no one is looking for our perspectives.

UCLA Head Basketball Coach John Wooden once said, “The true test of a [person’s] character is what [they do] when no one is watching.”

Facts.

As the chief executive officer of the largest software developer in Greater Baltimore, I, too, provide the statements. I weigh in on issues that impact me and those I love. 

But, I also do the work.

It’s not about what we say but what we do.

So, in all I do, I aim to make a Fearless impact in Baltimore and on every project I touch.

After all, growing up, it was a mandate in the Dzirasa household.

My mother, a nurse, raised my siblings and me to have empathy and compassion for others. After school, we fellowshipped in church and helped those in need throughout the week.

Delali Dzirasa and his mother at UMBC
Delali Dzirasa and his mother at UMBC.

Regardless of what we became in life, my mother’s expectation that we would do our part to make this world a better place was abundantly clear.

She valued service and was intentional in her efforts to instill those same values in us from an early age.

To this day, her efforts are not lost on me. I have carried them with me throughout my life.

John Foster, my partner and Chief Operating Officer of Fearless, embodies these same core values.

Raised in Philadelphia, a city that grapples with issues like those in Baltimore, he understands the nuances of Baltimore. He sees himself in the young men of our city. Therefore, he works tirelessly to create a space of belonging for Black youth in tech.

Fearless COO John Foster
Fearless COO, John Foster

Our shared passion for making an impact in all we do and being the change we want to see has become the Fearless Experience.

We are making an impact in Baltimore by engaging and serving our community. And we are working to do the same in Montgomery, Alabama, the location of our first satellite office.

As we work to create a world where good software powers the things that matter, we know that change begins at home. 

So we give back to our local communities by creating jobs and opportunities.

Within the Baltimore tech community, we are building a technically skilled, empathetic workforce that can provide solutions to the problems that impact our society and improve our overall quality of life.

Through technology, we can create software that inspires, heals, resolves, and restores.

Community engagement and direct service are necessary ingredients of our ‘purple sauce’ at Fearless.

LaToya Staten is leading the charge and curating the Fearless community projects. She has hit the ground running, identifying opportunities for us to make a Fearless impact in Baltimore and beyond.

In Baltimore, we are building a tech ecosystem, mentoring the next generation, and championing digital services. But, most importantly, we are elevating Black and Women tech startup founders and their businesses while amplifying the future of tech among our communities.

Members of various Hutch Studio’s cohorts at the CIAA Tech Summit
Members of various Hutch Studio’s cohorts at the CIAA Tech Summit

The future of tech is bright! 

To successfully combat societal ills, we must ensure everyone has an opportunity to contribute.

Through tech, everyone can.

According to U.S. News and World Report, more than 90 percent of Baltimore City Public Schools’ student population are children of color, with more than 52 percent being economically disadvantaged.

Fearless is doing our part to change the trajectory of as many affected by these challenges as possible.

Now, more than ever, we must engage, support, and uplift our youth to make a Fearless impact in Baltimore.

So, we are mentoring students and building community partnerships with nonprofit organizations. Our partners nurture the next generation of tech startup founders by introducing them to Science, Technology, Engineering, and Mathematics (STEM) disciplines and careers.

By working with leading programs such as Dent Education, B-360, and Code in the Schools, we are working to break the cycle of poverty through STEM education and career development among our youth.

Delali Dzirasa and DENT students making a Fearless impact in Baltimore.
Delali Dzirasa and DENT students

These efforts are vital in a city like Baltimore, where more than 62 percent of the population is Black. They are also mutually beneficial as only 7.4 percent of the tech workforce is Black.

With proper guidance and intentions, this presents an incredible opportunity to build a robust Baltimore tech community that creates future generations of Baltimore-born and raised Black tech leaders.

Named the largest software development firm in the Baltimore area by the Baltimore Business Journal and included in the Inc. 5000 2022 listing as one of the fastest growing companies in the nation, Fearless is a rare gem.

Therefore, we have to influence the next generation of the tech workforce. So we remain committed to ensuring we are accessible to our youth, letting them know that a future in tech is bright.

But we can’t stop there.

