Resume
ALLAN P. SPINA
55 Glen Ridge Drive
Long Valley, NJ 07853-3424
Mobile: 908-229-1831
Office: 908-852-1019
http://www.aiimgsc.org
Areas of Expertise:
Document imaging, BPM, workflow, business process modeling and simulation, document management, enterprise architecture for workflow and imaging initiatives, requirements management strategies and automation, document capture architecture, systems planning and design, collaborative messaging-based solutions design and development using Microsoft Outlook and Exchange, and project management.
Products:
Tibco Inc. (iProcess, InConcert, BusinessStudio, BusinessWorks, Rendezvous), Documentum (CS, CS4SAP, RPS, CSS, Workflow, DTS), FileNet (Capture Professional, Image Manager, ISRA, RCS, Fax Server, EBR), SAP (Workflow, ArchiveLink, KPro, CMS, BW, RMCA), Kofax Ascent Capture , Global360 (Eastman Software), Oracle CRM/Workflow, Caliber-RM, iGrafx, Unisys InfoImage, Datacap, InputAccel, IMNET, Timberline Precision Collection, Staffware, Plexus, PC DOCS, FrontPage 2000-2003, SQL-Plus, VB, ASP.
1999-Present
Information Asset Associates, LLC
New Jersey
Managing Principal
As the founder of Information Asset Associates, LLC I am responsible for the oversight and quality of all business and technical services provided to our clients. Additionally, I provide architectural, operational, and management consulting assistance to clients.
Merck & Company, Inc., Whitehouse Station, New Jersey
Global Technology Services - BPM Service Definition
Facilitated the definition and creation of a Business Process Management (BPM) Shared Service. This included:
· Identification and documentation of the Services to be delivered,
· Strategy and approach for integration of BPM techniques into an existing SLC methodology,
· Development of templates for the collection and documentation of Project Lifecycle artifacts,
· Creation of multiple Proof Of Concept BPM Solutions, and
· Definition, Design and delivery of 2 BPM solutions within 4 months.
Honeywell International, Morristown, New Jersey
Corporate IT – Strategy & Portfolio Management
Engaged in an effort to develop an Enterprise Content Management (ECM) Strategy. This strategy needed to support:
· the infrastructure stabilization and expansion of an existing Documentum Content Services environment,
· enhancement of existing capabilities with additional core capabilities,
· determine and define a staging plan for the implementation of the following items based upon the current standalone implementations of various applications and new project requests:
o Integration to SAP Archiving and SAP document repository management,
o Full imaging services,
o Integration to Siebel for document attachments and SR creation,
o Engineering Document Management Services (EDMS),
o Enterprise Reports Management (ERM),
o Records Management (RM),
o Information Rights Management (IRM),
o Business Process Management (BPM),
o Web Content Management (WCM),
o Digital Asset Management (DAM), and
o Collaboration.
In addition, deliverables included the development of a Vendor Scorecard for Imaging and ECM vendors, Project Charter, Schedule, Resource Plan and Resource Cost for implementing the Imaging Services and Siebel integration. This is to facilitate the consolidation of existing applications onto the target Documentum-based ECM environment.
Corporate IT – Global Business Services
Hired to recover 4 projects, including:
· Stabilization of an existing FileNet Image Manager environment,
· Relocation of a Production FileNet Image Manager environment between existing data centers,
· Development and deployment of a FileNet Web Indexing Application to eliminate the use of thick-client applications and facilitate off-shoring of indexing services, and
· Image-enabling an existing Accounts Payable application using FileNet’s ISRA interface to facilitate the successful storage, retrieval, and archiving of documents.
In addition, delivered the following:
· Image import function to accept documents and metadata from a BPO for ingestion into the FileNet IM repository in an automated fashion, and
· Designed, developed, and delivered new applications for facilitating OFCCP compliance for 2 business areas in 45 days.
Identified relationships between the projects, risks, failure points, and resource constraints prior to developing a cohesive plan to move forward with the primary efforts.
Developed and implemented a plan to stabilize the current production environment including the audit of optical platters, assessment of database and imagebase inconsistencies, re-building of optical media that was missing or damaged, and implemented an Operations, Administration, and Maintenance program that proactively monitors the FileNet environment for errors.
