W. Vann Hall

Perform a variety of product development, technical writing, development, and development support functions for a small boutique software developer specializing in financial services and graphics/game development tools. Projects to date include

• documentation of API and libraries (C/C++/C#) of cross-platform development tools for Sony Playstation 3, Playstation Personal, and Win32 game development systems.
• design of the social/business networking and blogging sections of an information and networking portal intended for employees of financial institutions.
• update and revision of user documentation for Access Softek’s Mobile Finance Manager application supporting online banking from mobile phones, including discrete versions for each supported device and customized and branded versions for some financial institutions.
• quality assurance testing of a redesigned ecommerce/MLM website for a distributor of exercise and bodybuilding videos, equipment, and supplements, including creation of scenarios and test cases.
• development of mobile device-ready web sites for Access Softek’s Mobile Locator product for financial institutions.
occasional development and operations tasks as required.

Provide creative and consultative services to various clients, primarily as regards the creation, manipulation, and presentation of digital media.

As Tao Chemical, provide live performance video, video installations, and custom DVDs for nightclubs, private parties, fund-raising events, and live theatrical and musical performances.

Hardware used includes Nikon film and digital still cameras and lenses, Sony and Panasonic DV cameras, Edirol and Panasonic mixers, ReAct midi controller, and Mitsubishi and NEC video projectors. Software includes Avid Liquid and Avid Xpress Studio editing suites, Resolume VJ software, PhotoShop, Premiere, vvvv, and various encoders.

Sold and marketed Access Softek’s online banking applications, with an emphasis on the multi-factor authentication server made available through its Cybermetric Systems subsidiary.

Contributed to the creation of proposals, bid responses, technical specifications, and white papers.

Performed code reviews, quality assurance testing, and miscellaneous development support as required.

Note: Duration of contract based upon the December 31, 2006, FFIEC compliance deadline.

Oversaw and supported business operations at a weekly lifestyle and entertainment tabloid, with emphasis on market positioning, branding, and strategic direction. During active tenure as publisher, distribution increased by 20%, paid subscriptions by 10%, and web readership by 35%; monthly print circulation reached 40,000, with an additional 400,000 unique online visits per month.

Responsible for overall efforts to improve and streamline corporate systems, including such projects as

• design and implementation of an omnibus business system intended eventually to provide a single interface to manage all display, classified, and web advertising; accounts receivable; subscription and promotional mailings; contact and leads management; distributor accounts; and editorial calendar.
• refinement and expansion of the content management system — developed originally by Pala Designs — that drove the Spectator.net web site, with the goal of providing better and more flexible support of sales through affiliate partners.

Also responsible for day-to-day activities as required: Writing and editing, graphic design, advertising sales and collections, update and management of web server, general bookkeeping, relationship management, legal and regulatory affairs, and the like.

Provided consultative services to software manufacturers and content and service providers. Emphasis on market analysis, business development. Notable projects included

• a comprehensive market and operations review performed for a leading provider of service activation systems.
• a year spent as ‘shadow CTO’ for the aforementioned OSS vendor, in advance of its anticipated IPO. Responsible for creation of white papers on emerging technologies, review of proposed products, evaluation of prospective partners, and other duties typical of the office of the CTO. (The company booked roughly $30 million in revenue in 2000, rising to more than $120 million in 2005. In 1Q 2007, the company was purchased for $165 million.)
• redesign of online edition for a local newsweekly. Responsible for 60 to 100 new or modified pages each week. Designed and built a custom content management system to automate and streamline site upkeep, reducing the man-hours required each week for site maintenance from over 100 to fewer than 20.
• development and support for a Puerto Rico-based provider of web-based video content, including creation or enhancement of video server, Java chat client, chat server, affiliate accounting and security applications, and assorted hacker detection and prevention tools, in addition to web and graphic design, HTML development, and support and administration of network hardware.
• consolidation of several specialized search engines into a single database manager for a local online publisher.
• preparation of video files (editing and optimized encoding) for a local online publisher.

Position combined elements of product management, product marketing, account management, and consultative sales. Initially part of sales; later moved to marketing.

Pioneered the market unit concept within OSI, in which individuals with real-world experience in network management were given control over product definition, development, and marketing for a specific industry or market area. Responsible at various times for OSI’s residential broadband (née video-on-demand), optical transport, HFC, OSS integration, advanced solutions, ISP, and IP/data market units.

Tasked with creating new markets for the NetExpert management platform: Identifying newly emergent business areas with unmet management and control needs; coming up to speed quickly on the underlying systems and technologies; determining which needs the product could best meet; devising an initial marketing strategy and product plan; and signing a first, preferably marquee, customer from within the targeted market space.

Responsible for $25 to $30 million in new and add-on business, including a number of strategic accounts. Customers included Ameritech, US West, Bell South, SBC, Lockheed Martin, Sprint LTD, Telus, TCI, ADC, NB Tel, Cable & Wireless, TelMex, Bell Canada, AT&T Unisource, Verio, Swisscom, and @Home.

During the final two years, led OSI’s IP/SNMP efforts. Conceived, designed, and managed development of OSI’s virtualExec product suite, which brought carrier-grade, telephony-scale management to IP networks. Produced a 200-page market analysis and product plan for OSI’s next-generation data OSS.

Prepared bids and RFP responses, either on behalf of OSI alone or in conjunction with resellers, integrators, or strategic partners; presented proposed solutions to prospects. Wrote and delivered sales, conference, and user group presentations. Created white papers, collateral, and sales support and training. Wrote articles for the trade press. Occasionally provided dedicated consultative support (from 3 to 30 days) to current and prospective customers regarding OSS and UI design, OSS integration, and process engineering. Evaluated prospective partners and acquisition targets.

Worked from home (initially Arlington, Virginia; later, San Francisco) while managing a geographically diverse team of direct reports and matrixed employees located across the United States and Canada.

Managed a fourteen-person team responsible for design, development, implementation, administration, and maintenance of network management and administrative systems to support Sprint’s public and private X.25, frame relay, and transaction-processing networks. Provided long-range planning for systems development and integration. Managed the Packet Data Service Center (PDSC) Technical Training and Business Process Improvement workgroups.

Identified inefficient or ineffective practices within the PDSC, designed and implemented procedural or cybernetic solutions to these problems, and evaluated the effectiveness of the implemented solutions. Served as chief operations liaison with development groups for the design of administrative and network-management systems. Oversaw the rebuild of the PDSC NOC, including the creation of a 170-station, mission-critical LAN. Managed the PDSC Technical Training and Measurements and Analysis groups. Project-managed implementation of the more than 300 Reston-oriented recommendations resulting from the Sprint Data Improvement Task Force.

Managed department providing technical support to all users of Sprint’s packet-switching network (SprintNet) and to owners of Sprint International-provided domestic private networks. Department consisted of sixty-odd technicians, supervisors, and related support staff handling from 800 to 1,200 incoming calls daily. (Prior to April 1, 1991, department included an additional eighteen employees performing customer service and administrative functions.)

Supervised seven-person team providing second-level technical support to SprintNet customers, specializing in IBM synchronous protocols.

Provided third-level technical support to other Sprint support groups for problems concerning the TP4000 switch/PAD product line.

Offered first- and second-level support for all SprintNet products and services.

Wrote, edited, and proofed articles for MENC periodicals and publications. Edited and proofread book-length manuscripts. Responsible for specification and administration of IBM PC local area network, including programming (in assembler, Pascal, EBL, and BASIC) for network-use accounting, utilities, and applications.