Brian Murphy, brian.murphy.tx@gmail.

com 214-803-0393

RECENT TECHNOLOGY EXPERIENCE

Citrix Application Virtualization: XenApp 6.5 - 5 for 32 & 64 bit, XenDesktop 5.6.1 2.1, Citrix Podio, Citrix ShareFile, Citrix XenClient, Citrix Receiver, Citrix AppDNA, Wyse Package Studio, Citrix Storage Link. Citrix Virtual Desktop: XenDesktop 5.6 Feature Pack 1 SQL 2-node Cluster, XenDesktop 5.6 SQL 2-node Cluster, XenDesktop 5.5 SQL 2-node Cluster, XenDesktop 5 Service Pack 1 SQL 2-node Cluster, XenDesktop 4 SQL 2node Cluster XenDesktop 2.1 SQL 2-node Cluster. (Most recent to earliest version), Citrix Password Manager, Citrix Branch Repeater, Citrix Provisioning Server, Citrix EdgeSight, TFTP, DHCP, Powershell, Boot-storm, Boot.iso, SolarWinds, write-cache, CA Citrix Tools: Application Streaming, MedEvac 2.5, Citrix Diagnostics Toolkit - 64bit Edition, XDPing Tool, MedEvac, Printing Tool, XenApp 6 Migration Tool, CDF Control, DSCHECK, DSVIEW, DSMAINT, XenApp Template for BGInfo, Citrix Database Tool, QUERYDC, Print Detective, Scout, UPM Log Parser, XenDesktop Director, Citrix Session Management, Citrix Quick Launch, Port Check, ICA File Creator, SQL Profiler 2000, 2005, CtxCPMDiag - For Password Manager Agent, CtxsLicChk - Citrix License Check Utility Hypervisor: VMware ESXi, ESX Hypervisor versions v3.5, v3.51, v4, v5, VMotion, and Server VMotion, VMware Virtual Center, Netscaler 10-9.1, BigIP / F5 Load Balancers, Foundry, DMZ, Netscaler App Firewall, Netscaler Access Gateway, App Delivery Controller, HTTP/S Accelerator, Microsoft Hyper-V Storage: Symmetrix VMAX, Symmetrix VMAXe, Symmetrix, CLARiiON, NetApp FAS6200, NetApp FAS3200, NetApp FAS2220, Rack Storage, NetApp E5400, NetApp E2600, Openfiler, FreeNAS, Diskless NAS, EMC Celerra NAS, CIFS, NFS, FTP, SFTP, HTTP Hardware: Cisco UCS Blades, Dell Blades, HP Blades, Dell PowerEdge, HP DL380 G series, HP DL360 series, HP 580 series, HP-UX PA-RISC (64-bit) Switches/FC: Cisco 2000 Fabric Extenders (Nexus), Cisco Catalyst, Cisco 5000 series Nexus chassis as core with Cisco Nexus 2248 top of rack and Cisco UCS Blades creating a Unified Fabric design Load Balancing: Netscaler 10-9.1, BigIP/F5 Load Balancers, Foundary, DMZ, NetScaler App Firewall, NetScaler Access Gateway, VLAN, IP Subnets, NATing, SNATing, PAT (Cisco PIX), VIPs, SSL, GSLB, Load balance b y proximity, DNS Delegation, multi-protocol and domain configurations for LDAP, Kerberos, iRules on F5, multiple ports per IP, X-Forwarder on F5, Citrix Mini-SSL VPN, Netscaler SSL VPN with Split DNS and Tunneling, dual-factor authentication using RSA tokens or secondary LDAP Group checkpoint validation on Netscaler, SAML, active-active by site, active-active/GSLB between sites for active DR instant failover. MS SQL Server 2008R2: SQL Server 7, 2000, 2003, 2008, 2008R2 on server 2008R2, SQL 2-Node Clustering on SQL2008R2 (published whitepaper). Enterprise and Standard Edition. Processor licensing, per user CAL.. Unified Messaging: Citrix NetScaler combined with SharePoint 2010 significantly reducing processing overhead and server response times while increasing security, availability, and service capacity. ), Exchange Server 2003, 2007, 2010 in 2008R2 AD native mode environment, Cisco IP Phones, OCS to Link Server, Biztalk Server for database information sharing during large migrations or acquisition to share information or B2B, Exchange ActiveSync. Outlook Web Access with RPC over HTTP Exchange V7), Rights Management Server, Microsoft Live Meeting Server, Microsoft Office Live Communications Server, Microsoft Office desktop tools for collaboration, Microsoft Project Server, Microsoft Lync Server (direct Exchange Integration IM, Telephony, Video-Web-and-Data Conferencing ability) (ordered from previous to latest) Frameworks: QRM Framework (Capital Markets, Banking modules) with multiple versions and upgrades, Microsoft .NET framework, Windows Communication Foundation (WCF), Windows Presentation Foundation (WPF), Windows Workflow Foundation (WF), Windows CardSpace (WCS), Windows PowerShell

CRITICAL SKILLS
Proactive , never waiting for the next job assignment but rather create new initiatives to produce cost savings, refine processes, and propose repeatable processes Consistent delivery on projects due to unique talents and confident in my use of those skills resulting in immediate contributions for my team, leadership and company. Level 4 troubleshooting and problem resolution, known to troubleshoot and find unknown bugs in Citrix software reporting opening cases with Citrix that go direct to development/internal architecture. Accelerating Organizational Change - Embracing change and stressful events remain calm and while encouraging this in others to more quickly assess and create positive outcome. There are many critical moments where decision is required and I have endure many such events allowing me to make critical decisions when trusted to do so and have gifted this to others as well at their request. My core skills are a requirement for lead architects/engineers/creating positive change/unimpeded by rumor/assuring anyone needing my council the truth based on what leadership allows. Advanced analytical/problem solving ability, critical decision making, intuitive, un-yielding focus as workload or rises mine focus, multi-task becomes second nature often playing mediator or calming the storm by focusing everyone on a common goal required, mediator on calls if necessary, disputes with others handled in private with leadership approval, creative, independent thinking skills. Advanced verbal, written, documentation, skills including published documentation on Scribd, Amazon, Citrix Forums, guest blogger, host two groups on LinkedIn, member of 50 groups with contributions spread throughout. (Reference: https://www.box.com/s/ffeikjypj95toz7y220q) I do whatever it takes to succeed by testing new scenarios using AWS or other my own equipment to spin up virtual operating systems and test/validate different scenarios as time permits. Ability to communicate at all levels Capable of managing multiple goals and deadlines. Flexible and versatile able to maintain a sense of humor under pressure; coach others during times of extreme duress, maintain comfort levels such as during times of multiple layoffs by maintaining a honest, empathetic approach with co-workers but at same time stopping spread of false rumors in a compassionate yet stern approach. Poised and competent with demonstrated ability to easily transcend cultural differences during times of misinformation, and rumor; such mergers and/or acquisitions and multiple layoffs. Worn many hats simultaneously as Enterprise Architect, Project Manager (due to shortage), managed multiple teams (due to layoffs), responsible for multi-million dollar projects having (knock-on-wood) yet to miss at date or a number.

