My career objectives are rather aggressive, and I do not wish to offend. It is, however, my intention to be open and honest about my goals and objectives. Experience over the years has shown that any proposed entrance strategy into new markets requires an exit strategy. My timelines are flexible, my fields of expertise are broad. I am willing to offer my services on a weekly, monthly or yearly basis. Global and international travel is desired. My wife and I will relocate as a team.
My wife (Diane) is a retired early education teacher and has taught English privately in Japan. She has been an editor and publisher of newspapers, newsletters and biographies. She will tutor/teach or be my personal assistant providing editorial and/or advisement services on a professional basis.
I am a writer. Over the years, this underlying foundation has served me well as I have analyzed and communicated information on complex issues. That skill requires constant stimulation, which involves finding “real” work in today’s market along with self-assessment. It also requires that I state my objectives. I hope to work with corporations and canines. To assess my abilities in each area, I offer you some background information.
If you are searching for someone who has an interest in learning and enjoys the discovery process, whether it be with a dog or a business, I am your man. If you need someone with an editor’s eye, you want Diane.
As always, there must be a discussion of money. The equation is simple: our expertise for your money. In other words, Diane and I have abilities which we believe are beneficial whether it be a corporation, a child or a canine. We are, in essence, itinerate workers, willing to travel as requested to different locations on an international basis. The assets and abilities that we will bring to the table are a valuable commodity. Our resume is broad in nature, beyond the one-page grocery list as is presented in today’s job market.
Being trained as an economist, a mathematician by nature and having survived in an accounting environment for over thirty years, I understand the desire to, “Get more for less”; however, one heuristic that I believe in is, “You get what you pay for.” Before I totally disenfranchise myself with my stance, I will take the liberty of providing you my historical perspective.
[Note: I realize my dissertation down memory lane may be lengthy. But the selection of an individual (in this case, a team member) for a position of trust should not be taken lightly. Any role in a dynamic environment, whether it be corporate or canine, needs confidence in the abilities of the individuals orchestrating that process.]
I began my career at a regional phone company working full-time while attending the university, full-time, at night. This process required five and a half years, but I accomplished it. My career began as a clerk, the bottom rung of the inside ladder. In less than three months at Northwestern Bell, I was promoted to management and was placed in an accelerated programming class where I learned COBOL. I hated being trapped in a cube, but a young newlywed attending school at night cannot make demands. Having been taught at a young age that when you do not like the position you are in, change it. I did. I became one of their best coders. I was the first person in the company to actually read the manuals on the mainframe and was able to utilize the network to remotely access code and core dumps. Before that, everything was printed on paper and personally delivered.
Within months, I was moved to a new position as a liaison between Data Systems and the Finance Department. My ability to take verbal instructions from the clients and translate them into functional systems gave me access, at an early age, to department heads from many different organizations. This training and exposure served me well.
In the late seventies, the Vice-President of Finance called me into his office. He liked me, so I wasn't afraid of his phone call. I assumed he wanted to chat. He did, indeed, want to chat, but not about implementing a new system; rather, it was about a gray box on his desk. It was a Radio Shack Model III Computer. I was not totally unaware of the blooming personal computer market. Friends of mine had already begun building them at home. Personally, I did not want any part of them. I had broken out of the confinement that they called Data Systems, and I could smell a trap.
What did he want me to do with it? The machine had a three-digit serial number and its capability was limited to booting up and dumping you into DOS (Disk Operating System). I tried to escape the situation, but the vice-president was too smart for me. He bribed me with more freedom. Bruce (a.k.a. “Sir”) simply wanted me to take it to my desk and determine if there was a functional use for the machine within his organization. He told me to purchase games and load them onto it. He wanted to know if it was user-friendly, and if I needed to fly somewhere or spend money, I was free do so. In addition, if the corporate jet was flying to any of the cities I needed to visit I was to call the hanger to see if there was an empty seat and arrive on time because executives of a Fortune 100 Company do not like to wait.
Those years were my first “taste” of the executive life, and I must say, I liked it. Everyone I met on the corporate plane treated me with dignity and respect. More than conversation, they passed on the knowledge of proper etiquette and presenting one’s self in executive situations. In essence, they taught me how the game was played and the character and quality of the men and women who played it. They were not only the chosen few of a hand-me-down business; more importantly, they were intelligent people with leadership qualities that made me proud to work for the corporation and its leadership.
To be quite frank, they liked me because I was interesting. I had earned a black belt in Tae Kwon Do, a triathlete and I worked protection dogs (mostly German Shepherds) in my spare time. Beyond this and of utmost pride, I was somehow able to have a loving wife and raise two great kids who have evolved into wonderful adults. I was flying to MIT, Stanford and traveling to training classes all across the country. It was my role to investigate new technologies and implement them within the department by holding training classes for my co-workers. It was an exciting time, and I feel fortunate to have had the experience as part of my career background.
But as we moved into the eighties, the focus turned away from the young freedom fighters, armed only with a floppy disk machine. IBM and the PC market began to sell anything that would make them a dollar. For more than ten years, I attended COMDEX in Las Vegas and spent days walking amongst the venders who were promoting products that would not survive from one year to the next.
I began to was notice a trend: The most effective products were coming from Japan. This realization put me on a path which has led me to write my life's story late one night in a little apartment in Okayama, Japan.
During the mid-eighties, I began to investigate artificial intelligence. I learned several different flavors of LISP (LISt Processing), which was basically the fore-runner to GUI's (Graphical User Interface), a.k.a. Windows. By that time we were trying to do everything on the PC, and we were discovering that the box did not have the necessary power to process logic. My research led me to believe that the Japanese had just developed a PROLOG machine using predicate calculus rather than lambda-based calculus, as we were utilizing in America.
I went to my vice-president and asked him to send me to COMDEX in Japan slated for the first week in March, 1987. He laughed. I had hit the end of my chain. His budget was limited to the United States and the company would not pay my way. I requested two weeks of vacation for the time off, paid the expenses myself , and went alone.
It was an excellent experience and would take too long to discuss in this venue, but the short version is a backpack and a sleeping bag and I slept in the parks. I made my way from Tokyo's Harumi Fairgrounds to Kyoto University. There I spent the day conversing with a systems programmer as we studied the computer/system (unplugged) with the manuals stacked against it, waist high. It was the same system being touted in the trade magazines as the next generation of computer migration. This is when I learned the lesson, “Do not always believe what you read.” History tells us high-tech promises can be made, but they are only profitable if implemented. I have a history of implementing advance systems spanning more than three decades.
One of my strengths is also a weakness that I must constantly be aware of: as a writer, I have the ability to turn a dissertation into a novel. This document grows long. If time and space permitted, I would expand on my years of experience with systems integration; my years as a UNIX hack; my years of being an industry analyst developing strategies for billions of dollars worth of investment; my use of liner regression and statistical analysis as a dynamic tool; and my graphic portrayal of monthly results for executives review.
Just allow me to leave you with this one thought. I have the ability to judge and analyze systems, products, events and the people or animals involved with them. I also have the background to quantify and relate that information to those who need to make the final call on direction. It is what I do best.
As a team, what Diane and I do best is discuss the material, polish it and offer the ability to present the information and analysis in a professional manner.