Manager Management

CAREER EXPERIENCE (contract, salaried, and venture capital)

BUSINESS OWNER

Business Consulting Practices and Health Clinics

DC, MO, SD, AZ, NC, MS, 1995-present

general management

contract management

financial controls

financial consulting

strategic marketing

recruitment

Performed consulting assignments in both Canada and the US for a variety of

clients in a number of industries (including non-profit organizations,

industry associations, corporations). Assignments included organizational

and business development, market research, data analysis and presentation,

financing, and personal coaching.

Appraised and purchased businesses for own account.

Owned and managed chain of health clinics with doctors and staffs; hired

doctors, staff, and consultants; developed and authored employment

contracts and office policies.

Peer reviewed over 80 articles for professional journals; authored

published articles.

Researched and analyzed business opportunities.

Developed business plans for several hundred clients; designed marketing

and financial programs and plans, mainly for pre-IPO firms.

Maintained and edited an investment newsletter for which there were 1400

plus subscribers.

As owner of an information company, I developed several subscription

newsletters. One newsletter had a subscription base which built to over

1400 corporate and individual subscribers with only word-of-month

advertising. That newsletter focused on breakthrough technologies,

entrepreneurial ventures, and pre-IPO companies. Another newsletter had

over 800 corporate subscribers over time. That newsletter highlighted

investment criteria for various firms, search considerations for

acquisitions for various firms, rules of thumb and expected costs for

engaging in various investment and financing strategies, warnings about

different types of financial fraud, listings of companies and individuals

that perpetrated fraud on early stage companies, and the like. I also was a

peer reviewer and joint editor for professional publications, reviewing and

editing over 80 articles.

As owner of a chain of physician health clinics, I developed and negotiated

contracts with doctors and staff. I also developed policies and procedures

for doctor and staff education and training, patient communications,

patient retention, new patient marketing, information management, privacy

controls, and standards of conduct and dress. I instituted new computer

applications and did detailed annual budgets for doctors and staff at each

facility. The alternative budgets included options for facilities

(improving versus moving), equipment (new equipment, life cycle effects,

cost implications of continued use of older equipment), contracting

(changing service providers, suppliers. advertising agencies, etc.),

benefits (competitive packages for life and health), sick time, training,

travel, salaries, bonuses and incentives, etc. These options necessitated

extensive discussions with doctors and staff so that they knew the full

implications and required commitments.

UNITED STATES GOVERNMENT, the U.S. Department of State

Washington, DC, 2006 to 2008

Deputy Managing Director, Department of State, Overseas Buildings

Operations, Operations and Maintenance (GS-15/0340 series)

general management and supervision

operational and strategic planning

policy development

standards setting and benchmarking

committee and team leadership and facilitation

repositioning and reorganizational initiatives

< Supervised 350+ American personnel (excludes several thousand foreign

nationals) at 260+ overseas posts and headquarters responsible for

~18,000 properties in the following divisions: Fire Protection, Safety

Health and Environmental Management, Facilities Management, Area

Management, Art in Embassies. Responsible for $650 million annual budget.

< Held Top Secret/SCI (Sensitive Compartmented Information) security

clearance.

< Developed major initiatives for reorganizing reporting structures and

financial, budgeting, and maintenance functions across regional and

functional bureaus.

< Sponsored and organized a major conference on maintenance metrics for the

U.S. government.

< Developed new approach and methodology for budgeting for maintenance

operations, sustainment, and modernization. Accolades from economics

community.

< Instituted benchmarking program for all divisions. System allowed first

ever standards-based budget evaluations for each overseas post.

< Led problem-solving teams addressing specific issues at overseas posts.

< Designed and led developmental retreat for employees in all five

divisions.

< Developed new procedures for control of decision-making.

< Initiated and managed effort to develop more function-based organizations

across the divisions.

< Developed and presented information and policy presentations to

departmental, bureau, office, and legislative agency audiences.

< Developed compromise policy solutions to previously intractable

situations of duplicative authority, conflicting mandates, and redundant

personnel.

As Deputy Managing Director at the US Department of State's Overseas

Buildings Operations, I supervised 350+ American personnel (excluding

several thousand foreign nationals) at 265 overseas posts and at

headquarters. I supervised through three levels (divisions, branches, and

teams). These personnel were responsible for operations and maintenance at

~18,000 overseas properties owned by the US Government (excluding military

bases) and a budget of $650 million, plus several hundred more million

under foreign contracts. I managed the Facilities Management Division, the

Art in Embassies Program, the Safety Health and Environmental Management

Division, the Area Management Division, and the Fire Protection Division. I

handled delicate and politically charged issues dealing with new program

initiatives, cross-office duplication of functions and authorities,

evolving and conflicting mandates, redundant personnel and staffing plans,

cross-bureau reorganizations and accounting changes, cross-department

policy initiatives, and inter-agency policy and procedure change and

coordination. For this work I held a Top Secret-SCI clearance.

During my tenure as Deputy Director of Operations and Maintenance for the

Department of State's Overseas Buildings Operations, I was elected Chairman

of the Cultural Resources Committee. This committee focuses on the

preservation and maintenance of historically and culturally significant

properties and other assets owned by the United States government overseas.