Per well respected manager and leader wrote provided words after a very hard time for many; Brian is the kind of go-getter that you rarely find. I've seen few people with as much moxie, and I've learned that people of his caliber are either born with it or they aren't. He is the only person I've ever met that can take three concurrent "impossible" projects and deliver them all successfully in the midst of global organizational changes, technology changes, and the trials of life. An amazing team member who I will hire or work for any chance I can. Linkedin 1 of 43 recommendations

CAREER ACCOMPLISHMENTS
VCISSGROUP
Owner Private, Independent Consultant April 2013 to Present W2 through MTM, APEX, Tech Systems, and others on projects matching my skillset to maximize contribution value. 135 publications ranging from Application Lifecycle to Zero Client Printing using IPP and GSLB versus TCP printing. Manage 2 groups, guest blogger, published on LinkedIn by way of Scribd (www.scribd.com) Provided architecture review and recommendations for medium and very large corporations. Available for short or long term contracts, will consider any FTE roles, current passport, travel local and abroad

VCISSGROUP - CONTRACTS
ASCENA RETAIL GROUP
NEW ALBANY, OH W2 WITH MTM TECHNOLOGIES 80 HOURS April 17 , 2013 to April 30 , 2013 Deliverables/Statement of Work:
th th

Build Citrix Provisioning Infrastructure (Virtual) Build new VOS Infrastructure to support Citrix Provisioning Services 6.1 hosting DHCP and TFTP services Citrix XenApp 6.5 Static XML Brokers, Data Collector, Single Zone Citrix XenApp 6.5 Gold Image for PVS Streamed Image From Legacy environment migrate Published Applications, dependencies, binary installs, multiple Oracle Instances, ODBC dependencies (registry), multiple Dot Net versions: from 2003 32 bit to 2008 R2 64 Bit. Desktop Director configured for XenApp 6.5 Store Front Server 1.2 Configure Web Interface and Storefront for secure access to Citrix 6.5 Farm using F5 (BIG-IP APM Secure Proxy) Build Storefront Infrastructure and integrate with F5 Provide training real-time while being shadowed using Vsphere console

ENVIRONMENT VMware vSphere 5.0 Update 2 Infrastructure for running all workloads, legacy Citrix P4 Farm on 2003 32bit. Five Active Directory Forests, 1 of those considered the resource domain and designated as the infrastructure hosting domain for the 6.5 Farm. Users loging in from four domains. F5 load balancers. SQL 2008 R2 for all databases relative to Citrix. RECOMMENDATIONS/ACCOMPLISHMENTS Installed, configured XenApp 6.5 Controllers (static images), configured worker groups, printer policy, optimal HDX policies, optimal security policies

Leveraged Citrix UPD, map default client printer only, disabled native driver install, enabled secondary Citrix Preview option which provides a 2nd printer object allowing users to send EML output direct to the local client print spool and parsed by spoolsv.exe on the client rather than by the Citrix client installed on the local machine (you can do both, it depends on the environment). o This provides users the option to choose non-default printers such as multi-function printers, scanners, even fax machines. o The benefits are substantial in that not a single foreign driver installed on the base XenApp Gold Streaming Image. Uses are not confined to default printer, or having to change default printer logoff Citrix and log back on. The default client printer mapped to Citrix Universal driver provides the immediate print scenarios and Citrix Universal Print Object provides the remaining 2% of print scenarios. Utilized service accounts for XenApp, and PVS Store 2008 R2 SQL. Worked with DBA to provide scripts for creating the Store Front 1.2 database and corresponding $ComputerName ; computer machine Group accounts required for SQL (Machine Group Names created in AD for both Store Front Servers) Worked with network team and F5 team to generate CSR, obtain PFX, bind this to the F5 VIP. Provided AppTemplate documents from F5 to help with configuration. Prior to this, no VIPs were utilized for the previous environment. This was the first time a VIP had been created and there are special considerations for Store Front. Successfully addressed MAK versus KMS licensing relative to 2008 R2 XenApp servers in a PVS standard mode pool having Office 2010 installed. Decision was made to install KMS licensing on Citrix License Server. Proposed multiple Group Policy solutions, Central Store option, to hosting ADMX files on image and setting the ADMX file location policy. Explained the pros and cons of Central Store, the impact of not having a Central Store configured which is where GPMC console looks first and if not setup uses whatever is located on that local server. Setup and configured 1st instance of each INF component then customer installed a second instance while I supervised and answered questions. GoldImage created for XenApp 6.5, migrated legacy Oracle versions, ODBCs to 32 bit registry location, recreated published applications on new farm, converted image using PVS Target Image tool creating a private mode hosted image on Provisioning Services.