We must also establish, cultivate, and grow our tech workforce of Black tech professionals and startup founders by partnering with Historically Black Colleges and Universities (HBCUs).

Baltimore is home to two — Coppin State University and Morgan State University. 

Another two HBCUs, Bowie State University and University of Maryland Eastern Shore, are located in rural and suburban areas throughout Maryland.

Our proximity to these institutions presents a prime opportunity to erect a Black Tech Baltimore.

During the week-long event, people traveled from near and far to participate.

Fearless hosted a day-long Tech Summit House event to highlight innovative technology trends during the Central Intercollegiate Athletic Association (CIAA) Basketball Tournament in Baltimore. Fearless worked with students from Bowie State University, Fearless team members, and community partners to create an experience that celebrated the technology achievements in Baltimore.

We introduced new tech leadership and provided a space for the tech community to network as they redefine Baltimore’s professional landscape.

Most importantly, we seized the opportunity to meet and recruit HBCU students and alums. 

The tech space is growing, and we know we can address and resolve social issues through digital services and technology.

In collaboration with the Dzirasa Family Foundation and the BLK ASS Flea Market, we made a Fearless impact in Baltimore.

Fearless Sports co-hosted the Trap Music Museum Baltimore Pop-Up during CIAA. Fearless’s passion for sports, technology, art and entertainment converged through this event.

We donated five percent of the art sales to a community center in one of Baltimore’s historically under-resourced communities.

Delali Dzirasa and company at CIAA Tech Summit
Delali Dzirasa and company at CIAA Tech Summit

During next year’s CIAA Basketball Tournament, we plan to host a pitch competition to promote entrepreneurism among tech professionals.

But, we cannot reserve our commitment for major attractions like CIAA. We must create a Fearless Baltimore.

Throughout the year, we plan to…

  • show up at HBCU sports games, 
  • hold pop-ups on campuses, 
  • empower student ambassadors, 
  • provide internships, and 
  • establish an apprenticeship program. 

We will build a Baltimore tech community by creating a pipeline for recent HBCU graduates to begin their professional careers right here at Fearless.  

Our time to create a Black Tech Baltimore is now!

While we will always appreciate external support from allies, it is time for us to invest our time and resources in us.

We can no longer wait.

Our communities need us now.

Gone are the days of Black success requiring a corporate savior, where opportunity is scarce, and disruption is fatal.

We must take care of ourselves.

At Fearless, we will continue to lift as we climb.

  • We will make a Fearless impact in Baltimore.
  • We will empower the next generation of tech leaders.
  • We will strengthen the tech ecosystem.
  • We will engage the community.

And as a result, Charm City will be the next Black Tech Mecca.

Then one day, I will say in my DJ Khaled voice, “They didn’t believe in us, but God did.”

Want to make a Fearless impact?

Join me in accepting the challenge.

Fearless impact in Baltimore at CIAA Tech Summit
Fearless Team at CIAA Tech Summit

Hutch, Empowering Purple Calves to Become Purple Cows

And so, lifting as we climb, onward and upward we go,

struggling and striving, and hoping that the buds and

blossoms of our desires will burst into glorious fruition ‘ere

long.

– Mary Church Terrell

Starting a digital services business begins with an idea.

I’ve known Koffi Harrison for years. After a chance encounter in 2018, I learned she had an intriguing concept for a management service firm. And, I had an idea for how I could help her and other founders starting a digital services business.

Candid of Delali Dzirasa with Uplight founder Koffi Harrison at Hutchs' first graduation
Hutch Founder Delali Dzirasa and Uplight CEO Koffi Harrison at the first Hutch cohort graduation.

Koffi is a chemical engineer by trade who, at the time, was at a crossroads.

Her mother’s breast cancer diagnosis had caused her to re-evaluate her purpose. While she was “textbook successful,” she had ideas, dreams, and aspirations to make more of an impact.

As her mother’s primary caregiver, she needed more flexibility.

So, we embarked on a journey.

A nameless idea, Koffi’s concept was initially known as “Asterisk.”

However, after only 18 months in business, her company closed in 2021 with three employees and more than $500,000 in revenue. It is now known as UpLight.

