Eugene C. Gaines
21500 Tamarack Ridge Square Tel. 352-342-9271
Sterling, Virginia 20164 Cell. 202-445-9267
Experienced IT designer and project manager. Develop novel hardware and software network products.
Lead large public and private network planning, startup, operation projects. Launch new products and services,
drive sales, create markets, develop multi-year customer loyalty, create strategic alliances, extend revenue
stream life, develop value-added strategies to improve profit margins.
Sales and network troubleshooter for major telecom accounts. Performed this role for AT&T Hq., AT&T
Treasury, Bell Canada, BellSouth, RBOCs, Citicorp, ISPs, ITT, Nortel, Sprint, Unisys, Xerox. Typical
assignments: customer development, contract negotiation and close, lead flying squads to repair emergency
protocol or interface problems in new networks, resolve customer-provider differences.
Hands-on technical and management leadership:
Advise senior corporate management on information technology strategy.
Apply new IT and communications developments to business problems.
Exploit Internet and convergence technologies.
Manage fast-moving IT and networking projects and staffs.
Plan, recruit, staff, and manage IT operations for high-growth businesses.
Provide leadership and user support to customer bases.
Consulting for such companies as AT&T, Bellcomm, Bell Labs, Bell Canada, BBN, CalFed, Citicorp, GE, IBM,
Lucent. Large project responsibility for BellSouth, Blue Cross, DARPA, Deutsche Bundespost, Edunet, GE
Credit, General Motors, IBM, MIT, Telecom India, various U.S. government agencies, Xerox.
Gaines Group – Sterling, Virginia President 1997-present
Consulting in information technology business and market planning, venture troubleshooting, network
services planning (Internet, wireless, QoS, MPLS, VPN), sales development, advising international and U.S.
companies on market strategy, recruiting technical and management personnel, research for Internet, data
wireless and satellite products, briefings to U.S. legislators, federal and state agencies.
Provide business assistance to companies meeting technology or business cycle challenges. Example,
assumed responsibility for an organization that had been ordered dissolved, resolved legal and tax
problems, restored financial health and net worth of $125 million. For another company, identified a new
business opportunity and recruited a new senior executive from overseas; sales doubled to $600 million in
one year. For an Israeli company, researched the North American market, prepared a business plan with
the Sloan Business School, identified market opportunities, developed contacts with U.S. government
agencies, had new products accepted as the market leaders.
FaxPad Technologies, Inc. – Montreal, Canada President 1990-1996
Founded this company and raised financing to develop a series of network products to solve last-mile
problems in remote areas, including shared private networks, early Internet, and novel wireless networks.
Consulting in business development, financing, channel development, V.P. Sales for several early Ethernet
switch makers. Formed partnerships with Bell Canada, Canadian and Quebec government funding
agencies, IBM, Microsoft, Novell, National Research Council of Canada, U.S. and Canadian VARs.
Developed revolutionary network and tariff designs for Bell Canada, Lotto Quebec, Canadian government.
Eugene C. Gaines Page 2
SR Systems – Atlanta, GA and Montreal, Canada General Manager 1987-1990
Appointed the exclusive sales agent for BellSouth's first public switched data service. Worked with
BellSouth management to identify best accounts, planned networks, closed sales, converted private to
public networks, supplied CPE equipment, coordinated technical problem-solving with AT&T Bedminster.
Worked with DCA to break the PC to IBM mainframe barrier. In 1987, the most serious barrier to the
acceptance of the new shared data network services being widely introduced by telephone companies
worldwide was the inability to support the then-dominant IBM SNA mainframe protocol. I invented an
innovative design to solve this problem, combining German and U.S. technology. Produced the first
successful SNA PC-to-mainframe network product, sold the design to Atlanta’s DCA, then the largest PC-
to-mainframe equipment maker.
When my Canadian data equipment supplier, SR Systems, ran into trouble, took over as General
Manager. Reorganized the operation, doubled sales, introduced innovative network products such as
fax-over-packet and voice-over-packet equipment installed in 40 countries, the first public data gateway
for India, network switches for Malaysia's national stock exchange network, then spun off the division.