FIRST DATA CORPORATION Englewood, Colorado

Deliverables/Statement of Work:
Citrix SME requested by way of referral to assess current VOS solution and provide alternative recommendations focused primarily on CAPEX, ROI, TCO and OPEX Stated goal to provide VOS plan utilizing POD design and NAS share versus Fiber Channel - centralized, agile, VOS solution with local HA, using no Fiber Channel with end state goal to eliminate cost of dual-HBA, FC fabric costs, utilizing POD design and NAS only with NFS for VDISKS store and CIFS NAS for 30,000 users Emphasis on streamlining procurement process and IT Security Fulfillment process, and disproportionate high number of tickets to user ratio Provide input for low cost, efficient way for users to access existing View environment consisting of unmatched hardware, shared and private mode images utilizing EMC thin provisioned storage. Windows 7, Windows 8, and other with built in support for offline mode and streamlined update process utilizing metadata and delta updates all encompassed in an internal shared private cloud across IT utilized by all teams with emphasis on customer first/EUC satisfied with final end-state. Common goals and objectives versus silo organization resulting in a slow release to production versus focused, single IT, multidisciplinary, core specialties, seamless collaboration and goal of shared private cloud methodology for every portion or technology stack leveraging cloud whether IaaS, PaaS, SaaS (Intranet apps) for development. Internal/External development support for virtual business application, virtual operating system, virtual lab for developers with ability to self-provision from hosted templates, set time constraints, use of dynamic capacity on demand combined with ROL (resources on loan) to create a shared private cloud utilizing 70% or running at 70% allocation versus typical 1-2% utilization majority. Replacement for Good, BYOP strategy using personal phones.

BYOC strategy for WFH programs, consultants. Offline support. Large road warrior group, laptops, high travel rate.

Recommendations/Accomplishments st Hit the floor running day 1, participating in multiple conference calls 1 day, made multiple observations regarding scenarios whereby putting the horse before the cart was used with utmost compassion. By day 2 contacted and accumulated extensive amounts of information by essentially cold calling key individuals and simply introducing myself and asking questions. By Day 3 had spoken with and obtained enough information to provide a list of show stoppers well in advance of my st December 1 deadline for proposed solution. Show stoppers not to indicate wrong just as technic al SME proactively identifying or comparing to proposed design that would require changes, some small, some significant but all backed by best practices and validation of increased agility, simplicity, less complexity, higher security technical changes ranged from load balances, SSL VPN, firewall rules, external SSL Certificates, potential DNS (DDNS/reverse lookup) issues. Week 2 immediately engaged Citrix local vendor and third-party Company requested by customer to create a non-FC, NAS only, Citrix only (XenServer, XenDesktop, Netscaler, Netscaler SDX, Netscaler VPX, AppDNA, ShareFile, Cloud Gateway. Week 2 provided recommendation to access entire disparate VMware View environment utilizing Remote Desktop Session Host (RD Session Host) server accessible by using Remote Desktop Gateway (RD Gateway); regardless of shared or version RD Gateway RD Gateway uses the Remote Desktop Protocol (RDP) over HTTPS to help establish a secure, encrypted connection between remote users on the Internet and the internal network resources on which their productivity applications run. Windows EULA allows for per user remote connection to their machine. Hence, it requires a terminal server on the network but utilizes the unlimited pool from the RDS licensing server and must only be present and the customer machine on the domain. More than likely, a pair of servers already exist with only a few requirements: Remote procedure call (RPC) over HTTP Proxy, Web Server (IIS) [Internet Information Services], IIS must be installed and running for the RPC over HTTP Proxy feature to function One external VIP. Latest version of MSTSC Client configured on the Advanced Tab to use RDS Gateway, type computer name, login from any Windows device with MSTSC/RDP Client. No CAL costs. Services available on any 2008 R2 server, simply enable, 1 SSL external hosted and supported by most internet browsers. By week three, provided third party vendor enough feedback to produce a first draft POD cabinet design based on my feedback and provided SLAs GOALS of 12-15 IOPS per read-only desktop, 2000+ applications leveraging NDA privileged design averages 50,000 IOPS per 2000 applications utilize Citrix and Microsoft Best Practice for RDS hosted applications. Leveraged AppDNA provided by Citrix Team to create initial ratings list of 1 to 5. 5 being most remediation steps, spoke directly with the manager responsible for EUC, described the process, requested permission to run against the LANdesk share for initial results with amazing results where some applications at 13 months reduced to 5 months. Convinced Citrix to provide a 10 day key for 2200 applications at no charge. The only difference was no remediation steps would be provided but ratings of 1 to 5 was all I needed initially. Initiated conversations regarding utilizing the existing packages and training or hiring elite packagers with experience in RDS packaging aka multi-user environments using Wyse Packager where merge modules, dynamic link library isolation tactics, triggers, MST, MSP, naming-conventions, UAT/Run-Book preliminary documentation provided as a starting point. Leveraged this list to identify customer and/or business unit with highest number of low hanging fruit and presenting how to leverage this concept to identify migration candidates. Proposed Wyse Zenith Zero Clients (not thin client) for initial migration candidates to eliminate cost of PCs, encryption software, 50% reduction in AMPS per device, substantial network impact leveraging ICA only. This proposal was significant to what on average was 2-3 weeks for acquiring PC to zero days being my device simply bolts on the back of any LCD monitor and further recommended utilizing Role Based Access to create a template user with one Domain Local Group per VOS instance and 1-1 ratio of XenApp to published application. Provided been there done that documentation and validation to leverage one OU per customer and 1 VDISK for 30,000 users with zero applications installed in XenDesktop eliminating Application Lifecycle Failures due to large, unmanageable VDISKS where applications instead are centralized to XenApp, installed once time, and presented to 1 VDISK image where 2000+ AD policies are now available to host on SYSVOL providing isolation and full customization per desktop using GPOs not manual processes. Proposed customer dynamic allocation by demand for key infrastructure components that also streamed from single read-only VDISK with processor running at 70% versus 2 percent. This would further reduce costs if utilized. Demonstrated how utilizing single read-only VOS VDISKS for infrastructure and automation based on certain key metrics maximized # of users a single XenServer can hosts in a 24 hour period. (VMware shop) Further recommended analysis of every site and their sites prior to implementation to obtain a latency reading using specialized tools in the initial Baseline VOS. This determines issues prior to implementing production services that would only result in unhappy customers.

