I’ve been doing IT consulting for about 30 years now.

My love for technology started as a youth.

In high school I took a probability and statistics course where I got to go to the computer lab once every other week doing ­basic language programming.

I was fascinated to get computers to do what I wanted them to do. That’s when I knew I wanted to work with computers and be a programmer.

My affinity for consulting came later. I was fortunate to do an internship during college where one of the guys in the business introduced me to a partner at Pricewaterhouse­Coopers who got me excited about consulting.

I ended up landing a job at PricewaterhouseCoopers. They were looking for young consultants with computer science degrees.

A number of partners took time to teach me the ropes, how the business worked, how to make money, how to serve clients, how to attack the market, how to compete, and other things that are not necessarily intuitive.

I started there as a staff consultant in 1987 and 10 years later in 1997 I became a partner.

In addition to the support from partners, I realized that to succeed you had to figure out how to represent not just what you do but what the firm does and deliver that to clients. I didn’t just sell IT. I sold business process skills, strategy skills or change management skills, which helped me become a valued asset to my clients.

I also learned that you have to take time to develop your team as consultants. That’s a completely different skill than being a consultant.

Being a consultant is helping a client solve a business problem. Being a partner is running a business. I was lucky some guys taught me how to do it.

Another proud accomplishment is that I was a leader in getting PWC to be the second largest implementer of Oracle applications outside of Oracle.

We sold our consulting business to IBM in 2002, and I remained a partner.

Eventually I wanted a different environment and in 2006, I went to Booz Allen where I was a senior vice president.

I ran various aspects of their federal civil business.

I left there in 2012 to join a strategy consulting firm called A.T. Kearney. They were looking for someone to help them build and lead a public-sector consulting business.

After a short stint there I decided to retire at the end of 2013.

Then I got a call from a headhunter about this opportunity at Capgemini. I knew they had a great brand globally and significant growth opportunities.

It was the perfect fit.

— Interview with Vanessa Small

Doug Lane

Position: Chief executive of Capgemini Government Solutions, a Reston subsidiary of the Capgemini Group, a provider of consulting, technology and outsourcing services.

Career highlights: Advisory board member, ALTA IT Services; board member, Linwood Center; partner, A.T. Kearney; senior vice president, Booz Allen Hamilton; partner, IBM Business Consulting Services; partner, PricewaterhouseCoopers; systems analyst, Johns Hopkins School of Medicine.

Age: 52

Education: BS, computer science, Towson State University.

Personal: Lives with his wife in Reisterstown, Md.