The committee is composed of over sixty experts in architecture and design,

maintenance, conservation and preservation, art and diplomatic history from

throughout the Department of State and other U.S. government agencies with

international presence. During my tenure as Chairman, the Cultural

Resources Committee selected and nominated several new properties for

inclusion on the Secretary's Register of Culturally Significant Property

(the overseas equivalent to the National Register of Historic Places

maintained by the Department of the Interior) and began the development of

site-specific heritage maintenance programs.

As Deputy Managing Director of Overseas Buildings Operations for the U.S.

Department of State, I was tasked with developing budgets for the

operations and maintenance of our ~18,000 overseas facilities in 265

locations. I used two separate, conceptually distinct models for developing

our budgets for maintenance operations, sustainment, and modernization. The

first model was based on an application used by the Department of Defense

and the second I developed myself. The Department of Defense model treated

maintenance as an independent variable. My approach treated maintenance as

a dependent variable. These two approaches were mutually self-supporting,

since each approached the problem completely independently of the other. I

received accolades from consulting economists when I presented this

approach to them.

As Deputy Managing Director at the U.S. Department of State's Overseas

Buildings Operations, I developed major initiatives for reorganizing

reporting structures and financial, budgeting, and maintenance functions

across regional and functional bureaus. Disparate chains of command and

control existed for financial resources (budgeting and accounting) and

human resources (staffing assignments, organization, and accountability) in

operations and maintenance. My proposal brought them into compatible and

identical delegations. The solution was endorsed by the Government

Accountability Office and the Undersecretary for Management.

As Deputy Director of Operations and Maintenance for the Department of

State's Overseas Buildings Operations, I developed an alternative financing

method to allow the Department to level its budget requests. This method

involved using largely American build-to-lease operations for both

commercial and residential compounds. With this alternative financing

method, both construction and maintenance costs would be amortized over

time, giving the Department a level funding requirement stream for the life

of its tenancy. Since both the real estate and buildings would not be owned

by the U.S. Government, the Department would have greater flexibility in

future years.

As Deputy Director of Operations and Maintenance for the Department of

State's Overseas Buildings Operations, I developed a private sector

partnering initiative that addressed different means whereby private firms

could begin business with the U.S. Government. The initiative included

approaches dealing with 1) residential housing construction and

maintenance, 2) commercial building construction and maintenance, 3)

savings sharing programs on energy technologies, processes, and

acquisitions, 4) re-commissioning and retro-commissioning activities, 5)

master systems controls of component systems. This initiative was well

received by the industry. Over three dozen companies participated.

The Department of State faced problems with its housing inventory. Nearly

all the housing was leased from absentee national landlords who had built

to local standards. From an American's point of view, the kitchens, storage

areas, closets, bathrooms, and general amenities were inadequate. In

addition, the Department had to invest in electrical and security upgrades

on short-term leased property. As Deputy Director of Operations and

Maintenance for the Department of State's Overseas Buildings Operations, I

developed a build-to-lease program for American contractors which 1)

allowed the Department to amortize both construction and maintenance costs

over time, 2) allowed the Department to level its budget requests, 3)

allowed the Department to avoid paying 2-3 years up-front lease payments to

absentee offshore landlords, 4) guaranteed adequate maintenance of the

units, which was not possible when the Department had to pay up front lease

payments to absentee landlords, and 5) eliminated the need to give local

landlords free security and electrical upgrades.

As Deputy Managing Director of Overseas Buildings Operations for the U.S.

Department of State, I addressed the difficult issue of how to prioritize

the many projects that Operations and Maintenance has around the world. I

held a major conference on the topic which 19 representatives from 11

different companies attended, each offering their separate solutions to

this problem. I then met with representatives from each company at least

once privately and once in larger meetings to align their offerings and

capabilities more closely to our precise needs. I developed a method to

highlight and summarize the differences in the various approaches, since

there were several conceptually incompatible approaches to solving this

problem. The implementation I chose was welcomed, accepted, and authorized

by all government representatives.

As Deputy Managing Director of Overseas Buildings Operations for the U.S.

Department of State, I found that vendors communicated their offerings

inefficiently and in disparate ways. This caused numerous extra sessions of

presentations and discussions which could have been avoided. I instituted a

common format so that vendor presentations could be more easily understood,

compared and contrasted, and evaluated. The goal was a single presentation

that would lead directly to a statement of work. This process change saved

time, resources, and energy. One of the items I required was the inclusion

of one-time and ongoing internal expenses that the government would face if

the offering was accepted. All too often vendors were concerned with and

presented only the contract cost, omitting the total cost picture, internal

and external. Internal costs varied significantly among proposals and could

be considerable.

As Deputy Managing Director at the U.S. Department of State's Overseas

Buildings Operations, I designed and facilitated the first ever major

developmental retreat for all the divisions. The several creative and

cathartic processes I devised and used elicited many concepts and

suggestions that have been implemented and several others that remain on

the agenda for future consideration.

As Deputy Director of Operations and Maintenance for the Department of

State's Overseas Buildings Operations, I instituted a re-examination of our

training requirements in contracts. Our office redefined what training was

actually required, the process in which it was to be conducted, the

technology that was to be employed, who was to be trained, what

certifications were to be included, what measurable criteria would be used

to determine that training was done to the level required, and what final

deliverables were to be included.

I am a registered situational mentor at the U.S. Department of State and

remain on call as such even though I no longer work in the Department.

