CAPRE, LLC dba CAP Legacy Group (CLG) is a consulting services company that provides program / project management, change management, process improvement and investment consulting services to large and small companies. As of January 2, 2017, CLG will be working with TruSource Consulting Group, LLC to provide consulting services to large financial and health care industry corporations.As of Q4 2017, CAP Legacy Group is also working with small businesses to provide ongoing coaching services to improve overall business results through crafting a compelling business vision / story as well as strategizing and implementing new business systems to manifest the business vision.In 2024, we began using Generative AI to develop and publish content for our customers. We have also developed an AI business application practice to assess business process candidates for AI applications and propose implementation roadmaps. AI recommendations include areas such as generative AI, big data generation and management, and machine learning for predictive applications.Since its inception, Mr. Lange has developed CAP Legacy from $0 to over $5M in professional services delivery.

At TruSource, I have delivered consulting services to various clients and assisted in business development, account management, sales, and team building/management. At 1 client, I managed a team of varying sizes over 4 years that delivered over $6M in professional services.

Conducted interviews and collected process data from operations, retail, sales, and call center activities to determine the highest value opportunities to pursue process improvement and automation. Two major factors in selecting processes were their impact on the member experience and the number of transactions/process.

Schwab Operations via TruSource Consulting Group LLC (June 2019 – June 2023)June 2019 - Sept 2019: Drove project to determine if Schwab should become compliant with European accounting standards to open the doors to Europeans advertising.Oct 2019 - April 2021: Smart Processing Program Director: drove development and implementation Schwab's Smart processing program. Ultimately handed off the Program Management role and responsibilities to a Schwab employee once the perfect candidate was hired and onboarded.May 2021 - June 2023: As part of Schwab's acquisition of TD Ameritrade, played a key role in the Transformation Management Office building and maintaining a portfolio of initiatives that were designed to deliver the synergies expected from Schwab operations to achieve acquisition synergy metrics. Developed and distributed regular reporting on progress to target synergy goals.

Wells Fargo via TruSource Consulting Group LLC (January 2017 – May 2019)Automation Factory (November 2017 - May 2019) - provided program management for optimization, componentization, and of automation of 165,000+ test cases for several hundred applications. Optimization and componentization of test scripts was completed by Infosys. Automation was completed by Infosys and InfoStretch.Critical Automation (April 2017 - March 2018) - provided program management for automation of 30,000+ test cases for several hundred applications. Automation was completed by Synechron.Speed to Market (STM) Program (January 2017 – March 2017) – Lead a review of the STM communications plans / tactics, interviewing a selection of STM managers / practitioners, and formulating strategic communication recommendations to assist the STM goals of scalability, sustainability, and continuous improvement in 2017.

AVAI Ventures started in 1999. However, in 2005, the company still did not have well documented or practiced standard business processes. In the first 6 months, Mr. Lange developed many of the operational, accounting, and human resources processes that are still in use today at AVAI Ventures.In the following 5 years, Mr. Lange helped develop the project management abilities of the firm to manage very large, multi-year residential automation projects. In addition to residential projects, there were a number of projects classified as “special system projects” at AVAI. These projects leveraged the company’s unique electronic design, engineering, and installation resources. In 2009 and 2010, Mr. Lange led the company’s special system projects efforts from both sales and marketing as well as project delivery roles.

In 2008/2009 as the real estate industry was in a slump, AVAI Ventures leveraged their software development and user interface design skills and applied them to the business of mobile applications just as the iPhone and later Android markets began to heat up. Mr. Lange transitioned from AVAI Ventures to AVAI Mobile in 2011 when it was clear that this new, young, SaaS Enterprise Software venture would need the same level of operational execution that he brought to AVAI Ventures in 2005 (see below). Mr. Lange led the project management team to deliver world class mobile solutions built on top of an AWS hosted Enterprise SaaS for application content management. Mr. Lange also took on COO roles including driving invoicing and cash collections, ensuring efficient acquisition and deployment of development, testing, and project management resources, documenting and training on business processes, recruiting and developing top talent, and creating/ensuring consistent reporting of key business metrics.In addition to his COO responsibilities, Mr. Lange was also responsible for managing all of the SaaS subscription customers including customer satisfaction and renewals. Also, Mr. Lange led the development, delivery, and closure of many proposals for customer-requested custom software development to sit on top of the SaaS Enterprise Software.