Suggested after baseline and post implementation the customer should see areas where bandwidth is drastically reduced allowing for possible new contracts lowering network costs per month equating to substantial OPEX savings for that customer providing word of mouth appreciation marketing. Without discussing hardware, initial thoughts for hardware prior to examining applications and utilizing a very distinct and underutilized design my verbal proposal called for 4 PODS versus 14 PODS. This was based on proven and repeatable processes of my proposed streaming desktop design. Numbers derived from knowing the IOPS, Memory, and Physical CPUs and cores per POD. My verbal proposal to streamline procurement process by pre-population of Zero Client or Thin Client equipment at the site at cost basis of 100.00 versus 1500.00 and 50% reduction in power use, no moving parts, 15K bandwidth, traffic fully isolated per customer using Netscaler HIGH-VIP to dedicated SDX virtual node creating a dynamic 2048 Bit dedicated tunnel from customer Zero Client running ICA/HDX to dedicated VOS group. Recommended replacing Good with Citrix Mini-VPN functionality which utilizes Netscaler combined with adding one additional component Cloud Gateway. **Update: Prior to acquisition of Zenprise. See my publication. Potential staff reduction of 40% and streamlined processes for application procurement lifecycle and new opportunity for Help Desk Support. Elimination of inventory and patching agents on DOS (Distributed OS), drastic reduction in certain per user licensing costs by moving and controlling # of user by Citrix GPO policies, leveraging read-only desktop eliminates requirement for restricted groups, desktop is locked down the flipped to read-only, significant gains in performance eliminating antivirus and leveraging Software Restriction Policies combined with other GPO settings, Central GPO methodology on Sysvol, and other unknown tactics such as one way hash of file system, using SC.exe to remove services, utilizing Event Log Subscription Service and dedicated 2008 R2 Server to collect small number of events. Initially my purpose unknown, once known makes my job that much harder yet for some reason I am empathetic and knowing when completed apologies abound from those remaining.

VCISSGROUP CONTRACT AMERICAN AIRLINES

Deliverables/Statement of Work: Citrix SME requested by way of referral to assess current VOS solution and provide alternative recommendations focused primarily on CAPEX, ROI, TCO and OPEX Citrix SME requested to assess existing Microsoft Hyper-V and XenDesktop (no XenApp) environment. Assess backup / DR strategy existing strategy consisted of SCCM full image backups of every server, including SQL Determine root cause for daily VDISK corruption issues. 4 PVS servers, 4 LUNS, FC connected. EMC. Determine root cause of unusually high XenDesktop SQL IOPS with SQL being a stand-alone server, brick backup. Production implementation and any test/development allocations owned by outsourcer, 4 weeks to get 4 VOSs. Other constraints; example nothing can be moved by individuals, processes impeded by requests to move equipment requires 3 individuals from union, 2 to move 1 to watch billing $1500.00. (Nothing I can do here) Customer presenting write cache to the image and add-on vdrive. Customer template also includes boot.iso in image with IPs. Considered several solutions such as CSV cluster storage volumes versus single NFS Volumes for PVS and dedicated write cache. Customer expressed interest in new alternative design to existing Citrix running on Microsoft Hyper-V for DOM 0. Presented XenServer as alternative being both supports native VHD format but eliminate CSV for standard NFS LUN. Customer leveraged 4 PVS servers with 4 PVS LUN's attached by FC to each server. Customer experience high ticket volume of 100 plus tickets per day for 3000 user POC environment. st Customer goal is 60,000 users, initial design by December 1 . Initial role, assessed, high level Citrix troubleshooting to alleviate current problems while gathering information to st finalize a proposal by December 1 . Recommendations/Accomplishments Initial role, assessed, high level Citrix troubleshooting to alleviate current problems. Week 1, by Friday Recommend fundamental changes, Visio provided, Citrix solution utilizing the latest technology. Utilized XenDesktop 5.6 with HDX/Flexcast/and HDX 3D, XenApp 6.5 with HDX Multimedia/Multi-stream ICA/Desktop Director/Dynamic Data Center/Private Cloud Solutions, Provisioning Server 6.0, 6.1 not out yet, Enable Unix for Windows allows for mounting NFS LUN (no service account) Must recommend XenServer but explained by comparison, humbly dont mix the ingredients. ESX has View, HyperV has itself, why not let Citrix have what it requires? XenServer? If anything, for provisioning virtual servers and a few blades for desktop write cache.

High IOPS due to LUN for XenDesktop configured for RAID 5, 4 to 1 write ratio with a dynamic database 80% writes, recommended mirror, or RAID 50, or SDD if possible. Recommended other option to eliminate SCCM bricks and utilize Hyper-V Failover Cluster and host the SQL Server and XenDesktop Server on HFC versus SCCM. VMM Server and Library both at risk. Provided cost savings relative to licensing, customer unknown to them yet never mentioned by vendor had license counts that included 4 virtual servers per Enterprise. Recommended dedicated SQL 2008 R2 2-node cluster for XenDesktop only. Remove SCCM backups, if SQL Database is lost recovering from brick was 4 hour process and database corruption and ability for XenDesktop to reconnect back to restored database poor practice. Best practices calls for mirroring or clustering, I utilize clustering but will implement both just to have the redundancy. Recommended single LUN for VDISKS. PVS servers already connected by fiber channel. All that is required is enabling Unix for Windows. Biggest problem is 20 images and one image is 60 GB, and they are streaming this as read -only images. The corruption was occurring during the copy process between the 4 LUNS post updating which seemed to occur daily so it was a unforgiving process that was only going to get worse. Next Visio showed one LUN, moving apps to XenApp, one VDISK, which is my base starting design. Recommended starting with just one LUN for all 4 PVS servers eliminating any chance of corruption by copy process. Next, without changing anything begin moving applications to XenApp and provided SLAs of 15 IOPS per desktop and 50,000 IOPS per 2000 applications approximately. PVS was RAID 5, this was fine, changes to XenDesktop LUN eliminated IOPS by 4x. However, bottleneck was not XenDesktop being it was handing off to PVS. Recommended single LUN for write cache, remove write cache from desktop (hidden drive), create on LUN for VDISK store, enable HA on PVS, now you have redundancy on PVS and desktops. Shared LUN for VDISKS + Shared LUN for WRITE CACHE = HA for desktops by enabling HA on PVS also enables failover with least load presence similar to XenApp and load-balancing applications Next, recommended dual Netscaler VPX 200 series for central delivery zone, remove ISO from image, provided Visio with moving Boot.iso to dual TFTP servers behind VIP on Netscalers. Then, instead of IP in DHCP scope I recommended they utilize a FQDN for the VIP instead and now they have HA on boot phase, HA on PVS, autofailover on desktops if one PVS server goes down utilize a single VDISK store and significant improvement in tickets. Reiterated that SCCM backups were not required if leveraging XenApp read-only images, the infrastructure should be agile. Also, each component had 1 unit, no N plus 1, hence, recommended further to use VPX 200s to create VIPs for XenDesktop XML, XenApp XML, TFTP, Web Interface, and minimum of 1 SQL cluster with CA primary and secondary for encryption of internal XML communication. This traffic, customer never sees. Significant savings to be achieved, along with full HA of all components and provided documentation and Visio for leveraging XenDesktop for management only, moving apps to XenApp, using XenDesktop and Active Directory to create template users, create a role based access control if 60K was achievable. Instead of SCCM I suggested read-only INF VDISKS on shared LUN, 2 blades allocated to INF, use timeouts on desktops at 2 hours return to resource pool, for boot storm use dynamic allocation by automating allocations using workflow or free PowerShell scripts for XenDesktop. Reiterated enabling Unix for Windows option on 2008 R2 which no longer requires dedicated service account to mount NFS LUN on FC. PVS 6.1 and later supports cache on NFS or CIFS NAS but this was not an option at the time. Used a free and built-in add-on for 2008R2 (Unix for Windows) allows for mounting NFS LUNs easily as using iSCSI. This reduced storage cost by 75%. This set the stage for future growth. This eliminated having to copy 20 independent images of which one image alone was 60GB to 4 LUNs. Provided 4 Visios, final paper 130 pages of suggestions with disclaimer.