Migrated a production FileNet Image Manager environment from New Jersey to Arizona without any interruption to user activities. This included the IM servers, optical jukebox and media, fax server, phone lines, database servers, remote admin workstations, firewall rules, and user desktop configuration changes. A Migration Guide was created and is now used for disaster recovery purposes. Managed a multifunctional team of IBM SAs, AT&T Telco/Data Engineers, FileNet TCs, Brooktrout Engineers, and Users to successfully complete this effort.
Developed a design document, installation and configuration guide, test plan and scripts, project plan and schedule, for a FileNet-based Web Indexing Application. Managed the requirements and staging of new server hardware and software. Currently in User Acceptance Testing – planned production in February 2006. This is a Remote Capture Services (RCS) environment with a custom .NET application to enable lookups of data for validation and pre-population of index values, population of dropdown fields, and flexibility to be used for other application requirements without the need for additional coding. XML files are used to store parameters that drive the application. FileNet’s RCS Web Services are used under the custom application to facilitate interactions to the Shared Offline Repository (SOR) and the FileNet Image Manager domain.
Designed, configured, and deployed a FileNet Capture Professional Import utility to accept TIF image documents and index files for automated upload to FileNet Image Manager. This was configured, tested, and deployed into production use in 3 business days.
After reviewing success factors of the image-enabling project it was decided to stop the image-enabling project and provide an out-of-box configured solution for the Accounts Payable group to use. This new approach provides additional capabilities over the existing application and eliminates the maintenance required for the custom coded solution. This was a RAD effort that delivered a customized FileNet Capture Professional scanning and indexing solution, with the use of FileNet OpenClient for Browsing folders of workitems distributed via using FNQMaint and FileNet Neighborhood. IDM Find was used to create a query that was exported to excel where the data was used in a Pivot Table and Chart for End-of-Month Accrual Reporting purposes. The accrual report alone saved over 80 person-hours per month. This application had to pass ITAR restrictions due to security requirements.
AIIM Garden State Chapter, New Jersey (www.aiimgsc.org)
Held the positions of President and Program Chair of the AIIM Garden State Chapter. I was directly responsible for the program development and oversight of the board, and also responsible for facilitating the success of the membership initiatives, web site content, newsletters, and overall membership activities of the Local Chapter.
I have been an AIIM Professional Member since 1988 and have been active on the AIIMGSC Board since 1997. I am one of AIIM International’s first recipients of the Master of Information Technology (MIT) in Imaging, receiving this designation in 1999.
AT&T, New Jersey
As a lead resource in the Blueprint and Realization phases of an SAP implementation for a telecommunications firm, my role was to provide architecture, design, best practice, and compliance guidance in the areas of Workflow and Document Management Systems (DMS). As the lead DMS and Workflow Architect, I provided principles and guidance to the business process teams when they were defining their new business processes during Blueprint. This was to ensure that key process and content controls were upheld, and that business processes were proactively managed in a consistent fashion across the project.
DMS capabilities were leveraged from the SAP environment, and enhanced by utilizing the standard DMS infrastructure of the organization, Documentum. Using SAP’s ArchiveLink, the architecture was enabled to facilitate the storage, retrieval, and display of various types of documents that support the business processes as well as be linked to the SAP business transactions. Document Archives were configured in SAP as External Repositories that utilized the Content Services for SAP connector from Documentum.
Additionally, the use of SAP’s CRM and Customer Interaction Center Web Client (IC Web Client) required the use of SAPs Knowledge Provider (KPRO), Content Management Services, and native DMS capabilities. By configuring the business transactions to logical IO classes, then physical IO classes, the architecture was designed to leverage the archives defined in the same fashion as the rest of the implementation.
The workflow and document management components of the project were implemented on time and within budget.
Defined and designed a solution using the Kofax Ascent Capture image capture platform for distributed document scanning and indexing of signed and executed contracts. This included the image capture, index, validation, quality control, and import of the contract images into a FileNet Image Manager repository. In addition, we were able to design and implement a Contract Control module application that integrated to the Sales Contract Generation, Ordering and Provisioning, and Financial applications ensuring appropriate process controls were implemented across the enterprise. User access controls were implemented to ensure segregation of responsibilities and duties around the generation and approval of contracts being captured, stored, and validated.
Department of Buildings, New York, NY
Designed and delivered a document image search and retrieval application that allows access to business documents by hundreds of users. Providing on-going support of the application in addition to the outsourcing of the document preparation, capture, indexing, and creation of the database and image base.