AVAI Ventures started in 1999. However, in 2005, the company still did not have well documented or practiced standard business processes. In the first 6 months, Mr. Lange developed many of the operational, accounting, and human resources processes that are still in use today at AVAI Ventures.In the following 5 years, Mr. Lange helped develop the project management abilities of the firm to manage very large, multi-year residential automation projects. In addition to residential projects, there were a number of projects classified as “special system projects” at AVAI. These projects leveraged the company’s unique electronic design, engineering, and installation resources. In 2009 and 2010, Mr. Lange led the company’s special system projects efforts from both sales and marketing as well as project delivery roles.

Information Technology (June 2004 – October 2005) – Leading various teams to develop, refine and implement change control processes and tools for $4B medical records automation project including integration of these processes into the existing IT organizational processes and tools. Developing requirements and designs for change control process automation including integration of various systems to manage different types of changes at various phases in the change control life-cycle. Information Technology (March 2004 – June 2004) – Developed project plans and processes for converting a development application (HIPAA format translation) into a fully production ready application. Facilitated consensus agreement from development, test, and production support teams’ input.

See descriptions for Kaiser Permanente and Wells Fargo during this same time frame.

Private Client Services – Managed team to implement a web based trading platform for WFB and affiliate brokers. Project included concept development, requirements documentation, prototype development, vendor development management, testing management, test & production system implementation, production support and security plans, and production cutover.

Internet Services Division (March, 2000 – June, 2001) – Lead manager for Internet infrastructure projects. Managed transition of hardware from static web page DEC servers to dynamic page serving using ATG’s Dynamo in a Sun app/web server environment. Built out Sun environment for Documentum’s eContent server, and managed conversion of 16,000 web content documents to Documentum. Built out Documentum’s Web Publisher user interface and designed associated processes to move web content through automated workflows onto staging servers and ultimately to production web environment. Managed many other smaller infrastructure initiatives including installation of Akamai content caching, developing security plans for web environments, etc.Wells Premier Banking (July, 1997 – February, 2000) – Managed a team of contractors to extract data and develop reports on Premier customers. Managed business requirement implementation for Premier On-line – both client server and Intranet versions of the application. Managed development and ensured implementation of Premier requirements for transition to Wells East systems and associated delivery platforms (TellerVision, P2, Hogan, MDSS, Wells Store Vision). Telephone Banking Division (September, 1996 – August, 1997) – Conducted a reengineering study to determine how to most effectively and efficiently automate and streamline the process which allows customers to transfer funds between their own and others accounts over the telephone. Direct Distribution Group (February, 1996 – December, 1997) – lkj Organized and led a group of leaders from 10 sub-teams with the integration of Wells Fargo’s and First Interstate Bank’s direct distribution groups including Telephone Banking and On-line Financial Services. This effort was the result of Wells Fargo’s purchase of First Interstate and entails reengineering the two organizations into a new, single organization. Supplied project management, strategy, and group facilitation support.

Mr. Lange's work focused on Business Process Re-engineering, team building/facilitation, change management and operations analysis/planning. He has provided valuable services to both public and private organizations. Mr. Lange spearheaded development of KPMG's approach to Total Quality Management and is primary author of The Art of Business Process Management, a process reengineering methodology guidebook. Mr. Lange also was a leader in the development of KPMG's Business Process Reengineering methodology and associated training. He has trained over 500 people on business process reengineering and its application to each group's organization. In addition, Mr. Lange has trained over 200 people in the skills necessary to conduct reengineering projects within their organizations. Finally, Mr. Lange conducts high level organizational planning as well as facilitates cross-functional teams at all levels within organizations.

When I was 15, I started painting houses and doing various home repair services. In 1980, I had the opportunity to start applying my skills for a real estate company client that was buying homes to rent or remodel / sell. I hired friends that were older than me to work for me and drive us between job sites. When I turned 16, I was able to purchase a station wagon to haul tools and supplies around to job sites. I continued this business through high school and university studies. At the time, the income I was able to generate from this business was far beyond what my peers were earning at various minimum wage jobs and it paid the majority of my university expenses. This allowed me to start my post university career with very little debt!