As Deputy Managing Director at the U.S. Department of State's Overseas

Buildings Operations, I worked on establishing our first program for retro-

commissioning. We manage many buildings of some age. Some of them pre-date

the introduction of building commissioning and many are past the time

period at which a structural and systems check-up would be useful. By

instituting this program, we are bringing our older buildings and systems

up to operational standards. This program helps the Department determine

the appropriate response to the retain-dispose choice, protects the

Department from potential life/health/safety problems, avoids the tendency

to run systems to failure, and saves the Department considerable expenses

in unplanned major repairs.

The U.S. Department of State manages a number of culturally- and

historically-significant properties around the world. Many of the locations

are registered with and protected by the U.S. Government and foreign

governments. Maintenance on these facilities requires special techniques

and expertise. Great mistakes can occur when such facilities are

inappropriately or inadequately maintained. As Deputy Managing Director,

Overseas Buildings Operations, at the Department of State, I was

responsible for instituting the Department's first maintenance program

specifically focused on heritage properties. In developing this program, I

established organizational objectives, budgets and fund-raising programs,

position descriptions, and benchmarks. To further establish the prestige

and credibility of the operational unit, I chaired a team that developed an

international symposium on the maintenance of heritage properties.

While Deputy Managing Director, Overseas Buildings Operations, at the U.S.

Department of State, I worked with the Director of Logistics Operations to

establish a just-in-time inventory system for supplies for our facilities

managers at 265 overseas locations. This required the determination of

which supplies were appropriate for such a system, the quantity of supplies

needed, the options for delivery, country-specific expected customs

clearance time charts, and the like. This new system allowed substantial

savings by reducing lease costs for warehouse space, reducing the number

and amount of supplies needed to be kept on hand, and reducing the amount

of money tied up in supplies just sitting in warehouses.

When I was Deputy Managing Director at the U.S. Department of State's

Overseas Buildings Operations, I faced growing demands to justify the

Bureau's past performance as well as future needs in budget requests. To

help solve both demands, I instituted benchmarking programs for all

divisions. These benchmarks tied past and future performance to specific,

quantifiable private sector industry standards based on location, number

and type of staff involved, type and number of the various systems

involved, type and size of building, type of product or commodity involved,

function-specific regulations and legislation, and the like. The benchmark

system model allows the first ever standards-based budget evaluations for

each overseas post.

As Deputy Managing Director at the U.S. Department of State's Overseas

Buildings Operations, I initiated and managed an effort to develop more

function-based organizations across the divisions. Several of the divisions

had historical, legacy organizations that no longer reflected the real

accountability of the organization. I worked to organize by functions

rather than by type of accounts or geography. This allowed me to measure

the actual performance of these organizational units against specific

industry benchmarks.

While serving as Deputy Managing Director at the U.S. Department of State's

Overseas Buildings Operations, I was tasked with co-developing an inter-

office cross-cutting task force. The Bureau had problems with excessive,

redundant, poorly timed and coordinated, and wasteful trips. Too many

people visited too many posts too often. We needed to ease the burden on

posts caused by visitors from various offices and divisions doing condition

assessments, surveys, inspections, appraisals, purchasing, auditing,

reporting, etc. I was able to co-develop a task force that successfully

addressed this issue and greatly reduced the number and frequency of post

visits.

During my tenure as Deputy Director of Operations and Maintenance for the

Department of State's Overseas Buildings Operations, I served as the

representative for operations and maintenance on the Committee for

Information Technology. This committee worked to define service level

agreements for information management staff and to transform information

management functions into a Center of Excellence.

As Deputy Managing Director at the U.S. Department of State's Overseas

Buildings Operations, I was often charged with responsibility for the

conceptual content, organization, and design of visual presentations and

for their oral presentation to departmental, bureau, office, and

legislative agency audiences. These presentations covered topics at a

variety of levels: conceptual, general information, policy options, and

program implementation. I performed well under live fire situations, often

with initially hostile audiences.

As Deputy Managing Director at the U.S. Department of State's Overseas

Buildings Operations, I often had to make recommendations for changes to

the FAM (Foreign Affairs Manual), a very large database covering procedures

for all actions within the Department of State, both domestic and overseas.

This required detailed communications, many clearances, and much

negotiation.

GOVERNMENT OF CANADA

Ottawa, ON, Canada, 1989-94

Senior Advisor/Consultant, Industry Futures, Department of Industry,

Science, and Technology

Senior Advisor/Consultant, Competitiveness, Department of Energy, Mines,

and Resources

Senior Advisor/Consultant, Trade Negotiations, Department of Industry,

Science, and Technology

trade negotiations

economic policy

long-range planning

competitiveness analysis

statistical modeling

market research

< researched, prepared, and presented major reports on comparative

international competitiveness issues.

< wrote government briefs on policy implications of these research

findings.

< conducted primary and secondary economic, statistical, and market

research.

< developed an international working group of corporate, association,

government, and academic experts in environmental legislation and

enforcement, engineering, marketing, economics, and investments. These

experts assisted in trade negotiations and research on comparative

international competitiveness.

< managed an interdepartmental working group of engineers, economists,

computer scientists, information specialists, and financial analysts

researching comparative international competitiveness, trade, and subsidy

issues.

< performed numerical and bibliographic online computer data searches and

retrievals on multiple online databases.

< researched, prepared, and presented reports on the 15-40 year future of

various industries.

