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Bill Seitz

115 East 9th Street, #10-A

New York, NY 10003

212/260-4029

bill@fluxent.com, http://webseitz.fluxent.com/career


Summary: CTO with track-record building agile product-development teams for start-ups, seeking senior role in entrepreneurial organization building disruptive Internet-driven products.


Career

2007 - current

CTO: DailyLit, LLC

Managed off-shore development contractor and distant-US junior developer. Wrote specs, tested systems, reviewed code, directed improvements, wrote code directly (PHP, MySQL).

2003 - 2007

CTO: Living Independently Group, Inc.

Turned consultant-built prototype into production business application (using all-OpenSource stack). Used mix of writing code, hiring independent consultants, and building permanent staff. Replaced certain elements of architecture as priorities allowed, without disruption to production system.

Set direction/requirements for new client-hardware generation, focusing on solving whole-product logistics challenges and increasing similarity to server technology choices to leverage skills of small staff.

Managed all technology and operations (installations, hardware vendor management, etc.).

Defined technical strategy, participated in business strategic direction.˙

2002 – 2003

Founder: Fluxent, Inc.

Operating wiki hosting service for teams and individuals (wikilogs) based on customizing existing OpenSource wiki. Write code, support users, speak at conference.

2000 - 2002

CTO/COO: Axiom Legal Solutions, Inc.

Designed and built intranet/extranet applications, using Microsoft platform for leverage of tools already available to small controlled user population.

Built custom timesheet web-app for attorney use, using Python within IIS. Designed process for exporting data to QuickBooks.

Began design of reputation-based professional services market; held back execution until business scale was appropriate (which was never reached).

Designed sales management process for founders to use in managing their own and others' efforts for greater focus, account penetration, and performance evaluation.

Defined technical strategy, participated in business strategic direction.

Managed all technical operations, development, design staff. Coordinated non-tech projects.

1995 - 2000

Vice President, Technology: Medscape, Inc.

Developed phase-I technology architecture used by Medscape for first 2 years of existence. Performed all programming used on server and for internal utilities. Designed semi-automated production procedures.

Planned, managed transition to phase-II platform (Windows NT, Netscape, NetGravity). Wrote specifications for custom development, managed staff of 6 (incl. ops) plus contractors.

Planned development of phase-III architecture to be based on OpenSource (Linux, Apache, Python).

Sat on corporate management committee which coordinated entire business operation and strategy.

1993 - 1995

Product Manager: SCP Communications

Developed first-stage business plan (pro formas, much of text) for entry into electronic medical information industry (which became Medscape); model helped prevent entry into non-strategic training business. Developed advertising-supported World Wide Web service launched in May 1995. Coordinated service design, graphic design, production, rate card development.

Analyzed business units’ financial performance; developed budgets and forecasts for future.

Performed project audits to identify sources of cost variances for purposes of additional client billing and future process improvement.

Implemented change of PC-based accounting systems based on business data needs.

1990 - 1993

Manager - Project Control Systems; Senior Financial Analyst: CBS, Inc.

Developed intranet project-cost-tracking database for all Engineering projects for Broadcast Center, increasing timeliness and accuracy of feedback, improving project schedules and costs.

Migrated capital budgeting process for spreadsheets to database to speed report-iteration process with greater accuracy.

Prepared departmental capital and operating budgets, analyzed performance against budget.

1987 - 1988

Project Management Engineer: New York Hospital

Analyzed operational performance of departments, made recommendations for improvements. Identified potential cost savings of up to $500,000 per department.

1985 - 1987

Productivity/Financial Consultant: URS Corporation

Designed work process for consulting engagements for stormwater management utilities, managed projects using that process. Wrote manual, designed forms. Wrote issue summaries to resolve implementation issues for policies.

Recruited, interviewed, hired, trained, managed project staff of up to twenty.

1984 - 1985

Management Analyst: Science Management Corp.

Performed work-process consulting for various clients in aerospace , healthcare, and other industries.




Education

1988 - 1990

Columbia Business School: M.B.A. - Finance/Marketing; Dean’s List, Scholarship

Finance: securities analysis, portfolio management, corporate finance, financial accounting, venture capital (stubs).

Marketing: new product development, marketing of financial services, direct marketing.

(Employment: freelance computer consulting)

1980 - 1984

Cornell University: B.S. - Op. Res. & Ind. Eng.; Dean’s List

Business: capital budgeting, industrial systems analysis, production planning, logistics management, simulation, optimization, organizational behavior, accounting; computer programming; analog and digital electrical systems.

(Employment: fraternity services; high-tech valve assembly)