Resume 3

Operate a management and IT consulting firm providing professional services to the following industries: telecommunications; manufacturing; information systems and services; and food & beverage. Frontman s consulting practice is devoted to helping companies plan and implement new management practices and information technology. Services include: program/project management, e-business strategy CRM, B2B, B2C , business process analysis and re-engineering, IT transformation, group facilitation.

• Assisted leading enterprise planning consultant with its e-business services strategy, including authorship of a 28-page Ahow toA guide on Customer Relationship Management planning and implementation. 2000
• Lead and facilitated a 17-person management team engaged in strategic planning workshops over three-month period. Adopted quality function deployment techniques and executive coaching skills to assist team in hearing the voice of the customer and defining new programs to increase business and penetrate new markets. 1999-2000
• Led a team of 10 consultants to define business/testing requirements and new methods for the migration of 400,000 customers to a new billing system and service order processor for European telecommunication supplier. 1998-1999
• Developed 5-year plan to train 11,000 skilled trades users in new automotive design/manufacturing applications. Plan included migration strategy, business requirements, best practices deployment and budget projections. 1998
• Introduced Quality Function Deployment, Business Process Modeling and other best practices to Midwest and European telecommunication suppliers. 1997, 2000
• Developed and implemented business/technology plans for three service-oriented clients resulting in venture financing/program approvals. 1993-4
• Performed a market analysis of 17 system integrators for software supplier. Defined and implemented partnership strategy with four integrators. 1992
• Developed large IT organizationAs business process and document management strategy. Also helped client develop project management best practices. 1997
• Led team of 8 consultants to determine requirements for a sales/service system. 1996

Responsible for Central Area business development for Manufacturing and Mechanical Computer Aided Design markets, including market research, solution partner recruitment, sales support, strategic program management, and sales forecasting. Also served as server products sales development manager for the sales area.

• Co-developed Bowen s corporate manufacturing/engineering marketing plans.
• Conceived and developed corporate Big-6 Consulting Partners Program.
• Increased manufacturing-related business for Central Area states 98 , FY90. Recruited and signed 28 software vendors, integrators and OEMs.
• Project manager for ClintonAs Quality Ranking & Rating Process.
• Program manager for:
  • Wright-Patterson AFB s Enterprise Integration Program;
  • Washington University s CIM Center;
  • Cleveland Advanced Manufacturing Program Center/Unified Technology Center.

As a team leader of the Manufacturing Resource Center, responsible for manufacturing system integration consulting, including: requirements analysis, system design, management planning, and project management to companies implementing multi-year computer-integrated manufacturing CIM programs.

• Co-authored automotive industry solutions marketing plan, 1987.
• Directly contributed to 7.8M in hardware and 8.1M in service revenue in FY87-89.
• Taught 7 customer and internal industry-oriented and technical courses.
• Participated in 8 customer needs analysis and business planning engagements, five of which were adopted by the client and implemented to plan. Managed three systems integration projects; participated in four more.
• Produced manufacturing consulting business plans three fiscal years for Upstate New York District. Co-wrote Application Center for Technology business plan. Developed for sales and support readiness plan for Baseway software family to be deployed worldwide.

Delivered robot application services to the General Electric robotics development group Charlotta, VA and Rochester, NY . Analyzed and specified integration needs for communication to host computers cell controllers for discrete assembly applications.

Union College, B.S., Mechanical Engineering, 1982;
post-graduate work, Computer and Electrical Engineering and Management, Union College, 1983;

numerous technical and marketing courses;
Digital Management Development Course, graduated 1988;
Goal/QPC Teamwork, Facilitation & Planning Workshop, 1997.

AWARDS:
Society of Manufacturing Engineers PresidentAs Award, 1992;
Bowen Microsystems Business Incentive Bonus Award, 1989 & 1990;
Digital Equipment Corporation Software Services National Excellence Award, 1988.

Certified in Production and Inventory Management CPIM , American Production and Inventory Control Society APICS , 1988;
Certified Manufacturing Engineer CMfgE , Society of Manufacturing Engineers SME , 1986, 1989, 1992.
Past Chair, SME Oakridge/Windsor Chapter Alliance, 1993 14 chapters representing 4,000 members ;
Past Chair, SME Chapter 254, Greater Oakridge, 625 members, 1991;
Session Chair, Autofact 1991-1993 conferences; Assistant Session Chair, Autofact 1986 - 1989.
Authored six association articles covering various topics.

