HTM On The Line with BRYANT HAWKINS SR.

Legacy In Motion: A Father-Son Blueprint for Leadership

• Bryant Hawkins Sr. • Episode 95

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What happens when purpose runs in the family?

In this episode, Bryant Hawkins Sr. sits down with Duane and D'Juan "DJ" James, a father-son duo who’ve built a combined 50 years of impact in the Healthcare Technology Management (HTM) industry.

From humble beginnings to executive leadership, their story is more than career progression.  It’s a living lesson in mentorship, legacy, and the power of being both a student and a teacher.

You’ll hear how Duane turned a layoff into a lifelong calling, how D'Juan learned to lead by watching his father’s quiet consistency, and how together they’re shaping the next generation of HTM leaders.

This isn’t just a conversation about repairing equipment, it’s about repairing perspectives, building people, and leading with purpose.

Tune in, take notes, and remember: Legacy isn’t something you leave behind, it’s something you build while you’re here.

Big thanks to our partners: College of Biomedical Equipment Technology, A.M. BICKFORD, INC., UptimeServices, MD Publishing and Innovative Radiology. Your support keeps the HTM mission alive!

This podcast was published by the B-Hawk Network.

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Bryant:

Welcome to another episode of HTM on the line. I'm your host, Bryant Hawkins Sr. Every now and then you meet people who remind you that legacy isn't just what you leave behind, it's what you live right now. Today I'm sitting down with the wine and the wine tank. A father and start doing it with nearly 15 years of combined experience and out there technology management. Two leaders, two generations. Glad to have you. Dewan, how you doing, my man?

D'Juan:

Doing very good, right?

Bryant:

I got a father son on here this evening. Guys, I want you just to introduce yourselves, nothing long, and I'll just something simple. Just tell the listeners who we who you are. We'll start with Dewan first. We go with the the youth first. Dewan, tell everyone who you are and where you're working at right now.

D'Juan:

Yeah, so um again, appreciate the opportunity of being on this podcast with my father. So Dewan James, also go by a DJ in my professional world. I've been in help, I've been in HGM for uh 17 years now. For the first 10 years of my career, I was a technician specialized in the operating room, anesthesia training, our lung machines, things like that. And you know, I wanted to explore the management side. So I had an opportunity to get in a manager training program with Trimedic, and that was about seven years ago. And I have various management roles where I'm currently now the senior director of clinical engineering and medical equipment processing at Collider Health in Buffalo, New York.

Bryant:

Okay, great. Uh Mr. DeWay, tell us about yourself, sir.

Duane:

Well, thanks for having me on the show podcast. I'm Dwayne James. I'm the corporate director for clinical engineering for Central Health and Central Virginia. I've been in the HTM field for over 30 years. I started in 1981, and I had to thank GM for getting in the field because I was a welder and I got laid off as a result of trade readjustment, TRA, which was foreign countries automotive intercept in the United States. And I was able to get, well, I was laid off, and I actually got funding to go to school. So that's why I'm in the biomed field today, thanks to G GM. And I started off as a maintenance helper. And I actually, that's when I decided I was a maintenance helper in the biomed shop. And I learned to work on equipment, being just uh, you know, running around moving equipment, and I got a chance to work on pillow speakers. That was my first opportunity to work. But then I kind of gravitated and I got real good at it. So I said, well, I'm gonna switch my career. I was majoring in business, so I majored in electronics. And I was able to start my career there, and I advanced to a technician, and 30 years later, I'm a corporate director.

Bryant:

All right, so we got so how many years total have you been in the industry, Dwayne? Uh, about 32. 32 years, and DJ 17, so we got almost 50 years among the two of you guys. That's outstanding, man. Now, Dwayne, I'm gonna ask you this question. When people ask what you do, how do you usually describe it? You know, because we're in this unknown industry. So how do you describe what you do when someone asks you?