This year, she aims to hire seven to 12 employees and earn $1.5 million in revenue. And she’s planted her roots in Baltimore, where she is impacting the community.

I know, right? Let me tell you how we got here.

Starting a digital services business is not for the weary or faint of heart. It requires grit, dedication, passion, and perseverance. But, it also requires access and a network.

I’ll be the first to say that Fearless’ success is a result of early support and mentorship from larger, more established tech firms.

Without the referral of my mentor, Dr. Freeman Hrabowski, I wouldn’t have met Robert Baruch. Founder of RABA Technologies, Rob offered me my first tech job out of college.

Delali Dzirasa, retired UMBC President Freeman A. Hrabowski III, and John Foster standing together
Fearless CEO Delali Dzirasa, former UMBC President Freeman A. Hrabowski III, and Fearless COO John Foster at a UMBC event.

And, it was Rob’s support after learning that I desired to own a tech firm someday that exposed me to the inner workings of government contracting early in my career.

Then, after founding Fearless in my basement, the Cyber Incubator at bwtech@UMBC Research and Technology Park welcomed me with open arms. There, I had the space to grow alongside other creators and innovators.

These early investments were pivotal in Fearless’ future success.

I stand on the shoulders of leaders who believed in my vision. Those who subscribed to my mission to build software with a soul and create a world where good software powers the things that matter.

So as Fearless grows, we lift emerging founders starting a digital services business.

We could not wait to meet some arbitrary benchmark of success. It was important that we reach back and bring other Black, Women, and People of Color tech startup founders with us now.

And, we needed to create an ecosystem of other digital services companies with whom we could partner as Fearless matured in portfolio, revenue, and workforce. According to CNBC, Black tech professionals make up 7.4 percent of the tech workforce. Women hold 26.7 percent of positions within the industry, but Black Women comprise a mere 1.7 percent.

This disparity offers an endless opportunity to grow the number of tech firms owned and operated by Black people, Women, and People of Color.

In turn, we hope they will be intentional in their efforts to expose youth to tech careers, as well as recruit and create opportunities for other tech professionals of color as they grow and scale.

Over the years, I have met with several founders of tech startups who would schedule meetings to pick my brain or ask for opportunities to partner. While hosting these frequent ad hoc meetings became unsustainable, I understood their tremendous value.

I saw an opportunity to help up-and-coming founders starting a digital services business. I felt obligated to share everything I wish someone had told me, but that I had to learn through trial and error.

Xcell founder Felix Gilbert speaking at a Hutch graduation in Baltimore, Maryland
Xcell founder Felix Gilbert speaking at a Hutch graduation.
Delali Dzirasa and Xcell founder Felix Gilbert at Hutchs' first graduation
Delali Dzirasa and Felix Gilbert at Hutch graduation.

For instance, Felix Gilbert started XCell in 2007 while working for the federal government. But, without adequate support and proper guidance, he could not grow his business to the point that he could walk away from his nine-to-five.

Intelligent and talented, Felix knew the work but not the business. So, he eventually closed XCell and joined the Fearless team.

Fulfilled by his impact and upward mobility at Fearless, Felix was living the American dream. And, while I valued his leadership and skill, I never forgot about XCell. I knew he was not living his dream.

So, I recruited him to join Hutch’s first cohort.

In April 2021, Felix resigned from Fearless.

Today, XCell delivers services to various government entities—including the Air Force—employs three employees, and is experiencing exponential growth.

While it would be much easier to have tunnel vision and focus solely on growing and scaling Fearless, it’s not the Fearless way.

I knew there were many other tech professionals of color with experience in the industry but who needed help starting digital services businesses and entering the market.

I knew we could be their “bumper pads,” helping them make connections and navigate the world of government contracting.

After all, there is a lot to go around. In fiscal year 2020, the federal government spent more than $665 billion on contracts.

With no business name, proposal, or model, just an idea and good intentions, I reached out to some of the founders who had “picked my brain” over the years. I knew we would convene this group of like-minded entrepreneurs, but I didn’t quite know what it would look like.

Nonetheless, the urgency, necessity, and potential impact of its existence were crystal clear.