VCISSGROUP CONTRACT AVIVA

Deliverables/Statement of Work: Citrix SME / AD SME Aviva Paris, France 8000 user configuration in 6 weeks Citrix XenDesktop solution for 8000. Environment consist of 5 2003 AD Domains in a one-way trust initiated by each location to the primary 2008 domain that was clean install with only one child domain. AD, DNS, AD Trust, centralized GPOs, firewall change. Each location utilizes a stand-alone forest with forest-to-forest trusts. Customer wished the infrastructure in the clean child domain Unknown at the time, customer had created a VMDK image of 40 GB

Hypervisor ESX, Vcenter, single cabinet design for initial phase but full redundancy relat ive to power, dual PDUs, separate circuits termination for the PDUs with dual power supply split between PDUs,

Recommendations/Accomplishments European DC in each location to expedite logins AD Site in the European users domain with closest proximity DCs Each subsequent users domain requires AD site with matching name as European domain with closest proximity DCs Site variables: in this case, the customer supplied the rack but it was a much older rack but makes my job that more difficult Customer supplied older Cisco switches at the top for connection to the client network. I verified with the electrician that his 220's cables into the M1000 chassis went to separate grids (or minimum separate circuit/loop) Checked the watts on each power supply because the APC's (for example) plugged into what was basically a custom wired power strip with 4 connections and APC is rated for total of 16 AMPS so each APC is also plugged in to separate circuits. Luckily, the electrician they provided really knew his stuff and everything balanced out eventually. However, at the start of this I/we were short 2 cables, we did not have enough watts so started pulling up floor tiles, found two unused in the corner M1000 Chassis Redundant Power, Required, M1000 Chassis and APC PDU's require dedicated "circuit" and cannot reside on the same power grid or very LEAST the same LOOP (dedicated circuit stated prior) APC PDU's, Required, APC PDU's require dedicated "circuit" and cannot reside on the same power grid or very LEAST the same LOOP (dedicated circuit stated prior) Juniper Switches, Required, require dedicated "circuit" and cannot reside on the same power grid or very LEAST the same LOOP (dedicated circuit stated prior) ** Shipped with only one power module, the power module is 5 AMPS each. Why was this so important? At any point, one component lacks enough power to do the job. System may stay up but this became a major challenge. Next, there was what seemed to be a technical gap in that we have basic requirements for Active Directory and what appears to be a lack of understanding of Active Directory at a basic level such as the difference between a Forest Trust and Domain Trust, the ability to customize the two-way trust to disable anything that is a concern, inappropriate use of AD in thinking that a forest is required for every site as a security boundary when the same can be achieved with a single forest and dedicated domains. As matter of fact, it can be achieved with a single forest and domain and OUs. Based on their requirement that they do not want users to see all the domains in the pull down - this would not have been an issue if they created one Forest and a sub-domain for the company and utilized OUs for the locations. Providing additional guidance on configuring the forest-to-forest bi-directional trusts and domain trust. The customer stated they have one forest and one domain; hence, the forest and domain are one in the same. Customer did not leverage AD Integrated DNS; DNS is managed by a separate team. DNS is critical to the success of setting up the VDI environment from an infrastructure perspective and connection. End result, their DNS supported DDNS and reverse lookup works for me. The customer listed one of their primary concerns for using separate forests and NOT creating two-way trusts was that they did not want users to see multiple domains when logging into web interface. This can be addressed several ways and is not a valid reason for using multiple forests and as stated can be addressed by using the advanced features of the forest to forest trust wizard or group policy or dedicated websites for each customer domain with custom configuration that lists only that domain or remove the field completely and force authentication against that domain only. After several hours of conversation, board drawing, and a Microsoft Best Practice document problem resolved.

