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Executive Level Technology
Start Up and Turnaround Specialist
A
proven senior level executive with 23 years of technical management experience
in real time, mission critical 24/7 applications. My specialty is technical
organization start up and turnaround. I have restructured underperforming
organizations in order to reduce operating costs and time to market, improved
productivity and quality, and positively changed company culture to make the
companies competitive again. I have also built technical organizations from the
ground up to be productive from the beginning.
2011 –
Present
Technical Consulting, Montpelier ,
VT
Currently
contracted to provide CTO leadership and direction for a start-up company in
the healthcare industry.
Requirements
are to identify technical solutions, product platforms, company infrastructure
needs, development architecture for the of the company’s product applications,
and to create relationships with third party companies and software consultants
who are capable of developing the company’s proprietary applications.
Results:
· Designed
an R, C# and .NET company demonstration software application for a MySQL/Windows platform. Wrote the RFP for
its implementation and selected a vendor who successfully completed a working
demonstration software application in one month. The previous consultant was
unable to provide a working demo during the previous 6 month period.
· Worked
with the company statisticians to identify suppliers for specific R code
packages and Hadoop.
· Formulated
a company IT budget based on the needs of the company running a datacenter with
significant equipment redundancy and failover capabilities, and an internal
software development group, project management, and QA personnel.
The
company was initially started when two independent Indian based companies
contacted me due to my background and experience with the Greek company
Intralot to assist them in penetrating the US
Results:
· Engaged
by Eagle Gaming Products Limited as a consultant to assist them in entering the
US lottery market as a vendor of custom software development, web based and
mobile gaming solutions. Identified certifications that would be required,
provided guidance on documentation and testing requirements and software
development platforms, encryption and security requirements. Identified
bidding opportunities within the US
· Engaged
by Gopson Paper Ltd., a provider of secure roll stock and bet slips, to qualify
their products in the US
2006 –
2011 INTRALOT USA, Duluth,
GA
The US
General
Manager, Northeast Operations Center 2010 – 2011
In 2010, I was assigned by the CEO to start up the
northeast data center located in Montpelier, VT. I hired and managed a staff of
35 individuals. Responsibilities included management of the Northeast
data center, call center and local IT personnel. Also managed the Vermont field
service and marketing departments. Hands on involvement with Vermont and New
Hampshire state lottery project planning which included requirement definition,
specification, design and roll out of both systems.
Results:
· Brought
the system into production ahead of schedule by 4 days in order coincide the
system switchover with start of the VT lottery accounting week. This eliminated
the need to perform time consuming and resource intensive reconciliation and
conversion efforts.
· Brought
the project into production under budget by $340K or 9% of budget.
· Hired
and trained the staff of 35 people in a short 4 month time frame.
· Oversaw
the successful third party DSL communication network installation in VT and NH
under a tight time schedule.
· Operation Start Up
On
April 23, 2010, two months before the production go live date; there was a fire
at the data center building. There was significant damage to the structure. It
was necessary to find a temporary facility and resume the pre-go live
activities at that temporary location. Identified and leased a satisfactory building
and moved operations and the warehouse in just three days time. Worked with the
landlord of the burnt building to expedite repairs and the building was ready
for occupancy on June 15. Started
production operation on June 27 which was 4 days prior to the contract date in
spite of this potentially devastating setback.
Chief
Information Officer / Vice President, Systems 2006 – 2010
Recruited by and reported to the CEO of the US Intralot
subsidiary to create and lead an IT department within the US to service the US
market. Responsible for software development, quality assurance, project
management, and all IT system and administration functions for the US
operation. Created the organization structure to address these responsibilities,
hired the staff and managed the operation.
The creation of the US organization was critical to
success. The US market perceived a lack of available local support from the
Greek parent company, and thus were wary of awarding contacts to Intralot. Without
overcoming this perception, future US contracts were at risk. Prior to this
effort, the
company had been awarded three state lottery contracts over a four year period from
2002 to 2006.
Results:
· From
2006 to 2010 eight new state customer contracts were awarded to Intralot out of
11 that went to bid.
· Reduced
open system trouble reports at go live from over 250 to less than 60 per
customer.
· Reduced
on site travel requirements from over 8 weeks per engineer to 4 weeks without
requiring additional engineers to travel.
· Hired
and managed the US software staff to develop back office applications for
instant tickets including ad hoc reporting, order prediction, order processing
and management dashboards using .NET, C#, C and Crystal reports.
· Directed
the development of a data warehouse and data mining application as a product
differentiating offering for the company. Implemented the application using SQL
rather than Oracle to reduce costs, speed development and make the software
easier to maintain.
· Software
development using AIX, IBM hardware, Oracle and SQL database, C, C++, C#,
Windows and Crystal Reports.