Administration for Children’s Services (ACS) New York City, NY
Provided the architecture, design, and implementation to image-enabled the Agency’s Legal Tracking System (LTS) via the capture, indexing, storage, e-mail notification, search, and retrieval of court documents associated to the Agency. Based upon the previously implemented FileNet infrastructure, we installed FileNet’s Capture Professional software and scanners at several court locations for the capture, quality control, and indexing of the court documents. These documents were then stored in the Agency’s centralized FileNet Image Management system for retrieval by several departments. Once the documents were stored, a workflow was initiated to identify the types of documents added, determine the users to be notified that the documents were available, and send the notifications of document availability via e-mail. The notification also contains a link that facilitates ease-of-access to the documents for the users. Finally, based upon the document index criteria, an integration to the Legal Tracking System facilitates updating of the case information with key data linking the court documents to the case.
This project reduced the access time to the documents from the original 14 days to 2 days, enabled the documents to be stored centrally and accessed via each branch, and facilitated secure access to the documents on demand.
Construction Firm, New Jersey
Reviewed current business operations and IT infrastructure to understand the current operational challenges of the organization. Developed a plan to use a cohesive set of procedures and software tools to facilitate consistent and effective flow of information from Bids to Project Completion. This included the installation of a Microsoft Windows 2000 Server, database, e-mail server, and a modularized software suite that includes digitized takeoff and estimating, job costing, project scheduling and management, change orders and submittals, purchasing, and accounting.
Assisted in the development of an organizational structure that enhances the value of the new software tools and procedures. Developed job definitions, roles, and responsibilities that enable management to clearly assess resource performance and ensure operational effectiveness. This included the addition of new roles that did not currently exist and were the cause of several operational shortfalls.
AT&T, New Jersey
Architect for the approach and design of a new workflow application environment used to provide business process management, modeling, and simulation for new initiatives, as well as to workflow-enable existing applications. The initial application was for the management of disputes to ensure that the disputes were managed and monitored in a proactive fashion. Utilized Tibco’s BusinessWorks and InConcert to prototype how to integrate existing InConcert workflow processes and custom applications. This approach was adopted for the continued development of integrated workflow processes.
Identified and documented the Document Management and Imaging Considerations for an implementation of an integrated Accounts Receivable package. Engaged in an SAP Blueprint Phase for Accounts Receivable processes. Participated and lead various workshops to gather and define business requirements for various business processes. Developed the plan, deliverables, and the information required for the development of the high-level Document Management System (DMS) design, implementation, and integration approaches. Provided the configuration and sizing required to enable the DMS requirements of the Blueprint Phase using Documentum.
Provided the vision and strategy for inclusion of BPM technologies across the enterprise. This included the definition of multiple levels of workflow process interactions that connect in a federated and/or distributed fashion to manage and monitor process activities in various business groups. This “end-to-end” process model is being used in the implementation approach for legacy application integration and status tracking, as well as for new initiatives involving Customer Relationship Management (CRM) and Financial package solutions. Prototyped interactions using Tibco’s BusinessWorks, InConcert, as well as Siebel and SAP via Tibco’s connectors for those environments.
Performed an architectural assessment and evaluation of an existing workflow application environment. Determined current level of functionality and implementation approach mechanics. Documented the benefits and shortcomings of the environment including specific implementation details. Completed the effort by proposing a tiered approach for re-architecting the environment to enhance current benefits, eliminate shortcomings, and provide a new methodology for the rapid implementation of new workflow processes and modification of existing processes.
Engagements that have been delivered include the strategy and approach for delivery of key tools to automate the sales to cash process of a fortune 100 organization. Identification of areas of risk and contingency planning were also provided. A tool was developed to communicate the business’ need to the technology organizations. This Task, Roles, and Tools (TRT) paradigm was adopted as the key communications vehicle for the entire extended project team. Provided architectural guidance to development teams, product management, and business stakeholders for this integrated, web-based environment. Significant contributions were provided to the Tibco/InConcert Workflow solution framework and the key user-facing application during testing.
Administration for Children’s Services (ACS) New York City, NY
Defined and designed an approach to eliminate disallowances in State and Federal funding by ensuring compliance to regulatory requirements. The initial phase included the capture of paper documents to facilitate compliance of financial eligibility records. The strategy for document image management was defined to create a flexible imaging environment that can expand to meet the increasing needs of the Agency as additional documents are added to the imaging environment for the first initiative, as well as for other operational groups in the future. The user application was designed to enable the Agency to add “Tabs” based upon a user group’s needs, as well as define which document types are associated to each tab. This approach involves no programming to implement new views of the imaged documents, or to change the views of existing groups as necessary. This application was provided as a thin-client, browser-based implementation.