DELL, INC LEGACY PEROT BUILDING

Citrix SME Systems Integration Architect Dallas/Fort Worth December 2010 to April 2012 Only external Citrix SME hired to implement Citrix XenDestkop on VMWare ESX Hypervisor. Systems Integration Architect, hired to implement Citrix XenDesktop with ESX and VCenter Responsible for architecture design relative to virtualized desktop solution that provides streamlined and secure access to customer line of business applications. Leveraged a combination of complex technologies design a complete end-to-end solution utilizing; XenApp for application delivery, XenDesktop for the virtual desktop,

Provisioned Services for virtual desktop delivery, Citrix Edgesight for troubleshooting and trending analysis, leveraged monitoring for core infrastructure and reporting, XenDesktop Director for Help Desk (real time data for VDI and shadowing support), custom server hardware design utilizing custom Dell hardware, advanced storage solution specific to virtual desktop design, multiple hypervisor support (XenServer or VMWare or Hyper-V), Citrix Web Interface (access), Citrix Netscaler (Load balanced + Citrix Access Gateway), Citrix Branch Repeater (WAN acceleration for ICA), custom user profile strategy, custom user data strategy, and custom Group Policy strategy. In summary, this solution was a paradigm shift in how customers leverage desktop technology and access their LOB applications. This solution simultaneously drove down cost from a CAPEX and OPEX perspective. The ultimate goal was to drive down costs of managing desktops and customer applications by centralizing both the desktop and application management while maximizing economies of scale of the hardware to maximize the customer return on their investment. Ultimately, it is the architecture/design of all the components working in tandem with the customer infrastructure that determines short-term and long-term supportability. This was primary focus for more than 10 years design of virtualization technology solutions that reduce the cost of doing business by changing the way IT provides access to critical business applications.

GMAC FINANCIAL SERVICES REBRANDED TO ALLY FINANCIAL SERVICES

November 1998 to December 2010 1201 BUS 121, BLD 3, STE 300 Lewisville, TX 75067

May 2010 to Dec 2010

Role 1: Lead Enterprise Architect primary responsibility Citrix Enterprise Services Role 2: Manager of SQL Application Support Team Role 3: Manger of Citrix Enterprise Service Offering Role 4: Manager of Enterprise Monitoring and Alerting
ABRIDGED QUICK HIGHLIGHTS Unique opportunity to expand management responsibilities by adding a third team of highly dedicated senior engineers and a critical service offering Global Systems Management. Despite extreme changes to culture, severe economic difficulties, drastic budget cuts, 7 layoffs in 2 years my teams remained focused on servicing the customer and our service levels never diminished In some cases, service levels improved. Historically, these teams have been critical to the organization multiple data center consolidations, infrastructure streamlining, and implementation of critical revenue generating business projects. Assigned team leads, implemented cross training, started initiatives to encourage making decisions in areas of expertise and keeping me informed, for others it was simply a matter of empathy and listening but setting goals and following through for each individual that asked. For example, one of my co-workers wished to be an architect so I started encouraging him to consider my requests or changes to infrastructure and I he felt it was not the best solution to push back but in doing so he need to have an answer not just a push. Another associate, Edgar, wanted to be on a management track; Today, if not mistaken, Edgar is in a management role and doing great and in return I will always have this; "Our team started to report to Brian about two years ago. At the beginning, he quickly provided us the tools and direction we need to perform our job. Brian taught me how to make changes in wiki and the importance of creating and communicating our standards to our customers and keeping them up to date. When we need Brian, he always made himself available to us. He cares about the people reporting to him and has the ability to build them as a team even though they are located in two locations. Brian has great Citrix and Windows skills and willing to teach them to his reports. I am very grateful to work for Brian that he has provided me with tools to advance my technical experience and my managing experience. I highly recommend Brian. If our paths cross again, I would look forward to working together. 1 of 43 recommendations on LinkedIn and direct report.

SUMMARY I was provided the unique opportunity to expand my management responsibilities by adding a third team of highly dedicated senior engineers and a critical service offering Global Systems Management. Im privileged to manage three teams of 13 highly motivated individuals; Application Support, Citrix Services, and GSM Services. In addition, I continue to wear the hat of Senior Architect for Citrix Services. Adding GSM to our service offering allowed us to provide services not otherwise thought of until provided the opportunity to learn from the talented individuals within GSM and it truly broadened the team horizon. To date, we have built a geographically dispersed, cross-disciplined, and highly motivated and customer driven team despite extreme changes to culture, severe economic difficulties, drastic budget cuts, 7 layoffs in 2 years all the while the teams have remained focused on servicing the customer and our service levels have remained undiminished or in some cases improved. Historically, these teams have been critical to multiple data center consolidations, infrastructure streamlining, and implementation of critical revenue generating business projects. Our team has continued to expand our VDI, SBC, Application Support and Monitoring services - reducing TCO (CAPEX and OPEX) with each successful project. Our team(s) partner with other critical teams to support an environment of 5,000+ servers and 20,000+ geographically dispersed customers, vendors, and consultants. Our teams are key contributors to all major initiatives across the company including but not limited to; Bank Holding Company Initiative, Rebranding Initiative, and IBM Data Center Migration Initiative (D2D) - together we have streamlined processes, created a top notch team brand critical to the organization. During a time of duress with 7 layoffs and limited leadership I was asked to lead several teams in addition to maintain the title of Lead Enterprise Architect. This is what my leadership required of me so I considered it a privilege to manage these teams. The individuals I managed were the best of the best and if senior leadership had voted to stay with the insourced model instead of utilize IBM then I would still be with GMAC/Ally today. Once that decision was made it was time for me to move on because I had done all that was possible now that everything was moving to IBM.

Jan 2010 to May 2010

Role 1: Lead Enterprise Architect primary responsibility Citrix Enterprise Services Role 2: Manager of SQL Application Support Team Role 3: Manger of Citrix Enterprise Service Offering
ABRIDGED QUICK HIGHLIGHTS During this transition; assumed responsibility for the Application Support team a critical team to the organization. The Application Support team was born out of the necessity of SOX legislation and separation of duties. Hence, our team provides all the production database table updates in Production. It was during this transition I studied, obtained feedback from team, from our internal customers (development teams, SQL DBAs) and quickly learned about the auditing process including which applications were SOX versus not. I felt this experience helped add to my prior experience as HIPAA Officer for Carter Bloodcare and my certifications in ITIL and Microsoft Operations Framework. SUMMARY I was provided a unique opportunity to expand my management and technical skills by joining Middleware Technologies in January of 2009 having played a critical role in Windows Engineering since February of 2003 we felt it would be of benefit to expand my depth of knowledge in Middleware Technologies. This proved to be an extremely beneficial move both personally, to the organization, our team(s), and our customers. During this transition I assumed responsibility for the Application Support team a critical team to the organization. The Application Support team was born out of the necessity of SOX legislation and separation of duties. Hence, our team provides all the production updates to all the critical SOX application databases running on Oracle. Ive maintain status as Chief Architect for Citrix Services. We have built a geographically dispersed, cross-disciplined, and highly motivated and customer driven team despite extreme changes to culture, severe economic difficulties, drastic budget cuts, 7 layoffs in 2 years all the while our team(s) have remained focused on servicing the customer and our service levels have remained undiminished. Our team has continued to expand our VDI, SBC, Application Support and Monitoring services - reducing TCO (CAPEX and OPEX) with each successful project. Our team(s) partner with other critical teams to support an environment of 5,000+ servers and 20,000+ geographically dispersed customers, vendors, and consultants. Our teams are key contributors to all major initiatives across the company including but not limited to; Bank Holding Company Initiative, Rebranding Initiative, and IBM Data Center Migration Initiative (D2D) - together we have streamlined processes, created a top notch team brand with precise vision and goals helped drive down IT costs to the tune of 1 billion dollars.