· The
IT group was responsible for all US communications and systems. Systems were
duplexed 100% with no single point of failure.
· Software
development start up costs were identified correctly which enabled the company
to correctly estimate these costs for project budgets. Prior to formation of
the organization, costs were not accurately estimated or controlled.
· Negotiated VSAT communications vendor
contracts to reduce costs by $37 per month per drop. This impacted slightly
less than 11,000 drops.
· Never
missed a system startup date or a feature upgrade date for any customer.
· Contract Awards
After
taking the position, I devised an organization and staffed it with the key
individuals who could present a local face for the company, and respond quickly
to issues. Implemented a structured design process to better budget and plan
timelines and resources during a growth period where resources were being
stretched to the limit. Implemented IT security standards and lottery industry
best practices here in the US in order to meet contract prerequisites necessary
for Intralot to qualify to bid on state lottery projects. Created a testing
infrastructure to allow QA to test systems without using production systems as
had been the case. Created a marketing demonstration system so that we could
demonstrate system performance characteristics in response to customer requests
for proposals. Provided technical sales support and input to all project
proposals. I also instituted simple control processes to better capture and
track requirements. Visited lottery sites and met with the management to
identify areas of concern and demonstrate to them through process records that
the concerns were being met. The company gained a better reputation for being
customer-centric during this time, and this allowed us to win the majority of
new bids during the coming 4 years, including the 6th largest state
lottery – Ohio.
· Trouble Report Reduction
Established
a formal method using off the shelf software to track customer problems and
requests and to communicate these concisely to the developers. Using this
process allowed the company to identify exactly what the problem and solution
was, to track the severity and priority, and to communicate internally and
externally about the status. Prior fault and enhancement records were not
centralized or standardized and thus were lost or misinterpreted. Because this
formal problem tracking method was initiated, problems were addressed quickly
and efficiently and then prioritized into software releases depending on their
severity and the customer’s timing requirements. This reduced costs and greatly
increased efficiency. The number of open problems were reduced and the customer
satisfaction rating increased.
· VSAT contract negotiations
In
2006 there was only one VSAT vendor who was willing to do business with the
company due to the small amount of business the company was doing – about 2,000
VSAT installed drops at the time. Negotiated a substantially better arrangement
with a larger VSAT provider based on the forecast of increased future installations.
Negotiating this contract also provided the company additional capabilities
including the use of primary and secondary hubs and multiple satellites. This
made our bids more compelling to customers and became a product differentiating
feature in our bids.
1994 –
2006 INTERNATIONAL LOTTERY
& TOTALIZATOR SYSTEMS, Carlsbad, CA
A manufacturer
and provider of on-line lottery and horse racing products to the international
market with annual sales in excess of $20M.
Chief
Technical Officer / Vice President, Technical Operations
Hired by and reported to the CEO to turn around the
technical operation.
Upon arrival, found top heavy organization whose culture
was to design and build custom products totally in house. The company was
losing more and more market share due to high cost and long lead times. The technical department operating expenses were
extremely high, and the existing business model was not sustainable. My charter
was to evaluate all areas and make changes that would make the company more
competitive. The technical operations department consisted of
electrical, mechanical, and software engineering, project management, technical
publications and training, purchasing and material control, manufacturing,
customer service, and quality assurance. Performed work flow analysis, staff
evaluation and rightsizing. Implemented both structured design and project
management processes to make the new organization function with reduced project
overhead, improve quality, and lower, controlled costs. Worked with vendors to
reduce costs and improve supply chain efficiency. Specified and selected a
Taiwan POS manufacturing partner, and an Indian off shore software development
center to reduce overhead, improve cash flow, and increase scalability.
Results:
·
Restructured all departments upon
arrival to focus the company on customer requirements and elimination of
non-value added activities which resulted in annual savings of $1.3M and
headcount reduction of 25 individuals.
·
Led R&D to redesign the basic POS terminal
product to reduce cost from over $5,000 per terminal to $1,117 while
maintaining product quality and adding features.
·
Redirected the design philosophy to use
industry standard, off-the-shelf architecture to reduce time to market from an
average of 14 months to 6 months.
·
Reduced on hand inventory from $12M to
$1.2M in first two years.
·
Led the company effort to attain ISO
9001 certification – the first lottery company to do so.
·
Lowered the software development person
month (MM) cost from $97,000 to $46,000 by blending in off-shore development
company, while maintaining the quality of the software through tight oversight
of the work. Ported software development to C, C++, and Java. Implemented Linux
OS in all terminal products.
·
Organization
Restructure
Analyzed
the work flow of all departments to determine where areas of inefficiency and
waste existed. For example, I found a 10 person drafting organization that was
generating unnecessary documentation in order to keep the staff busy (creating drawings
for nonexistent product configuration options). Also found a hardware
development staff that had three levels of management and several technology specialists
when a generalist could easily perform the work. After completing the analysis,
the departments were right sized and in some cases consolidated or merged to
best meet or requirements (the hardware development department was moved under
the manufacturing department to eliminate dysfunctional silos of activity).
