Project Manager
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Title:President
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NAME: ROBERT CARABELLA
ADDRESS:
CITY: Cincinnati
STATE/PROVINCE: OH
ZIP/POSTAL CODE: 45255
COUNTRY: USA
EMAIL: *****@********.***.***
PHONE: 000*******
CANDIDATE ID: N/A
CITIZENSHIP: US
Citizen
EDUCATION: Not Entered
EXPERIENCE: Not Entered
WILL RELOCATE: Not Entered
RELOCATION INFO: Not Entered
JOB WANTED: Not Entered
HOMEPAGE:
COMMENTS:
HOTSKILLS:
ESUME
Robert Carabella
1060 Nimitzview Dr., Ste. #2 C
Cincinnati, OH 45255
FAX 513-***-****
E MAIL *****@********.***.***
Visit my web site and its links at
databased-consulting.com>www.databased-consulting.com
OBJECTIVE To add value to a company through my broad based experience
in information systems, manufacturing, and health care and banking.
QUALIFICATIONS *Over 15 years of manufacturing, health care management
and information systems experience, in a variety of industries with
full capabilities to direct total operations. *Exceptional ability to
identify and analyze problem areas and develop effective
solutions. Proven ability to deliver bottom-line results in expected
time frame. *Outstanding ability in project management. Polished in
defining goals, creating
and developing plans and strategies, prioritizing and resolving
problems in creative and cost-saving ways. *Highly developed
communication skills, expert in the preparation and delivery of
reports, presentations, market analysis, forecasts and budgets.
Skills: Windows NT, Lotus, Unix, Oracle and various communication
software. AIX, Word Perfect, Microsoft Word, Microsoft Office, Client
Servers, Power Builder, SAS, C++.
PROFESSIONAL EXPERIENCE
1990
- PresentPresident
of
Databased-Management Consultants, Inc
. *Responsible for 4 million
dollar budget, 3 project managers report to me and a staff of 8
programmers and a system analyst. *99% of all projects came in on time
or early. *Company has consistent growth of 14% per year and profits
grew 3 to 7% each year. *Managed systems integration for 3 fortune 500
hundred companies going from a main frame environment on IBM to a
Clint server environment on Unix *Integration, involved design
methodologies, C++, and data warehousing. *Presented all presentations
to upper management, CEO's and company Presidents. *Developed software
and communication software for three HMO's and hospitals. *IBM health
consultant to all hospitals and Physician offices for 3 years and
produced record sales in that time frame.
1987 - 1990Vice
President/Director
of Materials Xetron/ Westinghouse *Managed a budget
of over 3 million dollars. *Managed a system integration and migration
from a prime to HP Unix and oracle. *Project leader for the
communication part of the AWAC's program. Extensive client interface
from a marketing and technical standpoint. *Integrated two plants with
hardware and software on DEC and Unix. *Responsible for purchasing and
vendor quality programs to fit the government 9858 standards. 1985 -
1987 Director of Corporate Materials Cincinnati Microwave *Responsible
for staff of 25 direct and indirect employees and three managers.
*Reduced inventory write offs from $4 million to $40 thousand per year
by implementing MRPII, JIT and improving vendor standards. *Managed
off shore purchasing to reduce cost by 22%. *Implemented a client
server environment on an HP 3000.
1983 - 1985Plant Manager WAVETEK
*Designed & Implemented an automated stock room system. *Three
managers reported directly to me with responsibilities for the RF
division of the business. *Design shipping receiving stock room
systems for a Prime 700 integrating operations and materials and
engineering 1980 - 1983 Production Manager ILSCO *Responsible for the
production and scheduling of 18 production lines. *Master Scheduler
for two plants. *Developed the first class A MRP system in Cincinnati
with budget responsibilities of 1.2 million dollars.
