Tim Lang Email & Phone Number

Vienna, Va, Us

Tysons Corner, Va, Us

Chief Technology Officer responsible for the Technology Organization at Microstrategy.Building world class Analytics (Business Intelligence) and Identity Platforms.

Tysons Corner, Va, Us

Responsible for the Analytics Platform at Microstrategy, Including Program Management, Software Engineering, Design, Research and Quality Engineering.Focused on Delighting customers, growing the business, and shaping the future of Analytics / Business Intelligence.

Richmond, Bc, Ca

As Chief Product Officer & Senior Vice President are for driving a team of highly motivated developers, software testers, Hosting / IT, operations, product managers and implementation specialist in delivery and successful customer deployments of our flagship product Talemetry. Our Talemetry product helps organizations to Source, Market, and Engage with candidates to support companies large and small successfully build out the team with great new employees. We ship Talemetry following an agile / scrum methodology each quarter. We use modern development tools to deliver high value improvements each qtr.The Talemetry Solution works with many of the largest brand in the HR Industry. Driving Integrations with ATS / ERPs like: Peopesoft, Oracle irec, SAP, Taleo, Sucessfactors, etcDriving Integrations with Job Boards and Social Networks like:Monster, Career Builder, Dice, Facebook, Linkedin, Google+, etcDriving Integrations with HR Service Providers:Background Checking, i9, Assessments, Video Interviewing, etcNOTE on Company name: Talent Technology was Renamed to "Talemetry Inc" in June 2013 to align with the success of the Talemetry Product line

Walldorf, Bw, De

The acquisition of Business Objects by SAP closed January 2008. Having worked very closely with SAP previously in doing the strategic OEM and product integrations, I was deeply involved in planning and executing on the Integrations of the Business Objects Products into SAP product portfolio. During the almost 3 years that I was at SAP before moving to Talemetry my role changed and evolved to support the evolution of the Business Objects Products into the SAP Family.In 2008 I was responsible for Product Strategy for the Business Intelligence product line. In managing a team of 30 professionals and was responsible for a number of key functions:1) Ensuring the protection and development of the non-SAP ecosystem that Business Objects supported,2) Building and executing on the plan to support deep integration into the SAP Ecosystem and ensure that the combined product offering was world-class3) Drive Product Strategy for Business Intelligence Product Line, including new investments into SaaS based Business Intelligence and Decision making technologiesIn 2009 I extended my responsibility to take over Product Management for business Intelligence. A team of 55 Professionals for a $1.2B product line.In 2010 SAP reorganized Product Management to be merged into Engineering. In the Transition I took over both Engineering and Product Management responsibilities for the Business Intelligence Client Business. In this roll I had a team of 200+ people between Vancouver, Canada and Shanghai, China. Products included Crystal Reports, Xcelsius, and a series of new tools.

Newtown Square, Pennsylvania , Us

Responsible for Strategy, Planning and Go-To-Market functions of the Business Intelligence Business unit within Business Objects.Strategy Markets as well as partners is a key elements of the role as well as ensuring support for the opperations transversally across the Business Intelligence products.Developer, ISV, Community programs are also part of responsibility.

Newtown Square, Pennsylvania , Us

The acquisition of Crystal Decisions by Business Objects closed January 2004. I was responsible during the 2nd half of 2003 for driving the integration product roadmap and building the execution plan that can be executed upon on completion of the deal in January 2004. I traveled extensively between the Business Objects and Crystal Decisions development centers during the 2nd half of 2003. Business Objects wanted to leverage and take advantage of the Crystal Enterprise platform as part of the merge. I relocated to Paris France 7 days after the close of the deal to support the successful implementation of the roadmap / plan that had been built out during the integration planning cycle. During my time in France (2004/2005) I was responsible for supporting the execution against the plan, driving international, platforms, partnering and communications across the new merged organization. My direct organization was over 200 people across 6 countries.I returned to Canada Late 2005 after a series of successful product releases for the new Business Objects platform.

Vancouver, Ca

After building out and locking in the strategic deal, and deep technology integration was asked to drive Product Management for the Enterprise platform as we transition from the Seagate Info product to a web focused platform (Crystal Enterprise). Strategic seeds that had been built thru the OEM as well as seeds included with Crystal reports allowed for the rapid adoption of the product in IT and business departments. Managed a team of 35 Professionals as we build the Crystal Enterprise product out and made it successful. During this period we saw dynamic growth that capitalized on the early work done with strategic partnering, seeding, and international. The culmination was the Crystal Enterprise 10 release that came out on time just before the close of the Business Objects Transaction. During this period Enterprise revenue grew from 25% of license revenue to 65% of license revenue.(Crystal Decisions was acquired December 2003 by Business Objects)

Vancouver, Ca

Following on from the success for International I was asked by to drive strategic partnering and drive deep product integrations into leading software systems. Promoted into the Director role I planed, built the team, and executed with development on building integrations into a number of key ecosystems that transformed the business. Some of these include:1) Strategic OEM Deal with Integrated version of Crystal Reporting into Microsoft Visual Studio – Launched At PDC 19992) OEM of Crystal Reports & Seagate Info, later Crystal Enterprise into Peoplesoft3) OEM / Reseller of Seagate Info, Later Crystal Enterprise into Baan4) OEM / Reseller of Seagate Info, Later Crystal Enterprise into SAP5) A series of Integrations with Java IDEsThese deep integrations performed as seeds that supported growth of the OEM business from a couple of million dollars a year to $80M+ business, as well as the expansion of Enterprise and Midmarket sales.(Crystal Decisions was acquired December 2003 by Business Objects)

I was relocated from Japan to Vancouver May 1998 to take over responsibilities for International Product Management. At the time the company was called Seagate Software and was owned by Seagate Technology. The business had historically been focused in the English Speaking markets, and had limited exposure to French, German, and Japanese products. The previous language release had been of poor quality and was between 6-18 months after the English release (Stalled market in those regions after new English product released). Between May 1998 and May 1999 the goal was to change this and to be able to release quality software less then 30 days after English. In 1999 we achieved this goal and release French, German, Japanese in under 23 days after English. We received high praise for the quality of the product in the Japanese Market.(Seagate Software Business Intelligence business was later renamed to Crystal Decisions)

Seagate Software acquired Holistic System in 1996 with operations changing in mid 1997. I was relocated from Sydney Australia to Tokyo Japan given my expertise in Holistic Systems flagship product Holos. In my role I was responsible for building out the Japanese operations. A key aspect of my job were:1) Ensure removal of communication barriers (which has been a significant problem)2) Ensuring introduction of Japanese versions of the software products. 3) Extensive staff and partner training. 4) Transition operations from working with Holos to also working with Crystal Reports product line.

Having spent the previous number of years working with Holos on Executive Information Systems, I was recruited to work for Holistic Systems as a consultant to help with new strategic customers. My time in Australia was cut short to be relocated to Japan in January 1997. While in Sydney working on customer churn analysis for a large Australian telco, and fraud detection for large health insurance company.

Southcorp was a diversified holding company. It owned business in white goods, heating and cooling, packaging, and wine business. Some of the recognized brands are brands like Penfolds, Lindermans, Seaview, Vulcan, etc.I worked at Southcorp’s corporate headquarters full time while I was completing my degree part-time.I had the unique opportunity to build out the Executive Information and Decision Support system for this very large diverse Australian Company. The opportunity to work with executives of the company to build out the system that allowed more effective running of the $2B business.

B.Soc.Sci (Information Management), Information Management, Finance, Computer Systems

Hsc (Vce)