The reasons people chose to start a business are as varied as people themselves. In
some cases, Elon Musk for example, the reason is a clear vision coupled with drive,
ambition, and passion. But then consider The Joe Rogan Experience (JRE); representing
the other side of the spectrum, you have a business which started without intention,
you might even say accidently, but JRE is successful by all measurable terms. Here I
present to you a treatise detailing why I started Watson Analytical and the path which
lead me here.
In 1998 I was navigating the job fair circuit seeking gainful employment and an
opportunity which served my own self-interests, namely gaining knowledge and
experience of RF systems. I had interviewed with Qualcomm’s Infrastructure Division
and offers were extended on two occasions, but due to a combination of the role and
compensation, I declined both offers. In April, of that year, the Scottish Rite Center
hosted a job fair partially comprised of Raytheon, L3 Telemetry, Nokia, and Qualcomm.
Booth after booth, I presented myself a firm hand shake, confident smile, thoughtful
salutations, and a resume I was sure would have every company fighting for the
opportunity for me to join their teams. As I rounded the corner to the last row of
booths, there was Qualcomm’s booth occupied with two representatives. There was a
question rolling around in my head which I wanted to ask other employers, but I
thought it might diminish my chances of employment. Here was Qualcomm who I had
ruled out as a potential employer creating the perfect opportunity to get my question
answered by industry experienced professionals with out fear of negative repercussions.
Patiently waiting in line at Qualcomm’s booth, I was called up to the table by one of the
representatives named “Mike”; Mike answered my question and provided me with the
guidance I was seeking. As I thanked Mike for his help and turned to walk away, he
called me back to answer some canned recruiter questions he had and took a copy of
my resume.
The week following the job fair, I felt my pager vibrating in my pocket. Lisa Runner, a
Qualcomm HR Staffing team member, had left a voice mail informing me Qualcomm
ASIC Division wanted to bring me onsite for consideration of a Foundry Engineer role.
Foundry engineering was not RF, and I had crossed Qualcomm off my list of prospective
employers, but this was again an opportunity to hone my interview skills and workout
more of those questions I thought might have been awkward in an otherwise desirable
opportunity. I agreed, and the day, time, and interview list were set.
I arrived at Qualcomm building BB on Campus Point Court on that clear crisp sunny April
morning with no expectations of Qualcomm, the interviewers, or the position. In the
lobby I was met by “Mike” from the job fair. As it turned out, “Mike” was not an HR
representative; he was the hiring manager, Mike Campbell. And, the role was not a
Foundry Engineer; it was to join a team Mike was forming to build the first failure
analysis laboratory at Qualcomm. He walked me into a lab, and as we stood in front of
an Alessi Cascade probe station, he said “this is the lab”, indicating the probe station
was the entire lab, “but it’s going to grow very fast”. I looked at the system puzzled by
what it was and what it might be used used for; I had never encountered one of these
systems in my RF bench testing experience. Mike picked up a clear box and held it up to
the florescent lights in the lab; “if you look really close you can see the probe on the end
of that metal rod…we use these to make electrical measurements on the devices”, Mike
said. I looked closely and focused as hard as my eyes were capable, but I couldn’t see
the wire he was referring to. “Did you see it” Mike asked; “yeah, that’s pretty cool”, I
replied. More than anything, at that point, I was curious if they read my resume and
wondering why they thought I was worth the man hours to interview for this position. I
had absolutely no idea what Mike was showing me or talking about. To say I was lost
would indicate I had some bearing with regard to where I was positionally, but I was
completely disoriented floating in some mental free space. Through the day I
interviewed with the likes of Doug Jones, Anant Dixit, Charlie Jones, Mehyar Khazai, and
of course Mike Campbell. Their questions were deep, thought provoking, took me to my
limits and beyond. When I left building BB at the end of that day, I felt mentally drained
and simultaneously euphoric; mentally I noted “I really need to take all mention of the
word “expert” off my resume”.
I had written the interview with Qualcomm off into the history books, but then in
August 1998 my pager vibrated to let me know I had a new voice mail. The voice mail
was Lisa Runner informing me Qualcomm wanted to extend an offer to me to join the
failure analysis team. I had no idea what failure analysis was, but the attraction to the
opportunity to learn from the likes of the individuals who interviewed me was too good
to pass up, so I accepted the offer. Two weeks later I started a job that would be
positively transformative in ways I had only dreamed of.
We were a team of five (Mike Campbell, Jonathan Tappan, Michael Gonzales, Martin
Villafana, and myself) tasked with building the first failure analysis lab at Qualcomm,
and unforeseen at the time, the influence by Mike and Jonathan would prove to be
profound in building a foundation that would shape and define who I am professionally
today. Over the course of the following few years I would learn how to define tool
specifications, evaluate tools, coordinate facilities, and most importantly the art of
analytical tools and techniques; it was learning at the end of a proverbial fire hose. As I
learned and became comfortable with work in the lab, I recognized that my ability to
perform failure analysis effectively could be greatly improved if I had hands on thin film
processing experience. It was time to acquire knowledge to take my skills to the next
level.