As Senior Advisor and Consultant to the Canadian government's Task Force on

Free Trade's research and negations, I was charged with identifying and

quantifying trade distortions inherent in various foreign and domestic

industry and government practices in financing, taxation, and environmental

legislation at all sites of major industrial development. I addressed

seldom examined case-specific subsidies and case-specific legislation which

previously had not been analyzed for the underlying subsidy effects of

business-specific and industry-specific regulation, development incentives,

and taxation. Working under tight negotiation deadlines, I had to quickly

identify and contact all the major foreign and domestic industry, academic,

and political decision-makers in the areas of economic development and

corporate investment for input as to the underlying economics, measurement

potential, and analytical treatments available. Often, this had to be done

for foreign decision-makers without their knowledge as to the real purpose

of the research. Free trade negotiations up to this point had been done

only on an aggregate estimate basis. I contacted the most critical sources

directly, often obtaining personal interviews and being given confidential

documentation. The analyses were presented directly to the Canadian Cabinet

and the industry negotiating teams. The analyses I presented resulted in

product-specific negotiating strategies and in decisions by the Government

of Canada regarding whether and how to pursue industry-specific trade

actions against the United States.

In the mining industry, there is an almost continual request for government

assistance, citing the pressure of direct and indirect foreign government

assistance at various levels through regulation, different forms of

subsidies, environmental legislation, and taxation as well as other

differential advantages such as ore quality and access to transportation.

As Senior Advisor and Consultant to a major department of the Government of

Canada, I decided to deal with this on an analytical basis, and I obtained

permission from domestic industry representatives to do so. I conducted an

exhaustive examination of lead-times for mining ventures throughout the

world. The lead-times were measured from discovery to production, from

feasibility study to production, and from construction to production. The

question that I tackled was: "Has there been any change over time in lead-

times among various developed and less developed countries as new

environmental or new taxation legislation was passed and enforced?" It was

necessary to answer this query to know if the constant, highly-publicized

and highly-politicized complaints of the mining companies about

environmental and taxation legislation were justified, i.e., does more

stringent environmental or taxation legislation change the investment

behavior of mining companies? I established a database of nearly a thousand

mines throughout the world on which I then performed advanced statistical

tests and constructed statistical graphs and charts. My study was

conclusive in showing that environmental and taxation legislation was not

changing lead-times in the developed countries and that the developed

countries have consistently had shorter lead-times than less developed

countries. There was clearly an indication that the much reduced financial

and political risk in developed countries offset the often higher ore

grades and other advantages of less developed countries. I presented a

special briefing of these results to Cabinet. The results were of such

international interest that the German government offered to publish the

findings.

As Senior Advisor and Consultant to three departments of the Government of

Canada, I was able to recruit personnel to assist me in required research,

analyses, programming, and presentation preparation. For those under my

supervision, I combined a mentoring approach, where developmental

assignments would offer an appropriate gradation of learning experiences

with the practical issues of timing of discrete deliverables. I established

a competence-based work-learning environment, where performance was

measured not only in reference to the employee's expertise in a particular

discipline but, more importantly, in reference to their development of

competence in critical decision-making; analytical thinking and techniques;

problem-identification and -solution; communications and presentations;

networking, group process and team-building; formulating alternative

futures and options; and understanding the integration needed for

interrelated environmental, social, technological, political, and economic

contextual settings. As a result, I received both dedication and high

quality output from my subordinates.

CANADA POST CORPORATION, the Canadian Post Office

Ottawa, ON, Canada, 1986-89

Director, Special Assignments in Change Management

Director, National Task Force on Postal Reform

Director, Project Implementation Planning, Retail Franchising Program

Director, Strategic Planning and Organizational Effectiveness

change management

legislative process

economic analysis

privatization research

labor relations strategies

operational audits

seminar leadership

franchise development

strategy analysis

strategic planning

corporate database systems

business intelligence

organizational effectiveness

< prepared major research papers on deregulation and privatization.

< developed a functioning network of futures researchers and consultants

with industry experience or interest.

< chose speakers for corporation's futures seminar.

< designed the first formal issues management program for the corporation.

< designed, arranged, and conducted interviews of headquarters and

divisional management and staff regarding strategic and operational

problems and opportunities.

< managed teams of external consultants, university faculty, and internal

staff researching competitive dynamics and regulatory structure and

process.

< conducted negotiations with legal community on proposed legislative

changes.

< prepared and presented economic research papers.

< performed numerical and bibliographic online data searches and retrievals

on multiple online databases.

< supervised all planning, budgeting, accounting, reporting, and

administrative staff and functions for the division.

< chaired several task forces which researched and analyzed franchising

issues.

< determined divisional growth requirements, designed new organizational

structures, budgeted for necessary changes, and obtained approval for

additional resources.

< conducted initial interviews of new staff.

< initiated, installed, and managed new online project management systems

for both the franchise program as a whole and the implementation program

for individual locations.

< prepared and presented program reviews to the Executive Committee,

Planning Committee, and departmental management of the corporation.

< co-chaired the team that developed the franchise concept into a

successful ongoing program.

< initiated a centralized online database of retail location information.

< prepared and presented reports on aspects of retail franchising.

< conducted extensive interdepartmental consultations and negotiations on

coordination of policy, personnel, and schedules.