By January 2019, the Fearless team and I had recruited six businesses to trust us on this uncharted path. My executive team and I began hosting meetings with these eager founders, building content, and crafting the curriculum as we went.

While we didn’t always have the answers, we figured them out together. Not only were we helping other businesses grow, but we were testing and stretching our knowledge.

Emerging tech CEOs sitting together working on starting a digital services business at Hutch Studios
The first Hutch cohort working together at Hutch Studios.

We embarked on this journey believing it would be a one-year commitment. A year in, we knew there was more we had to offer these emerging founders who are starting a digital services business. Committing to another year, all but one business continued with us.

Witnessing the companies’ growth, we understood the value of this resource. But, we couldn’t continue another year without a budget and revenue stream. To pay for the underlying associated costs, each company agreed to give Fearless a five percent stake in their businesses.

This transition was not easy. Our proposal was initially met with resistance.

Remember, they had received one year of free mentorship. Now, we were asking them to relinquish five percent of their budding businesses to us.

Five percent of a dream was a lot to ask.

However, not only was it necessary to sustain the program, it was a great business lesson for the cohort. In business, all involved parties must benefit. This requires give and take, often in the form of monetary gain and investment.

Trusting in us and valuing what they had already received, the five remaining companies continued on this adventure for another year. Only this time, we had content, a curriculum, and a plan.

But, wait! What would we call it?

At Fearless, we were producing Purple Cows, standing out in a crowd of brown cows.

Exceptional.

Unique.

Distinct.

And with this venture, we were providing specialized, individual insight and support to each of these up-and-coming businesses.

We were nurturing Purple calves.

That’s it! We’ll call it Hutch.

A hutch is used by dairy farmers to house newborn calves and tend to their individual needs.

This is precisely what we were doing—providing mentorship, support, and guidance to unique young tech companies.

That is how Hutch came to be.

An intensive 24-month program, Hutch provides underrepresented entrepreneurs with a blueprint for building successful and impactful government digital services firms.

Hutch helps startup founders push through their fears while building confidence in a safe community among other startup founders who are starting a digital services business.

Hutch Studio Project Manager Stephanie Chin speaking at a Hutch Studio event in Baltimore
Hutch Project Manager, Stephanie Chin, speaking at a Hutch graduation.
Hutch Project Manager Stephanie Chin speaking about founders starting digital services business
Stephanie Chin at a Hutch graduation.

Over that next year, we continued to guide
these companies through the inner workings of government contracting, helping them navigate the process and attempting to prevent them from experiencing some of our early pitfalls.

In November 2020, we brought on Stephanie Chin as our first program manager for Hutch. The addition of her business acumen was game-changing.

Stephanie had more than a decade of experience working with entrepreneurs and managing incubators. And she is passionate about empowering people to use their entrepreneurship for good.

Before her arrival, the Fearless team was pitching in and holding up the content, curriculum, and support for Hutch while also tending to the responsibilities associated with our respective roles within Fearless.

It was a daunting task, but seeing the growth of the startup businesses made it all worth it.

However, with Stephanie’s support, leadership, and guidance, we could do more. We became better able to meet each company where they were and help them get to each milestone more quickly than they could on their own.

And, in Summer 2021, we welcomed an advisory board comprised of a combination of digital services and government experts to help grow and scale Hutch into a national incubator.

While we have done much to grow and support Hutch, make no mistake—it is a mutually beneficial experience.

Hutch is made up of passionate business owners whose services will change the world for the better. Each day, we learn just as much from them as they do from us.

Proverbs 27:17 in the Bible says, “As iron sharpens iron, so one person sharpens another.”

Stephanie Chin and Delali Dzirasa standing together in Hutch Studio's HQ
Stephanie Chin and Delali Dzirasa at Hutch Studio headquarters.

Hutch companies are continuously pushing boundaries and forcing us to think about how to improve our curriculum.

Each business owner has unique motivations, expectations, experiences, and passions.
Therefore, we know that a one-size-fits-all approach will not be successful or sustainable. We are constantly working to ensure that everything we teach is personalized and meets each of their needs.