This initial phase implemented a FileNet Image Services environment that allowed for the high-volume input of the case file document images and indices from the outsourced capture vendor using FileNet’s HPII tools. This application was made available to the Internal Audit group for review and assessment of the existing case files throughout the year to ensure Federal and State Compliance.
The strategy defined for future phases includes the development and use of e-forms and e-signatures for documents created and managed by the Agency, enabling the reduction of paper generation, effective operations processes, and substantially increased quality of work provided. Additionally, the use of the implemented infrastructure is expected to be utilized by the Legal Tracking System for the storage, management, and retrieval of Court documents associated to the Agency.
Vertek Corporation, New Jersey and Vermont
Plans for operational deployment were designed and implemented, including the concept of a Business Command Center (BCC) for providing Tier I and Tier II support for the business groups involved. This concept reduced the overall production problem resolution cycle time. Operations, Administration, and Maintenance (OA&M) tasks were identified, defined, and implemented to facilitate Tier I and Tier II support, skills transfer between team members, and to provide for the proactive management and monitoring of the application environments.
Developed a process model documenting the client organization’s “as-is” process flow. Additionally, gathered information regarding task durations, wait times, resource usage and cost, and work distribution. Utilizing a process modeling tool, simulated the current process, identifying and documenting the time, cost, resource utilization, and, most importantly, process bottlenecks. Performed “What-If” analyses with resource loading and process optimization, providing side-by-side comparisons of the “as-is” process, with the “What-If” process to identify gains in cost savings, time reduction, and resource load balancing.
Facilitated the implementation and use of a Requirements Management tool to provide centralization and control of business requirements, application capabilities, system requirements, and test plan execution. This increased control over requirements changes, history information, implemented functionality, and requirement dependencies. Additionally, this tool was used to create “snapshot” documents with pertinent information as required for management reporting. The system reduced the time to investigate impact assessments by indicating which requirements were impacted when a requirement was changed.
Designed an architecture for a modularized Customer Care Center environment that enabled the Center to utilize in-house tools to provide outsourced Call Center functions. Enabled the framework to manage and monitor business process activities and related actionable events while gathering metrics and guarding start to finish, and, milestone to milestone cycle times.
Designed, developed and implemented a collaborative application to create, track, and communicate Trouble Reports (TRs) for a testing process of a large telecommunications operations group. Utilized Microsoft Outlook and Microsoft Exchange server to implement the document management, views, and resource assignments of TRs via the creation of Outlook Views.
1996-1999
Fujitsu Consulting (DMR Consulting Group Inc./Trecom)
Edison, New Jersey
Practice Director, Imaging & Workflow Technologies
I have been responsible for the development and growth of the practice for large-scale imaging and workflow systems, collaborative application frameworks, and deployment strategy development within the Imaging and Workflow Technologies practice. Experienced in practice development, management and growth, and vendor relationships for various imaging, workflow and document management partners including FileNET, Eastman Software, Tibco/InConcert, Documentum, and PC DOCs.
Within three months of joining, I was responsible for securing an engagement at a new client to provide strategy, architecture, design, training, operational support, and development of a large-scale imaging and workflow system. The system design and development began in 1997, spanned 6 locations, 5,000 users, over 300 NT servers, and is capturing over 1 million pages per day for processing. Due to the visibility of the project, and the positive influence of our efforts, we secured two additional initiatives, one in the area of Internet Services, and the other in Data Warehousing. We continue to provide ongoing development, testing, and workflow production support for this engagement, anticipated to be completed toward the end of 1999.
Designed a high-volume image distribution mechanism given the client’s need to distribute 300,000 pages a day from an in-place imaging system to print vendors for printing and distribution, and for burning to CD-ROM. This involved careful consideration for I/O management from the image environment, networking, and packaging of data and image objects for delivery to third party vendors. Complete reconciliation was managed in an automated fashion. Included were the image and case data for the specified person, as well as a database of cases assigned to that person to date. A custom viewer was also created to view the case data and the associated images.