• Articulation of complex issues in technology program planning to senior management, including technology impact, human factors, and cost analysis.
• Strong program and project and team management skills. Have directly managed team of 12, including hiring and budget responsibility.
• Applying proven planning skills to IT improvement and transformation projects, including value proposition, investment required, problems, pitfalls, and payback.
• Understanding of the practices and methods of Business Process Re-engineering.
• Experience with assessing and planning e-business strategy for manufacturing and service firms, including Customer Relationship Management CRM , Personalization, Business-to-Business solution framework, Business-to-Customer solution framework, and Supply Chain Management.
• Proven research, writing and public speaking skills. Writing samples and references available.
• Experience with facilitating and applying Quality Function Deployment and AVoice of the CustomerA techniques to product and service development, software requirements and customer experience.
• Experience using several popular business process modeling tools.
• Applying workstation technology to complex manufacturing problems, such as cell control, production scheduling and tool crib management.

• Telecommunications: Billing Systems; Customer Care; Service Order Processors; Call Center Management; Call Center Back Office; Customer Relationship Management; Product Management; Pricing; Tariffs and Compliance; Calling Cards; Long Distance; Carriers; Cellular.
• Automotive: Vehicle Development Lifecycle; Release Management System; Skilled Trades Training Development; CAD/CAM Technologies; Vehicle Assembly; Stamping Technologies.
• Manufacturing: Discrete Manufacturing for Work-in-Process; MRP-II; Enterprise Resource Planning; Production Scheduling; Master Planning; Capacity Requirements Planning; Inventory Planning; Cell Control. Some Process exposure.
• Defense Industry: Work Force Planning; Battle Planning; Combat Simulation; Facility Planning.
• Demographics: Graphical Information Systems; Geomapping and Geocoding.

• Project Management: MS Project 97/98, MS Excel, MS Access Issue Management .
• Business Process Modeling: Action Workflow, CASEwise, Process Charter now Process 98 , Visio, MicroGrafx Flowcharter, LogicWorks BPwin moderate .
• Software Lifecycle Management Methods: Quality Function Deployment QFD for Software Development, Joint Application Development, Rapid Prototyping; Traditional Waterfall.
• Facilitation Techniques: QFD, Affinity Diagram, Cause and Effect Fishbone , Force Field, Radar, Tree Diagram, Customer Focus Groups.
• Full Lifecycle Software Development Tools & Methods: RumbaughAs Object Modeling Technique, JacobsenAs Use Case Method, basic data modeling techniques LogicWorks ERwin . Exposure to Rational tool suite Rose et al , and EnsembleAs Streams.
• Presentation and General Business Tools: MS Powerpoint 97/2000, Adobe Framemaker, MS Word, MS Excel, Word Perfect.
• Technical Exposure in Past Work Assignments: BowenOS/Unix, Oracle, Client/Server Architecture, VMS, DECnet, OSI MAP/TOP, EDI X.12, Manufacturing Message Standard, X.11 Protocol, Real-Time Transaction Processing, OLTP.

Johnson Enterprise Consulting, Inc., Chicago, IL :

E-Business Strategy Development Management Consultant.
Researched and developed client As new service strategy for delivering E-Business Planning to its existing clients and new prospects, including B2B model, CRM planning and deployment, rapid portal implementation services, and trading partner business integration strategy. Deliverables included competitive analysis, market research, test development, cost and delivery strategy, integration of existing services; and included authorship of a 30-page Ahow toA white paper, Personalized Relationship Management: Hearing the Voice of Your Customer Throughout Your CRM Evolution.

Strategic Business Planning Using Quality Function Deployment QFD Techniques Management consultant.
Over three months, assisted 17-person management team in determining new partnership and revenue opportunities for the Payphones Calling Card Division. Adopted quality function deployment techniques for the following eight activities: hearing the Avoice of the customerA the management team themselves ; identifying the overall objectives for the brainstorming session; capturing diversity of management teamAs expertise and experiences; leveling the playing field for capturing new ideas i.e. strong vs. passive personalities, different management levels ; discussing existing efforts and past failures; prioritizing the ideas using affinities; identifying possible solutions; prioritizing the solutions then scoring the ideas against the possible solutions; and most importantly, gaining consensus and support from the diverse team. Used this technique to conduct one all-day session off-site, casual dress . Then used different tools to facilitate three follow-on meetings once two pilot projects were chosen from the high-scoring ideas. Projects are still in process as a result of properly capturing the ideas and gaining consensus from the team as a whole.

