I provide a variety of sophisticated services to enterprise clients.
ptCTOSM
Larger companies with huge IT budgets can afford a chief technology officer (CTO) in addition to their other IT executives. Small to medium size companies have not had the luxury of employing such a specialized executive, typically commanding salaries in the $200's.
Now they can rent the part-time chief technology officer!
If your company is facing complex systems issues and isn't making enough headway to satisfy you, I can act as your CTO on an interim basis. A typical engagement begins with a brief stint of full-time work and then tapers off over time as more and more of the issues are resolved, perhaps to just a few days per quarter or even nothing at all.
The ptCTO can thus be extremely cost-effective. Rather than "buying" a full-time employee with the associated overhead, the ptCTO is "rented" and phased out over time.
In addition to my technical and business skills, I have extensive experience in working with hardware and software vendors, including negotiating prices and contract terms. I am also well-versed in the intellectual property issues that often surface in such situations.
Program or Project Leadership
Whether you have a temporary need or are just short-handed, I can assume project leadership duties for the duration of a project or until a permanent manager is recruited.
I have been in management positions since 1974. I bring a no-nonsense style of leadership that is tempered by a clear understanding of technical personnel and their eccentricities. I can be an effective buffer between management and project personnel, especially where communication between the two groups has posed historical problems.
I can also assist in determining whether existing personnel may be suited for assuming leadership responsibilities.
Project Assessments & Audits
In complex projects that are seen as vital to a company's future, tempers can flare and credibility can be strained. In such cases, an objective outside perspective can lead to clarity that allows management to determine how to make adjustments so that projects can proceed to a successful outcome.
Assessments and audits can be risky. Outside auditors may be viewed as an insult. Factions within the company may be defensive and proprietary. If such tensions exist, even a successful outcome may have adverse results. Clients should carefully consider these factors, weighing the severity of the current situation against the need to make progress.
Because I speak the same technical language as your technical staff, I can usually cut through the fog and get to the intrinsic issues. I have done this sort of thing on many engagements.
Systems Architecture
I have dealt with complex systems since the beginning of my career. I started with minicomputer-based real-time transaction processing systems and have been designing transaction systems ever since.
Almost all my engagements involve system architecture and design.
Supply Chain Management
I am not a supply chain management expert per se, but almost every large project with which I have been involved has included SCM. As a result, I am very familiar with the issues, the software vendors, and the available technology.
So familiar, in fact, that I am a co-inventor of an SCM technique for which patent application has been made (#20020133387).
Planning & Budgeting
Developing plans and budgets for IT projects is risky if the business planner has no systems knowledge or experience. Similarly, most IT personnel have limited business planning knowledge or experience.
I have both. I can either develop the business plans on a project basis or assist internal planners.
System Modeling
My system modeling skills are especially developed. I am capable of converting complex business requirements into highly refined costing models that enable management to understand costs, not only for the project but to the transaction level. My models can also provide a roadmap for equipment and software purchases, allowing my clients to minimize start-up costs and gain clarity on how and when to grow systems to meet business demands.
Fees
Enterprise services are offered on a daily basis only. The daily fee is based upon the number of consulting days purchased in any given calendar quarter or upon a specific client agreement. A written purchase order signed by a company officer is required. The client is also responsible for ordinary business expenses (e.g., transportation, lodging, meals) incurred in connection with the engagement. Fees and expenses are billed weekly; payment terms are net 15.
Enterprise services require sponsorship by a senior executive who is named in the purchase order.
Sub-Contracting
I am available to other consulting organizations on a sub-contract basis. A written contract is required. Fees and expenses are billed weekly; payment terms are net 15.