For instance, we eventually learned that Fearless’ five percent equity in each company was prohibitive as the founders sought out capital from banking institutions. Because of our stake in the companies, the underwriters were inquiring about Fearless’ finances.

It was not only restrictive and problematic for the companies but also for us.

We immediately acknowledged that this would not be a sustainable model as we continued to grow Hutch. So, we substituted the five percent stake for zero percent equity, a $4,000 refundable program fee, and a 10-year revenue payback rubric.

With the new model, Fearless receives five percent of the annual revenue until we receive $25,000. Next, we receive three percent of the yearly income until Fearless reaches $50,000 in total revenue from the company.

Then, Fearless receives a one percent stake for every remaining year until the company’s 10th-year anniversary of completing Hutch.

This self-motivating model allows the companies to determine how long it takes to reach the $50,000 threshold, then lock in at the one percent equity stake.

Since January 2019, nine companies have completed the two-year incubator program. Four companies are scheduled to graduate in December 2022 and another seven businesses are on target to finish in December 2023.

In January, we will welcome our fifth cohort.

As we continue to grow, we also continue to hone in on our goals for Hutch and the personas of the companies.

Currently, we seek to include no more than ten companies
in each cohort, reserving 50 percent of those slots for Baltimore-based businesses.

We welcome founders of digital service firms who are early on in their business and looking for a return on their time commitment.

Having assessed and improved this program over the past three years, our research has determined that the two-year curriculum is most rewarding when all Hutch cohort members are already in business and at or about the same phase in their companies.

Therefore, while Koffi’s journey to start UpLight remains one of our most transformative, we no longer accept visionaries like her who have not yet started their companies.

Most importantly, each founder must commit to using their tech powers for good.

We invite companies that aim to be of service to others and impact the communities where they operate. Summer and Terry Bazemore of Eye3 Technologies, a cybersecurity and systems engineering based in Prince George’s County, Maryland, are doing just that.

Also graduates of the first Hutch cohort, the Bazemores believe in tech with purpose.

With more than 25 years of supporting the Department of Defense and other federal agencies, they provide workforce development to disengaged citizens in Baltimore, Prince George’s County, and Washington, DC.

Making an impact in the lives of others is what Hutch is all about.

But the culture of Hutch is critical, requiring us to create a synergistic climate within each cohort by recruiting and retaining members who gel with one another.

Hutch is intense. Therefore, cohort members must feel comfortable leaning on those going through the process with them to be successful in the program.

Koffi, Felix, and the Bazemores were all part of our inaugural cohort, along with Aaron Brooks of MASTERMND and Shanda Wilson of INSHIFT. They all remain close.

MASTERMND CEO Aaron Brooks at a speaking event talking about starting a digital services business.
MASTERMND CEO, Aaron Brooks, speaking at the CIAA Baltimore Tech Summit House.

Each Monday evening, they still meet to collaborate, share business highlights and obstacles, and discuss upcoming projects.

But, they have also become a close-knit family. They have witnessed one another’s marriages, childbirths, home purchases, and other life-changing milestones. So, their meetings often extend past the allotted hour as they catch up on personal events.

This is what makes Hutch so rewarding!

Over the past three years, the most gratifying aspect of Hutch has been the investment in people and their visions.

When I initially asked Koffi to join the cohort, she didn’t even have a name for her business concept. Now, she is an inaugural member of the Hutch advisory board.

Felix is still expanding XCell based on his vast network acquired through his time with Fearless and Hutch.

And, the Bazemores received their 8(a) certification as of a few weeks ago and on track to hire 11 employees.

These stories make it all worthwhile.

Hutch is one of a kind.

Now attracting digital services firms from all over the nation, Hutch will continue to grow, scale, and expand to various locations throughout the country.

As each Hutch company grows, I hope they continue to lift as they climb. I hope they too create accelerator and incubator programs like Hutch for other new tech startups trying to navigate the tech space.

This can and will be a reality.

Civic Tech is Driven by an Ability to Transform the World

Fearless has undoubtedly transformed thousands of lives over the past 13 years.