Management of Business Requirements and Migration Team Senior Project Manager.
Managed ISIS Migration Project for Special Businesses unit of the Belgian national telecommunications provider. Had direct hire/fire responsibility for 10 consultants business analysts and testers . Was also responsible for budget 54.5 million BF. Project involved developing detailed business requirements to migrate 600,000 calling card subscribers from a non-Y2K compliant service order processor SOP and billing engine to four corporate applications billing, new SOP, customer relational database and data warehouse .

Team activities included:
SWOT analysis of project plan; management of schedule; analysis of prototype design of SOP vs. business requirements; application of Quality Function Deployment techniques to prioritize business requirements and mitigate functional gaps; analysis and development of 61 business process workflows for SPB call center; development of user training plan, materials/documentation; monitoring of training; development of 38 methods & procedures including web deployment ; development of 41 user test scripts adopted from workflow definitions ; execution of test scripts and problem reporting; oversight of SOP Y2K compliance testing; development of data migration criteria and strategy; oversight of data quality clean-up activities; oversight of post-migration problem resolution and bug reporting process; coordination with 15 other user groups affected by the project.

Project was delivered on time 18 October and under budget by 1.4 million BEF. This project also resulted in additional consulting opportunities.

Advisory Consulting to Customer Operations Division Management Consultant.
Served in an advisory role to the 18 member business requirements and project management teams in the Customer Operations division. Activities included introducing Quality Function Deployment QFD techniques and disciplines including facilitating 10 QFD workshops , developing standards for business requirements, business process modeling and improvement, documentation and project management. Coached several employees during business requirements stage of projects. Developed business process for modeling and analyzing business requirements to support client s 23 legacy applications and emerging business solutions. Trained 12 team members in use of Action Workflow, a business process modeling tool. Developed DivisionAs document management strategy. Recruited Goal/QPC training consultants to deliver team building training.

Development of Business Requirements for Full Services Sales and Provisioning System Team Leader, Business Requirements Team.
Led 8-person Ameta teamA in capturing business requirements and supporting business processes for comprehensive new desktop sales/service system 105M budget . Developed detailed requirements for applicationAs customer service, customer acquisition and establish service segments. Assignment required knowledge of legacy systems, changing customer requirements, evolving application and hardware technology and coordination with other analysis teams as well as architecture and development groups.

Development of Training Strategy for Skilled Trades Use of C3P Management Consultant.
Developed a five-year strategy to train 11,000 UAW skilled trades in the use of ClintonAs new 3-D solids modeling environment, C3P. Activities included assessing current application use through plant visits and extensive interviews, establishing a training program management office headcount: 4 , acting as liaison to UAW-Clinton National Programs Center, and petitioning key Clinton executive stakeholders to secure appropriate visibility throughout ClintonAs automotive operations. Deliverables included: Project Plan; Business Requirements and Migration Strategy; Program Management Office Plan; Training Requirements and Implementation Plan; Apprentice Training & Implementation Plan; Best Practices Identification and Deployment; Budget Worksheets; and End of Project Report. Second phase is now underway using Clinton employees. Clinton has expanded the program management office to determine global hourly training requirements. Project was fixed price and completed on time and within budget.

Analysis and Recruitment of System Integrators Business/Market Analyst.
Consulting engagement which entailed identifying and profiling seventeen system integrators in the manufacturing space which could potentially help clientAs Solaris division leverage hardware and software product sales. A subset of this field was subsequently identified and negotiations for working partnerships were initiated.

Corporate Quality Audit Project manager.
Key participant in Clinton audit of BowenAs corporate quality programs as part of ClintonAs Q-1 Quality Ranking and Rating Process. Managed five persons in three locations at Bowen to research and report on the approximately 20 different quality programs established at Bowen in response to ClintonAs vendor quality initiative derived from ClintonAs Q-1 Supplier Program audit . Deliverable included submission of a Clinton Quality Ranking and Rating Evidence Report for Bowen Microsystems.

Partnership For Integration Project manager.
Bowen Microsystems delegate in the multi-vendor Partnership For Integration demonstration at Autofact A89 tradeshow. Work involved integrating six Bowen platforms in the CAD and CAE departments as well as interfacing to the companyAs engineering database. Provided planning and coordination of BowenAs 3 software vendors participating in the exhibit.