Duane:

Well, something right, they don't know what I do. So I kind of told them I work on medical. I repair maintenance equipment, and then I give them, you know, equipment, I display equipment that they actually familiar with, like infusion pops, you and the OR, you're on the anesthesia machine, and those sorts of types of equipment. Then they get it, they say, okay, I know what to do now.

Bryant:

All right, great. Uh DJ, same to you, man. You up in Buffalo trailing your have your own pad going. How do you explain your role when someone outside HTMX?

D'Juan:

Yeah, it's a good question. Now, the way I explain it is I maintain medical equipment and medical equipment compliance. That's usually how I typically explain it. And I do the same thing. I usually talk about general devices such as uh the fibrillator, anesthesia machine. I'm sorry, not um not anesthesia machine, but ventilator, things that they they may be familiar with, you know, specifically from COVID or an IV pump. And that typically gives them a good idea of what you know what I do for a living.

Bryant:

So we've got a father and son here, both executives, both in HTM, but in different states and different companies. Man, that's that's powerful. That's all I gotta say, guys. Congrats. I'm proud to say I know both you guys. Y'all doing big things. Y'all definitely take a legacy up. But now I want to ask a light, uh, a lighthearted question. I gotta ask this one first. Now, look, the way back when both of you were fixing equipment, who really got the job done fast? DJ, did you ever look at your dad's face and think, man, if I was on that machine, I'd already been done.

D'Juan:

Yeah, no, I feel like I work a lot quicker, but you know, we can argue that back and forth. You know, OG, I I give it to him.

Bryant:

Now let me ask you this. If y'all had HTM executive trading cards, what would be your strongest stat? Speed, strategy, people skills, uh what, just surviving meetings. What would it be? I'll go with you first, DJ.

D'Juan:

Yeah, good question. I would say strategic thinking and people person. I think I have good people skills, my like helping people. So I would say those are my two strongest.

unknown:

Okay.

D'Juan:

Mr. Dwayne.

Duane:

That's a great question. Well, I think, at least for me, I've always been a visionary, innovator, and creator. So I I kind of fixed problems and also turnaround programs. That was my specialty. And I've done that in several hospitals. And when I was in one of the hospitals that was really having some financial difficulties, I went there and one of my colleagues, uh Mark Newell, highly respected in the industry, said, if anybody can fix it, Dwayne can do it. Dwayne James can do it.

Bryant:

I like that. I like that. Now I'm about to ask you guys some. Guess we get to some little personal, because like I told you guys in the beginning, um, I'm looking at you guys and I think about me and my son because he's also in the industry. And I'm asking y'all the questions that I would probably think somebody would ask me. That's why I love this podcast episode so much. Dewan, I'm gonna ask you this. When you were younger, what about your dad's work ethic stuck with you and now shows up in how you lead in Buffalo?

D'Juan:

Yeah, another good question. You know, I'll take it back to I believe I was between 10 and 12 years old. So, you know, my father is a biomed. He would get caught in, especially like on a Saturday. He would take me to work with him, you know, and then um, he would leave me in the in the shop. Back then, the internet was a big thing. So I used to surf the internet while he would go out and take care of the calls, and then I would also just kind of explore the shop, you know. I was always a kid that got into many things. And so I would start tinkering with things and just turning on devices, and that's what initially sparked my interest. And then also, as you know, my dad can continue to grow within the career HTM field and got into management, you know, he he would uh put a suit on and wear a briefcase to take a briefcase to work. And so, you know, on career day and things like that, I would go to work with him and then I would see his name on his office. And that really resonated with me. So I had a good example growing up, you know, and so from there I knew what you know my calling was, or at least what I what I thought would be a good calling for myself. And so I think that would be a good answer for that.

Bryant:

Oh, great answer. Now, Dwayne, this one here is a little different. What was it like watching your son not only follow your path, but climb into his own senior leadership role?