As the Architect to an Insurance Client, I was responsible for the approach for document capture, backfile conversion, and imaging repository access by various groups within the organization. Utilization of a modular capture environment to enable both miscellaneous document capture as well as performing forms processing and automated data capture was defined and successfully implemented. Vendor criteria, evaluation, and selection of technical and business aspects were employed. Additionally, the tool and strategy for evaluation of incoming and internally generated document volumes, and file access volumes was defined, created and managed during the project effort. Complete capture process automation was defined along with physical space requirements.
The capture environment utilized scripts to store documents into a FileNet Image Manager document repository. This FileNet repository was installed and configured to meet the search and retrieval needs of the group’s needs. The design and implementation was also structured to facilitate the roll-out of the application to an additional 3 locations throughout the United States.
Designed and developed a sizing tool to define the parameters and estimate the resource requirements needed for the imaging system based on over 40 variables. This enabled the client to determine configurations for hardware, software licensing, and resources by individual function and skill level. In addition, designed and developed a database and queries that analyzed data for the express purpose of determining the most effective file composition for each phase of the deployment strategy.
I was responsible for the identification of major components from business requirements through recommendation of 3rd party vendors for a system to capture, store, and manage documents and data related to pharmaceutical drug trials. This system conformed to best practices in the industry, Standard Operating Procedures (SOPs) of the client, and multiple government regulations. Most importantly, due to an FDA audit, over 2 million pages were required to be audited, captured, indexed, loaded, and stored in the designed system within a period of 90 days. I recommended the capture and tracking vendor, as well as the audit vendor, based upon RFQ responses and criteria established to validate the most appropriate vendor.
For a major telecommunications firm, developed a workflow architecture that provides a modular and scalable framework for deploying applications for order provisioning, monitoring, and exception handling. This Radically Dynamic Workflow Model (RDWM) employs the use of dynamic route (map) creation and execution based upon the data to be processed. Along with a Workflow Library Framework (WLF) that contains general pre-defined workflow modules and the rules for assembly and dynamic customization, the architecture has many of the required components to not only build the custom workflow on the fly, but develop and deliver new products and services without the need to develop custom applications or interfaces. This was touted as an exceptionally scalable and extensible architecture that would become the guideline for workflow applications moving forward.
I’ve developed a Packaged Solution for the identification, design, development, deployment, and usage of collaborative applications throughout an organization. Included are solutions that setup the collaborative environment, defining of Principles that are used as enterprise guidelines, and the development and deployment of the first two applications given a “WorkFolder” scenario. This approach enables organizations to get jump-started into collaborative applications in a short period of time. Using Outlook, Outlook Web Access, Exchange Server, Internet Information Server, custom forms and public folders, and Eastman Software’s Workfolder for Exchange (WFX), the approach builds dynamic application templates that are shared across functional departments, implementing applications that have significant impact on the way the organization operates.
These packaged solutions are being marketed as a larger framework of multi-tier modular solutions, and are implemented as outlined in Microsoft’s Digital Nervous System (DNS), and Distributed Internet Application Architecture (DNA) models.
Provide workflow architecture direction to a client defining a vision for workflow use in the year 2003, assess the current uses of workflow in-house, and developed the staging plans to move from the current state to the end state. Created a high-level Status and Tracking architecture which includes integration to an enterprise Business Rules Repository, Workflow Services, Data Warehouse, and Reporting environments.
1995-1996
Automated Concepts Incorporated
Woodbridge, New Jersey
Automated Concepts Incorporated (ACI) is a provider of Imaging and Workflow, Client Server Enabling, Networking, and related technology services to numerous Fortune 1000 organizations. The tenure achieved in the market since 1966 has led ACI to provide continuing engagements at these accounts as new business issues require competitive approaches to achieve customer-desired goals.
Practice Manager, Imaging and Workflow Services
As a member of the regional management team, I had overall responsibility for the business development, rollout and management of the Imaging and Workflow Practice in the Eastern Region. This includes business planning, vendor relationship, sales and marketing management, staffing, client engagement management, and delivery of systems integration efforts.
Accomplishments include an increase of Imaging and Workflow Services revenue by 100% over a six month period, with a related 120% increase in profitability. This was achieved by developing a sales Value Added Model for the identification, qualification, and driving of quality opportunities, developing and delivering appropriate management, sales, and technical training sessions, and delivering outstanding service to prospects and customers alike. This has influenced the planned business growth by over 400%.