SELECT ACCOMPLISHMENTS *DEVELOPED A small corporation of three to over
thirty contractors & a 3 million dollar business. *DEVELOPED EMC
Capabilities for several HMO/PPO. *DEVELOPED and IMPLEMENTED demand
pull and JIT systems. *REDUCED inventory write-offs on 12 million
dollars of inventory from $1.2 million to $10 thousand. *WROTE a
complete procedure book for material and manufacturing that complied
with all government audit requirements. *COORDINATED accounting,
manufacturing, marketing, and sales to develop customer service center
integrated with engineering and MIS. *IMPLEMENTED quality circles and
team building procedures that increased profits from 5% to 17%.
*DEVELOPER, PROJECT LEADER AND DESIGNER of information systems to
integrate product engineering, accounting, materials management and
operations using HP9000, Unix, Oracle and C++. *PROJECT LEADER in
developing, designing and implementing billing function, patient care,
accounting, medical records, EMC, doctor schedule, with hospital
systems, and different doctors offices and physician software
packages.
EDUCATION M.B.A
. University of Georgia 74-75 GPA 3.9 M.A. University
of Georgia
75-76 GPA 3.8 B.A./Ed. University of Cincinnati 68-72 GPA
2.8
A.S. Ivy Technical Institute (Engineering) 2 year community
college 82
-83
INTERESTS Golf, 5 handicapper; junior golf instructor; softball, and
little league baseball
For your
review listed with a brief description are two projects I managed or I
supervised several project managers.
One project that comes to the forefront as noteworthy was the
metamorphosis of a Cincinnati Health Insurance company. They were
using a dos-based program, Peachtree accounting package, and manual
entry of data from the Physician and Hospital claim forms and they
needed a computer system that could do multitasking and be an open end
operating system.
A Short synopsis of the project:
All of the claims processing, the hospital and physician reports were
manually entered into an in-house dos-developed database. The
accounting both AR, AP and the GL were done on Peachtree. The payroll
was sent off-site to ADP. The significant growth of this physician
owned company and the demand for HMOs and PPOs led to a strain on the
Systems of the company. The IS manager was a cobol and dos cultivated
manager, who believed that if it was not written in-house it could not
fit the criteria for his company, and he was close to being right.
The company decided to write their own soft ware in a Unix operating
system and purchase a HP 9000. Revenues grew, but so did over head
cost. Management could not figure out why overhead kept growing and
profits were just moderate.
The Board of Directors, which were mostly doctors, knew of my work
with hospitals and physicians, and ask me to help analyze their
operation in conjunction with the office of one the local Big Six
firms. I suggested to them that we needed some type of methodology to
do a flow analysis of their work process and paper flow. This would
give us a set of criteria to select the software. The IS manager was
right about developing his own software because there was nothing in
the marketplace. . It was discovered that a lot of work was redundant
and should be automated.
That by accepting claims electronically they could reduce data entry
overhead dramatically and reduce errors in both payments and
rejection.
Management was faced with some difficult decisions: 1) Hire more
programmers to bring the in house systems on line faster which would
further increase overhead. 2) Continue at their present pace, using
existing software, understanding that eventually there would be a
hostile takeover, because revenues increased but profits were flat and
stockholders were not pleased.
Management held a meeting and requested bids to bring their systems up
to date and furnish the manpower for the software development. I was
awarded the contract based on my solution.
Synopses of the solution:
When we did the first analysis, we used case tool methodology. I chose
Unix operating system and appenge for accounting, it is easy to
interface, and an oracle database runs very efficiently within its
parameters, all the accounting tools are part of the system, it is
expandable and it supports a client server relationship.
I put together a team of a Unix administrator, C++ programers, system
analyst, oracle database specialist and a healthcare specialist. All
had levels of communication skills.
We borrowed the medicare format for electronic claim processing and
incorporated it into their system. This was logical because we were
headed for a national standard and we could receive things in many
different communication standards. We used a client server setup to
accept claims to prevent corrupt data from getting into the HP9000.