Protocom Devices Inc. – New York City Executive Vice President 1984-1987
Worked with the NY-NJ Port Authority and Merrill-Lynch Ventures to create a $7 million first-round
financing package for this start-up network switch manufacturer. Joined the company as Executive Vice
President, set up international distribution, negotiated major sales, directed major network projects
employing polling-synchronous packet-switching for such organizations as Anixter, Bell Canada, Blue
Cross, Boeing, California Federal Savings Bank, Dean Witter, IBM, U.S. Army.
Personally created the sales backlog that made it possible for the company to go public.
North American Philips – New York City Manager of Telecommunications Engineering 1982-1984
Headed the telecom engineering team of this $2.5 billion annual sales company at corporate HQ in NYC.
Responsible for turn-up and operation of a new national private switched network employing custom AT&T
ESS switches. Responsible for telecommunications activities in some 600 plants and offices, traveled
throughout the country to coordinate and manage telecom projects in 30 companies.
Provided consulting support to senior management in U.S. and the Netherlands. When the U.S. private
network startup was complete, moved to take over as North American Product Manager for all Philips
packet switching datacom products (Dutch and French X.25 product lines), set up North American sales
operation, sold packet switching equipment to such customers as AT&T.
ITT Domestic Network Group – New York City Manager of Network Planning 1981-1982
Headed the Network Planning Department for ITT's entry into the public long distance network business.
This was an aggressive startup, with a beginning $30 million budget. Business plan objective was an
incredible 23 percent per month sales growth. My department delivered 23.4 percent per month through
innovative integration with sales and competing carriers. Given additional responsibility of network
planning for such ITT units as Sheraton Hotels, Hartford Insurance, Bond Baking, ITT Defense.
GTE Telenet – Vienna, Virginia Director of Customer Operations 1980-1981
Managed the operations, field engineering, customer support staffs, and central network control center of
this pioneer public packet switching networking company. Expanded my staff from 16 to 60 people in one
year, reorganized operations to anticipate high future growth. Responsible for all Telenet Central Office
sites in 50 cities, all equipment, telecom facilities, customers.
My office was the principal point of contact for all public network customers, such as BellSouth, Edunet, GE,
General Motors, U.S. government, Xerox, international gateways. Operated the network on a shoestring
until Telenet’s acquisition by GTE, hired my replacement, resigned for a much-needed rest.
Eugene C. Gaines Page 3
MAI Sorbus – Valley Forge, Pennsylvania Manager of Telecommunications 1973-1980
Joined company to lead a programming team to develop an accounting software line for a new
minicomputer product line, then given responsibility for data center telecom planning and operations,
including distributed minis, IBM and Honeywell mainframes. Became the company’s first Manager of
Telecommunications, responsible for voice and data communications services for 1,200 field service
personnel and 300 inventory stocking locations.
Appointed “Telecommunications Advisor to the Chairman” of the parent conglomerate, given budget
approval authority for all telecommunications projects, working with the presidents of six companies.
Developed the concept and fought for reorganization of the company's IT operation from five regional
computer centers to a central 24x7 operation, creating one of the world’s first online national just-in- time
inventory systems. This project dramatically changed the company, and the company’s next Annual Report
credited the just-in-time inventory system for the company's turnaround in one year from “continuing losses”
to “strong profitability”. This was key to the company’s acquisition by Bell Atlantic.
Vice President, Washington DC Area Chapter of the Internet Society (ISOC-DC).
Organized 42 Internet Society chapters around the world to hold an “Appreciation Evening for Vint Cerf
and Bob Kahn” at Booz Allen Hamilton headquarters in McLean, Virginia, 5/2002.
Organized the first reunion of early ARPANET developers in 40 years at BBN, Arlington, Virginia, 3/2010.
Executive Board, the Capital Area Wireless Network group (CAWNET).
Organized seminars, presented papers, chaired sessions at WCAI (Wireless Communications Association
International) conferences, ICA, Comdex, NCC, ACM, Interface, CMA, ISOC, NARUC conferences.
Organized and led executive telecommunications seminars for Citicorp, new-technology seminars for
AT&T, also chaired panels on Internet commerce, and state and Federal legislation for the DC Chapter
of the Internet Society and the National Research Council of Canada.
