Rick Devenuti, CIO of Microsoft, manages 3,000 people and knows the ins and outs of worldwide software manufacturing and sales. Yet he claims, "I’m the dumbest guy at the table."

Interviewed on UWTV’s new series, "Information Technology Leaders," Devenuti describes his career incline at Microsoft marked by his ability to navigate in the company’s intensely competitive atmosphere. But even at the top of his field, he values learning from others.

"Information Technology Leaders," produced by the University of Washington’s School of Business, presents multi-faceted portraits of the people filling the top IT positions at major corporations such as Microsoft, Boeing, and AT&T Wireless Services. The revealing interviews show that personal characteristics often play an important role in the unpredictable career trajectories of this industry.

Host Laura Schildkraut, Lecturer and IT Internship/Mentorship Manager at the University of Washington Business School, notes that from the beginning, Devenuti was determined to play with the big boys. In high school, he played football despite his 5’11, 120-lbs. stature. It’s a fitting anecdote for a man who went on to ascend Microsoft’s ranks without the traditional computing or MBA background. Devenuti was a small-business consultant with Deloitte Haskins and Sells in 1985 when he took on the software giant--then in its infancy--as a client. Two years later, he became an employee, and adapted fairly easily to the company’s aggressive atmosphere as he worked in accounting and financial positions. "It doesn’t bother me when people yell. I’m from a family of yellers," he explains.

Devenuti’s family moved around a lot during his childhood, which prepared him for changing environments. At Microsoft, he ventured beyond his finance comfort zone to work with call centers, licensing, sales, and manufacturing. He headed up North American operations, then became vice president of wordwide operations. From his first management position to CIO, he went from leading 30 people to leading 3,000.

None of these career shifts came without important lessons. Despite Devenuti’s credo, "failure is not an option," he and his team incorrectly forecast demand for Windows 95 and ended up with too much inventory. As worldwide operations VP, he admits he made many "U.S.-centric mistakes." But none of these missteps proved to be career-enders, because he was willing to learn from them and use them as opportunities for growth.

Devenuti stresses the importance of mentors, who were often the toughest people to work for but also the most helpful, as their high expectations caused him to raise the bar for himself. He tells how he learned to be a better manager through working with a coach and submitting to 360-degree evaluations--assessments from bosses, peers, and reporting staff. "Managing people is like raising children," he observes; in both roles he shares his values, teaches right from wrong, and helps his charges meet their commitments.

Of all the important qualities for success, Devenuti says passion trumps intellect every time. He obviously still feels passion even after 15 years working for Microsoft, which he believes can change the world.

Produced By: Christopher Redner