Is an MBA from the Wharton School, a Six Sigma Black Belt, and an ASQ-certified software quality engineer. He provides consulting, training and coaching related to business and software/IT process improvement, with emphasis on “best of breed” integration of proven best practices and models.

His primary focus and interest is in helping organizations improve business performance by more effective management of the interface between general managers and software and IT. By working on both sides of the "technology divide" he has helped reduce failures, increase productivity and quality, reduce waste, and control risk.

More and more businesses and government agencies are finding software and IT to be crucial to their success and efficiency. From ‘hardware’ products that are becoming software-enabled to enterprise and worldwide information and business platforms – systems of software, technology, and related services drive today’s organizations. This increased reliance is surfacing many shortcomings in the way software and IT are managed.

Software and IT projects, like Black Holes, consume vast amounts of time and money, yet often do not deliver what was promised, are frequently late and over budget, and are many are defect prone when deployed. Sometimes not even light comes out!Outright failures are quite common and can have serious consequences for careers and for the bottom line. Outsourcing has produced decidedly mixed results. Organizations continue to take a trial and error approach with little systemic improvement noted. Dramatic improvements are possible, but require a combination of sustained best practices - silver bullets simply don't exist, as evidenced by the absence of dead wolves!