Co-author, RSVP-QoS Implementation Surveys, IETF (Internet Engineering Task Force) with CEFRIEL,
Politecnico di Milano.
Published in CMA Journals, Infosystems, Networks Journal, Telecommunications Magazine.
Graduate studies in Computer Science, Moore School of Engineering, University of Pennsylvania.
Graduate studies toward Master of Science, University of Houston, thesis “Reciprocity Law Failure in
Conventional Silver-halide Photosensitive Materials”.
Bachelor of Science, Photography, University of Houston, minors in Physics and Mathematics.
Various management and technical seminars.
U.S. citizen, held various civilian and military security clearances. Married, excellent health.
U.S. Army Signal Corps, 1st Lt., attached to Joint Chiefs of Staff, Pentagon, led special assignments.
For 20 years active in urban economic redevelopment and in creating innovative classes to train high
school dropouts for success in technology professions.
Volunteer Tour Guide, U.S. Capitol Building, U.S. Senate, Washington DC.
Ex-president, Westerley Home Owners Association, Sterling, Loudoun, County, Virginia.
Cofounder and webmaster, Washington DC chapter of the Internet Society, www.isoc-dc.org.
Cofounder and webmaster, Northern Virginia Wireless Association.
Webmaster, Trout Unlimited Tri-State Conservation and Fishing Camp, www.tucamp.org.
Cofounder and webmaster, East Coast Meerkat Society, www.meerkatsrule.org.
Head technical support for Fairfax County, Virginia, CNCT volunteer project to provide free computer,
broadband Internet and technical support for low-income school students.
Eugene C. Gaines Page 4
Eugene C. Gaines
Work experience in narrative form. See resume for dates and locations.
1. Examples of consulting assignments:
Assisted an international defense company supplying satellite, covert, rescue data communications
equipment to Ministry of Defense entities in ten countries. Researched the U.S. market, opened
contact with key U.S. government agencies including the National Telecommunications & Information
Administration, FCC, U.S. Navy, NOA, U.S. Coast Guard and members of Congress. Identified a
strategy to first enter the U.S. commercial market then leverage that market to penetrate other
Executive recruiting for a $300 million annual sales company, recruited the British Managing Director of
a key competitor, negotiated employment terms and arranged immigration papers, brought that man to
the U.S. where he has played a key role in more than doubling the company's sales in less than six
Worked with tax and legal experts to promote the president's "New Markets" initiative for
underdeveloped areas of the country with emphasis on tax credits for stimulation of technology
development, assisted in pushing that legislation to passage in the House and Senate.
2. Canadian working group on China. Formed a group to develop Internet-based exchange between
Canada and China. Met at the National Research Council of Canada, with attendees from government,
academia and private enterprise. This grew from assisting a group of Chinese in converting an early
high-traffic academic web site to a private company. Advised this dot-com start-up on business
planning, obtained government support and web hosting on Canadian government computers at no
charge. In 3 months, reached 100,000 visits per day by Chinese-speaking people in 35 countries.
3. RSVP-QoS Implementation Survey for the IETF (Internet Engineering Task Force).
RSVP (Internet ReSerVation Protocol) is a developing Internet standard which supports controlled-
delay carriage of quality voice and video, as well as reliable delivery of data for critical applications,
over the Internet. Co-authored this survey for the IETF; put me in touch with engineers at companies
active in Internet development: 3Com, Ascend, Bay Networks, CEFRIEL/Politecnico di Milano, CERE, Cisco,
CLASS, Cselt, Digital, ETH Zurich, Fore, Furukawa, Futuresoft, George Mason U., GMD Fokus - STEP, Hewlett-
Packard, IBM Research Center, Intel, IPHighway, Juniper Networks, Micom, Microsoft, NEC, Newbridge, Newlink,
Nortel, Pivotal Networking, Precept, Qosnetics, Rensselaer Polytechnic Inst., Routerware, Silicon Graphics, Sony
Computer Science Lab., Sun Microsystems, Tektronix, Torrent Networking, U. of Toronto, US Nat’l. Inst. Science &
Tech., US Navy Research Lab.
