TECHNOLOGY & STRATEGIC BUSINESS PLANNING
In recent years, Mr. Smith has transitioned from an emphasis on projects that primarily focused attention on specific problems—that is, on specific projects, products, and services, to broadly applying his considerable expertise in supporting companies (employers and customers) in a strategic, broader-based capacity. He has provided guidance and oversight in the planning and application of many new cutting-edge technologies in the areas of broadband, wireless, optics, Internet, e-commerce, computing hardware, and software methodologies. Most recently, his efforts have been focused in the areas of service oriented architectures (SOA), net-centric computing (GIG and NCES), collaboration environments, and machine-to-machine (M2M) enablement.
In this technology business planning capacity, his responsibilities have included:
- Monitoring—intelligence and information gathering, and synthesis of the cumulative results—through extensive reading (trade magazines, online, etc.), vendor briefings, conferences, standards bodies, etc.
- Understanding—prepared assessment papers, competitive analyses, etc. that addressed the pro’s and con’s of various technologies, products, companies, technical and business approaches, market strategies, etc.
- Evaluating—where possible, evaluated those technologies, etc. within a captive test-lab environment.
- Guiding—prepared position papers and strategic planning documents regarding emerging technologies, and their role in future development efforts, and proposed directions of the company.
The technologies with which he has been involved, while particularly applicable to the telecommunications industry, are of a much broader strategic value—being of significant consequence to many high-tech industries—in particular, to the communications, information, defense, and aerospace industries.
For all employers—across multiple high-tech industries, developed strategic analyses, new-concept whitepapers, etc.—resulting in the entry to significant new areas of business for my employer.
- At GTRI (’81-’82) after studying the dissertation of J. Richard Huynen, “Phenomenological Theory of Radar Targets,” on his personal time, developed analytical solutions to the equations contained there, and applied them to the analysis of in-house radar data. Resulting analysis, papers, etc. ultimately led to DARPA contracts for GTRI in this new area of radar development.
- At Lockheed-Georgia (’83-’85), laid foundation to leverage a one man-year IRAD project, "Advanced Airborne AI," into the successful competition for another DARPA contract: the “Pilot’s Associate” that addressed the question of how could, or should then emerging AI (artificial intelligence) technology best be applied in the cockpit.
- At Contel ('88-'91), developed an analysis "Knowledge-Based Systems Technology Assessment" (100+ pages) examining the (then) current state of AI technologies applicable to the communications industry. This was essentially a textbook study that proposed a strategy for how Contel should incorporate that emerging technology into its systems and services.
- At GTE ('94-'96), developed a whitepaper (a 200+ page document) proposing a fundamental change in how telecommunications services should be viewed, along with a plan for the infrastructure transformations to implement that vision. The "new vision," and its technical approach (leveraging his OO, AI, and H-M expertise) earned him a technical leadership role in the "High-Value Platform" initiative, which represented the beginning of consideration of converged services at GTE and the adoption of the concept then known as process reengineering—the precursor to today’s service oriented architecture (SOA).
- Oversaw development of major prototype of the new vision for internal consumption, published papers based on the vision, and followed-up with directing development of a Telecom'95 demonstration, which leveraged a blend of COTS and custom integration software.
- Concurrently, provided technical architecture guidance to DGM&S, contracted to develop AIN platforms (SLEE, SCE, etc.) based on the vision. The TINA'95 paper summarizes the concepts behind my vision of what services should be, and an architecture to achieve it.
- At GTE ('98), developed a significant position whitepaper on the directory-enabled convergence of e-commerce and telecommunications services—providing a strategy to leverage GTE’s dominate position in the classical directory services segment of telecommunications.
- At GTE ('99), as a member of the Technology Business Planning organization (with oversight of R&D at GTE Labs, etc.), developed a "state-of-the-world" assessment (another 200+ page document) “Emerging Technologies & Megatrends,” that would greatly impact—if not transform—the communications industry.
- Developed other new visions of how specific new technologies could enable new business opportunities—the Connected Family program became the latest manifestation of those visions.
- Similar analyses of greater depth (i.e., proprietary to GTE) addressed such topics as a “Microsoft strategy,” Java, XML, VoIP (Voice over IP), etc. The analyses both addressed business impact, and identified new innovative—out-of-the-box—ways they could be leveraged, e.g., a glass-bottom-boat Java VM that supported the proverbial 5-9’s of telecommunications reliability—transparently supporting restart, failover, etc. without further modification of the Java-implemented COTS applications.
- At ISR, developed requirements analysis, CONOPS, network architecture, and deployment strategy for a government customer planning a major infrastructure upgrade, including significant new bandwidth requirements and operational reorganization.
- At ISR, develop a five-year forward-looking assessment of transformational trends in collaboration environment evolution, in light of the enabling technologies that will facilitate those trends..
- At ISR, supported development a DoDAF-compliant architecture for a government customer’s migration/adaptation to the net-centric, service oriented GIG (Global Information Grid). Specifically, prepared CONOPS analysis for the machine-to-machine (M2M) deployment of sensors in this architecture.
- At Critical 1 Consulting, Inc. developed CONOPS, (project RED CELL) in collaboration with ISR and Telcordia Advanced R&D Labs, for an alert system that leverages existing and near-term technologies (e.g., national cellular infrastructure) to provide: detection and modeling of threats; national and regional situation awareness and coordination; efficient planning and execution of alert notifications; continuous response processing; and status updating.
- At Critical 1 Consulting, Inc. developed for the West Virginia High-Technology Consortium Foundation (WVHTF) a strategy for leveraging the RED CELL vision as a basis for the coordination of several WVHTF programs. The plan addressed how such critical technologies as WiMax, session initiation protocol (SIP), and the IP Multimedia Subsystem (IMS) should support this project integration strategy.