Gate Street Partners, Inc.
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Gate Street Partners, Inc.
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While working my way through the labyrinth of IBM to
relatively senior management positions. I spent time in "strategy," in IBM's
internal IT organizations, in communications product development and In my first assignment
after IBM, I rebuilt
the technology foundation for the As part of the management
committee at McGraw-Hill working directly for the
I started Gate Street Partners in 1996 to pass on
what I got the chance to learn in terrific companies from talented people. Clients include businesses ranging from training
companies in services and technology to e-commerce businesses, a
UK conference
company that books cruise ships as their
venue, a broadcast engineering business, a quasi-government engineering firm
and at MIT where I got educated in academic research and how difficult it is
to link it with the expectations of commercial sponsoring organizations. Later I had a chance to
consult on MIT's International Motor Vehicle Program.
And I had the opportunity to work for extended periods with the management team at AOL
and with the young team at Fairfield Language Technologies, developers of the
RosettaStone language learning software.
I teach seminars and courses in various aspects of management at Blue Ridge Community College and at the University of Virginia.
I've been privileged to be on boards of start-up companies and
to work as two-term president
of the environmental group Hudson River Sloop
Clearwater.
When I can, I fly airplanes and restore jeeps and a
1942 Dodge three-quarter ton truck. The jeeps are "MBs",
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on
processor development resolving issues between competing technologies and labs.
I did early work in satellite and fiber optic communications. At one time
I had about seven hundred people in five locations including Florida, Germany,
Canada and a far away, cold place in Rochester, Minnesota. The best assignments
I had were as technical assistant to a division president (an IBM division, not
unlike the Army, had about ten thousand people). 
fast-growing ratings business at Standard & Poors, including setting up new offices in Paris, London
and Tokyo. The best part was building a team, a system
and new confidence in the IT organization from scratch and leaving a legacy of quality that far outlived my
tenure.
chairman.
The percs were terrific. I had a chance to work on
some serious technology and organizational problems with the business
units and learn about publishing from some fine people. While at McGraw-Hill,
I was able to play around with writing and started writing for CIO magazine under a pseudonym for their
CIO Confidential column. 