From government agencies to nonprofit organizations and businesses, we have enhanced technology for:

  • New York Harbor Foundation,
  • Baltimore City Health Department,
  • Centers for Medicare and Medicaid Services,
  • General Services Administration,
  • Air Force,
  • United States Citizenship and Immigration Services,
  • Deloitte,
  • Exelon, and
  • Maryland Food Bank, among others.

So, when I share Fearless’ mission to build software with a soul and our vision to create a world where good software powers the things that matter, that doesn’t mean working for less than your worth.

It means using your tech powers to transform lives.

It means having great perks and benefits.

It means working in a fun space immersed in a sense of belonging.

It means having a work-life balance.

And, it means competitive compensation.

Civic Tech is a stable and lucrative path that aims to improve the quality of life for people and communities.

Supporting and enhancing technology for government agencies, nonprofit organizations, and businesses not only impacts the lives of those utilizing the digital services, but inspires those who create them.

I’m often asked, “Why Civic Tech?” And my answer is always, “Why not Civic Tech?” Here’s why…

A while back, a well-respected colleague asked me to speak with an impressive recent Johns Hopkins graduate who was pursuing a career in technology.

My friend thought it was important to retain her talents in Baltimore. He believed I had the (purple) sauce to make the pitch.

Of course, I was up for the challenge.

My friend was so eager for me to speak to this tech phenom that I figured she had to be the next Steve Jobs. So, I stopped everything I was doing and scheduled time to speak with her.

If anyone could convince her to pursue a fulfilling career in technology in Baltimore, it was me.

Delali Dzirasa speaking at a Hutch Event in Baltimore

As the visionary and implementer of a growing tech firm in Baltimore, we thought that I had the ability to motivate her to live out her dreams right here in Charm City, at Fearless.

But, there was one hurdle.

She was being courted by a couple of major tech firms in California. So, I had to make it count.

Equipped with this intel, I was on a mission.

I asked, “So, what do you want to do in this industry?”

I envy Generation Z for their unapologetic commitment to living a purpose-driven life. But, I was certain that Fearless’ mission to build software with a soul would appeal to her. And I knew that our vision to create a world where good software powers the things that matter would seal the deal.

These were sure to be selling points for a recent tech graduate who’d spent the past four years in Charm City.

I thought, “This one’s in the bag.”

She responded, “My senior project was so inspiring. I built technology with and for the community. It was so rewarding. I felt like l was making an impact.”

As she spoke, I could feel her passion and excitement. Using her tech powers for good invigorated her.

Improving lives and advancing communities in Baltimore through technology left her inspired.

In my mind, I said, “Perfect! A prototypical Fearless team member.”

She continued to express how rewarding and fulfilling the community work was. I understood the rewarding feeling of service. The ability to provide a sought-after skill that can uplift a community only intensifies the euphoria it brings.

Knowing she was considering this major tech gig in California, I asked, “Why not continue to use your tech powers for good?”

She responded, “Eventually. I plan to go to the west coast to make some money first, then return to use all I’ve learned to make a difference.”

“Wow,” I thought. Fearless is providing impactful digital services and transforming lives through unrivaled technology.  We are continuously growing and scaling. Yet, based on this conversation, do people think we are a charitable organization?

Don’t get me wrong, the work we do at Fearless feels good. But, it’s a business.

At Fearless, our team of talented professionals delivers complex, large-scale technology that reaches the masses.

We secure multi-million contracts from government agencies and major organizations. Major tech firms subcontract our talents to deliver top-notch technology on high-profile projects. And, our pay contends with major tech firms.

The U.S. Government Accountability Office reports that the federal government spent more than $665 billion on contracts in the fiscal year 2020:

  • $10.6 billion on information technology and telecommunications services;
  • $3.7 billion on information technology software; and
  • $19.2 billion on professional engineering and technical services.

I was distracted as I continued to convince this sought-after tech professional of why Civic Tech matters. I couldn’t believe that Civic Tech was synonymous with volunteerism.

Did a growing talent pool of data analysts, software engineers, and programmers think pursuing a career in Civic Tech meant forgoing a competitive salary?

Absolutely not!

While I knew that not to be true, I was enlightened by this conversation.

This notion that Civic Tech doesn’t pay well was a problem. It was now my personal mission to dispel this myth.