The National Research Council of Canada provided support for this work.
4. Sales development. Set up marketing strategy and distribution, served as the first VP Sales for two
startup Canadian Ethernet switch manufacturer companies.
5. Expernet Expert for the Giga Information Group. Participation in the Giga Group, an offshoot of the
Gartner Group, provided me access to technical and market research information which otherwise
would cost me thousands to obtain.
6. Online inventory application. Kraft Foods Canada faced a problem completing the upgrade of their online
purchasing system. I found that their national online inventory tracking system was completed and
operating, but their vendor communication network would take several more years of development.
The lost opportunity for cost saving was $12 million. I designed and programmed a LAN-based
computer fax program to take output of the existing headquarters inventory system and transmit
inventory usage/stock status to each supplier. The status reports enabled suppliers to predict future
orders, enabling Kraft to reduce order delivery times and negotiate price reductions – with a immediate
projected saving of $6 million per year. Complex problem; simple answer.
Eugene C. Gaines Page 5
7. Manufacturer invoicing system. Another case of a simple communications solution yielding good
business benefit. A Canadian furniture manufacturer sells to furniture chains throughout Canada, with
customers ranging from the largest department store chains to thousands of small retail stores in remote
northern villages. Mailing delays for invoicing, credits, and return authorizations were a costly problem. I
implemented a Windows application which interfaces both to their Unix accounting system and their
Windows front-office system, automatically takes documents generated from the Unix system, transfers the
data to a Windows PC, formats and converts to fax images, transmits to the buying store, maintains a log
with automatic retry, multiple priority levels, operates multiple fax modems, with full PC operator control.
8. Business Development for an Ethernet switch manufacturer. I consulted to this company for three
years during their startup. NetCorp was an early Ethernet switch developer, financed by some of the
largest companies in Canada, received $3 million first-round investment. I set up the first partner
relationships for the company with major U.S. network players, created the company’s web site, selected
resellers, set up distribution in U.S. and Canada. When development delays created a cash crisis, I
arranged with a Quebec government development agency for additional $700,000 in working capital.
9. Work on new methods of realtime data and fax transmission. I founded and served as president of
FaxPAD Technologies, a Canadian R&D company, to explore novel transmission media including
broadcast television, X.25 public networks and the Internet, received some $740,000 in development
contracts over two years, including cooperative development efforts with Hydro Quebec, Canada Post, the
Canadian Broadcasting System, and provincial television networks. Developed the first PC product for
transmission of real-time facsimile and data files over public data networks, developed a TV interface which
permits the broadcast and reception of data files over the unused VBI bandwidth of commercial television
channels, worked with Hydro Quebec on a failsafe telecom system to transmit electricity load shedding
profiles to control power usage of the several hundred largest industrial electricity users.
10. Fluor Daniel international data network. At the request of Unisys, assisted Fluor Daniel (sales $6 billion)
in developing the network implementation plan to provide high-speed transmission of very large engineering
and plant architecture drawings between their offices in various countries, set up prototype network testing
between an initial two Fluor Daniel offices.
11. Work with Bell Canada. In the course of selling polling-synchronous packet switching equipment to
customers of Bell Canada, served as systems design consultant and project manager on such projects as:
Design and testing for the first financial institution to pass electronic funds over Canada’s public
switched data network; work with Bell Canada and Royal Trust Bank of Montreal.
Assisted Bell Canada in revising provincial lottery network design to benefit both the lottery operator
and Bell Canada; in return, Bell Canada teamed exclusively with my company.
Worked directly with Bell Canada’s VP, Major Accounts to solve problems for key accounts. Began at
the top of Bell’s customer list with Anixter; I visited Anixter headquarters in Chicago, proposed
equipment to both solve their high trans-border network cost and improve response time. Worked with
Blue Cross of Ontario to upgrade their international SNA data network, proposed a network upgrade,
sold my CPE equipment and network management for Blue Cross offices in Canada and Europe.