Duane:

Good question. You know, I was so proud of him following my footsteps. I remember when he was thinking about nursing, and I guess when he saw blood, he was like about to pass out because his mom was a nurse. And so he decided to go into biomed, like he said, he and I was so proud, and I wanted him to be patient, and because I knew he was gonna go places, I knew it because he has it in him. Dewan is very uh intelligent, a go-getter, very smart, and he's just a networker, and he's a go-getter, he's always been that way, he's always been a leader, even when he played sports. He was always the leader on the team. He wasn't afraid to take that last shot, and uh so proud of him.

Bryant:

I like that man, great answer. Now, this is to vote. You've never worked together, but I'm just curious. How do you still lean on each other for I guess perspectives and encouragement? I'll let you go first, Dwayne.

Duane:

Well, he inspired me. You know, because I we are we communicate probably three or four times a week. You know, he calls me when he's having some issues, and I call him about things that he may know that I don't know. And uh we just collaborate and we just network together. And you know, we always look for advice. He looks for advice for me, and I look for, you know, even though I've been in the field, you know, he's young and he kind of helps me out because he's saying, Well, you you got a young person, we talked about remote, working remote from home, and I'm I'm old school, come to work. Are they young and young? That's what we do nowadays. We work from remote home. And I say, okay. So I learned from him, he learns from me.

Bryant:

DJ, same question.

D'Juan:

Yeah, so the way I look at this is like he's a lifeline, you know. So I could be in a meeting and then maybe something that I come across or a question that I'm asked that, you know, I might not have any experience with. So, you know, they say you could phone a friend, right? So um I typically uh reach out to him whenever I'm I'm kind of puzzled or scratching my head on something. You know, I think I'm very fortunate to be in this situation. Not many people have, you know, like a close advisor, you know. I mean, my father's essentially my mentor, so I can give him a call whenever I need to. But he's right, you know, we bounce our ideas off of each other, we share knowledge with each other, and so uh it's been great and it's helped me out throughout my career.

Bryant:

Great. Now, you both are mentors in your own right, and you both talk to the young technicians and young people. Uh, this question here, I want you to um take a second and think about it. Talk to me about how your technician days shape the way you lead as executives today. I'll let you go first, DJ.

D'Juan:

Yeah, you know, it's a story that I that I'm gonna tell. Um, so back when I worked at Loyale University Medical Center, I worked in the operating room, so I was an OR specialist. And um, I had just had my daughter, she might have been a year, maybe two years old, and I saw a baby get ready to go through surgery for a VP shunt. That's when they drain it through spinal fluid. And then I saw another another child that was going to have a craniotomy. And so to me, that's when it really went hit, really hit home for me by having a child and really seeing how our equipment really impacts patient care. And that's how I lead today. I always tell my staff, you know, treat this equipment as if your family was on, you know. So that's that's how I usually explain it. When our compliance numbers are down, that's typically the storyline that I always go with is whether it be family members or community, where I previously worked at St. Elizabeth Healthcare, you know, that's a small community. I think it was around 600,000 people. And so that healthcare system was responsible for those people. So within that healthcare system, you know, the employees that were family members, friends, neighbors, and I tell them, you know, your your neighbor, your your child, your cousin, your mom, any one of them could come in into this hospital and be touched by one of these devices, whether they're diagnostically or therapeutically treated. So at the end of the day, you know, I always uh stuck to that, always stuck to that that idea of sharing that with the team. And it always it always uh inspired them or motivated them to to improve.

Bryant:

Same question to you, Dwayne.

Duane:

When I I was always organized, you know, when I had tasks, when I have a task list, I try to be organized and professional. That was my model. I mean, like I dress neat, try to lead by example. And I always remember when my boss, when I first was a technician, he said your staff should be a reflection of you. And that resonates, that carries to today. Because I like and I try to get my staff to think that way, to be professional, organized, because you have to be prepared. I always prepare for a meeting before I go to the meeting. And I always documentation, you know, I always take notes. So that's been since I started as a tech. And it resonates today, and you know, and I try to teach my staff the same way. And even with dealing with change, you know, change that's one thing about in our field is change. And people resist change when you're not transparent with them. So when change happens, I explain it to my staff why the change. And most of them, they uh they understand and they get on board. So that's the things that I've learned when I was young, and I carry it to today.