Quite the contrary.

Civic Tech Pay Rivals Big Tech

If I could go back, I would have just given her the numbers, showing and proving that Fearless’ pay is comparable to that of big tech.

Business Insider reports that Amazon’s cloud-solutions architects make between $90,800 and $185,000, and Facebook’s data analysts make between $111,000 and $160,000.

So, while big tech serves a purpose, Civic Tech is purpose-driven. Yet, it doesn’t require waiving compensation, the cool work environment, or upward mobility.

Civic Tech is experiencing hyper-growth just like the private sector

I would share that Civic Tech is not the government tech sector that your parents knew. Rather, it is an ever-growing track that hasn’t even scratched the surface.

President Barack Obama launched United States Digital Services following the HealthCare.gov crash. He understood the critical importance of utilizing technology to deliver premier services to Americans.

In 2014, the Obama administration prioritized digital services for the first time in history. They hired tech employees to work inside of the government. And, contracted technology companies to support efforts from the outside.

This changed the trajectory of technology and spurred interest in Civic Tech.

Once considered a final destination, Civic Tech is now a preferred career journey.

Using your tech powers for good, having a great work-life balance, and earning an impressive salary can be a reality.

Civic Tech is experiencing hyper-growth just like the private sector

I would share that Civic Tech is not the government tech sector that your parents knew. Rather, it is an ever-growing track that hasn’t even scratched the surface.

I was raised in Silver Spring, a city right outside of Washington, D.C. in Maryland’s Montgomery County. My mother, a now-retired nurse, was a hard worker who engrained service in me and my siblings.

Week after week, my mother carried us to and from church and community functions, where we volunteered. She committed to teaching us how to be of service to others.

From a very young age, she weaved empathy and compassion into my fabric. This mandate to give back remains with me to this day.

Early on, my siblings and I found ways to be of service to others while also earning an income.

From mowing lawns as a child to starting a barbershop in college, I knew I would find a profession where I could make a sustainable living while being of service to others.

After graduating from UMBC, like the Johns Hopkins graduate, I considered my career path. With offers from two major tech firms, I felt pretty content with the idea of my prospects. However, I sought guidance from my mentor and college president, Dr. Freeman Hrabowski.

But, during our meeting, he directed my attention to a smaller tech firm—RABA Technologies.

Started by a UMBC alum, the firm was growing.

Small Civic Tech Firms Can Make Out-Sized Impact

Although convinced I would accept a position with one of the larger, high-profile firms, I took the interview. After all, Dr. Hrabowski, himself, referred me. What other choice was there?

After discussing my plans to start my own tech firm and my desire to learn project management and business operations, RABA offered me my first career position.

I accepted.

Honoring their promises, RABA offered me a front-row seat. During my tenure, they secured two $100 million Department of Defense contracts. And, alongside a senior associate, I helped to manage one of the contracts.

Little did I know that this contract would align with what my mother had instilled in me since childhood. That I would be continuing my life-long commitment to be of service to humankind.

This was divine.

It was not lost on me that we carried the awesome responsibility to build technology to protect American families and businesses.

These classified multi-million-dollar defense contracts taught me the value of technology and its ability to change the world through innovative solutions.

In this role, my thinking was forever shifted.

I knew I could use my tech powers to help others.

I could use my tech powers to eliminate barriers.

I could use my tech powers to empower people.

I could use my tech powers to uplift communities.

I could use my tech powers for good!

It is no secret that technology is ever-evolving and is a career worth pursuing. After all, there will always be a need for technology experts. And, it’s a lucrative career.

Building a cool entertainment-centered start-up may sound more enticing. But, bidding for government contracts at the federal, state, and local government levels is guaranteed.

Digital services are always needed. And, let’s be clear, the government will always pay its bills. Opportunities in civic tech are endless.

So, if I could go back to that conversation with that promising graduate, I would tell her to follow her passion.

I would tell her that the opportunities in Civic Tech were endless. I would say get access to the machine, make an impact, and get paid.

After starting Fearless in 2009, we secured our first contract in 2010 with the United States Secret Service.

