Years of consistently achieving clear, specific, and verifiable
business payoffs from technology
Years Director Level Management
Years Managing, Analyzing, Planning, and Forecasting Large Scale,
Ph.D. (all but dissertation) in Physics
Computer Science and Business Administration
To take on ever more complex and challenging situations where I can
apply my technology, management, strategic planning, and cost/benefit
orientation to aggressively drive toward significant improvements in
plan to expand Professional Services Operation for Indus Corporation
to the West Coast. As Director of West Coast Operations I led the
business from a zero base to $4.6M in 18 months.
plan to significantly improve automation support for International
Healthcare Resource Management practice in 37 countries. Required
developing extensive automation and healthcare performance metrics,
complex analytics, data warehouse, decision support, and localizing
automation systems to17 Languages. Reduced total operating costs,
provided significant increased client services, and new business
A principle participant
in developing a strategic plan for an Enterprise Level Decision
Support System for the Advanced Farming Consortium. He then led the
implementation of the plan. The effort was directed to reversing
market share loss, focusing R&D on well defined new product
development with quantified business value, and opening
opportunities for significant new markets.
Called upon to rescue
major Science Applications International account. Led Y2K and
strategic planning for implementing Eurodollar for British
Petroleum, European Operations (14 countries). Reduced project cost
from $100M+ to $24M.
Translated a high
level strategic plan to revamp maintenance procedures, hardware, and
software for two US Air Force fighters as part of a global
restructuring of aircraft logistics support. Required extensive IT
governance and practice changes. Increased mission readiness by 4%
and reduced costs by 9%.
1/02 to present
Delivery Director -
Continuity Services: 5/01 to 12/01
Engagement management with P & L and oversight for CA, OR, WA, AL, HI,
AZ, and NV.
When I joined Comdisco they had already declared bankruptcy and were
positioning to sell the Division for which I worked. My challenge was
to maintain the business base at a high profitability so as to support a
strong selling price for the Division.
Increased business by 12% and slightly expanded staff. I did this by
focusing on the value to clients rather than on revenue perfromance.
Although, this led to a slight decrease in revenue already on the books,
it paid off very well in referrals and follow on business.
Clorox, Montgomery Asset Management, Nextel, Starbucks, Southwestern
Bell, Sony, Adobe, Nike, California Federal Bank, GreenPoint Mortgage,
State Compensation Insurance Fund, Kauai Electric, Altera, and ICL.
Independent Contractor -
International Healthcare Resource Management (IHRM): 1/01 to 5/01
Design & implement web-based system for the 37 country training and
consulting practice of IHRM.
IHRM had world class healthcare infrastructure and world health
conditions expertise. They had no senior technology or business process
expertise. They had no significant funds for investing in technology.
I gained a clear understanding of their business and the healthcare
issues they were addressing. I developed a strategic plan and then
implemented that reduced their operating costs and used the savings to
implement technology supported business process changes. These changes
directly supported increased service opportunity and thus increased
revenue. A part of the increased revenue was then used to further fund
Western Operations -
Corporation: 7/99 to 12/00
Business Development and Engagement Management
Although a successful small business on the East coast Indus had no
presence on the West coast. My task was to create a professional
services operation in the West.
Developed a west coast IT professional services practice to $6.4M in
annual revenue in 18 months.
EPA Region 9, EPA Region 10, Navy Sea Logistics Center, International
Healthcare Resource Management, and Naval Postgraduate School
Farming Research Consortium (Pioneer HiBred, Case Equipment, and
DelAlanco Chemical): 9/97 to 7/99
Board of Directors (senior executives appointed by the CEOs of the
Develop IT strategy and implementation plan to achieve business goals
within a business framework of developing Precision Farming, Decision
Support, Client Relationship Management, Supply Chain Management, and
The business problems facing the Consortium members were specific and
concrete; however the business objectives could not be precisely stated
because it was not clear how technology could address the business
problems other than in some general high level conceptual manner.
Additionally the range of technology and scientific disciplines required
were wide ranging and diverse; biotechnology, IT software and hardware,
meteorology, farm operation logistics, global farm economic models,
advanced mathematical modeling, and others. The principle challenge was
developing a coherent plan that each the many stakeholder groups would
see as valuable to them and in which they had some confidence that it
could be achieved.
Developed all proposed systems on time and within budget. Developed
business tracking metric system to demonstrate and maintain focus on
achieving the business value objectives. First field measurements
indicated a 6% increase in farm economic performance indicators. Early
customer reception indicated a high potential of stopping the trend of
losing market share. Reduction in production and R&D cost and new
business potential was achieved but will require a couple of years
beyond the project scope to quantify. However, ROI was clearly in
excess of $200M. Total project cost was $10M.
Area Manager -
Applications International, Corporation (SAIC, $3B in revenue): 12/93 to
VP and Division Manager
Project management and business development
The first challenge was to separate those engagements and marketing
opportunities where the objectives and focus was on technology from
those where technology was simply a tool to reach a business objective.
The second challenge was to, where appropriate, understand the business
value proposition and then demonstrate our ability to provide business
value. The third challenge was to keep the technology staff focused on
those activities that achieved that business value.
Led a 23
person team to develop a hardware and software system for US Air Force
avionics maintenance system
software process and project management improvements at the CA DMV
implementation of 15,000 workstation client server system for the CA
Y2K and Eurodollar preparation services to British Petroleum. Budget
Built forecast models of US Air
Force and US Navy IT project outcomes.
Performed strategic consulting
and outcome forecasting for the Federal Office of Child Support
predictive market models for SAIC for
adapting Air Force avionics maintenance system to commercial use and
adapting military superconducting magnetic energy storage to commercial
an SAIC software team to a SEI CMM level 3.
B.S., Physics; University of Santa Clara.
M.S. (& Ph.D., all but dissertation), Physics; University of Arizona.
(Held NSF Fellowship.)
Ph.D., Computer Science and Business Administration; Walden University.
Total of 442 hours of Project Management and Organization Process
the Feasibility of Quantitative Predictive Models of Human System
Behavior,” 1992. Walden University, Ph.D. Dissertation.
“Increasing Technology Maintenance Productivity Through Tightly
Integrated Non-Invasive Diagnostic Systems,” 1994. U.S.A.F. white paper.
Short Story of Strawberry Jam: Influence Power,” 1995. Software
Engineering Management Forum.
“Short Term Instability of the California Electric Utility Industry as a
Result of Deregulation,” 1995. SAIC white paper.
“Forecasting U.S.A.F. Information Technology Project Outcomes Through
Computer-based Simulations,” 1995. SAIC white paper.
“Y2K Hype and Appropriate Due Diligence,” 1997. British Petroleum white
“Quantitative Cost/Benefit Risk Assessment of Nextel Switching Network,”
2001. Nextel White Paper.
“Why Projects Succeed and Fail,” 1998, rev. 2001. Published on Weinberg
Software Engineering Management Website
Contributing author to “Round Table on Project Management,” 1999. Ed.
G. Weinberg, pub. by Dorset House
“Child Support Services: A Decision Optimization Simulation,” 2005,