Dr. Lynch founded startITup!, LLC in 2009 – a consulting practice for creating world-class leaders, teams and customer service organizations. He facilitates their work by applying proven frameworks for value creation through innovation, leadership, high-performance teamwork, vision and strategy creation, strategy execution, communication, IT governance and policy, and culture building. Dr. Lynch's 5-stage "Managed Independence (MI)" process is a proven blueprint for extraordinary organizational health, performance, and value creation through: STAKEHOLDER-IT ALIGNMENT on shared values, mission, and vision; INNOVATION methods using Exponential Feedback Processes and Technologies; STRATEGY FOCUS and Performance Metrics, KPIs, Balanced Scorecards; STRATEGY EXECUTION and Technology Governance; CULTURE BUILDING and Exponential Organizations (ExOs). His ITSetPoint360 survey measures all 5 dimensions of MI and quantifies IT Organizational Health in terms of technical and cultural capacity while measuring the degree of IT-Stakeholder alignment. Like a yearly physical, the ITSetPoint360 is a great way to periodically assess IT Health and Performance.Dr. Lynch is a Trained Facilitator of THE LEADERSHIP CHALLENGE--the most trusted source for becoming a better leader--based on Kouzes and Posner's 5 Practices and 10 Commitments of Exemplary Leadership. He is also a Trained LPI (Leadership Practices Inventory) Coach. He facilitates leadership development workshops customized to client needs.His "Encouraging the Heart Workshop (ETH)" is a highly effective way to build exceptional, performance-based cultures using the 7 Essentials of ETH--a set of recognizable, learnable, and repeatable actions leaders take that recognize excellence and affirm the standards, shared values, mission, and vision of the enterprise. ETH practices recognize contributions by showing appreciation for individual excellence, and celebrate the values and victories by creating a spirit of community.

Responsibilities: Delivering new stakeholder value through innovation. IT leadership and governance; sustainable operations; enterprise architecture and ellucian Colleague system; project management; academic/instructional technology, media services and event support; ITS service desk, desktop, computer lab and classroom support; e-learning, Blackboard LMS, Canvas pilot; web systems; networking, telecom, information security; computing and storage, DR/BC; OPEX & CAPEX asset refresh plans; enterprise architecture simplification and application reduction; IT vision, strategy, mission and the creation of a high performance team.Accomplishments: Led the formation of the University’s first IT Governance system. Established a Project Management Office (PMO). Designed/embedded innovation practices within project definition workflows. Restructured and merged 72 staff across central ITS and 4 distributed Academic Technology units into a single team. Led cultural work to focus staff on delivering “Continuous Customer Delight” through high-performance teamwork, personal leadership, and accountability. Focused our support team on hybrid/online programs; held Technology Symposium. Created IT vision, strategy, and roadmap and led the formulation of IT mission and core values. Procured and currently implementing ServiceNow (new service desk and ITIL training for staff), SLATE enrollment management system, creation of a disaster recovery site, and oversaw the completion of over 50 major IT projects this year. Designed Ellucian Colleague replacement strategy using Workday SaaS. Established Enterprise Architecture Group. Led the creation of the first inventory of administrative/academic software/systems; formulated IT CAPEX refresh plans; secured increased funding. Reduced IT budget by 10% to match EDUCAUSE benchmarks. Implementing classroom technology in new academic building: AV systems, networking, phones, and cellular DAS.

The purpose of the External IT Advisory Board is to provide advice and counsel to the CIO on technological issues of importance to the College. These include emerging technologies, regulatory and legislative considerations, and potential and existing partnerships. The External IT Advisory Board serves at the pleasure of the CIO and is advisory in nature.Members of the External IT Advisory Board will be expected to provide advice and counsel to advance the College in terms of Information Technology in partnership with the mission of the College. Members will also be expected to advocate for the College with all appropriate constituencies. Probable topics include: fully integrating technology into the curriculum and the learning process; implications of technology on student life experience; supporting research and innovation in a secure environment; technologies to watch; partnership and corporate relations opportunities; information technology governance; managing customer support expectations; and funding strategies.

Responsible for program renewal through the creation of customer experiences that were highly interactive, science and technology focused, that drove recurrent visits.

