Creative Information Technology executive with accomplishments in IT outsourcing, project management, consulting, hospitality/gaming, electric utility, higher education, government, and electronic publishing.

International and IBM project management certification. 

Over 30 years senior management experience with world class companies.

 Significant executive  experience in (gory details below the summary):

	Corporate, IT, and Telecommunications strategic planning
	Outsourcing of data center, applications, managed operations, deskside, distributed, Y2K, and application development.  Service delivery, SLA development and review, contract remediation, billing, and add on sales.
	New technology introductions and evaluation of technology impact on the business
	Communication with board members, company officers, regulatory agencies, staff, and the public
	Management of staff (up to 330), operating budgets (up to $33MM), and capital projects (up to $13MM)
	Vendor selection, and outsourcing (customer and vendor).
	Revitalization of organizations
	Improving customer service and satisfaction
	Reducing operating expense while improving service
	Task reengineering
	Project Management in IT, Telecommunications, and construction
	Consulting, proposal development, contract negotiation, and business development
	Applications development and maintenance of mission critical systems
	Large scale conversions
	Outsourcing Transitions
	Application development, development methodologies (PRIDE, Helix), computer security, data base, relational data bases, multiple high level languages, and operating system software.
	Multiple computing platforms.
	Networking, LAN, WAN, Switching, 800MHz Radio, Microwave, and Telecommunications.
	Gory Details: Outsourcing Major Pharmaceutical:  Delivery Project Executive responsible for all service delivery for a major pharmaceutical account.  This account provided deskside support for 28,000 units and server support for 900 servers.  SLAs were very comprehensive and tailored to each of the J&J companies supported.  Delivery budget over $32MM with approximately 330 staff members. Manufacturing:   Worked with newly outsourced staff members and integrated them into the IBM organization.  Established eastern region for the account.  Reduced head count where appropriate.  Managed improvements to SLAs to bring account into compliance with contractual requirements.  Set up Root Cause Analysis process for the account.  Established Account Planning and Control function to handle SLA, RCA, Processes, and other account cross-tower functions.  This account included AS/400, mainframe, deskside for engineering workstations, UNIX, NT, W2000, Novell, AIX and other servers. Major Telecommunications:  consulting assignment as Project Executive on contract to assess and remediate desktop and server software and hardware inventories as well as install Tivoli management to the desktop level and remediate Y2K on over 88,000 desktops and 18,000 servers. Manufacturing: Project Executive on smaller $12MM per year account.  Negotiated contract provisions.  Managed a double transition from Lucent bargaining unit operated data center to IBM data center.  Worked with newly outsourced staff members and integrated them into the IBM organization.   Exceeded profit targets and met all contract deliverables.   Revitalization of IT organizations Revitalized MIS organization at a major casino hotel by reorganizing for effectiveness (staff from 58 to 40, operating budget reduced by over $2,000,000), significantly improving customer service, raising the technical capability of existing staff, introducing new hardware technologies (networking, wide area networking, switching, UNIX, AS/400, Novell, NT), introducing new development tools and techniques (Delphi, Power Builder, MicroMan, Access), implemented marketing data warehouse, outsourced warehouse application and processing, introduced new applications and major improvements to existing applications that touch customers (point of sale, kiosk, property management, player tracking, slot information system, automated ratings), implemented automated help desk system, developed and implemented archive and query using CD rom, reduced trouble calls by over 30%, reduced failures and improved run times on legacy systems, made major improvements in hardware and system software, developed Year 2000 review and remediation plan, led the organization in a study to improve use of Information Technology for the future and obtained board approval for funding the recommendations.   