I was a Director in the federal Parliament's task force study team on

postal regulation in Canada. In that capacity, I managed several dozen

internal and external staff in conducting analyses of legislative, market,

and organizational options for both improving and controlling the provision

of postal services in Canada. These options were classified and examined

from all political and economic perspectives. I supervised, reviewed, and

assessed the work of international and government experts and consultants

in legislation, communication technology, labor relations and human

resource management, and economics as they examined political, market,

legislative, and economic options. The work I managed included case

studies, theoretical studies, and futures research. The work analyzed

several dozen options and was instrumental in assisting the Canadian

Cabinet in deciding whether the government should give up its ability to

control directly the service, investment, real estate, pricing, and

location decisions of such a large corporation, which had political

presence in all the communities of the country. The Canadian Cabinet

thought highly enough of my work to hire me to work subsequently on the

task force on Free Trade negotiations, where I was responsible for subsidy

intelligence and analysis.

I was Director of Strategic Planning for the Canadian post office,

reporting directly to a Vice President. One of the main projects for which

I was responsible was the planning of the development of a franchise

program for the Canadian post office. The Corporation was in a deficit

position. It needed a win-win program, one which would benefit the

Corporation, the outside business community, and politicians at all levels.

During my tenure as Director of Strategic Planning, I assembled, chaired,

motivated, and managed several project study teams composed of members from

various departments. These teams conducted research in areas such as

locational priority, timing and sequence; product and service offerings;

pricing and commission structure; implementation staffing and budgets;

labor savings and staffing implications; community communications and

notification programs; and the like. Most of these data had never before

been collected, analyzed, and presented for high-level executive analysis.

I was also the co-chair of the total project team which researched and

approved the final program deliverables. Besides the task forces, my chief

responsibility was programming the critical path timeline both for the

program as a whole and for each individual location. The project for

franchising all our retail outlets was endorsed by the Corporation's Board

of Directors and the federal government Cabinet, and I was promoted to

Director of Implementation Planning for the entire project.

As Director of Implementation Planning for the Canadian post office, I was

responsible for the largest public-to-private conversion in Canadian

history and also the largest franchise program in Canada, over 8000 retail

outlets. This project had high political and corporate visibility, since it

offered a net present value of savings to the Corporation of $1 billion

over ten years. I identified and timed the necessary deliverables to

determine the critical path. I used timeline and project management

software to record, control, and manage the activities of internal

departments, suppliers, and contractors in meeting their commitments for

specific locations and the activities of the program as a whole. I planned,

managed, and tracked the budget for the entire conversion project. I also

developed contingency plans for individual locations so that our total

project timetable would not be compromised. My work was so visible and

respected that I soon received a secondment request to work directly for

Cabinet as Director of the Parliamentary task force on regulatory reform. I

was the first Director chosen to work on the task force.

As Director on Special Assignment for the Canadian post office, I

interviewed executive and operations management throughout the divisions to

determine problems and opportunities within the Corporation. Up to that

point, no upward feedback system existed other than direct reporting.

Corporation management was anxious to know how certain systems really

operated across the divisions and how the divisions interpreted the

evolving corporate direction. I was selected for this assignment due to my

familiarity with a number of corporate operations and functional

departments. The interviews I conducted were generally open-ended albeit in

a deductive context, i.e., I brought the interviewee to more and more

specific issues as the interview progressed, with considerable attention

being paid to the interface between the Corporation and the community. I

interviewed over four dozen people in various divisions throughout the

country and produced a summary report which was well-received. My findings

were remarkably consistent across all locations and departments. Executive

management asked me to determine the twenty key recommendations that the

Corporation could most easily implement from my report. These

recommendations were accepted and the majority were implemented within the

next three months.

CROWN INVESTMENTS CORPORATION, conglomerate of 20+ government-owned

corporations in the electric power, insurance, forestry,

telecommunications, paper manufacturing, potash, uranium, petroleum,

natural gas, computer, and real estate industries

Regina, SK, Canada, 1981-86

Senior Consultant, Markets and Pricing, Crown Management Board of Directors

Manager, Operational and Long-Range Planning, Acting, SaskOil, regional

energy company

Manager, Program Planning and Project Management, SaskTel, regional

telephone company

management training

planning process

risk analysis

environmental assessments

competitiveness research

market analysis

statistical modeling

strategic analysis

accounting systems

market analysis

< performed statistical and econometrical analyses, market research, and

technology assessments for several project studies.

< developed the first prospective project inventory for the corporation.

< audited divisional plans and initiated improvements in goals and

strategies.

< designed and wrote computer programs to simulate and evaluate the

economic geography of natural resource industries.

< designed new organizational development programs and reorganizational

structures.

< developed a contingency planning program for the corporation.

< developed negotiations strategies for venture capital.

< worked on several joint government committees on policy analysis and

economic development.

< researched, prepared, and presented environmental assessment papers on

requested topics, including markets, technology, supply economics,

pricing, compensation, and products covering a time horizon of forty

years.

< planned the first in-house online data research capability and

implemented a training program for its utilization.

< managed the development of operating plans for all divisions of the

subsidiary.

< designed a new organizational structure and process to achieve greater

corporate focus and productivity.

< performed numerical and bibliographic online data searches and retrievals

on multiple online databases.

< designed, implemented, and presented the first program planning system

and its related procedures.

< developed and presented the first reporting and forecast system which

recorded revenues and costs by programs and product-lines.

< created and facilitated company-wide workshops on creativity and

corporate problem-identification.