Worked with Bell Canada to design prototype equipment to replace the two largest data networks in
Canada, serving all Canadian Government Employment and Immigration offices. Combined two
disparate polling-synchronous applications in a single multiprotocol network. Convinced Bell Canada to
support me by circumventing the government competitive procurement process, buying my equipment
directly from me and providing to the Canadian government as part of their telecommunications service.
12. AT&T Customer Support. At the request of AT&T Headquarters, made site visits to assist their account
managers in troubleshooting at major national accounts. An example, assisted AT&T in designing and
proposing upgrades to the USAA ($18 billion sales) high-speed SNA-based call center customer
information system to improve response time from overseas cities. USAA operates one of the largest call-
center networks in the world, and certainly the highest quality.
Eugene C. Gaines Page 6
13. Participation in AT&T digital network kickoff tours. Retained by AT&T as a member of presentation
teams touring the country, giving seminars on the then-new AT&T shared digital network to major accounts.
A four-person AT&T technical team presented the network technology for two hours, then I presented
applications, benefits, connecting customer equipment for two hours.
14. Reseller for BellSouth shared digital network. My company was appointed the first sales agent for
BellSouth’s shared digital network. We furnished CPE equipment to the first customers such as Burnam
Van Lines, did network planning, training for BellSouth personnel, worked with AT&T to coordinate the
installation of national networks, worked on-site with customers and at AT&T Headquarters serving as
troubleshooter for AT&T, organizing strike force teams to remedy early network problems.
15. Work in Malaysia for the Kuala Lumpur National Stock Exchange. Assisted the stock exchange in
network planning, worked with the national telephone company in planning national network upgrade
strategy, provided demonstration and test equipment, advised on expansion plans. Provided to the Stock
Exchange the switching equipment used throughout the Stock Exchange private data network. I maintained
a Canadian engineer on-site in Malaysia for one year. This private data network, for the first time, tied
together stock brokers in the dozen major cities in Malaysia, spanning the South China Sea, the jungles of
Borneo, etc., and made it possible for the National Stock Exchange to succeed in becoming only the fourth
automated stock exchange in the world. In this work I had the aggressive support of the Malaysian
government. The project was an extraordinary success, contributing significantly in Malaysia being able to
break the financial chokehold which Singapore had over Malaysia.
16. Public Gateway for India. Provided equipment to the VSN, the Indian state gateway telephone company,
to create the first international data gateway for that country. Working with my on-site engineer in Bombay,
oversaw equipment installation, international testing with such other countries as Germany, France, U.S.,
Japan, trained operations people, managed the phased startup and expansion of gateway services and
traffic volume. This was largely the remote training of local personnel, remote software troubleshooting and
upgrading, and remote systems management while local personnel gained skills.
17. Fax over X.25 network for a Swiss bank. As the result of my experimentation with G3 fax machines,
developed a unique X.25 PAD which converted dial-up fax traffic to an X.25 network. Sold to such
customers as Switzerland’s largest international bank, purchased 100 units for installation in their offices
around the world, diverting costly international long distance fax calls to traffic on their fixed-cost private
international X.25 network -- saving hundreds of thousands of dollars annually.
18. Port Authority of New York and New Jersey. The Port Authority, owner of New York City’s bridges,
tunnels, docks, World Trade Center buildings, and the largest landlord in New York City, embarked on a
project to support business redevelopment in one of the most blighted areas of New York -- in the South
Bronx. I assisted them as an unpaid volunteer in selecting high-technology firms which might be able to
contribute to redevelopment. I participated in a due-diligence investment evaluation and selection of a first
company -- Protocom Devices -- then at the request of the Port Authority I then joined that firm as an
Executive Vice President. Moved the network switching equipment startup from Stamford, Connecticut to
an abandoned building in the South Bronx, arranged $7 million in grants and loans from the Port Authority.
Using our company as an anchor, rebuilt the building and attracted ten companies to the building. With the
Port Authority and the City of New York, razed and rebuilt four abandoned city blocks as a high-technology
industrial park. Today, the area surrounding that park has been revitalized.