Infrastructure planning and development was key for achieving the client responsiveness required to meet our business goals. With this in mind, I developed a business case which was presented to executive management for the purchase and use of information sources for delivering high quality, rapid responses to customer requests. This has played a dramatic role in winning new business in competitive situations, including ACI’s largest re-engineering and workflow engagement.
1993-1995
Unisys Corporation
Berkeley Heights, New Jersey
Unisys Corporation is a leading provider of hardware and software solutions to numerous markets and industries. In a push to diversify offerings, Unisys is attempting to develop a consulting practice which operates independently of its product groups. These services include IT Planning, Process Re-Design, Project Management and Systems Integration.
Manager, Worldwide Systems Integration Practice
I have been involved with the Field Empowerment Program, a program to distribute systems integration and consulting skills to each of Unisys’ four regions. These teams provide services to both internal and external clients.
My objectives for the eastern region team were to grow revenues with a keen focus on profitable engagements involving document management / imaging and systems integration efforts. Products used for these engagements were selected based on current user environment, required functionality and future growth.
A business outline has been created to plan for mainframe accounts migrating to client / server systems. This includes IT infrastructure, 2 vs. 3-Tier platforms, current host / application access, database query, data migration, and staff re-tooling. This is meant to extend the useful life of the current environment while detailed planning of business needs are identified and an IT infrastructure can be built. Terminal Emulation, Screen Scraping, and Database Query via ODBC tools have been utilized.
Engagements under my team’s domain cover EDI, fax server integration, wholesale lockbox image/data integration, keyless data entry, and development and testing to integrate document imaging, COLD, AS/400, 3090, and PC LAN-based applications. These services-lead engagements were scoped and successfully delivered for both fixed bid and time & materials contracts. Pre-tax profitability ranged from 40% to 64%.
In addition I managed the development of imaging prototypes and pilots utilizing several toolkits providing client required functionality. These include AccuSoft, ImageBasic, Paper Keyboard, and Taskmaster. Scanning, OCR/ICR, bar code, despeck & deskew, forms recognition, and forms alignment and removal have been used from numerous vendors.
1988 - 1993
IMNET Systems, Incorporated
Parsippany, New Jersey
IMNET is a Document Imaging Systems provider and manufacturer, developing and marketing software and hardware solutions world wide. Domestic sales, marketing and support are provided through direct and indirect channels. Internationally, these operations are carried out exclusively through business partners.
In five years of employment with IMNET, the management team and corporate focus has been restructured several times. This has allowed me an opportunity to take initiative and accept varying responsibilities, providing growth and continuity for many functional areas of the organization. I have provided leadership and direction in the areas of Project Management, Business Partner Relations, Sales and Support, Client and Business Partner Installations, System Staging, Marketing, Training, and Customer Service.
1991 - 1993
Senior Project Manager
I was asked by management to accept responsibilities for the International Business Partner Development Program, as well as for customer implementations. Designing the business partner roll out plan included developing the sales, marketing, support, and technical functions required by the prospective organization. It was also my responsibility to create and deliver the business partner training program, including presentations, handouts, and hands-on exercises. These business partner activities achieved over 450% revenue growth from the prior two year period.
During 1992 and 1993 I accepted responsibility for the project management of key customer sites and implementations. Senior management considered two of these accounts to be in jeopardy. After resolving pre-existing internal and customer issues, I implemented procedures resulting in turning these accounts into world-class reference sites. These steps included development and implementation of a single project team concept across vendor, client , and business partner organizations, appropriate methodologies, and communications practices to provide accurate project monitoring and feedback. This "turn-around" success resulted in these accounts acquiring additional products and service, with added revenues in excess of $2 million.
Automated project management tools were used to plan, monitor/track and report on all phases of these projects. I developed a detailed project task list that contains milestones managing internal and external resources for use on customer and business partner projects. This was used by senior management for developing roles and responsibilities in updating the corporate business plan. Resource allocation was consolidated to produce accurate resource utilization projections.
An anonymous newsletter (WIRE) was implemented by me using Electronic Mail to increase company wide communications. This inspired confidence throughout the organization and provided a quick, easy vehicle to disseminate information. Only the Vice President of Marketing knew WIRE's identity. This was viewed as an “outstanding accomplishment” by Hill and Knowlton Inc., IMNET's media relations consultant.
