Torben Moller, Ph.D., IMC, Business Person, Technologist, Academic

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The following is a list of previous engagements in rough reverse chrolological order with some overlap in the durations.  In some cases client names have been omitted.

The engagements during this period are independent consulting engagements of various durations for Business and Academia.

This was a long-term, part-time engagement starting with me teaching Operations Management and IT, as well as Innovation at a new private business school offering a certificate program as well as an MBA.  It became obvious that the school would need academic management and I became Dean.   In this role I  developed and implemented complete  business processes, both academic and operational;  designed and implemented  Web 2.0 collaborative solutions using Microsoft Sharepoint; initiated non-degree Executive Education;  guided the accreditation process; introduced Diversity and Corporate Social Responsibility into the school curriculum selecting the professors; and created and led the first school study tour to China.

The goal of this engagement was to present a plan for re-architecting the IT Intranet to address Web 2.0 and the changing composition of the employee group, specifically the coming of the Millenial Generation, who bring a deep knowledge of the web and in particular its' social potentials to the labor force.  Conventional intranets with their complex menu structures are not acceptable to future employees.  As part of this engagement I performed an architectural review of the exisiting intranets, proposed a Web 2.0 strategy with an implementation roadmap and governance and policy proposals for a distributed engagement model.

This engagement included business process analysis and reengineering and IT infrastructure improvement.  The company was experiencing rapid growth and there was a concern about whether the current processes and infrastucture would suffice.  I performed a process automation and IT review, including the implementation of current COTS products and provided a going forward strategy and roadmap.

These engagements included being acting CTO for a Mobile Telephone Startup - developing the technology strategy and selecting software vendors; being advisor for a financial startup - creating business and technical plans; and advising a web based services startup in India regarding focus and business plan.

I was responsible for the Application Performance Engineering and Process practice at iKinetics.  My projects included:  reengineering and implementation of a Governance and Service Management for the Software Development Lifecycle for a worldwide hospitality company based on ITIL; creation of a perfomance modelling system for a company wide core application; auditing of applications in a corporate data center and validation of benchmarks to ensure five year growth capacity; integrated Application Performance Engineering into the corporate Application Development and Management framework;  the latter three for a worldwide logistics company.

These engagements included developing the architecture, business and implementation plan for a business process outsourcing portal, and refocusing strategy and reengineering operations for a failing software developer, putting the company on track to ship its first product.

eFORCE was a dotcom startup into which I was hired to start a business strategy practice which increased annual revenues $2M.  Then the dotbomb happened!

I joined the Teknekron Applied Reasearch Group right after completing my degree at UC Berkeley, at which time I knew a lot about IT and not much about anything else.  During my stay with what became IA Corporation and then ALYSIS I learned a lot about business and business automation.  We pioneered solutions in Business Process Reengineering, Workflow Systems, and Digital Image Management for an elite client base, domestically and abroad.  Initially I was responsible for project design and management, leading on to senior roles in Business Development, Program and Operations Management.  Nowadays, staying in one company for over twenty years would be considered rather strange, and rightly so, this company continued the consultative selling and implementation across changing areas - read the company never found its true niche - making it technically and operationally challenging through the whole period.