Doctor

• Mar 2003 - Present

Owner

• Feb 2002 - Present

Let company go out of business as I was too busy with my volunteering activities, needed time to give back, as we all do, in my opinion. Let company go out of business as I was too busy with my volunteering activities, needed time to give back, as we all do, in my opinion.

Owner

• Dec 2005 - Dec 2012

I built custom made high-end PC's and Servers to order. I only used tiop end parts and suppliers, and the machines continue to run, with only minimal software updates to date. I built custom made high-end PC's and Servers to order. I only used tiop end parts and suppliers, and the machines continue to run, with only minimal software updates to date.

Staff Director Special IT Project

• May 1991 - Mar 1994

Worked as a team member on the FOCUS project to merge the billing and customer care systems of New York Telephone and New England Telephone. Designed overall functionality, made several presentations to team members and outside groups, published the monthly project newsletter, wrote executive speeches, and was involved in high-level executive meetings and discussions. Worked as a team member on the FOCUS project to merge the billing and customer care systems of New York Telephone and New England Telephone. Designed overall functionality, made several presentations to team members and outside groups, published the monthly project newsletter, wrote executive speeches, and was involved in high-level executive meetings and discussions.

Area Operations Manager

• Apr 1989 - Apr 1992

Managed a total workforce of 420 individuals, 370 unionized in the IBEW union, I was responsible for 15 managers, and they were responsible for 20 line supervisors, and 15 assistant supervisors. Successfully worked with the several union stewards, and maintained excellent working relationships with my management team as well as with all unionized individuals who worked in my section. Managed a total workforce of 420 individuals, 370 unionized in the IBEW union, I was responsible for 15 managers, and they were responsible for 20 line supervisors, and 15 assistant supervisors. Successfully worked with the several union stewards, and maintained excellent working relationships with my management team as well as with all unionized individuals who worked in my section.

Staff Director - Financial Analysis

• Sep 1988 - Apr 1990

Oversaw the financial reporting for the State of Rhode Island, supervised lower-level individuals who meticulously analyzed numerous financial reports regarding the ongoing operations of the above-noted state. Decided which adjustments were appropriate and discarded those that were not, assisted in the high-level successful negotiations with the RI State Utilities Commission and successfully implemented a revenue-sharing agreement going into effect for a 3 year period. Discharged other related financial responsibilities to my District Manager's approval. Show less

Staff Manager

• Jan 1988 - Apr 1990

Staff Manager Departmental Budgets, Communications, Executive Speech Writing, Strategic Departmental Planning, and other related duties. Successfully managed the annual budget of $125 million dollars, wrote numerous executive speeches, worked on the planning team to consolidate 7 field offices into 2, wrote the introductory executive speech for the implementation of the office consolidation, and worked with the existing office Directory to ensure they were following the consolidation plan, and answered many questions from the outlying offices concerning who they and they reporting personnel were going to be treated once the offices were closed and consolidated. Show less

Staff Development Manager

• Mar 1987 - Apr 1988

Member of the management potential assessment team. We were trained to assess the abilities of non-management employees for placement in low-level management assignments. The assessment team comprised of myself and 5 other individuals who conducted weekly assessment sessions where 6 non-management employees would participate in a variety of exercises, all of which were manually recorded, once the exercises were complete we then compiled a fully written report about those individuals assigned to us, then we held a group conference with all the "assessors" present and would discuss and rate each of the week's participants. Final conclusions determined whether or not the non-management employee would qualify for a low-level promotion to a management position. Only 10% of the participants were rated as outstanding, 15% better than average, 20 % average and the remainder were rated either less-than-average or unacceptable. Each assessor then traveled the non-management employee's workplace and personally delivered their results. After personally delivering their results we turned over our reports to the personnel/human resources department to be entered into their permanent personnel records. Show less