1990 - 1991
Senior Systems Engineer
Implemented a complete sales and marketing support program. This consisted of new policies and procedures for the Pre and Post Sales/Marketing Support Group. Included was identifying sales cycle roles and responsibilities, sales and support tool design and development, requirements analysis and functional specifications procedures and formats, as well as acceptance test plan development. The result was less time spent on repetitive tasks, reduced operational overhead, increased net revenues, as well as providing a highly professional product or service that is readily reproducible.
I have participated on sales calls, conducted numerous presentations and conferences, responded to proposal requests, provided system designs and configurations, along with system design reviews. Other areas of experience involve system staging, network analysis and configuration, quality assurance testing, installations, acceptance testing, training and customer service.
In the areas of system staging and networking, I initiated the use of high-end computers and LAN configurations for use at customer and business partner sites. Full testing was performed on various systems to ensure compatibility with current and future releases of software. A complete set of system staging procedures was developed and put into production use. These accomplishments eliminated the use of out of date hardware and allowed for the upgrade to current revisions of required off the shelf software which clients required.
Installations were managed and performed world wide, including sites in New Jersey, Hong Kong, Austria, The Netherlands, Georgia, Michigan, Colorado, South Africa, and Germany. A detailed installation plan was developed to guarantee a smooth installation process.
1988 - 1990
Marketing Systems Analyst
Provided Pre and Post Sales/Marketing Support functions including applications programming and database conversion for customer systems. Participated at various conferences and exhibitions, providing demonstrations, presentations, needs assessment, system concepts and analyzing industry competitors. Business Process Analyses and Re-Engineering functions were performed for implementation of Workflow solutions.
An additional responsibility included managing the demonstration center. This included hardware and software installation, testing, configuration and maintenance, in addition to scheduling all demonstration and presentation activities. Custom demonstrations were created to allow prospects to “visualize” their intended processes. Utilizing these custom demonstrations significantly increased the likelihood of a sales over the use of generic application demonstrations.
User and system level training materials were designed, developed and delivered. These included presentations, student notes, teacher's notes, handouts and hands on exercise materials. I have presented these materials to numerous customers and business partners over a two year period.
As required, I was called upon to perform customer service functions. Problem analysis and resolution of hardware and software environments was required at customer sites. These activities were usually when front-line service representatives were not able to identify or resolve client issues in a timely fashion and the service call had been escalated to the management level. This resulted in developing strong client relationships and add-on sales.
Many tools and procedures were developed, including a database and imagebase sizing model, automated quotation model, pricing model for products and services, margin analysis model, RFP review procedures, paper analysis procedures, standard document formats, and a skills evaluation matrix.
1984 - 1988
BASF - Coatings & Inks Division
Clifton, New Jersey
Project Leader
Accepted responsibilities as project leader of a super micro-based environment for a warehouse sales order and inventory replenishment management system located at 21 locations throughout the country. This involved all aspects of business application enhancements, maintenance, user interaction, and support. In this capacity, I supervised two customer service analysts and one programmer.
Involved in all aspects of designing, developing and implementing a distributed processing system including Sales, Purchasing, Manufacturing and Inventory modules. Burroughs B1955, B1990, B5900, B7900, A3 and A15 hardware was used for development and operations. Software used was LINC, LIRC, COBOL, WFL, and DASDL (database language). Extensive utility programming, end-user contact, installations, training, and support were performed.
I was a team member for a process improvement team utilizing Deming's process improvement philosophies. This team was formed to analyze software testing procedures and to provide management with recommendations for improvements. The results were the implementation of recommendations made, reducing re-work processes such as minor report errors by 25%.
1983 - 1984
Suburban Propane Gas Corporation
Morristown, New Jersey
Programmer / System Administrator
Computer hardware included support for a Prime 550 and Burroughs B1955. Designed and implemented a Charitable Contributions Reporting System using a financial modeling package. This was used to track and report all corporate contributions. Software environments included Model, INFO, FORTRAN, and CPL on a Prime computer; LINC, LIRC, COBOL and WFL on a Burroughs mainframe.
Other responsibilities included enhancing and maintaining the corporate budget and financial system, along with the payroll data entry system. Began a system re-design of the budget and financial system. Provided system administration responsibilities for monitoring and aiding users, time sharers, and operations on a Prime computer.