< developed and presented new accounting procedures for an early warning

system I designed for the subsidiary.

< introduced a new motivational management system, designed to foster the

learning of new competencies.

I worked as Senior Consultant to the Government of Saskatchewan's holding

company, one of whose subsidiaries was Potash Corporation of Saskatchewan.

The potash industry mines a fertilizer component that has no alternative

source or competition. There are also only a few places in the world with

significant potash production. The potash production in Saskatchewan is the

world's largest, and the Government of Saskatchewan is a major shareholder

in this industry. The pressure on the government and industry to control

prices in such a situation is intense. I was called upon to research,

model, and analyze the pricing, distribution, and production impacts of go-

it-alone potash price changes. This work had never been done before. It

required that I program a computer transportation model to minimize costs

across all combinations and alternatives of transportation means,

reflecting the different mine-mouth production costs in different

continental and international locations. The model's output determined

market prices from each source at different locations and the resultant

market share across all the 48 contiguous states and 10 Canadian provinces.

I programmed the model in APL, a matrix-oriented programming language. The

model showed that Saskatchewan would lose substantially more than it would

gain. I presented the model to government ministers and their staffs and to

provincial industry executives and their technical staffs. No contradictory

evidence was submitted and no disagreement with the technical analyses or

conclusions was voiced. Consequently, the government and industry leaders

dropped their plans for attempting price manipulation in this industry.

I managed the research for and preparation of environmental assessments on

all topics relating to the future health of a major government-owned

Canadian corporation engaged in oil and gas exploration and marketing. Over

thirty topics were identified as highly critical, e.g., supply and demand

balances, pricing, employee compensation, alternative fuels, conservation,

international risk, technological and related cost changes, and markets for

by-products. These were examined over a forty-year future time horizon.

Previously, the firm had relied on standard industry literature for its

financial and economic forecasts, investment policies, and expected

scenarios. No one in the industry had analyzed the cross-implications and

incompatibilities of forecasts from the various energy industries, i.e.,

coal, biomass, photo-voltaic, hydroelectric, and nuclear, and from non-

energy trends with high impact potential for the energy industry, e.g.,

trends in energy conservation, automobile and battery technology, building

construction technology, demographics, corporate and individual financing

and debt, and the general economy. The most important of the assessments

dealt with long-term oil prices. I constructed economic models which

indicated that current expectations of price increases were unfounded and

that long-term real prices would be much lower. This forecast caused much

comment in the Corporation because of an effect on a stock issuance

program. When the forecast proved to be correct, I was hired by the

government for the Crown Management Board, the holding company of several

dozen corporations owned by the government.

I was appointed the first Program Planning Manager of a major Canadian

telephone company. The Corporation had no program or project planning

system in place when I arrived. The existing planning system was operated

on a very global scale and had almost no sensitivity to changes in the

corporate environment. I designed a total program management system that

integrated strategic, operational, and budgetary planning systems. The

program planning system I designed was largely deductive in nature, while

the strategic planning system being used relied mainly on extrapolation. My

analysis uncovered blind spots (market opportunities and exposures) which

were consistently missed by the extrapolative approach. The results of my

approach were well-received. I received a lengthy ovation at the conclusion

of my three-hour presentation to the Executive Management Committee. They

discussed using the program planning system I installed as the

Corporation's primary planning system. I was asked to give this

presentation several times to different groups of managers in the various

divisions. The content and process of the presentation were so well noted

throughout the Province that I was eventually asked to run the strategic

and operational planning process of the Province's oil and gas corporation

while its Planning Manager was on extended leave, since they needed someone

who would need no supervision.

As Program Planning Manager of a major Canadian telephone company, I

required details of revenue and expenditure for different segments of our

market and of our products and services. The Corporation, long used to

monopoly protection, had not yet been able to develop market sensitivity

and to streamline its bureaucratic accounting, systems, policies, and

procedures to respond to the world-wide deregulation of the industry and

changing sources of competition. The monopoly practices of the past had

given the Corporation central accounting systems with no sensitivity to

individual customers, products, or markets. The accounting managers were

unable to supply me with the accounting breakdowns necessary for meaningful

contribution analyses of products and competitive analyses of markets. In

closely examining the chart of accounts of the firm and in following

individual transaction flows, I was able to independently furnish close

estimates of revenues and expenditures for different customer categories

and for different levels of service technology. This was the first time

such data had been made available to corporate executives. The results of

this research were presented to the Management Committee. The immediate

results of the findings were the dissolution of specific product lines and

a concentration of marketing effort in our most lucrative market segments.

2001 CENTRE FOR APPROPRIATE TECHNOLOGY, a regional government-owned RD&D

center

Sudbury, ON, Canada, 1979-81

Executive Director

Senior R&D Project Analyst

venture capital

program design

economic development

organizational effectiveness

< hired over a dozen professionals to staff new positions; managed a total

of twenty-two personnel in diverse disciplines.

< designed and installed new financial and budget controls.

< reduced expenses to the extent that the duration of the initial funding

grant was extended by over seven months.

< registered the first Small Business Development Corporation in northern

Ontario.

< completed all feasibility studies, venture capital proposals, and

business plans within time, quality, and budget constraints.

< researched and identified program gaps in business development and

formulated a set of integrated programs to address these omissions and

needs. These programs were unanimously accepted by my board of directors.