In June of 2002 I accepted a position at Ohio MicroMD Laboratory as a Lab Services
Coordinator. I had landed in the middle of yet another lab build, only this time it was a
microfabrication facility and on a much larger scale. My role was to bring up tools,
characterize, and establish processes for thin film wet etching, thin film dry etching, thin
film growth, and thin film deposition processes. These were exciting times as I was
gaining knowledge and hands on experience with silicon dioxide, silicon nitride, low K
dielectrics, and polycrystal silicon. This gap in my knowledge was filled, and I felt ready
to return to failure analysis.
In February of 2004, I was offered and accepted a position to build a failure analysis lab
in Conexant’s San Diego office. Armed with a solidified knowledge of building a labs, thin
film process engineering, and what, by my judgement, was a solid knowledge of failure
analysis engineering, I was prepared to establish the most effective failure analysis
program I could imagine. Over the next three years I lobbied management to invest in
the lab with the acquisition of capital equipment and met ROI commitments which
gained the trust of executive management resulting in continued investments into the
lab. As company Conexant struggle to deliver to customers and shareholders, resulting
in the shutting down of San Diego operations.
Failure Analysis at this point in my career had become a daily routine for me, and then
Peregrine Semiconductor happened. I joined Peregrine August of 2007 as a Senior
Failure Analysis Engineer. The world I thought I had known shifted, and I was in a new
unfamiliar environment. The FA lab consisted of a microscope and probe station.
Peregrines approach to FA was unlike anything I had seen previously, and I felt emotions
I had not felt since my days starting out at Qualcomm. Peregrine’s approach to failure
analysis relied heavily on a “deep dive” bench characterization of the device and
effectively the failure mode and then subsequently, run simulations to fit the observed
behavior on the bench. There was no photon emission microscope, no laser fault
isolation tools, and no contactless probing; yet they were successful is locating the
failure mechanisms responsible for the observed failure modes. This highlighted flaws in
my formula for creating the ultimate failure analysis engineer. To marry Peregrine’s
methods with my previous conceived definition would result in a much “stronger” and
effective failure analysis engineer. I would spend the next six years at Peregrine refining
product characterization, RF simulations, dc simulations, transient simulations, building
their failure analysis lab, staffing the lab, and developing the engineers under this newly
refined formula.
It was time for a much needed change, and in April 2014 I accepted a position with IO
Semi as a Design Verification Engineer. As was required by this position, I was
responsible for developing test automation for the characterization of IP blocks. As had
happened many times before, I realized how this knowledge could be integrated with
failure analysis to create an enhanced and more effective failure analysis program. As
this group was acquired by Qualcomm, the freedom of creativity I had come
accustomed to in the small company environment became restricted, so I ventured into
the world as an independent contractor.
In June of 2019, a colleague and long time friend was terminated from his job. As it was
explained to me, the defense he used in an attempt salvage his reputation and position
at this company was: “Tim Watson trained me how to do FA”. While discussing this in
further detail with this person, I realized this was a phrase I had heard repeatedly over
the years and a phrase that colleagues used to express appreciation for the time I
mentored them.
While standing at my grill on July 4, 2019 preparing food for our house guests, I began to
envision the formation of a company which reflected the culmination of my 21 years of
developing a model by which product debug would be optimized. Under my vision the
company would initially support customers during product development and
characterization. If design debug is necessary, we would have the expertise to aid them
through debug with our unique formula for effective failure analysis tools and
techniques. As the product completes the validation/characterization phase and moves
into reliability qualification testing, the company would offer services to support
product qualification, and failures which precipitate from qualification testing would
benefit from our comprehensive approach to Failure Analysis. A trilogy of symbiotic
services managed under a uniquely refined model. Developing this concept further, I
considered what determines whether a company is successful or fails at the
foundational level, the individuals who make up team. And, if it is the team who ensures
the success of the company then the team should also share in the rewards. Every
person on the team will be contractually entitled to sharing in the profits which are
realized by their contributions and successes; a socially moral company. Watson
Analytical will be a company which does not view it customer’s as revenue streams and
it’s employees as operating overhead, but views both customer’s and employees as
partners whose relationships determine our success. Technical expertise and socially
moral ethics will be the foundational values we espouse.