EDUCATION:
College:
Syracuse University, New York
Bachelor of Science - Biology
Minor - Computer Science; Concentration – Organic Chemistry
Additional Training:
AIIM Show and Conferences, 1988-2005
6-Sigma Training – Green Belt Project Participation, 2005
Documentum – Sizing and Configuration - 2003
SAP – Business Information Warehouse – 2003
SAP – RM-CA – 2003
SAP – Business Workflow – 2003
SAP – Introduction – 2002
SAP – BASIS – 2002
Oracle CRM/Workflow – 2002
Tibco/InConcert, Workflow Overview Course – 1999
Tibco/InConcert, Development Course – 1999
AIIM, Leadership Conference – 1999, 2000, 2001
Microsoft Global Summit – New Orleans - 1998
Microsoft, Exchange Architecture – New York City - 1998
Microsoft, Collaborative Application Development – New York City - 1998
Eastman Software, WorkFolder Product Overview & Development – 1998
Eastman Software, Document Manager Product Overview & Development - 1998
Eastman Software, Business Partner Conferences, 1998
Wang Software, Business Partner Conferences, 1995-1997
Wang Software, Product, Development, and Architecture Courses
Decision Support Systems / Symmetric Parallel Processor Training, Unisys
Object Oriented Analysis & Design, Object Power
Automated Data Entry, Paper Keyboard/Taskmaster, Datacap
Executive Seminar, Cambridge Technology Group
InfoImage Folder Courses, Unisys
Sigma Imaging FormBuilder & RouteBuilder Course, Unisys
Microsoft Visual Basic Introduction, Schulco
Microsoft Visual Basic Programming, Schulco
Novell Product Information Course
Performance Profiles on Sales
Performance Profiles on Negotiation (Acclivus Sales Negotiation)
Function Point Analysis Training, Inmont Corporation
Deming TAC Training, Inmont Corporation
LINC / LIRC Programming, Burroughs
DMSII Database Design Course, Burroughs
Prime System Administration Course, Prime Computer
Prime CPL Course, Prime Computer
PROFESSIONAL ACTIVITIES:
President and Program Chair AIIMGSC (2004-2006)
Treasurer AIIMGSC (2000-2004)
1st VP AIIMGSC & Program Chair (1999-2000)
AIIM Master of Information Technologies Recipient, Atlanta, GA (1999)
President AIIM - Garden State Chapter (AIIMGSC) (1997-1998 and 1998-1999)
Quoted in Solutions Integrator Magazine (Sept. 1998)
Eastman Software Product Council (1997-1998)
Personal Invitation to the First Wang Product Forum (eight Individuals selected)
VP of Programs AIIM - Garden State Chapter - 1996-1997
Honored Member of Oxford's Who's Who of Extraordinary Professionals
Published as a contributing writer in Document Capture for Document Imaging Systems, written by David B. Black
Member of the Association of Information and Image Management (AIIM) – 1988 to present
Member of the Association of Records Managers and Administrators (ARMA)
SPEAKING ENGAGEMENTS:
1998 History & Trends of Document Technologies, Client
1998 Document Management Technologies, Global Deployment Strategies, Client
1997 Imaging & Workflow – Market Direction and Trends, AIIMGSC
1996 Introduction to Imaging, AIIM - Garden State Chapter
1995 Introduction to Imaging, AIIM - Garden State Chapter
Imaging Technology, State of New Jersey - Imaging and Workflow Counsel
Imaging Technology, State of New Jersey - Management and User Forum
1993 Business Partner Conference (Sales, Marketing, Technical), Wiesbaden, Germany
1992 Client Training, User and Administrator, Atlanta, Georgia
Business Partner Conference (Sales, Marketing, Technical), Rivonia, South Africa
1991 Business Partner Conference (Sales, Marketing, Technical), Velden, Austria
Software AG - NATURAL Users Conference, Salt Lake City, Utah
Business Partner Conference (Sales, Marketing, Technical), Amsterdam
1990 Business Partner Conference (Sales, Marketing, Technical), Hong Kong
1988 Unisys User Conference – Imaging in Healthcare - Health Care Division
CIVIC ACTIVITIES:
Valley View Fly Fishers – Fly Tying and Casting Clinic (2003-2005)
Chester Township – 4H Fair – Fly Tying and Casting Clinic (Aug. 2003)
Strategic Planning Committee – Hillside Church (2001-2002)
Parsippany Volunteer Ambulance Squad Leader (1986-1988)
Parsippany Volunteer Ambulance Squad Member (1984-1986)
Local Business Leaders – Developed a Business Plan and financial model for a local construction company
REFERENCES:
Client, professional, and personal references will be furnished upon request.