Much like RABA Technologies, we sought out defense contracts. Their security classification prohibited us from sharing our previous work. Which meant, we were often unable to secure non-defense contracts.

Finally, we secured our first civilian contract with the United States Small Business Administration’s (SBA) HUBZone program.

This contract diversified Fearless’ portfolio, and springboarded our exponential growth.

Civic Tech Allows You to Use Your Tech Powers for Good

If I could go back to that conversation with the Johns Hopkins graduate headed to California for money, I would share that the SBA earmarks billions of dollars to support the HUBZones program, targeting 3% at the prime level and 3% at the subcontractor level for all government contracts..

I would tap into her passion for the community, explaining that the HUBZones stimulate small business growth in historically underutilized business zones, some in Baltimore.

And, we were responsible for developing technology to further this mission.

I’d share that by enhancing the technology, Fearless elevated this much-needed federal program.

Our technology connected unemployed and underemployed Americans in marginalized communities to funding designated to support them and their businesses.

More recently, we digitized the National Museum of African American History and Culture (NMAAHC) Slavery and Freedom exhibition.

Creating an online searchable museum, we made this world-class treasure accessible to the world.

Building, developing, and delivering this final product to the NMAAHC was an honor.

On launch day, our team members cried tears of joy. And, a senior member of a major firm that also worked on the project said it was the most impactful project on which they had ever worked.

This is the feeling that Civic Tech brings.

This is the feeling of using your tech powers for good.

The NMAAHC searchable museum recently received the CIO Magazine’s Annual 100 Award. Additionally, it received two nominations for this year’s 26th Annual Webby Awards.

Civic Tech Competes with Itself Unlike Other Tech Fields with Inherent Competition

If I was having that conversation today, I would say, “In technology, there is always competition.”

You can either have an android or an iPhone, a PC or a Mac; use Google or Bing; or, drive a Honda or a Tesla.

Competition is inherent in the world of technology.

I’d continue, “Traditionally, if someone does not like the quality of service, they have other options.

When ordering food delivery, there are options.

There are Uber Eats, Door Dash, Grub Hub, Post Mates, and so many other options from which to choose.

Therefore, services must constantly improve to attract and maintain consumers.

However, government uniquely has a monopoly in their respective spaces.

So, in Civic Tech, the technology we produce is one-of-a-kind with little to no competition.

Our software developers create and publish large-scale technology that makes much-needed services accessible.

For instance, one must engage the Internal Revenue Service (IRS) for a tax refund.

There is no competitor.

There are no alternatives or workarounds.

You must file your tax return with the IRS. So, it must be reliable, accessible, and palatable.

This is possible when talented tech professionals accept the calling to pursue Civic Tech.

I’d double down, explaining that Civic Tech matters because it provides the awesome ability to impact people at a high level.

For millions of individuals and families, efficient government services are life-changing.

Removing the obstacles to receiving a faster tax refund, obtaining one’s citizenship, or accessing benefits such as Medicaid or Medicare is necessary.

So, Civic Tech affords the most skilled techie to make a large-scale impact through highly complex software.

Civic Tech Improves Services Our Tax Dollars Fund

I’d also remind her that we pay for these services.

If Instagram stops working, we immediately become frustrated.

For what?

No one knows because we aren’t paying for it.

While a business may use it to elevate its brand or to sell a product, it’s primarily a free service that connects people.

And, when we receive bad service at a restaurant or do not receive the full benefits of a monthly subscription, we often complain. We often seek a refund because the expectation is that we should receive the services we pay for efficiently and effectively.

As taxpayers, we pay for government services, and they too should work for us in an exceptional way.

Technology has the awesome ability to accelerate these missions.

I eventually learned that the Johns Hopkins graduate had already committed to a large tech firm and was headed for California. Although I questioned my friend’s urgency, I realized that this encounter was more for me than it was for her. From that day forward, I resolved to recruit and retain talented professionals because Civic Tech matters.

So, use your tech powers for good and pursue a career in Civic Tech. Believe me, I’ve been on this journey to change the world through technology for nearly two decades and overall ‘the risk has been worth the reward.

Convinced? Consider a career in Civic Tech with Fearless!