·
Product
Development Model
The
company development model was to create all products in house using custom
mechanical and electrical design and writing low level software drivers to
manipulate the equipment. This method resulted in excellent quality and
robustness, but the worldwide customer base desired lower costs and quicker
delivery over extraordinary quality. Initiated the philosophy of using third
party, industry standard, off the shelf components to solve customer
requirements. This reduced development and maintenance costs. The availability
of software design tools and standard software operating systems available with
the standard components greatly simplified software application development and
allowed for the development of high quality reusable software modules. As a
final step, a MMI level 5 offshore software development center was hired to
perform module development which resulted in high quality, low cost code.
·
Inventory
Reduction
Because
of the long lead time required to provide product at the company, previous
management kept enough raw material on hand to build 2,500 terminals in the
event that a contract was awarded. Their intent was to top off this inventory
as product was sold so there was always a buffer of material to build 2,500
terminals. This amounted to $12M. As material sat on the shelf it became
obsolete in some cases, and at a minimum the warranty expired. Changed the
practice to sell off what we could through some new sales and through spare
parts inventory campaigns with existing customers and was able to eliminate
this exposure. The new design philosophy cut lead times by a factor of ten
without negative impact to customer delivery expectations.
1992
– 1994 PM-DATA, Laguna
Hills, CA
A
start-up company providing automated data acquisition products and systems for
industrial applications.
Vice
President, Product Development
Offered
the position for a stock ownership package and reported to the president.
Responsible for the product conception, development and deployment of client
server systems consisting of hand held computer clients, bar code
identification software, narrow band and spread spectrum radio communications and
a small staff of software developers. Performed technical marketing, sales and
project management role for the company.
Results:
·
Designed and built a private network
radio communication system to mange maintenance work orders and EPA compliance
work orders using hand held, POS terminals. Installed, tested and trained
operators on the use of the system which was sold to Scott Paper company in Mobile , AL and Westbrook , ME.
1989
– 1992 SCIENTIFIC ATLANTA,
San Diego, CA
A $50M division
of Scientific Atlanta that designed and manufactured commercial and military
signal processing instrumentation and systems including spectrum analyzers,
passive SONAR systems, and vibration measurement and control equipment.
Engineering Manager
Hired
by the division president to lead the consolidation of four separate division
engineering groups into one functional team. and to foster a uniform company
culture. The organization consisted of 122 engineers and support technicians
responsible for systems, hardware, software, mechanical, reliability, and
components engineering as well as logistics support. Directed software
development to comply with MIL-STD-2167A.
Results:
· Engineering
department consolidation resulted in annual savings of $2.2M.
· Managed
the design of the first ever portable helicopter rotor balancing system.
Delivered to US Army for use on Black Hawk helicopter rotors.
· Managed
the design of a suite of five radically new acoustic and vibration monitoring
instruments including a windows based spectrum analyzer.
· Managed
the design of the passive SONAR system used on the Seawolf Class of US Navy
submarines.
1986
– 1989 PALOMAR TECHNOLOGY INTERNATIONAL,
Carlsbad, CA
A
producer of vibration monitoring instrumentation for machinery predictive
maintenance that was acquired by Scientific Atlanta in 1989.
Hardware Development Manager/Senior
Project Engineer
Hands-on
management and technical role in the design of hardware, firmware and
mechanical packaging of portable, battery powered data acquisition and signal
processing instrumentation. Reported to the VP of Engineering.
1979 –
1986 BENTLY NEVADA CORPORATION,
Minden, NV
Global market leader
in the design and manufacture of vibration monitoring and control equipment acquired
by General Electric in 2004.
North
American Product Service Manager 1982 - 1986
Promoted
to this position by the director of Worldwide Service. Managed a service force
of 55 people in thirteen area offices throughout North
America . Created formal training programs, a turnkey systems
installation services and a software services group. Grew the business from
$1.7M to $3.8M in one year.
Senior
Designer 1979 - 1982
Hired
by the department manager to designed instrumentation controllers, DMA
interfaces, communication links, and a proprietary communication protocol.
1972 –
1979 HUGHES AIRCRAFT CO.,
Fullerton, CA
A DOD
manufacturer of ground based RADAR, control and communication equipment.
System
Design Engineer - MTS
Hired
by the department manager to design disk controller systems for submarine fire
control systems, satellite ground terminals, and air traffic control consoles. Performed
system installation and customer training in Europe and Far
East on SATCOM satellite ground terminals.
EDUCATION:
BSEE, U.C. Santa Barbara, CA 1972
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