Leadership of the WPI Information Technology Division of 86 staff, 150 students, $11M annual operating budget, and $3M in annual capital expenditures. Our mission is to partner with a community of 5800 students, faculty, and staff in their quest for knowledge, applying the power of technology to unite people and content anytime anyplace. Responsibilities: academic, high performance and ERP/administrative computing; technical support; local and wide area networking; information security; classroom technologies and support; innovation in teaching and learning technologies and faculty support; information, software, computer literacy; Gordon Library-information commons, circulation, reference, outreach, ILL, archives, and special collections.- Led e-business/IT strategic planning—deployed Balanced Scorecard methodology to align IT with 13 business objectives and defined performance metrics for feedback and continuous improvement. - Shared leadership for ERP–SunGard Banner/ERP renewal, distributed stewardship of data to business units, new IT Governance structure, institutional intelligence plan, enterprise architecture approach to the management of technology—resulted in data-driven decision making, process optimization, IT standards.- Team secured $8M+ in gifts from strategic partners and $1.1M+ in grants, including competitive $250K NSF grant with $70K follow-on—enabled key projects while reducing internal IT capital requests by 35%/year.- Created state-of-the-art campus network, telecom, data center, Internet2 GigaPoP regional network & disaster recovery site—reduced enterprise risk; provided for business continuity of mission critical systems.- Led team of faculty, administrators, and staff to create business plan for Advanced Distance Learning Network—created global offering that grew revenue to $1.2M with 15% profit.- Established Teaching Technology & Learning group, faculty support services, high-performance computing center.

Led technical consulting, training, and customer support organizations, including telesales of $18M of services revenue; 45 staff; $4M expense budget. - Developed new strategic and operational plans; created customer-driven business processes—increased staff productivity 30%-50% and customer delight with our services and products. - Built 7x24 global support capabilities, with state-of-the-art call tracking system (Vantive)—served 300+ customers and 10,000+ users of ten core software products; developed company website.- Reengineered/networked hotlines in US, UK, France, Germany, Singapore, Japan, and Australia—increased productivity, created shared knowledge base, and cut problem resolution time by 50%. - Planned/implemented merger of services organization of acquired company.- Led development of state-of-the-art customer/employee training facilities and courses—enabled customer-written 4GL scripts to automate data analyses.- Built strong customer relationships—hosted annual User Group Meeting; managed User Group Board of Directors; served as link to Customer Advisory Boards and Customer Software Partners.- Created network of third parties to augment consulting and educational services—enabled business growth at high standard of quality while minimizing fixed costs. - Served on 5-person Management Committee representing Domain Solutions to investment bankers, VCs, and strategic buyers as company was successfully sold to Alex Brown & Sons Capital Partners.

Led the creation of a new entrepreneurial business unit focused on real-time data acquisition, reduction, analysis, and waveform pattern recognition for USN, USAF, NASA, Raytheon, Boeing, TI, Loral, MacDonnell Douglas, Exxon, etc.; 40 staff. - Created vision and strategy—shifted from government to commercial mindset. - Built commercial business infrastructure/processes—recruited sales, engineering, and customer services staff for each product line; built US and EU field/telesales group.- Leveraged government R&D funding to lower cost of developing BBN/Patterns (AI-based real-time, waveform pattern recognition)—drove $2.3M Intel sale; largest in company history. - Led development of innovative commercial parallel processing products—DataExchange™ (real-time data acquisition/processing) and TotalView™ (software debugger). - Drove the porting of products to UNIX platforms (HP, Sun, SGI, DEC)—increased sales by 30%.- Directed successful direct marketing (5%-7% response) and advertising (70%+ recall) campaigns—won “Top Five” advertising award from NASA Tech Briefs.- Built European network of third party distributors—led to major sales to Dessault and Airbus.- Oversaw design, build, test, and evaluation of graphical user interfaces for Probe and Patterns products—shift from command-line interface increased accessibility for less sophisticated users. - Negotiated complex IP issues—critical to satisfying both government and commercial customers. - Led merger with BBN Software Products sales, marketing, engineering, service, and distribution—expanded global sales/marketing resources by a factor of 10, resulting in sales increase. - Restructured TotalView™ business as a stand-alone unit—eventually sold to third party.

Rose to leadership of 30+ Ph.D./M.S. engineers and software professionals engaged in contract research and advanced development of customized data analysis software systems for the U.S. government. Major customers: NUWC, PMTC, NAWC, NOSC, Edwards AFB, Raytheon, Grumman. - Led major business development initiatives—achieved proposal success rate of over 80%. Helped secure $20M in competitive, deliver order contracts.- Maintained high department billability (80%+)—consistently one of the highest in BBN. - Won/managed $3M Failure Analysis Expert System program with new pattern recognition algorithms—led to highly successful BBN/Patterns™ commercial product.

Group 91 - Surveillance TechniquesRose from Technical Staff Member to Program Manager. Led USAF and US Space Command software development programs. - Led 13+ staff that built prototype command and control system for deep-space and low-altitude space surveillance. Components included tasking and data processing for deep space radars and optical sites for new foreign launch detection, space object cataloging, and signature recognition—deployed at NORAD Cheyenne Mountain Complex to detect/analyze real-time threats (Deep Space Network Control Processor).- Invented Interactive Scenario Design software—enabled analysts to acquire new foreign launches that were previously undetected by the surveillance system.