Bryant:

So, what advice would you give to that tech out there listening right now who dreams of moving into leadership? Dwayne, you go first on this one. Good question.

Duane:

So I would advise them to get have a mentor. Because I've had a mentor, and I think everybody needs a mentor. Someone with experiences being a leader. Because you can bounce questions off of them. That's what I've done. I have several mentors. One of my best friends, he's been a mentor, he's been a had a major company, Bob McPherson. I got to shout him out. Darren Villawela, he's the uh senior vice president of Trinity Health. He's the one who started the clinical engineering program. I reached out to him when I interviewed for a big job. He gave me advice and network, get involved in the associations and be willing to learn. Be willing to learn and be humble. Be humble because a lot of the young kids, I mean you might notice this that when they come in the field, they think they can do your job in six months. Which that's you know, they'll learn, they learn afterwards. Oh, this is really hard. I gotta sit focus and be patient.

Bryant:

Great, great. Dewan, your thoughts.

D'Juan:

Yeah, I'm gonna start off by talking about this book that my current um president CEO Colida Health gave me, the ideal team player. It talks about the three central virtues, which is getting hungry, humble, and smart. So people obviously know what being humble is, and being hungry is going above and beyond. You know, what are you doing outside of work to educate yourself, you know, network, take those opportunities, go to conferences and association meetings, and really build your people skills. I think networking is probably the one of the biggest things when you get into leadership because sometimes you you uh you run into challenges and so networking with the right people will get you past those obstacles that you may be dealing with or make things happen, right? So one important thing for leadership again is just networking, taking the opportunity to really get to know people, get to know your leaders, get to know the stakeholders in the organization, and be an ideal team player. You know, organizations are looking for ideal team players, whether it's in a group setting, individual, um, who's going above and beyond, and always say uh, never say it's not my job, you know, always be willing to assist or at least pass the baton to help the person uh get uh to get a situation resolved.

Duane:

So every leader. My boss several many years ago bought the book for his leaders, and we read it, we had to read it, and then we had to have questions ask questions, and he was gonna give us a test. But that's a great book. So I advise any leader to read that book. Okay, it's powerful.

Bryant:

Was there ever a moment where you both realized wow, even though we're in different places, this father-son journey is connected. Was there ever some moment where y'all realize that? Any one of y'all can go. Let's go with you go first, DJ. You ever had that moment where you realize that even though me and my dad are not together, this father-son journey is connected.

D'Juan:

Yeah, um, I would just say, you know, I mean, growing up, you know, obviously a father-son relationship, you know, me and my father, we connected through sports. He used to coach me and my brother. So I would take it back to just being coached, right? To good, have good integrity, be coachable and and care about helping people, you know. And I would also be a team player, right? We take it back to that book, the ideal team player. My dad really coached that as well. So that resonated, and then you know, just going along within my career, you know, those obviously stuck with me, and uh, I've been able to make an impact with with those um those qualities and characteristics.

Duane:

I think we connect when we uh we actually uh be talking and we trying to hire some uh technician or we looking at saving money on the contract. When we talk about those things, we uh when I think about it, I think that we are really doing our thing. We both doing the same thing and we making a difference, even when we try to help people. We've been my grandma my mother, actually is a very caring person, helping people, and I think both of us got that from her. We always trying to help people, no matter what. So uh I think that's what a connection when he's trying to help somebody, and uh I say we connected because we try to do the same thing. It's like we just like connected like that.

Bryant:

So great, great. Now, this one here's for both of you guys. 20 years from now, you'll be good and retired, Dwayne. You know so well let's do it this way. Forget 20 years, man. That's a long way. 10 years from now. How do you want people to to remember you in HTM, Dwayne? Not just as leaders, but as a father and son who made an impact. I'll go with you first, Dwayne. How do you want people to remember you in HTM as a father and son who made an impact? Not just leaders, right?