19. Banking network for California Federal S&L (CALFED). I managed the proposal, negotiation, contract
terms, acceptance testing and installation of a multi-city banking network under subcontract to Paradyne
Corporation, Largo, Florida. This was a technically challenging project, breaking new ground in a number of
telecom areas. Paradyne had failed in developing the needed equipment, than had contracted with a Swiss
company to develop the equipment with an advance payment of several million dollars. That too failed, and
Paradyne was in danger of cancellation of this major contract. I found ways to solve the technical problems
though discussion with CALFED network engineers, sold the equipment to Paradyne, then managed the
project. Highly successful, enabled CALFED, from their 800-man computer center in Los Angeles, to
embark on the acquisition of Florida and Georgia banks at cut-rate prices. We developed and installed
polling-synchronous to X.25 network equipment which supported, simultaneously on one coast-to-coast
network, several Burroughs protocols, IBM Bisync, IBM SNA, and ATM and Olivetti terminal protocols.
Eugene C. Gaines Page 7
After the equipment was accepted and in production, I served as a consultant directly to the CALFED
President of banking operations, participated in planning and telecom protocol development employing the
largest model IBM mainframe computer, then added the largest Unisys mainframe model to support the
growing Southeast banking operation. When IBM complained that our mixed-vendor network could not be
reliable, CALFED staged a shootout, contracting with IBM to plan and install an all-IBM network to support
their closest ATMs in the Los Angeles area, then compared the performance and reliability of the IBM local
network with our network which reached from California to Florida. I proved that our “cats-and-dogs”
network, supporting three makes of ATM terminals and a variety of drive-in and teller stations in cities from
Atlanta to Miami, was more reliable at less cost per transaction than the all-new local IBM ATM network.
20. International sales. At Protocom Devices, in addition to being project manager for several major accounts
such as the CALFED network above, also was responsible for international sales. We were able to take
Protocom Devices public on the basis of my sales in Canada, Germany, France, the Netherlands. In our
public-offering prospectus, 80 percent of the company’s sales backlog was from my international accounts.
21. Manager of Telecommunications Engineering for NA Philips ($2.5 billion sales). I was responsible for
planning, installation and operation a new-generation national private voice network, achieved $12 million
annual savings. Member of the AT&T Large Users Group. Managed a 16-man dedicated AT&T support
team. Responsible for telecommunications planning and oversight of hundreds of NA Philips companies
such as Magnavox, Norelco, etc. I circulated through the country meeting with groups of local
telecommunications managers, presenting corporate policy, hearing and resolving complaints, interceding
with local telephone companies when necessary, etc. Became the principal contact between U.S.
telecommunications management at Philips Headquarters in Holland.
22. Product Manager, Packet Switching for NA Philips. When the new telecommunications network was
stable, I moved to another division, taking over as North American Product Manager for Dutch and French
Philips packet switching products, moving from the Fifth Avenue NYC headquarters to Piscataway, New
Jersey. AT&T was just waking up to the promise of packet switching and IP-based networking, and my first
significant sale was to equip the first packet switching demonstration laboratory at AT&T Headquarters.
23. Manager of Network Planning, ITT Domestic Network Group, NYC. ITT set out to develop a public long
distance telephone network company in competition with AT&T and MCI, and committed the massive
investment needed. Their business plan called for more aggressive, faster network expansion than had
been achieved by their competitors. The job of planning and directing this explosive growth was an
extraordinary challenge, and I joined ITT to head the Network Planning Department, with a $15 million start-
up year budget. Business plan objective was network traffic and thus revenue growth of 23 percent per
month compound. Professional network planners, such as those at AT&T, thought that such growth would
be impossible. Given this objective, reasonable control of network cost and revenue expansion would be
impossible using traditional techniques. Essentially, the problem was the five month lag necessary to install
new telecom facilities and the uncontrolled calling patterns of new customers meant that attempting the
business plan 23 percent per month compound growth rate was not feasible, An alternate technique for
controlling cost and revenue growth was needed. I had the sales commission plan changed to that I could
gain control of where selling efforts were targeted, with the ability to redirect selling at will, giving me a new
dimension of control over network traffic. As a result of this selling control and an extraordinary 7-person
planning staff, I delivered 23.4 percent per-month sales growth, meeting revenue, cost and growth targets.