CIM Program Bowen Proposal Proposal manager.
Developed proposal for a multi-year, multi-phase Eaton CIM program. Scope included responding to EatonAs needs in the following areas of the Fluid Power enterprise: Business Systems; Engineering Systems Product Engineering and Research, Process Engineering and Quality Engineering ; Factory Operations; Application Tools, Enablers and System Programs; General System Requirements; Integration of Existing Systems; Documentation and Help Facilities; Proposed Implementation Strategy; Estimate of Cost- and Time-based Cash Flow; Proposed Vendor Technical Support; and Hardware Maintenance. Response covered each of these topical areas in detail with regard to understanding EatonAs requirements and proposing a primary solution and alternative, if one existed.

ADAM project Lead business analyst and designer.
Developed business and technical requirements including high level design of concurrent engineering and manufacturing portion of a manufacturing execution system named ADAM: Automated Data Acquisition and Management, a four-plant CIM initiative by a subsidiary of Owens Illinois. Project was process engineering oriented.

CIM Requirements Business analyst.
Performed a requirements analysis of design engineering and process engineering departments for subsequent integration with corporate systems cost and quality .

Corporate CIM Program Business analyst.
Participated on a four person study team to analyze requirements for a multi-phase CIM program to include the following disciplines: product development engineering , research, testing labs, manufacturing and distribution.

CIM Pilot Project Business analyst.
Performed a requirements analysis of SMOAs quality systems initiative, which encompasses tracking product data through design, re-work and ECO, to process control of toner and drum production.

Production and Planning System Replacement Project manager.
Developed a multi-phased project plan to replace outdated MRP-II system and Production monitoring system at two National Oil Seals Division plants. Project continued with system definition and implementation.

Process Engineering Business Analyst.
Researched and developed Technical Brief for A-B engineering discussing local area network design and its impact on data resource sharing between the process engineering department and each brewery.

Greenfield Plant Requirements Project manager.
Specified complete art-to-part CIM requirements for new plant in Shelbyville, Indiana, including: engineering, manufacturing, shipping, quality, and MRP-II.

C4 Program Program liaison.
Key contact from Bowen for GMAs C4 program, specifically regarding GMAs Manufacturing Architecture Strategy. Also contributed to DigitalAs C4 strategy while at DEC.

Factory Monitoring and Programmable Device Support Team leader.
Responsible for the integration and testing of the Hamtramck plantAs 175 GMF and Cincinnati Milacron robots as well as 100+ Allen-Bradley PLCs into the plantAs VAX-based manufacturing system. Supervised four programmers.

Product Support Senior Software Specialist.
Supported the Digital Baseway and Basestar products worldwide. Baseway and Basestar provided a complete application development environment that allowed distributed applications running in a manufacturing enterprise to communicate with disparate shop floor devices such as programmable logic controllers PLCs , robots, computer-numerical controlled machine tools and bar code equipment, among others.

Development of Market Positioning Papers for Healthcare, Insurance, Government and Law Enforcement Industries Business/Market Analyst/Writer.
Engagement entailed extensive interviews with existing and prospective customers on how desktop mapping technology could improve ways of doing business in each respective industry. Deliverables included several white papers documenting application opportunities and recommendations on how the customers from those industries could leverage mapping solutions.

Business and Marketing Requirements for Planning and Battle Simulation Tool Business/Market Analyst/Writer.
Developed business requirements and market packaging and delivery strategy for tactical force planning and battle simulation tool.

Product Support Senior Software Specialist.
Supported the Digital Baseview product for the Upstate New York District. Baseview allowed designers to view complex 2- and 3-D wire-frame drawings on low-cost ASCII terminals and, further, allowed red-lining and comment/feedback capabilities.

MAP Pilot Program Pilot program manager.
Managed pilot project at Kodak Apparatus Division to field trial and beta test Digital-Kodak Manufacturing Automation Protocol version 2.1 suite of hardware and software.

Turbine Tracking System Associate Software Specialist.
Developed business requirements, code design and Fortran code for a comprehensive turbine development tracking system. Turbine development time is 2-4 years in duration, involving many engineering disciplines and often generating thousands of Engineering Change Orders ECOs and tests. This system was designed to keep track of design engineering progress with a turbine order, including ECO revisions, test sequencing, sign-off, and product release.

• Caterpillar Tractor Baseway application design ;
• Donaldson Automation Flexible Manufacturing System functional specification ;
• 3M Optical Storage Products Division Quality Monitoring System troubleshooting ;
• Morton Thiokol Shuttle Rocket Motor Division conducted a seminar on CIM implementation ;
• Siecor Fiber Products developed requirements for a quality monitoring system ;
• Garrett Turbine product tracking WIP system review ;
• Cummins Engine site review for CIM needs analysis study .