I joined Guardian at its startup, and never looked back.It wasn't all about software, though - certainly not in the beginning. I set up the firm's essential business infrastructure: accounting system, customer tracking systems, license and support agreements, payroll processing, federal and state tax reporting, and more. My role grew, and grew, and grew. The firm's annual revenues more than quadrupled, due in large part to my seizing opportunities to diversify services, and adapting offerings to stay abreast of technology. I've led innumerable product installations and supervised staff and subcontractors involved in the processes. My interactions with customers forged strong relationships. These regularly generated considerable revenue, post-software installation, by extending into consulting agreements.I led the evolution of Enterprise Resource Planning (ERP) software at Guardian, working with clients across a broad range of industries to address their specific business challenges. The first step was identifying their problems related to organization and processing of data. The solutions consisted of designing and installing custom enhancements and applications, oriented to highly-specific needs.When Guardian shifted its focus to the foundry industry in the late 1990s, I broke new ground by developing an industry-specific ERP system. Starting with a generic ERP system, I wrote comprehensive code that supported the foundry manufacturing system from top to bottom. A key component was meeting tracking and traceability requirements of ISO/NADCAAP, which included designer a spectrometer interface to capture the history of metallic compositions. I later enhanced the ERP system to process multiple currencies, opening the door for clients to expand their international business.The ERP system was a game-changer for foundries. I was proud to be a big part of it.

My time at Advanced Die Casting defined the notion of "wearing multiple hats."The third hat - Controller - was added following the retirement of the previous controller. I managed financials for this $14 million operation, overseeing general ledger, IT, purchasing, sales order entry, labor reporting, payroll, job costing, and accounts payable and receivable.The other two - IT Manager and Office Manager - I'd been wearing for some time already. In the latter role, I supervised six staff with responsibilities for training and daily business operations covering IT, purchasing, sales order entry, labor reporting, payroll, job costing, and accounts payable and receivable.As IT Manager, I brought the company into the computer age ... and several leaps beyond.The first step was installing a mainframe with Job Accounting Costing System software, significantly increasing operational efficiency by replacing volumes of manuals and ledgers. The next was installing a mainframe with Production Accounting Costing System software.I further upgraded the technology infrastructure by installing Guardian Software System (manufacturing ERP system) with integrated financials. I enhanced the ERP system through modifications (COBOL) and new database structures to address the company's foundry-specific needs.Somewhere in this mix, I added the role of database administrator, too. Maybe it's not another hat ... but suffice to say, there was never a dull moment.