Duane:

I want to be looked as a person that was a doer, cared about other people, made a difference in the HTM field, and passed it to the generations of the future.

D'Juan:

Juan, what about you, brother? I would say I want to be remembered as somebody who gave people opportunities, right? A lot of times, you know, again, people don't really know about our field. It's a niche industry. So I think that providing opportunities, promoting the field, that's what I want to be remembered by. You know, I think I and what I enjoy the most is going to these high schools, these colleges, promoting the field, inspiring these kids to look outside of, you know, other industries, just bring awareness to the HTM field. So, you know, 20 years from now, when I'm just about retiring, you know, I would, I would like for me to, I would like for for those individuals who I inspired or I had an opportunity to cross paths with that they come up to me and say, hey, Mr. James, you know, appreciate what you did, just you know, promoting the field or you know, sharing some information with me. So that's how I would like to be remembered as somebody who helped the industry and and and kept kept it alive, right? Because I mean, we have a mass exodus of of um with the baby boomers who are retiring. So just continue to promote the field and you know and keep it alive. So I think that's how I would like to be remembered.

Bryant:

I'll just tell you guys ways you made an impact on me. I don't know if I ever told y'all this, but I remember I think y'all was going to a leadership summit with post source and y'all took a picture together. And I remember that picture, and my son wasn't in the industry yet. I said, wow, that's pretty cool. The man that had either he was in school, but he wasn't in it yet. Y'all took that picture and I said, man, that could be me and my son one day. And that didn't that made an impact on me. So a lot of times you don't know when you post something where it lands in someone. And I remember that picture like it was yesterday. And the wine with you when I did a career day, you flew down on your own dime to help out with the kids. And that made a tremendous impact on me and the kids and the visuals you left behind. I mean, it seemed like every time I put a video up, I gotta grab one of your pictures with you with the defibrillator, helping these kids learn about it. So that's ways you both made impact on me. And I appreciate you guys doing what you do. But I got another question for you guys though. What kind of HTM industry do you hope to leave behind for the next generation? Dewan, you can go first.

D'Juan:

Um, I would like to leave a thriving industry behind. I would like to open up more schools, right? Bring more, you know, promote the field. Because, you know, our industry essentially has been dying. You know, that's why you have Amy and these other college of biomedical equipment technology. You have all these new schools coming out. And so I would like to get back to the local community college where there's a practicum where you can provide internships, on a job experience, and you can create that talent pipeline as retirees as they retire, you know, you have the new talent pipeline coming coming into the industry. And it gives leaders an opportunity to evaluate those students doing internships and getting on-a-job experience, right? You can see their work ethic, and then when opportunities open up, you you would hire them. So if I was to leave, say a legacy or my my vision for the industry upon retiring, it would definitely be that. And then also I think another important thing is the respect level. I think I don't think clinical engineering or HTM is respected as the same as IT. So I think that's also my mission, too, is that we're looked at on a level playing field, um, and that our our profession is is is respected on the same level as theirs.

Bryant:

Right. So Mr. Dwayne, what kind of ATM industry do you hope to leave behind? You've already touched it so much, but what do you hope to leave behind for the next generation?

Duane:

I want the career to advance. I want, like my son had said, you know, we're not really appreciated. I mean, IT has been advanced way ahead of us, but now they have to talk with us because the equipment isn't integrated into the IT, the networks. So they are kind of respecting us more because they don't know medical equipment. But we need to uh get the students, educate them. That's why I want to go back into the school and start uh teaching. We have to put forward the positions, I mean the classifications. Right now, a lot of biomed shops are considered support, support help. Well, we are technical professionals. I just changed my category from my technicians to technical professionals now. So their pay went up, and that's what we need. We need to make sure and get the certification. Certification is not required in all hospitals or in the industry. It's gonna get it's moving in that direction, but we need to make sure that that because that's where the pay comes in. That's where we get recognized, and we need to market more. We need to get in the schools and middle school and market our program HTM. We have to do that, and that's what I'm gonna do when I retire. I'm gonna get to schools, get into the schools, recruit, build the school the programs because the schools are, you know, the biomed schools are discontinuing. And they try, and now in our industry, if you really notice, they're trying to water down the requirements. Well, I think if you water down the requirements, you know, you're not gonna be certified, you're just gonna get a job, and the pay is not gonna be comparable to like the IT jobs. So it's a lot of opportunity. I think the field is is wide open. We just have to, you know, and plus we need the young folks because the age group now in BioMet is I think in the middle 50s, and a lot of us are gonna be retired, and that's gonna leave a huge gap over the next five to seven years.