Then we developed a series of database tables for the CPT codes and
the diagnosis codes. Everything was written in C++ to facilitate speed
and the commonality of the language. Using edits tables set up for the
databases, claims were scanned into the system and checked against
these tables. Scanning was simple because of the color of the HICA
1500 form and the UB82 form. Claims rejected were put in a queue
highlighted by the computer and reviewed by an employee on the system
before returning them to the sender. It was a simple task to tie them
into the AR and AP because of the databases.
Query tables were written for the special checks that the carrier
needed and link to the accounting package.
The Project was estimated to take 24 months but because of the vast
amount of data available at no charge from the government, it took 14
months. In 12 months we had reduced overhead by 33% and that went to
the bottom line. Over the next 12 months overhead was reduced by
another 15%. This project took 22 months and generated sales of $1.5
million for Database corp. and increase the client's profits 22%.
The client is experiencing 14% growth over the past four years and
profits are matching or exceeding the growth rate.
I was a consultant to health care for IBM for a few years and one of
my projects was to review and critique various hospital and physician
software packages. This gave me the insight I needed to make the
process fast and efficient. If you critique 150 software programs, as
I did, all in the same mode eventually you understand the good, the
bad and the ugly.
This project has bought me other healthcare clients and I remain a
trusted consultant for this company as well.
There are other projects, please free to call and discuss them.
Sincerely Yours
Robert Carabella
One project that comes to the forefront as noteworthy was the
conversion process of the inventory control systems, shipping and
receiving and manufacturing systems of a very large Cincinnati
manufacturing company.
A short synopsis of the project:
Various operations of the manufacturing process were centralized from
several manufacturing sites. The purpose of this was to reduce labor,
manufacturing and material cost. When each different operation was
moved so was the system and their subsystem. When the sales started to
increase and exceeded the systems growth, there was increase cost in
production and indirect labor. Management was faced with two choices:
1) to scrap the system they were using and insert a new system for the
whole, or 2) try and work around the present system. The first choice
was expensive and there were no guarantees that the bugs could be
worked out and the system bought up in a productive time frame. The
second choice use the system as is and patch work the problems.
Management invited three consulting firms to help with the analysis.
The firm with the best cost reduction proposal that could integrate
the present system with the newest expandable technology would be
awarded the contract. The existing manufacturing systems were
supported by several HP three thousands running an oracle data base
and a Cognos manufacturing system. The material's system was run on an
IBM RISC 6000 on AIX operating system and MRP. The bulk and size of
the product required a large warehouse, with 25 truck docks shipping
24 hours a day with a 6 hour queue time . Our proposal was to reduce
inventory, increase manufacturing output and to improve shipping with
existing warehouse and dock space. We put together a team of oracle
system administrators and programers, a Cognos specialist, an SCO Unix
administrator and programers, a system designer, process engineer and
MRP11 specialist and an IBM Aix programer. The plan was to move the
manufacturing systems over to a newer version of an oracle-based
system using Cognos and upgrading hardware to a HP nine thousand. We
needed to revise the bill-of-material for process control, and to move
manufacturing, material management and Shipping and receiving into a
Just in time (JIT) MRP11 system on a Unix and oracle database to
automate inventory control, shipping and receiving. The time frame was
39 months, the project was completed and efficient in 37. The customer
was shipping 40% more product using existing warehouse, with the truck
docks working a 16 hr day with one hour queue time. The cost savings
to the customer were: 1) not having to build a new warehouse at a cost
of 2 million 2) indirect labor savings were cut by 21%, and 3)
production was increased by 30% . The yearly saving were calculated at
750 thousand dollars a year for the first five years and 400 thousand
for the following 4 years. Over all it added 25% to the bottom line
gross profit. This project generated two million in sales over the
project time, and produced 20% gross profit for Databased management.
After this project we became the primary small business consulting
firm for this company. Our relationship is based on trust, on time
delivery and technical support. There are other projects and fell free
to call me and discuss them. Sincerely Yours, Robert Carabella
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