The past 4+ years saw me start my own company (at the wrong time with the wrong business partner--with predictable results) and find whatever work I could following the company's failure. Being "lost" in Phoenix (a move made related to my start-up venture), I found that there were few VP jobs in the area--especially for someone with no contacts in my new town. Ultimately I re-invented myself as a Project Manager, working at American Express and Apollo Group. Effectively an "undercover boss" working several levels (and even more levels down on the pay scale!) below where I had been for years, I was generally appalled at how incompetent most first level managers (the level to which I now reported) were. In fact, I tore up my American Express card after a few weeks of working there based on the incompetence of the woman I reported to (Shawn something--thankfully I've forgotten her last name). Companies just don't seem to know how to train managers--or when to get rid of those who can't manage! Still and all, it's the journey, not the destination, right? And I did meet a few nice people along the way!

Responsible for estimating, assigning and managing to completion the acquisition and implementation of hardware and operating system software for all new development work on distributed platforms (UNIX and Windows). Role was performed concurrent to the ramp of a start-up business I was establishing (in other words, it paid some bills while I was starting my own company).

Senior management position with accountability for the design and engineering of all mainframe and distributed database systems at Schwab. Managed a staff of 65 senior managers and database professionals with an annual budget of $10 million.

Senior management position with accountability for all database systems (mainframe and distributed) at Visa International. Managed a staff of 40 database professionals with an annual operating budget in excess of $7 million. Among other accomplishments, led the reassessment of DBMS standards and negotiated enterprise license agreements for IBM’s UDB and Informix, resulting in multi-million dollar savings over previous agreements. Also responsible for planning and managing the database conversion efforts that ensured no impact to global operations during the Y2K event.

Managed the database function with accountability for all mainframe and distributed DBMS products utilized at Bear Creek. Also defined and introduced formal end-user computing function. Leading a team of business users and IT professionals, developed department’s first IT strategic plan. The plan provided a prioritized roadmap for database and application systems engineering. Staff size varied from 20 to 35 individuals with an annual operating budget in excess of $5 million.

Established and staffed a formal DBA function. Introduced Information Engineering concepts and created the system development methodology that guided all application and database development efforts. Created the Data Administration function. Led first West Coast implementation of DB2. Staff size varied from 10 to 20 professionals.

Following application development roles in the Marine Corps, Powerine Oil and Informatics, I moved to Union Oil where I was trained as an IMS DBA.