Applications Development and Software: ·          Developed then outsourced major marketing data warehouse ·          Proposed knowledge discovery in data bases project (data mining) to continue and expand the competitive edge gained by the data warehouse ·          Reviewed all corporate applications to improve information technology processes, proposed packaged replacement, received board approval and funding. ·          Reviewed year 2000 impact on all applications, developed action plan for 1995, 1996, 1997, 1998, 1999, and 2000.  Outsourced automated review of TANDEM COBOL applications to identify impact at the line of code and data base element level. ·          Developed credit and collections system which reduced collectibles by over $2MM ·          Championed central reservations call center front end to property management, promotions, and player tracking systems.  Package selected, contracts negotiated, and implementation underway. ·          Implemented and interfaced slot information system ·          Implemented and interfaced MICROS point of sale system ·          Developed student information system offering continuous registration which was ultimately used by colleges nationwide ·          Implemented computer security systems along with associated standards and procedures ·          Developed and installed packaged payroll, general ledger, inventory management, investor records and other financial systems ·          Managed multiple applications development teams ranging from 3 to 20 staff members ·          Implemented network management system controlling Microwave radio, 800 MHz radio, computers, and IDNX switches ·          Audited major investment system, Newark Board of Education, and Atlantic Community College conversion plans ·        Taught college courses in JAVA, dBASE, COBOL, RPG, FORTRAN, FORTRAN for Engineers, LOTUS, statistics, management, small business management, BASIC, and business use of personal computers Task Reengineering: ·          Implemented MAXM system (similar to Tivoli)  to provide automated operation of microwave, security, 800MHz and associated computer and network based systems. ·          Redesigned help desk, installed automated help desk system, and automated functions and work flows ·          Replaced conventional printing process with advanced copiers.  Reduced staff by three while department handled significantly higher workloads, improved customer service, raised quality of work, and offered faster turnaround ·          Changed mail delivery process to use a robot for delivery.  Provided faster delivery and project showed full pay back within six months with two less staff ·        Developed direct access storage pooling concept and software to support the process.  Reduced cost to manage storage by one full time person while improving customer service by eliminating out of storage conditions Planning: ·          Identified Federal Communications Commission actions which potentially could cost the company $3MM.  Successfully mobilized company, legislative, industry, and related industry resources to modify FCC position ·          Chaired corporate strategic planning task force which raised future planning issues and initiatives to executive committee and board of directors ·          Developed and implemented Information Technology strategic, capacity, disaster, and telecommunications plans which were reviewed and approved by corporate executive committee ·          Reviewed functional capabilities of all corporate core business systems against packages available in the marketplace.  Prepared investment analysis of alternatives proposed and obtained funding to replace current systems ·          Negotiated favorable terms in software, hardware, consulting, outsourcing, software maintenance, hardware maintenance, and construction contracts. ·          Negotiated labor contracts with Teamsters, PBA, and NJEA Telecommunications: ·          Conceived, constructed, and operated a wide area telecommunications system (Microwave, 800 MHz radio, PBXs, and advanced networking equipment).  Reduced outside communications costs by over $500,000 per year. ·          Acquired, installed and operated 9 PBXs which were interconnected using the telecommunications system.  Generated savings of over $100,000 per year. ·          Featured in Atlantic City Press article covering use of voice technology on home computer.     Certifications and Licenses IBM certified Executive Project Manager; PMP; CDP; CISA; Casino Key Employee License 5706-11

