I don’t encounter a lot of kids on my job. My company, iBeam Solutions, offers technology, not child care. We handle everything from phone systems to websites for some 2,000 clients in the central Ohio area. But on July 26, 2004, I was headed out to install a firewall for a special client—the Ohio Association of Child Caring Agencies. By protecting their systems, I’d be working indirectly to help kids all around the state. Little did I know that I’d soon play a direct role in the lives of four children I’d never met. As I drove along I-70, looking to make my 10 a.m. appointment in downtown Columbus, I noticed one of the highway information signs flashing an Amber Alert: “Children abducted…,” followed by a description of the car involved. I turned back to the road and there it was—the car described on the sign. I quickly called my employee, Jeff Guiler, who was following me, and asked him to confirm the plate number on the sign. Sure enough, I was right behind the vehicle that likely contained four kids and their kidnapper. My Marine Corps experience helped me focus on what I had to do next: call 911 and tell them what I’d seen. The dispatcher asked me to follow the car until officers could arrive. As we drove, I gave the operator a moment-by-moment account of what was happening. I was so focused on the car that I didn’t even notice when the police officers arrived, just in time to follow the suspect’s vehicle into a gas station, where they found the kids. I stopped to talk briefly with the officers and then continued to my appointment. Later that day, I was told that the kids had been kidnapped by their step-grandfather, a convicted child molester. A few weeks later, I met the children and their parents at a reunion sponsored by a local military club. Since then, the mid-Ohio chapter of the Amber Alert organization offered me a position on their board, which I will share with my wife. It was quite an experience, this sense of doing the right thing. It’s hard to top the joy of making something awful come out all right. —As told to Christopher Lindquist Related content brandpost The steep cost of a poor data management strategy Without a data management strategy, organizations stall digital progress, often putting their business trajectory at risk. Here’s how to move forward. By Jay Limbasiya, Global AI, Analytics, & Data Management Business Development, Unstructured Data Solutions, Dell Technologies Jun 09, 2023 6 mins Data Management feature How Capital One delivers data governance at scale With hundreds of petabytes of data in operation, the bank has adopted a hybrid model and a ‘sloped governance’ framework to ensure its lines of business get the data they need in real-time. By Thor Olavsrud Jun 09, 2023 6 mins Data Governance Data Management feature Assessing the business risk of AI bias The lengths to which AI can be biased are still being understood. The potential damage is, therefore, a big priority as companies increasingly use various AI tools for decision-making. By Karin Lindstrom Jun 09, 2023 4 mins CIO Artificial Intelligence IT Leadership brandpost Rebalancing through Recalibration: CIOs Operationalizing Pandemic-era Innovation By Kamal Nath, CEO, Sify Technologies Jun 08, 2023 6 mins CIO Digital Transformation Podcasts Videos Resources Events SUBSCRIBE TO OUR NEWSLETTER From our editors straight to your inbox Get started by entering your email address below. Please enter a valid email address Subscribe