I never heard from Raytheon, L3, or Nokia after the job fair; I guess that resume wasn’t
the kill shot I thought it was, but that single phone call from Qualcomm set in play a new
trajectory for my career and my life. Where Watson Analytical falls on the spectrum of
business personalities is yet to be written by history, but we’re prepared for what we
anticipate is going to be an exciting journey.
some cases, Elon Musk for example, the reason is a clear vision coupled with drive,
ambition, and passion. But then consider The Joe Rogan Experience (JRE); representing
the other side of the spectrum, you have a business which started without intention,
you might even say accidently, but JRE is successful by all measurable terms. Here I
present to you a treatise detailing why I started Watson Analytical and the path which
lead me here.
In 1998 I was navigating the job fair circuit seeking gainful employment and an
opportunity which served my own self-interests, namely gaining knowledge and
experience of RF systems. I had interviewed with Qualcomm’s Infrastructure Division
and offers were extended on two occasions, but due to a combination of the role and
compensation, I declined both offers. In April, of that year, the Scottish Rite Center
hosted a job fair partially comprised of Raytheon, L3 Telemetry, Nokia, and Qualcomm.
Booth after booth, I presented myself a firm hand shake, confident smile, thoughtful
salutations, and a resume I was sure would have every company fighting for the
opportunity for me to join their teams. As I rounded the corner to the last row of
booths, there was Qualcomm’s booth occupied with two representatives. There was a
question rolling around in my head which I wanted to ask other employers, but I
thought it might diminish my chances of employment. Here was Qualcomm who I had
ruled out as a potential employer creating the perfect opportunity to get my question
answered by industry experienced professionals with out fear of negative repercussions.
Patiently waiting in line at Qualcomm’s booth, I was called up to the table by one of the
representatives named “Mike”; Mike answered my question and provided me with the
guidance I was seeking. As I thanked Mike for his help and turned to walk away, he
called me back to answer some canned recruiter questions he had and took a copy of
my resume.
The week following the job fair, I felt my pager vibrating in my pocket. Lisa Runner, a
Qualcomm HR Staffing team member, had left a voice mail informing me Qualcomm
ASIC Division wanted to bring me onsite for consideration of a Foundry Engineer role.
Foundry engineering was not RF, and I had crossed Qualcomm off my list of prospective
employers, but this was again an opportunity to hone my interview skills and workout
more of those questions I thought might have been awkward in an otherwise desirable
opportunity. I agreed, and the day, time, and interview list were set.
I arrived at Qualcomm building BB on Campus Point Court on that clear crisp sunny April
morning with no expectations of Qualcomm, the interviewers, or the position. In the
lobby I was met by “Mike” from the job fair. As it turned out, “Mike” was not an HR
representative; he was the hiring manager, Mike Campbell. And, the role was not a
Foundry Engineer; it was to join a team Mike was forming to build the first failure
analysis laboratory at Qualcomm. He walked me into a lab, and as we stood in front of
an Alessi Cascade probe station, he said “this is the lab”, indicating the probe station
was the entire lab, “but it’s going to grow very fast”. I looked at the system puzzled by
what it was and what it might be used used for; I had never encountered one of these
systems in my RF bench testing experience. Mike picked up a clear box and held it up to
the florescent lights in the lab; “if you look really close you can see the probe on the end
of that metal rod…we use these to make electrical measurements on the devices”, Mike
said. I looked closely and focused as hard as my eyes were capable, but I couldn’t see
the wire he was referring to. “Did you see it” Mike asked; “yeah, that’s pretty cool”, I
replied. More than anything, at that point, I was curious if they read my resume and
wondering why they thought I was worth the man hours to interview for this position. I
had absolutely no idea what Mike was showing me or talking about. To say I was lost
would indicate I had some bearing with regard to where I was positionally, but I was
completely disoriented floating in some mental free space. Through the day I
interviewed with the likes of Doug Jones, Anant Dixit, Charlie Jones, Mehyar Khazai, and
of course Mike Campbell. Their questions were deep, thought provoking, took me to my
limits and beyond. When I left building BB at the end of that day, I felt mentally drained
and simultaneously euphoric; mentally I noted “I really need to take all mention of the
word “expert” off my resume”.
I had written the interview with Qualcomm off into the history books, but then in
August 1998 my pager vibrated to let me know I had a new voice mail. The voice mail
was Lisa Runner informing me Qualcomm wanted to extend an offer to me to join the
failure analysis team. I had no idea what failure analysis was, but the attraction to the
opportunity to learn from the likes of the individuals who interviewed me was too good
to pass up, so I accepted the offer. Two weeks later I started a job that would be
positively transformative in ways I had only dreamed of.
We were a team of five (Mike Campbell, Jonathan Tappan, Michael Gonzales, Martin
Villafana, and myself) tasked with building the first failure analysis lab at Qualcomm,
and unforeseen at the time, the influence by Mike and Jonathan would prove to be
profound in building a foundation that would shape and define who I am professionally
today. Over the course of the following few years I would learn how to define tool
specifications, evaluate tools, coordinate facilities, and most importantly the art of
analytical tools and techniques; it was learning at the end of a proverbial fire hose. As I
learned and became comfortable with work in the lab, I recognized that my ability to
perform failure analysis effectively could be greatly improved if I had hands on thin film
processing experience. It was time to acquire knowledge to take my skills to the next
level.