July 2008 to Jan 2009

Role 1: Lead Enterprise Architect primary responsibility Citrix Enterprise Services Role 2: Manger of Citrix Enterprise Service Offering
ABRIDGED QUICK HIGHLIGHTS Unique opportunity to expand my management and technical skills by joining Middleware Technologies in January of 2009 having played a critical role in Windows Engineering since February of 2003 client felt it would be of benefit to expand my depth of knowledge in Middleware Technologies. This proved to be an extremely beneficial move both personally, to the organization, our team(s), and our customers. Initiated team dialog to geographically dispersed, cross-disciplined, and highly motivated and customer driven team despite extreme changes to culture, severe economic difficulties, drastic budget cuts, 7 layoffs in 2 years all the while our team(s) have remained focused on servicing the customer and our service levels have remained undiminished. My team continued to expand VDI, SBC, Application Support and Monitoring services - reducing TCO (CAPEX and OPEX) with each successful project. I made myself available for all questions, concerns, and took immediate actions to stop any rumors and quickly set meetings and shared official news as it was provide to me by my management. It seems as though some hiring managers and recruiters see no value in recommendations, my question is; how can you not? If anything, as this recommendation from Chris demonstrates; Im doing something right and encouraged my coworkers to let me know if I was doing something wrong in their eyes so we could discuss it; "I reported to Brian Murphy for two years. Brian was an excellent manager and leader. He made himself available to answer questions and respond to issues. As a result of his management skills, our team has become a stronger unit. With his take-charge attitude, inclusive approach and strong communication skills, Brian would be an asset to any organization. I am confident he will exceed expectations. Please don't hesitate to contact me if you require further insights into his skills or character. It has been a pleasure and a privileged . 1 of 43 recommendations on LinkedIn SUMMARY Manager of Citrix Enterprise Services and Lead Architect for Citrix Architecture. Service offerings including Citrix Presentation Server, XEN Server, XEN Desktop, Application hosting and streaming, Citrix AGEE SSL VPN technologies. This and other application hosting technologies pave the way for future initiatives with GMAC FS and sister companies. Our goal is to provide a cost effective solution to the organization that allows secure access to any business application from any geographic location. Currently we provide this service for 6500 subscribers around the world including India, Singapore, Jamaica, Philippines, Mexico, Canada, and multiple states within the US. Our team recently implemented the first GMAC FS co-hosting Citrix project for QRM; in record time. And a highly successful deployment of static streamed desktop technology for FSS PBO Project (Citrix XEN)

Sep 2006 to Jan 2008

Role 1: Windows Systems Architect
ABRIDGED QUICK HIGHLIGHTS Lead architect on GMAC FS QRM Project with TDM and 1 TB storage financials for GMAC FS Corporate Lead architect on OneQRM project for Capital Markets division of GMAC Mortgage Initiated team dialog to geographically dispersed, cross-disciplined, and highly motivated and customer driven team despite extreme changes to culture, severe economic difficulties, drastic budget cuts, 7 layoffs in 2 years all the while our team(s) have remained focused on servicing the customer and our service levels have remained undiminished. My team continued to expand VDI, SBC, Application Support and Monitoring services - reducing TCO (CAPEX and OPEX) with each successful project. I made myself available for all questions, concerns, and took immediate actions to stop any rumors and quickly set meetings and shared official news as it was provide to me by my management. SUMMARY

Key player in consolidation and integration efforts provide architectural insight for business and infrastructure initiates. Lead architect for numerous data center migration initiatives. Lead architect to assist business application development teams to resolve application issues. Lead architect to Application Hosting Services. Recent Projects: October 2007, lead architect Enterprise Server Consolidation Project & TSC Network India [November 2007], lead architect Citrix Consolidation Project. [January 2008], lead architect Shady Oak Data Center Consolidation. [February 2008], lead architect OneQRM Project. [March 2008], lead architect GMAC FS QRM Project (First cohosting project for ResCap). [April 2008], lead architect Terminal Server Gateway Implementation. [May 2008], lead architect Citrix x64 Migration. [June 2008], lead architect Citrix XEN Desktop Implementation & Citrix Access Gateway Enterprise Implementation & GMAC FS BPO Project.

Sep 2003 to Jan 2006

Role 1: Technical Team Leader EDS (Prior to conversion) Role 2: Responsible for Windows Support per EDS contract
ABRIDGED QUICK HIGHLIGHTS Few weeks later, asked if I would be interested in the Team Leader position EDS Technical Team Lead for 22 senior engineers. Responsible for team that supports 10,000+ users. Responsible for team that supports 800+ Windows Servers. Hiring Manager for Dallas, TX and Horsham, PA. Expertise in Change Management, Sarbanes Oxley, and Facilitation techniques. Lead architect for Citrix application hosting solution. Authored corporate Citrix standards, best practice, and training materials.

Feb 2003 to Sep 2003

Role 1: Senior Consultant
ABRIDGED QUICK HIGHLIGHTS Initially hired to implement Citrix Farm and migrate applications Initial Farm size 200 users, ending Farm size 8000 users Successfully designed and implemented Citrix Metaframe XP application hosting solution. Designed and implemented Citrix web portal and access gateway solution. Authored Citrix implementation project plan. Authored Citrix Standards and Policies manual. Implemented test and proof of concept environment utilizing VMWARE Technology. Addressed interoperability issues between multiple legacy domains and Native Mode AD. Authored Citrix troubleshooting documentation and trained help desk employees. Successful implemented packaging methodology. Scripted unattended installs using Altiris Rapid Deploy. Assisted with Active Directory migration from Windows 2000 to Window 2000. Assisted with DNS restructure, 250 secondary to AD integrated. Assisted with Microsoft licensing issues and Citrix licensing issues.

