Wayne
Stidolph
(831)
423-5435 ·
SUMMARY
|
q
VP/Engineering and
line manager for R&D software groups q
Innovator/architect
for commercial J2EE app server and flexible services framework, leading
40-developer team at 6 sites worldwide through full life-cycle q
Process/systems-view
champion, emphasis on targeted metrics and automation q
“…technical
breadth, self-confidence, and presentation skills” - CEO,
Lutris; “excellent” evaluations from UCSC students; see endorsements on
LinkedIn profile http://www.linkedin.com/pub/0/48/804 |
|
CarbonEra
Software |
Architect/Consultant |
|
|
10/01-pres |
CarbonEra (a.k.a.
Stidolph Software Engineering) is me, consulting in engineering
management and Java-centric middleware, while developing products and
tools. Now looking into Web
2 technologies |
|
|
|
q
Platform
design: platform def for
middleware for digital video app |
|
|
|
q
Risk/quality
analysis: review
and report on server-side
development teams, process, and projects |
|
|
|
q
Product
definition assist: architecture,
design stimulus, and review for middleware products |
|
|
|
q
Teacher
senior-level
Software Methodology, UC Santa Cruz (Winter 2004) |
|
|
Siderean
Software |
Vice
President, Engineering |
El |
|
10/04-2/06 |
Siderean builds a
low-latency Faceted Navigation engine which is extraordinarily easy to
use |
|
|
|
q
Process:
Initiated
“Quality Engineering” efforts with reportable
quality metrics; instituted Change Control Board, use of issue tracker
and continuous integration tooling, SCRUM-like process for distributed
team, deepened testing in all aspects, first adoption of MRD/PRD-driven
release,. Directly handled critical customers and custom engineering
support. Result – drove
product revision delivery time 75% for a Tier 2 drop, while increasing
measured quality. |
|
|
|
q
Staff/Budget:
Led Dev, QA, and Doc
through initial growth (10) and first use of outsourced help (UI,
specialized consultants, offshore dev). Found better roles for
misplaced personnel; kept morale high through turbulent periods.
Developed and slightly underspent Eng/IT budgets (cap & ops),
including quarterly revise Result
– stable and productive dev team; continued investment flow
into company |
|
|
|
q
Product
Delivery: Multiple Tier 2 and
3 updates to market, and launched parallel effort to Tier 1 update
(significant architectural repositioning laid basis for add-on
products) Result – steady
product stream; very short times from customer bug report to fielded
fix; enabled two new add-on products |
|
|
Lutris
Technologies |
Chief
Architect, Advanced Products |
|
|
1/00 –10/01 |
Lutris (became
Gridion) provides open-source and proprietary enterprise Java
infrastructure |
|
|
|
q
Engineering
Leader: Championed tech
values and maintained cohesion as team grew to 40 dev worldwide (US, |
|
|
|
q
Technical
Innovator: Defined
industry-leading services-oriented architecture with per-customer
selectable services, safe component/pool sharing, customizable
security, and deep management. Designed adaptive interceptor
architecture for flexible composition of behavior and easy debugging. |
|
|
q
Open
Source Coordinator: “Open
source” benefits come with risk of non-delivery or low
quality, so I modularized design with fall-backs; also, I chaired and
participated in multiple Working Groups to drive delivery. Result - product shipped on time with
over 500KSLOC non-Lutris open source elements, and only one substantial
feature slip from any open-source element |
||
|
|
q
Vision
Evangelist: Created/assisted
white-papers, presentations, videos about services architecture.
Communicated well in appropriate style at multiple levels. Presented at
JavaOne (twice). Result
–vision adopted across company and by our customers, and tech
teams took ownership |
|
|
Progress
Software |
Architect,
"leapfrog" server group; |
|
|
7/98-1/00 |
Progress Software is
a public company (PRGS) supplying 4GL database tools and servers to ISV
channels worldwide; our |
|
|
|
q
Technical
Innovator: First member of
“Leapfrog group” exploring new technology.
Represented Progress to ODMG (industry standards group). Defined
component-oriented framework, led effort to define server. Result - flexible components framework;
delivered EJB1.0 server with small staff |
|
|
|
q
Group
Management (8-12 developers): Recruited;
mentored and managed developers; coordinated with divisional execs on
task definition and execution. Formed code-centric teams,
using lightweight UML-centric process. Clarified coding values, then
delegated and enforced technical ownership. Result
– improved execution
(first on-time shipment from the office, leading to increased budget
and responsibility for team) and improved
morale (when company
transferred work to East Coast, most of the team elected to stay
together and transfer) |
|
|
Versant |
Integration
Engineer, Technical Marketing |
|
|
12/97-5/98 |
Versant Corporation
is the industry leader for Object Database Management Systems |
|
|
|
q
Developer
and Webmaster: Created
demos to show ODBMS speed advantage over RDBMS. As corporate Webmaster,
simplified authoring process, implemented lead-tracking for web
contacts. |
|
|
GTE |
Senior
Member Technical Staff |
|
|
3/78-10/97 |
GTE Gov’t
Systems (now General Dynamics Advanced Information Sys) produces
advanced electronics communications systems for ground, air, sea and
space applications. My career there was a steady
progression in responsibility, sophistication, and creative scope, with
a wide range of assignments but a long-term focus on complex,
high-performance distributed systems. Sample accomplishments/roles: |
|
|
|
q
Led or contributed to technical aspects of business
development, proposal generation, R&D, requirements engineering
and implementation efforts: technical director,
sea surface radar proposal; technical lead,
high-speed signal intercept/analysis system; technical lead,
manuals validation for $15M tech manuals contract; contributor,
several real-time software elements of signal processing systems; contributor,
advanced concepts and commercialization studies, etc. Significant
involvement in embedded systems test and integration; team sizes to 8
direct, 20 indirect |
|
|
|
q
Saved money and space in test effort:
Used PCs to replace complete (expensive) mockup subsystems; led
development of new hardware base; wrote core interpreter for old
language to reuse test code. Dramatically increased test system
availability, saved money and space |
|
|
|
q
Built
space-saving, operator assistant for diagnostics:
"Concept" tool to eliminate paper manuals and improve troubleshooting a
non-stop distributed system on at-sea submarines, using interactive
graphics (before the Web) and simplified AI techniques. Working
prototype shown to GTE Chairman, then at AOC industry trade show in |
|
|
|
q
Internal Consultant:
“breakthrough” ideas and quick-reaction help to
many projects, using ability to learn and analyze quickly, then drawing
on technical breadth to quickly spot and explain similarities to
“lessons learned” in other projects, then sparking
team to arrive at their own solutions |
|
Northwestern