I was the first Executive Director for a government-funded RD&D center for

economic development through appropriate technology. The government had

funded the Center without any defined program or objectives in place. The

22 members of the Board of Directors were chosen ex officio, i.e., they

were already presidents of corporations, universities, and labor unions, or

elected politicians from federal, provincial, and local governments. I

designed a new economic development program for re-industrialization of

single industry towns throughout Canada. I prepared the Board by conducting

individual technical discussions with Board members and with their chief

advisors. My program was enthusiastically and unanimously adopted by the

Board of Directors.

As Executive Director for a government-funded RD&D center for economic

development through appropriate technology, I recruited over a dozen new

employees in the fields of accounting, marketing, engineering,

organizational development, venture capital, and business consulting. I

recruited an equal number of men and women professionals. I eventually

managed several dozen professional staff. I delegated and assigned specific

program deliverables to each employee in such a way that the entire group

could meet its performance obligations quickly. This was done while

extending the initial budget and still meeting performance benchmarks for

research, assistance, and consulting for our entrepreneurial and venture

capital client firms.

ROCKWELL COLLINS CORPORATION, conglomerate

Cedar Rapids, IA, 1972-76

Manager, Planning and Competitive Intelligence, Electronics Group

Manager, Contracts, Electronics Group

Financial Analyst, Electronics Group

accounting

futures research

contracting

process re-engineering

strategic marketing

budgeting

forecasting

< prepared and presented feasibility studies and long range plans for all

new products and services.

< developed evaluation criteria for prospective acquisition candidates;

conducted initial interviews with acquisition candidates.

< prepared analyses and recommendations on profit-center boundaries and

responsibilities.

< established a program for the timely procurement and dissemination of

market and product data; implemented an early warning system to identify

changes in competitive market position.

< designed and facilitated group process sessions for management and

engineering teams.

< performed numerical and bibliographic online data searches and retrievals

on multiple online databases.

< prepared multimedia presentations for corporate and operational

management reviews.

< researched and recommended successful market and organizational

strategies that resulted in, among other things, the establishment of an

independent facility to manufacture a new product line, the development

of an in-house product into an external offering, the divestment of two

product lines, and the termination of an external offering.

< developed criteria and procedures for measuring the effectiveness of

advertising, for bidding low-volume customers, and for disposing of

custom-stock inventory.

< restructured paper-flow and communication systems so that emergency parts

were available in less time.

< improved contract negotiations and information systems to such an extent

that I could recommend the consolidation of two contract manager

positions into one.

< managed contracts and programs for over seventy customers of whom nearly

thirty were active at any one time.

< prepared and submitted monthly, quarterly, and yearly financial

statements and reports.

< developed inventory and sales criteria that were used to determine the

frequency and extent of changes to staffing.

< researched and presented new databases which identified the size and

trends in end-use markets for forecasting necessary changes in marketing

strategies.

< designed accounting procedures to allow manufacturing departments to

monitor and control new product-line costs.

As Contract Manager for a major defense contractor, I examined the entire

process and control systems of the contract management function. This

function was operated by several personnel with no objective evaluation as

to efficiency and productivity. Rather, the customer service aspect of the

position was perceived to be immeasurable. I reconfigured and redesigned

the communication system, configuration control and paper flow mechanisms,

and the system for exception processing. My improvements resulted in such

savings of time and money that I was able to recommend that the Contract

Manager positions be consolidated. The recommendation was accepted and

implemented within a week. Because of my success with this project and my

growing familiarity with engineering, manufacturing, finance, and marketing

practices, I was given the responsibility of Business Planning Manager.

I worked for a major electronics manufacturer with extensive government

defense contracts. Many of those contracts were cost-plus contracts, which

allowed markups on any goods acquired from arm's length suppliers to go

into the final assembly pricing. The subsidiary departments of the

Corporation produced large numbers of components for the end products sold

to the government. I determined that if the components made within the

Corporation could be judged to be acquired on a competitive basis, then

double markups would be possible on cost-plus contracts. Due to the large

amount of internal component production, it would not be possible to open

tender all component parts. I developed a shortcut system. Working with the

Controller, I designed a pricing formula for printed circuit boards that

was generic in nature, i.e., the price was a function of layers, holes, and

materials. This formula was easy to administer and would actually save time

and money for in-house engineering and purchasing. Its only potential

drawback was that it would also open up all formerly captive production to

competition. The government accepted this pricing system as competitive.

This was the first time any in-house supplier had been deemed to be a

competitive arm's length supplier. The primary result was that the

Corporation was then able to double markup on cost-plus contracts. In

addition, the subsidiary was able to outsource some unwanted internal

production requirements as well as to redesign its production processes to

optimize for its large volume production.

In working with a major manufacturing conglomerate, Rockwell Collins, I

designed a cost accounting system for expedited orders. The Corporation was

implementing a Fast Throughput Shop to operate independently of the main

manufacturing operations but use some of the same facilities. No one had

researched how to cost the process of joint utilization so that pricing

would offer sufficient margin protection and financial and process tracking

of individual orders could be accomplished. I designed a simple product-

tracking and product-costing system that involved no increase in capital

expenditures. I presented my proposal to the Executive Management

Committee. My system was approved within the same week and implemented

within the month. My insight into manufacturing operations and systems was

recognized; and I was soon promoted to Contract Manager. There I used my

talents for integration, facilitation, and problem-solving in interfacing

between the Corporation's departments of manufacturing, engineering, and

marketing and our customers' departments of purchasing, engineering, and

manufacturing.