	Outsourcing:  How many organizations have questioned whether they should "stick to their core business" and jumped into the process of outsourcing information technology because it was hard to manage or, for executive management, hard to understand?  I have listed a few of the items that should be considered before ANY function is outsourced: Before any outsource contacts are made with vendors you must know your functional unit.  This knowledge requires in depth understanding of staff skills, training levels, staff performance levels, individual's knowledge of the business and possible knowledge of trade secrets or other special one of a kind knowledge, equipment inventories (yes everyone has one it just isn't accurate), software and software licensing inventories, and facility locations (owned, leased, joint ventured).  The key piece of knowledge to be acquired is the effect of this functional unit on our business!   Then document, document, document to provide a clear blue print of interactions needed between the unit and other company units which would remain after the outsource was completed.  Then the most important step develop a list of measures stated in business (not technical jargon) measures which will define the success or failure of this functional unit.  Remember that once a decision is taken to seriously consider outsourcing there will be major communication issues within your organization.  One of the key communication stumbling blocks comes in geographically dispersed environments where a central group makes an outsource decision that becomes binding on autonomous or semiautonomous business units...frequently missed communications with these business units leads to buyer's remorse. Vendor negotiations and selections:  The first point to consider is vendors like IBM Global Services, EDS, CSC, Perot Systems and Unisys approach an outsource prospect with a professional team which does negotiation of outsource agreements full time.  This means that many businesses are at a severe disadvantage in negotiations since outsourcing a function is a one time issue for the organization.  The point to start building a team for the customer side of the negotiation is before vendor contact is made.  If your business is in negotiation  already you may be at a severe disadvantage.  Remember that agreements struck often cover 10 years in duration and millions of dollars per year. Buyer's remorse:  Outsourcing Agreements tend to have long durations.  This is reasonable  based upon the economics of the agreement but not reasonable from customer perspective when faced with a changing marketplace.  The other key factor leading to dissatisfaction with outsource agreements is the lack of clear business oriented performance objectives that are fully understood within all of your business units.  Internal client dissatisfaction drives beliefs of poor performance when, in fact, the vendor is meeting the Service Level Agreements established in the contract.  Remember SLAs are often viewed by a customer as the minimum which will be delivered while the vendor view may well be that the SLA is the maximum which must be delivered (the vendor will always give lip service to exceeding SLAs even after instructing their delivery management to prepare cost benefit reviews of the effect on the contract net profit if they intentionally staff in a way that they would miss SLAs...this really happens).
	Strategic Planning:  Do you have a strategic plan for your business, or information technology?  Plans require effort and an attempt to understand your business, the competition, and outside market forces affecting your business.  Line managers often do not have the time to prepare an effective plan but go through the motions to produce a document that can be reviewed by internal and external auditors when that audit question comes up on the check list.  But what value is that plan?
	Temporary CIO:  Searching for a new Chief Information Officer?   What are you doing in the interim until the selection is made and the new candidate arrives?  Hiring a temporary seasoned fill in allows your Information Technology unit to continue meeting your business needs rather than marking time.
	Mentoring CIO:  You had a good internal candidate who just needs seasoning and new focus on the business instead of only a focus on technology.  Use a seasoned executive to coach and mentor your internal selection.
	Organization and technology reviews:  Are your Information Technology organizations at a world class level?  What about the level and sophistication of your technology versus your business needs?  Is the competition using technology as a weapon to cut your market share?
	Project Management:  Are you developing project plans that allow work to be completed on time and within budget?  Is the planning process documented and standardized within the organization?  Do your project managers need mentoring to achieve their full potential?  Are you using project management tools properly to help manage your projects?  Need project management training?  Is staff preparing for PMI certification tests?  Project Management consulting is an area where many offer consulting but few consultants have large projects that they have led to a successful conclusion.
	Information Technology Consulting:  What is the state of your overall information technology environment?  Is the technology positioned to allow future innovation?  How strong is your staff?  Have you invested in training needed to be successful in the technologies currently used and in those coming on-line within the next 9 months?
	A special note on remailing services:  This is a service established to make use of facilities already necessary for the business.  It offers confidential letter and postcard forwarding for special circumstances where showing your origin post mark would compromise the communication.

Why would I want to use a remailing service?:  There are many reasons to want to use a remailing service.  Generally there is a need to be able to mail a letter or post card from somewhere other than where you live.  Sometimes this is called postal remailing or letter forwarding.  MGB & Associates' service is unique in that you can monitor to be sure your items were mailed.  This may be a complaining letter, whistle blower alert to companies or regulators, or some other equally confidential communication.  Suffice to say you do not want the letter easily traced back to you.