Our clients

• A fast-growing, digitally adept content creation and production company had very little means of monitoring ongoing projects, managing documents (both working and archived) and content, and communicating among project teams and across departments. We provided a staged plan for the production and sales departments as well as plan for building out networked tools as part of their infrastructure, so they can grow into more functionality.

• A new $35M museum in the state capital knew they needed to be more connected to their public and at the same time operate with a lean staff count. We provided their desingers with a full Web 2.0 digital strategy for public programs, marketing, development, community outreach, online exhibition, and networked tools for staff.


• A high-tech engineering contractor for NASA needed the full range of networked tools for fast, efficient internal management, team collaboration, project management, project and organizational memory, document management, and client management. We provided a staged plan, beginning with document and project management tools.

• A Congressionally mandated government program that involves collaboration among over 500 engineers, contractors and policy makers from 5 federal Agencies, planning the next generation air-transportation system. As a subcontractor responsible for information systems on this program from its early stages until now, we led creation of a networked tools management team across 14 working groups and divisions.

This cross-functional team defined the tool configurations for project workspaces, group calendars, task assignment and statusing databases, contact database, document repositories, web conferencing and other tools used across 14 groups. The networked tools included SharePoint, Notes, Domino applications, Webex, Modx, and a variety of secure and open web-applications e.g., instant messaging and survey applications.

• 150 geographically distributed engineers & managers from NASA, Boeing, Lockheed Martin, and four other aerospace companies had to work together, at a distance and across 7 organizational cultures, to create a complex plan for a new type of aircraft. We led definition, implementation and operational management of the secure networked tools system they used to support their collaborative work.

The tools system achieved 98% adoption and 80% regular usage. At project end, 95% of users strongly/very strongly agreed that the “service improved effectiveness of my work on this project.” Later, we led a systems engineering approach to develop functional requirements for the Knowledge Management needs of the 150-person initiative, which became a funded development project. Creation of the KM system functional requirements included developing tradeoffs among software platforms including Websphere, WebLogic, Plumtree, SharePoint and Windchill.


• As part of team working with Dr. Douglas Engelbart, managed the project to specify and develop a functional prototype of Hyperscope software – a group annotation product that accumulates explicit knowledge by enabling users to add tacit knowledge (annotations) to existing information. Our work with Dr. Engelbart taught us the hand-in-glove relationship between organizational culture and Information Services.