Systems
Systems Administration is my occupational hazard. Since putting together my first
computers back in the 1980s and early 1990s when ‘online’ consisted of the BBS community
(bulletin board system), I became a moon propelled into the orbit of sysadmin. We had a
dedicated line for the BBS that my older brother ran out of the house. I was more
interested in putting things together than I was in actually using them. When I did use
the computer, it was all about graphics. Even my first jobs were about the construction
rather than the use: vectoring bitmaps, redrawing and cleaning up artwork, cutting vinyl
graphics and making signs and graphic design. When I first stumbled into the IT
department and found a desk there, it wasn't because I had a CS degree or background in
computer science (although I did know how to build computers, source parts, fix issues,
etc..). It was because I could take any problem that was put in front of me and reverse
engineer it and then put it back together in a way that made better sense than before.
Starting with the office desktops then moving to domain forests and exchange servers,
the department moved me up the food chain until I went from project manager to senior
systems administrator with a great team of people at a global BPO (Business Process
Outsourcing) managing the mail and remote systems of networks and building out
datacenter cages full of blinking lights. A side effect of working in BPO through the
first dot-com bubble from 1997 – 2004 was that all of it was multilayered. Our first
customers at the firm were all startups. I worked with a lot of companies that blew up
and went away fast and some that stayed around. I was given an incredible amount of
access and accountability and this forced me to learn a great deal on my own rather
quickly. Up to this point I had fallen into several jobs: The owner of the Graphic
Design company for whom I had worked in the early 90s had a heart attack and left me
alone to run the company for nine months. The store did not burn down and we made money.
Later, in a funny turn of events, I became the executive chef at a restaurant, followed
by a stint as a sous chef and then dessert chef at another restaurant. I somehow started
working for a pharmaceutical ‘startup.’ All of this had given me experience managing
people and information systems on a small local level - working with local vendors and
local businesses. The second thing it gave me was a great deal of access to the
day-to-day business operations. Early on I was tasked with a lot of responsibility and
during those moments, I began to see the similarities between the different types of
work. The IT work was a natural fit. Information Technology was about looking at a
system, and making it work better with the resources at hand. The day-to-day operations
of a BPO firm were something else entirely. It gave me insight to global and national
labor arbitrage. After the bubble burst, I was only the employee left in the company’s
San Francisco office and even then, I outsourced myself (I did mention it was an
outsourcing firm, right?). It was my job to do so. We had over 1000 people working for
us outside of the country and would use the H1B Visa System to rotate people in and out
for training and work. I was witness to financial negotiations with global
telecommunications companies and global vendors. I was introduced to customs law and
international resource negotiation. I was working with people who may have lived in one
place but worked in another and freely traveled across the globe, dealing with funds
that managed close to a trillion dollars. I saw firsthand the formation of the
Transnational Capitalist Class that
Dr. Leslie Sklair of the London School of Economics
was theorizing. Towards the end of my tenure at the BPO, we had more SVPs and Executives
in the United States than we had tech worker bees like me. At the turn of the 21st
century, while working as a sysadmin, I was exposed to a global system of
interconnectedness that demonstrated to me how spaces were both regulated and
unregulated and how that kind of behavior was made possible. But this role in a global
corporation, gave me the insight and access that sent me back to art school where I
could define and then refine my questions about what was going on in the larger
conversation about global capital. In graduate school, I equipped myself with the the
tools to conduct research on the matter and express my beliefs through intense course
work, broad reading in the ideologies behind capitalism and the utilization of aesthetic
forms to visualize the hidden data of that same class formation.