In June of 2002 I accepted a position at Ohio MicroMD Laboratory as a Lab Services
Coordinator. I had landed in the middle of yet another lab build, only this time it was a
microfabrication facility and on a much larger scale. My role was to bring up tools,
characterize, and establish processes for thin film wet etching, thin film dry etching, thin
film growth, and thin film deposition processes. These were exciting times as I was
gaining knowledge and hands on experience with silicon dioxide, silicon nitride, low K
dielectrics, and polycrystal silicon. This gap in my knowledge was filled, and I felt ready
to return to failure analysis.
In February of 2004, I was offered and accepted a position to build a failure analysis lab
in Conexant’s San Diego office. Armed with a solidified knowledge of building a labs, thin
film process engineering, and what, by my judgement, was a solid knowledge of failure
analysis engineering, I was prepared to establish the most effective failure analysis
program I could imagine. Over the next three years I lobbied management to invest in
the lab with the acquisition of capital equipment and met ROI commitments which
gained the trust of executive management resulting in continued investments into the
lab. As company Conexant struggle to deliver to customers and shareholders, resulting
in the shutting down of San Diego operations.
Failure Analysis at this point in my career had become a daily routine for me, and then
Peregrine Semiconductor happened. I joined Peregrine August of 2007 as a Senior
Failure Analysis Engineer. The world I thought I had known shifted, and I was in a new
unfamiliar environment. The FA lab consisted of a microscope and probe station.
Peregrines approach to FA was unlike anything I had seen previously, and I felt emotions
I had not felt since my days starting out at Qualcomm. Peregrine’s approach to failure
analysis relied heavily on a “deep dive” bench characterization of the device and
effectively the failure mode and then subsequently, run simulations to fit the observed
behavior on the bench. There was no photon emission microscope, no laser fault
isolation tools, and no contactless probing; yet they were successful is locating the
failure mechanisms responsible for the observed failure modes. This highlighted flaws in
my formula for creating the ultimate failure analysis engineer. To marry Peregrine’s
methods with my previous conceived definition would result in a much “stronger” and
effective failure analysis engineer. I would spend the next six years at Peregrine refining
product characterization, RF simulations, dc simulations, transient simulations, building
their failure analysis lab, staffing the lab, and developing the engineers under this newly
refined formula.
It was time for a much needed change, and in April 2014 I accepted a position with IO
Semi as a Design Verification Engineer. As was required by this position, I was
responsible for developing test automation for the characterization of IP blocks. As had
happened many times before, I realized how this knowledge could be integrated with
failure analysis to create an enhanced and more effective failure analysis program. As
this group was acquired by Qualcomm, the freedom of creativity I had come
accustomed to in the small company environment became restricted, so I ventured into
the world as an independent contractor.
In June of 2019, a colleague and long time friend was terminated from his job. As it was
explained to me, the defense he used in an attempt salvage his reputation and position
at this company was: “Tim Watson trained me how to do FA”. While discussing this in
further detail with this person, I realized this was a phrase I had heard repeatedly over
the years and a phrase that colleagues used to express appreciation for the time I
mentored them.
While standing at my grill on July 4, 2019 preparing food for our house guests, I began to
envision the formation of a company which reflected the culmination of my 21 years of
developing a model by which product debug would be optimized. Under my vision the
company would initially support customers during product development and
characterization. If design debug is necessary, we would have the expertise to aid them
through debug with our unique formula for effective failure analysis tools and
techniques. As the product completes the validation/characterization phase and moves
into reliability qualification testing, the company would offer services to support
product qualification, and failures which precipitate from qualification testing would
benefit from our comprehensive approach to Failure Analysis. A trilogy of symbiotic
services managed under a uniquely refined model. Developing this concept further, I
considered what determines whether a company is successful or fails at the
foundational level, the individuals who make up team. And, if it is the team who ensures
the success of the company then the team should also share in the rewards. Every
person on the team will be contractually entitled to sharing in the profits which are
realized by their contributions and successes; a socially moral company. Watson
Analytical will be a company which does not view it customer’s as revenue streams and
it’s employees as operating overhead, but views both customer’s and employees as
partners whose relationships determine our success. Technical expertise and socially
moral ethics will be the foundational values we espouse.
I never heard from Raytheon, L3, or Nokia after the job fair; I guess that resume wasn’t
the kill shot I thought it was, but that single phone call from Qualcomm set in play a new
trajectory for my career and my life. Where Watson Analytical falls on the spectrum of
business personalities is yet to be written by history, but we’re prepared for what we
anticipate is going to be an exciting journey.