Bryant:

Just imagine we we in a room and you have this next wave of HTM leaders sitting right in front of you right now. What's the one thing you want them to walk away with? Just one, I know you could probably give them 20 of them, but I want you to give them the one thing you want them to walk away with after sitting there talking with you. And I'll let you go first, Dwayne.

Duane:

Will need to learn because HTML, you know, you can't learn everything in one day. It's constantly changed. You're gonna continue to learn. And if you don't learn, continue to adapt to change, you're not gonna be successful. So willing to learn, be a sponge.

Bryant:

Okay, great. Dawan, your thoughts? One thing you would like to take from sitting down with you.

D'Juan:

Yeah, I call it the art of networking. Networking is so important, you know, especially in our industry. We are, I always say, one or two degrees of separation from knowing someone else. And so I would say, yes, definitely the art of networking. And then networking within your organization, know the key stakeholders. They can make your job easier, right? Build that relationship with them. So networking would be it. Great, great answer.

Bryant:

We sit in, you sit in a room and you have a bunch of young people sitting in front of you, and you're telling them about the HTM industry. How would you make an impression upon them to maybe consider joining HTM?

D'Juan:

Yeah, good question. Yeah, I would say it's what I it's what I enjoy the most. I typically like to grab a defibrillator, a patient monitor, and an IV pump. And after I give a good summary, executive summary of what HTM is about, I like to let the kids interact with the equipment. You know, the SPO2, they can see their uh blood blood oxygen saturation and you know the ECG, just play around with the different devices. I think that's you know, a lot of a lot of people are hands-on. Um, that's how I was. So, and it's and it's it's been it's helping me promote the field. You know, most people would take some brochures, pass them out, but you know, I I've taken the opportunity to, you know, to take the equipment to seminars or high schools, career days, and and it's and it's it's been successful. So Mr.

Bryant:

Duane, your thoughts. You sit in a room full of young people and you're trying to spark the interest in HTM. What would you say to them?

Duane:

Well, I was in a career fair today at one of the schools. We had a booth set up, we had equipment, and when it came by, you know, we put a two probe, and we had the video, the Amy video, and I talked to them about my career where I started from. And they're always gonna ask how much money you make. I had the pay scales, and we had four people that was interested in biohed. So taking it to the schools, if it's 20 people, get them exposure. Talk to them about your career.

Bryant:

Okay, thanks, man. Well, look, guys, man, look I I feel humbled that you guys took this opportunity to come sit here and talk with me, man. And you're welcome to come back anytime together, solo. DJ, when your son gets up here, we can bring him on too. But I just appreciate you guys, man. Y'all don't know how how excited I was to do this podcast. It's been what, I don't know, a year or two in the making. But it's finally here. And I appreciate each and every appreciate both of you guys.

Duane:

Well, we appreciate you.

Bryant:

Thanks, Brian. I appreciate it, man. What a powerful conversation. Dwayne and Dewan James, a living example that leadership isn't about titles, it's about people. It's about humility, growth, and leaving the industry better than you found it. To both of you, thank you for showing up and showing us what legacy really looks like in motion. And to everyone listening, keep learning, keep serving, and keep elevating. Because what you build today might just inspire someone else tomorrow. This is HTM on the line. I'm your host, Brian. Until next time, stay ready, stay humble, and stay humble.

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