AMERICAN NATIONAL BANK AND TRUST COMPANY OF CHICAGO

Chicago, IL, 1971-72

Manager, Data Processing Operations

quality management

process re-engineering

personnel management

< managed forty-five personnel through two supervisory levels.

< designed operational retraining programs for personnel affected by

changes in automated systems.

< achieved on-time status for all the twice daily clearings for which I was

responsible.

< closed daily accounting records on demand deposits, savings, general

ledger, correspondent banks, trust, and credit cards.

< accelerated daily closing of the subsidiary's books by over forty minutes

on average, without any increase in expenses. This resulted, for the

first time, in account managers receiving complete and updated

information on all customers before the next business day began.

As Data Processing Operations Manager of a major urban bank, reporting

directly to a Vice President, I supervised 45 employees responsible for the

daily closing of the bank's books in demand deposit accounts, trust

accounts, correspondent bank accounts, credit card accounts, savings

accounts, and general ledger. The employees were largely minority and

female, including some that were mentally challenged or physically

disabled. (I also was responsible for the program that resulted in hiring

the first former convict to work in a major Chicago bank.) The bank was

under significant competitive pressure. While customers gave the bank the

vast majority of their money, checks, and transaction documentation at the

end of the business day, data processing was not complete on the prior

day's accounts before the next business day began. Therefore, customers

were not able to access the prior day's deposits or be held accountable for

the prior day's debits until several hours after business began the next

day. It was imperative for competitive reasons to give customers

recognition of their day's end activity by the beginning of the next

business day. I designed, implemented, and managed an incentive program

that required no additional personnel and no increase from prior

expenditure levels. This incentive program was so successful that within

three months of inception, the completion (closing) of the bank's books was

accelerated to such an extent that transaction records and account balances

were available on all accounts before the next business day began.

UNITED STATES ARMY

Specialist 5 (community relations)

< performed public relations duties.

< under contract to the Department of Education, Government of Panama.

CONCURRENT AND SHORTER-TERM CONTRACTS, to present

COE COLLEGE, IA

FPMT/IMI, Nepal

GOVERNMENT OF PANAMA DEPARTMENT OF EDUCATION, Panama

LIFEWORK ASSOCIATES, OH, NY, TN

NEW YORK STATE BOARDS OF EDUCATION, NY

OCELOT INDUSTRIES, WY

SOLARPONICS INTERNATIONAL, ON

statistics instruction

organizational planning

seminar development and leadership

public relations

administrative systems

policy analysis

accounting management systems

investment financing

board training

. Designed and programmed accounting and inventory systems.

. Identified and reconciled over $3 million in discrepancies in previous

accounting records.

. Developed training programs.

. Performed operational and energy audits.

. Taught statistics at the college level.

ACADEMIC QUALIFICATIONS

COMPLETED ACADEMIC DEGREES

UNIVERSITY OF WESTERN ONTARIO, Master of Library and Information Science,

MLIS in Information Management, London, ON, Canada

8. 70 quarter hours equivalent, attended 10/93-08/94.

9. M.L.I.S. awarded 10/94 in London, Ontario, Canada.

10. attained highest grade point average in the school of any full-time

student for two consecutive terms while carrying more than the

normal work load and performing government contracts.

11. ALA accredited program.

UNIVERSITY OF CHICAGO, Master of Business Administration, MBA in Finance

and International Business, Chicago, IL

12. 105 quarter hours equivalent, attended 09/70-06/71.

13. MBA awarded 06/71 in Chicago, IL

14. Completed MBA with Master's level concentrations in Finance and

International Business in 1971.

15. Completed course-work for both the MBA and BA programs of the

University in the record time of thirty-three months.

UNIVERSITY OF CHICAGO, Bachelor of Arts, BA in Business, Chicago, IL

16. 210 quarter hours equivalent, attended 09/68-09/70.

17. BA awarded 09/70 in Chicago, Illinois, USA.

18. Completed BA in Business in 1970; financed the program from

personal earnings and federal grant.

OTHER PROGRAMS

EMPORIA STATE UNIVERSITY, Ph.D. in Information Management, course-work and

cognates completed 1998.

19. 30 quarter hours equivalent, attended 01/97-12/97.

20. Straight A student.

UNIVERSITY OF CHICAGO, Two Academic-year Post-graduate Program, SAL Program

in Statistics, Accounting, and Labor Relations, Chicago, IL

21. 90 quarter hours equivalent, attended 01/77-06/78.

22. Post-graduate S.A.L. completed 06/78 in Chicago, Illinois, USA.

23. Proposed, developed, and market-tested new post-MBA

multidisciplinary program in business management and planning;

financed this program with University tuition waivers and federal

grants.

24. Completed eighteen post-MBA courses.

25. Completed the Master's level Specialization in Business Economics

and Master's level concentrations in Accounting, Statistics,

Organizational Behavior, Human Resource Management, and

Econometrics in addition to those completed in attaining my MBA.

GESTALT INSTITUTE OF NEW ENGLAND, Intern, awarded diploma, 1976, Cambridge,

MA

26. 3 month program, attended 01/76-04/76.

27. Internship completed and diploma awarded 04/76 in Milwaukee, WI.

28. Completed Internship program in Group Process and Organizational

Development; financed program through paid leave from employer.

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