Partial List of My Current and Past Clients
- Nonprofit Net, Inc.
- Sustainable Arlington
- New England Translators Association (NETA)
- The Institute for the Advancement of AD/HD Coaching (IAAC)
- Massachusetts Down Syndrome Congress (MDSC)
- Boston Community Boating
- Harmony Horse Stables, LLC
- Noteworthy Sheet Music, LLC
- Archdioses of Boston Office of Risk Management
- Boston Joomla Users Group
- Whole Octave
- Whole Music Lessons
- Sustainable Business Network (SBN)
- Worcester Local First
- Cambridge Local First
- Somerville Local First
- Massachusetts Green Jobs Network (MAGJC)
- Kenneth Gilbert, MD
- Massachusetts Immigrant and Refugee Advocacy Coalition (MIRA)
- Muse Stew Productions
June 2005 - Present
July 2008 - Present
I am a member of the recently restrutured Board of Directors.
September 2005 –July 2008
I am a member of the Steering Committee which, in the absense of an expanded board, acts as the Board of Directors for this nonprofit organization. I am also the creator and developer of the organizations website and community building/outreach efforts.
(Non-Profit; 201-500 employees; Non-Profit Organization Management industry)
September 1998 – September 2003 (5 years 1 month)
Responsible for all IT realated activities across the entire enterprise. Network architect, customer service (helpdesk), application development, knowledge management systems design and implementation, training, strategy, vendor management, leadership, team building, etc
(Privately Held; 201-500 employees; Computer Software industry)
September 1997 – April 1998 ( 8 months)
The company was a major player in the high-end postscript printing industry and went bankrupt due to poor financial management by the owner.
I was responsible for all computing at our 3 U.S. locations. I was part of the management team for the entire organization which I shared with my 2 UK counterparts.
(Privately Held; 11-50 employees; Computer Networking industry)
November 1994 – August 1997 (2 years 10 months)
I directed the company's LAN/WAN services to corporate customers and led a team in developing internet services in the early days fo the internet boom. We developed and deployed the first pre-configured, drop-in Linux server utilizing HP server hardware and established a partnership with the leading Linux vendor of the day -- Caldera. We also developed a number of sucessful websites for our coporate customers and helped them take their products to the web.
(Educational Institution; 501-1000 employees; Higher Education industry)
September 1988 – September 1994 (6 years 1 month)
Responsible for all computing activities at the School of Government. I was the equivalent of the CIO. I architected the first LAN and WAN at the school and built the computing services from the ground up. We were the first school at Harvard to bring the full suite of internet technologies to the desktops of all faculty, staff and students. I established the first comprehensive training program for staff in the use of computers and applications. I designed and helped build a brand new student computer lab with a dedicated classroom for such training at any of the Harvard schools. I was responsible for all budgets for student, staff and research computing for the school. I also participated in University-wide copmuting and governance and helped to design and build the University's High Speed Backbone Network.
(Public Company; 10,001 or more employees; Information Technology)
September 1988 – September 1990 (2 years 1 month)
I worked as a technical resource to the Strategic Partnership Program and reported directly to the Senior Vice President of Human Resources at Unisys. This program provided grants to strategic partner organizations like Harvard's Kennedy School of Government to help them establish early computer networks at the beginning of the computing infrastructure buildout in the late '80s. Unisys' business in Federal, State and Local Government was strategic and I had recommened that they provide the technical resources to ensure that the grants given to the selected educational institutions was used well. They took my advice and loaned me to the Kennedy School of Government to oversee the 3 million dollar grant that they had given to KSG. I accepted the position of Director of Computer Services at KSG when the position became vacant and did both jobs simultaneously for 2 years. The program was eliminated at Unisys during a downturn in the computer industry during the early 90s.
(Non-Profit; 11-50 employees; Think Tanks industry)
September 1986 – August 1987 (1 year)
I was responsible for all computing in support of both the administrative computing and the research activities. 50% of my time was spant advising the Program for International Negotiations in their work developming computer aided negotiations tools and strategies under a grant from Unisys. The team included such noteables as Elliot Richardson and Howard Raifa.
(Public Company; 501-1000 employees; Broadcast Media industry)
September 1985 – August 1986 (1 year)
I acted as liason with headquarters and with our computing vendors. I installed and configured over 50 clustered (networked) computers throughout both the radio and TV stations at WBZ. I trained the entire staff in the use of word processing and spreadsheet software and designed a budget system that allowed all departmental budgets to roll-up to the master budget in the Controller's office. I assisted in the computerization of the TV News Room and in developing the first media database for the stations library of video tapes.
Samenfeld Strategic Consulting provides services to large and small organizations. My broad experience in the for-profit, nonprofit, and academic sectors and across many different industries gives me a unique perspective on project management. My mantra is "Success is not an Accident". Click on the tabs below to find out more about the array of services I can provide to help your organization thrive.
What is Knowledge Management? It takes many shapes and forms. At its core it is usually based on a set of tools for collecting and organizing the information assets of an organization. Information alone is not Knowledge. Knowledge is information made useful through making it more readily available and by allowing it to be shared widely throughout the enterprise. When that knowledge is locked up in individual employees' heads it is not as valuable as when it is captured and shared. Good decisions require a combination of good information and hard learned lessons and experienced judgement. Organizations often refer to their employees as their biggest asset. Sometimes they forget to learn and capture the fruits of their employees' experience in systems so that it is retained when they move on. This is a waste of much of the investment represented by that employee's experience. Capturing and sharing best practice is essential to any organization that is striving for greatness and success.
Everything is moving to the web. Developing web based applications is more than just writing some html code. One of the best ways to develop web based applications is to use a Content Management System (CMS). Systems like Lotus Notes and GroupWise are proprietary CMSs that can cost quite a bit to install and maintain. There are some excellent Open Source alternatives such as Joomla (used for this site), Droopal/Civicspace, and Plone. All of these systems combine database back-ends with web front-ends. The purpose of any CMS is to move the focus from the technology to "content" and to provide a very flexible, modular environment for collaboration and information sharing.
From wiring to email systems your information infrastructure is the foundation for everything else you do. Designing the right infrastructure makes everything else you do easier.
For many years people have been saying that their networks should be as reliable as electricity and other utilities. It should "just be there" and perform well no matter what is asked of it. In many cases networks don't live up to those expectations and even slow the organization's progress. All networks are not created equal. Making sure that all of the parts and pieces work together seamlessly is much more difficult than it may seem at first blush. When your network is unstable you appreciate what it takes to create a rock-solid network. There is no one-size-fits-all solution. As the DSL market has grown many organizations have tried to use it in place of their Frame Relay backbones. Some have regretted the move. In an era that has brought growing demands on our bandwidth resources with new technologies like Voice Over IP (VoIP), Video Conferencing, and lots of database access, Asychronous Transfer Mode (ATM) often offers the solution. ATM allows you to manage your bandwidth by allocating bandwidth to specific services for selected periods of time. This is especially important if you are running VoIP phone systems. DSL is a great technology for remote offices but is not always up to the demands of enterprise backbone networks. Getting your network right can make life much easier.