After this success, was given responsibility for network planning of all ITT corporate telecommunications
networks, including subsidiaries such as Hartford Insurance, Sheraton Hotels, Bond Baking.
24. Director of Customer Operations, GTE Telenet. As Telecommunications Manager at MAI Sorbus, I was
Telenet’s largest traffic customer. The telecom problems at MAI were under control, proceeding according
to plan, and could be handled by the small team I had hired. As a reward, the chairman of the Board of the
parent company was urging me to cut back to a four days work week. Telenet, my key telecom supplier,
was doing the most exciting and innovative work in the field, but experiencing severe network operations
problems, the result of high growth and fielding unproven new-generation switching equipment. The
challenge was tempting, so I joined Telenet to solve their growing network reliability problems.
Eugene C. Gaines Page 8
Assumed responsibility for the customer support, field service, installation and site operations staffs during
the critical early growth phase of this pioneer packet switching public networking company. Responsible for
all Telenet central office sites in several hundred cities, equipment and lines installation, and 24x7
operation. Increased operations staff from 16 to 60. Became Principal Point of Operations Contact for all
network customers such as BellSouth, Edunet, GE Credit, General Motors, Xerox Corporation, U.S.
government agencies, packet switching network interfaces to the national networks in other countries. The
operations job was one of massive stress; at the request of the Chairman of the Board, I saw the company
though its acquisition by GTE, hired a capable replacement and left the company for a much-need rest.
24. Various positions, MAI Sorbus. Joined this company to head a programming team developing business
accounting packages for the Basic Four minicomputers made by a sister company.
Data networking was in its infancy. I proposed adding telecommunications capability to Basic Four
minicomputers, developed the necessary hardware and software to accomplish this.
Redesigned the company’s IBM mainframe-based batch lease accounting systems for real-time remote
access through front-end minicomputers, then began marketing this remote-access system as a service to
large lease accounting customers.
Designed and programmed an interactive unstructured query system for senior financial managers; this
innovative remote-access query system produced more profit than the mainframe production activity.
As a personal after-hours project, designed and coded the first national sales/use tax database, sold to
major corporations as a subscription service (per-customer cost $200 per year, revenue $2,000 per year).
Created a new position, Manager of Telecommunications, responsible for voice and data communications
support of 1,200 computer mainframe field service personnel and 300 inventory stocking locations.
Appointed Telecommunications Advisor to the Chairman of the parent company. Given responsibility for
coordinating telecommunications between the companies in the conglomerate, working with company
presidents. Assumed budget approval for all telecommunications projects throughout the conglomerate.
I proposed and led the effort to close regional mainframe computer centers and create a central integrated
on-line high-velocity inventory system. This was accomplished, building an innovative central computer
facility employing multiple large minicomputers and Telenet packet switching communications. The Sorbus
National Inventory System became operational in 1976. The Sorbus 1997 Annual Report credited this
National Inventory System for the company’s turnaround in one year from loss to exceptional profitability.
My talent lies in applying new technology to solve real-world problems, in designing and operating high-growth
machine and people networks, and in providing leadership to users to gain full benefit from change environments.
There is a problem. As one takes on increasing management responsibilities, one grows apart from the
technology and from users. I believe that, in order to be effective, one must maintain a hands-on direct
knowledge of technology. Such knowledge, I have found, is not gained through management or training; but
requires continuing to roll up one’s sleeves and taking the risk of doing work yourself.
To me, the most personally rewarding work involves maintaining a commanding knowledge of both technology
and business practice, having a clear vision of technology trends, discovering opportunities to apply this vision to
business problems, setting project goals, taking responsibility, providing the leadership to drive to reach this goal,
seeing the project to conclusion, and measuring its performance.
Today, in 2011, there is a new dawn in technology. Yesterday’s cumbersome mainframe has come to the
desktop. Computing power is shedding complexity and is becoming a utility on-demand service in the cloud.
Telecommunications issues such as LATAs, reliability, alternate routing, are becoming the past. The Internet,
combining with developments in wireline and wireless, is on its way to creating an information environment
through which we can move as easily as we breathe. This is the world I see, the world in which I relish working.