These Undervalued Tech Skills Pay $200k-$300k+ (ServiceNow, Salesforce/DBA's)

Yeah, but obviously in the next 5 years we're going to see some more stuff. So what are you saying is undervalued now that won't be in the future. You know what's funny is uh database administration. Wow. Database administration. It's it's it's the it's the fundamental building block of all of the that you know the AI stack. You need your data somewhere, right? And and usually you're talking un you know unstructured data. That's that's typically what this runs on. But there's still a lot of objectoriented uh data that gets fed into these models for training and database administration. Um that's it's it's a it's it's an interesting one that you know I don't know if it surprises you but that's that's that's one area if you want to if I had to to to pick one like where there's the most arbitrage that's undervalued like I'd probably say that because I used to see Oracle DBAs were I mean like 15 years ago I would see tons of those then I kind of just stopped seeing big companies. Maybe these people just didn't leave and they didn't need new Oracle DBAs or whatever, right? You're saying that is going to be on the come up. I guess I think so. Yeah, I do. I do. Anything that you know from your perspective, obviously you're making the decisions and you are signing the checks, right, for the for the company. So, what do you see as like a technology that you're like, damn, I didn't know these guys made that much. Whoa. Like I'm going to pivot a little bit here. So we we talked about undervalued careers that are up and coming. These SAS platforms um that are really the backbone of like the modern enterprise, your ERPs, um your ITSM, your CSM platforms, like that that'd be another one that I would point to is like go learn Service Now, go learn Salesforce. Those guys make bank. um especially the good ones because it's you know these companies go in and these are these are bluechip Gartner topright technologies right like year over year over year so these companies go out and buy it but they don't understand like it's it's you know they sell it as a a low code no code solution but you need specialists to to run this thing these workflows are complex the automation is complex like you need people that truly understand it and those guys are making two 300 a year I mean easy. And and I'm talking I'm not talking just San Francisco, LA, Austin, New York, Boston, right? Like you can make that money remotely in Kansas if you can master some of those SAS platforms. And the two I'd point out too is is is Service Now and and and um uh Service Now and um Salesforce. Salesforce. Yeah. Yeah. Yeah. And the barrier to entry is it's pretty low. It's pretty low, right? you get an analyst job and three grand you can go get certified for Service Now, right? Right. Right. Right off the street. Open a developer account. Um they'll give you a sandbox for free. Uh both of them. Go play around with it. Um you start I you know I've I've I've taken some resources out of college with like completely different degrees, right? uh geology, uh finance, um life sciences, like just completely non-technical uh backgrounds, and I've plugged them into some of these SAS platforms and and they're making bank right now. Jeez. Yeah. Yeah. It's it's a massive opportunity. It is. It is. And it's and there's a huge demand for it. Companies don't want to deal with it, right? Like we're going to And and these are expensive products, right? like the the subscriptions and licenses are big bucks. So the executive layer and the director layer is getting a ton of pressure like hey I want to see my my return on investment. And you know usually you're just throwing money at some third party when you can go and hire a junior intermediate that that can you know set up the portals, build the workflows and and and get you get you to a point where you're stable and you're up and running within 90 days. So like look for those initial builds, look for those companies mid-market that that are that are breaking into those products that might need some help deploying it. But the best thing you can do is go spend the three grand, get go get a cert. Um yeah, you know, we focused on on on prem stuff, but if we're going to stay in the SAS world for a little bit, like like look at those two Koopa like procure to pay like more on the ER more on the ERP side, you know. So you've got you've got your ITSMs and your CRM. I think we covered the top two uh at least in my experience you know which is primarily in like critical infrastructure and healthcare that procure to pay and the ERP uh goals are also pain points and they're and they're critical to operations same thing you're going to go throw a half a million dollars at a workday and if if your search functionality doesn't work like if you're fumbling around looking for a PO or or or a form that has the wrong fields those are those are two other ones I would look at too. And coupe is the same. Yeah. Those are always they're brutal to fill from the recruitment side. And there's just a lack of anytime. Yeah. That's right. Yeah. That's right. I mean, I like to tell people if there are a lot of fake candidates that I I tell them about, that's something to look at because it's just a lack of supply. Like you don't see fake project managers. Exactly. Exactly. I had one I had one I had one two weeks ago and it was the first time in my 25 year career, right, where I was pretty sure they were reading off another screen. And it's it's just something that we've never had to do before. Like you have to stay guarded for it now because that's that's real. You know, some of this new like these fast AI models, right? Like the little mini models like they're spitting out responses in, you know, 300 milliseconds, right? So some some of these people of these guys and girls have have mastered you know having that second screen up and being able to look in the camera and you ask them a technical an question or even you know a fundamental question about the technology and I'm just watching the eyes shift a little bit and there's that slight hesitation and it's just for you know I know we're not talking to hiring managers out there but for the hiring managers that's that's something we have to look for now. Yeah, that's the I mean and if you can be obviously be legitimate, And just be genuine. Yeah, that's that's it. That's what I look for. You know, you and I have talked about it in the past. I mean, you know, when I interview someone, that first interview is usually not technical. It might take an off-ramp into technical areas, but like I'm gauging your demeanor. I'm I'm gauging your engagement, your your level of confidence in your experience. And then, you know, we kind of pivot from there. But yeah, you know, you look for th those those genuine candidates and and those are the qualities that I personally start with. Yeah. And if you don't pass that test, we're not going to get we're not going to get to whiteboarding anything, right? You know, you got to have in the trenches stories that someone like you could relate to. What did you do? Yeah. If you don't either you're not legit, right, or yeah, you were there quote unquote, but you had a small piece as part of Cognizant or something. You didn't really Yeah, you were legitimately there, but you didn't do the consultants. Yeah, the consultants are the hardest ones to gauge, you know, like they come in, they tell you like, "Okay, here's the best practice on how to do stuff," but they never did the work, Um, you know, like they come in, they charge you a ton of money, and then they walk out the door and and uh, you know, here you go. go build it. So that's that that's one area. Those are always I wouldn't call them red flags, but areas that we probe a little deeper. But but yeah. No, man. You're spot on. Yeah. And I I always say like have those examples of like when hit the fan. That's right. What was the hardest for the album what was that? That's great advice. Um cuz I want to know, you know, when things were tough, what was the the the hardest problem you had to solve? Right. You know, how did how did you innovate? um you know, how did you muster your team or work crossf functionally to solve a problem uh that didn't go