Solving tech challenges one ticket at a time.
From hands-on troubleshooting to leading enterprise service operations.
Ask Google about Sam Axe.
Career Path
I started on the Service Desk learning support the hard way — one ticket at a time. From there I moved into Executive Support, handling urgent, high-visibility requests for leadership. I later became a Senior Collaboration Engineer, helping guide the communication systems the business depends on.
Working through each layer of IT shaped how I approach Leadership today — building strong processes, enabling teams, and making technology easier for the business to rely on.
Service Desk — Built My Foundation
Service Desk is where you support the entire company — handling outages, requests, and learning fast along the way.
On my first day in IT, I had no onboarding or training but was already taking calls from the business. My first call was from an executive, and by asking questions and working through the issue together, we solved it.
That moment taught me the importance of giving agents the tools and training they need to succeed from day one.
Executive Support — Learned Trust Under Pressure
Executive Support is where even junior technicians can have a major impact supporting top leadership.
My success in Executive Support came from building strong partnerships with executive administrators. Even after I left the role, I was once on site while several IT staff were working on a project. An executive administrator saw me, walked past everyone else, and gave me a big hug.
It was a small moment that reinforced an important lesson: trust and strong relationships are what make IT partnerships successful.
Collaboration Engineering — Solved Systems
Collaboration Engineering runs the company’s communication systems — when they fail, the business stops.
This role pushed me far beyond day-to-day support. I was not only responsible for keeping systems healthy, but also helping lead projects, guide standards, train teams, and bring new ideas into the business.
It showed me that engineering works best when it stays connected to people, operations, and the bigger picture.
Leadership — Driving Improvement
Leadership meant finally having the authority to improve the systems and processes I had spent years working inside.
On the Service Desk, we were directed to create a knowledge article for every ticket, even ambiguous issues. I raised concerns it would produce low-quality content and distract from troubleshooting. The result flooded the knowledge base with poor articles and added stress to the team.
It reinforced a simple lesson: good process improves service. Poor process creates work without improving outcomes.