GMAC COMMITTEE MEMBERSHIPS

Authored corporate Citrix standards, best practice, and training materials. Member of Active Directory Migration Team. Member of 2003 Exchange Migration Team. Member of 2005 Technology Refresh Team. Member of Enterprise Backup and Disaster Recovery Team. Member of Data Center migration Team Horsham, PA to Lewisville, TX. Member of Data Center migration Team Cosa Mesa, CA to Lewisville, TX. Member of Data Center migration Team Waterloo, IA to Lewisville, TX. Member of Windows Architecture Review Committee.

Major contributor to Windows Engineering Playbook. Recipient of multiple IT Superstar awards and Customer Service awards. Member of Active Directory Migration Team. Member of 2003 Exchange Migration Team. Member of 2005 Technology Refresh Team. Member of Enterprise Backup and Disaster Recovery Team. Member of Windows Architecture Review Committee. Major contributor to Windows Engineering Playbook. Recipient of multiple IT Superstar awards and Customer Service awards.

DATA CENTER MIGRATIONS

Horsham PA to Lewisville, TX Previous TI building then Ratheon Cosa Mesa, CA to Lewisville, TX Previous TI building then Ratheon Waterloo, IA to Lewisville, TX Previous TI building then Ratheon RFC, MN to Lewisville, TX Previous TI building then Ratheon

EXCHANGE MIGRATIONS
Contributing where needed in each of the following Exchange Migrations: 5.5 to 2000 2000 to 2003 2003 to 2003 64 > 2008 R2 2007 to 2010 64 > 2008 R2 SP2

RESTRUCTURING
TARP fund related 30 Billion dollar initiative to rebrand GMAC FS Government requirement to become Bank Holding Company Listed as project manager and lead architect on several projects but most critical were QRM and an audit performed against GMAC Bank. 100% of the applications for Bank ran on Citrix. I was handed a list of 60 items that must be fixed and had zero budget and 30 days. Fixed every audit item and had sign off 2 days early. This required 100 hour weeks for 28 days.

GMAC/ALLY 1998 TO 2010 ADDITIONAL ACCOMPLISHMENTS

Multiple roles between November 1998 and December 2010 For complete listing; please review LinkedIn and 40+ recommendations: http://www.linkedin.com/in/vcisscloud/ Level 4 Last resort for Citrix escalation. Involved in almost all troubleshooting requests other than Citrix. Lead architect/engineer/escalation for 8000 user Citrix / XenDesktop Farm with 325 critical applications. Unique opportunity to expand management responsibilities by adding a third team of highly dedicated senior engineers and a critical service offering Global Systems Management. Managed three teams of 13 highly motivated individuals; Application Support, Citrix Services, and GSM Services. In addition, continued to wear the hat of Senior Architect for Citrix Services. Added GSM to our service offering allowed us to provide services not otherwise thought of until provided the opportunity to learn from the talented individuals within GSM and it truly broadened the team horizon. To date, built a geographically dispersed, cross-disciplined, and highly motivated and customer driven team despite extreme changes to culture, severe economic difficulties, drastic budget cuts, 7 layoffs in 2 years all the while the teams have remained focused on servicing the customer and our service levels have remained undiminished or in some cases improved. Historically, these teams have been critical to multiple data center consolidations, infrastructure streamlining, and implementation of critical revenue generating business projects. Team continued to expand our VDI, SBC, Application Support and Monitoring services - reducing TCO (CAPEX and OPEX) with each successful project. Our team(s) partnered with other critical teams to support an environment of 5,000+ servers and 20,000+ geographically dispersed customers, vendors, and consultants. Our teams were the key contributors to all major initiatives across the company including but not limited to; Bank Holding Company Initiative, Re-branding Initiative, and IBM Data Center Migration Initiative (D2D) - together we streamlined processes, created a top notch team brand critical to the organization. During a time of duress with 7 layoffs and limited leadership; was asked to lead several teams in addition to maintain the title of Lead Enterprise Architect.

Technical Lead (L4) to 22 senior engineers Responsible for team that supports 10,000+ users. Responsible for team that supports 800+ Windows Servers. Hiring Manager for Dallas, TX and Horsham, PA. Expertise in Change Management, Sarbanes Oxley, and Facilitation techniques. Authored Citrix implementation project plan. Authored Citrix Standards and Policies manual. Implemented test and proof of concept environment utilizing VMWARE Technology. Addressed interoperability issues between multiple legacy domains and Native Mode AD. Authored Citrix troubleshooting documentation and trained help desk employees. Successful implemented packaging methodology. Scripted unattended installs using Altiris Rapid Deploy. Assisted with Active Directory migration from Windows 2000 to Window 2000. Assisted with DNS restructure, 250 secondary to AD integrated. Assisted with Microsoft licensing issues and Citrix licensing issues.

CARTER BLOODCARE, Bedford, TX Nov 1998 to Feb 2003 Director, Network Services Member of HIPAA Steering Committee and Risk Analysis Team. Citrix SME, 1200 users, responsible for all server related support 1 Help Desk Person, a few Oracle developers, 1 Unix person Member of CBC Focus Committee. Elected to serve as HIPAA Officer Information Security. Designed and implemented cost effective enterprise security solution. Designed and implemented cost effective Citrix and thin client solution for remote branch offices. Planned and coordinated data center consolidation from Dallas, TX to Bedford, TX. Designed and implemented Windows NT 4 with Exchange 5.5 infrastructure and migrated from Novell. Established policies and procedures to ensure the integrity and security of IT infrastructure. Played a pivotal role in developing, implementing and maintaining organizational information systems to ensure adherence to HIPAA network security and information privacy rules. Implemented and enforced change management processes for all production systems. Managed vendor relations for all vendors providing service or support to data center production systems, negotiated key contracts and reduced cost. Additional Accomplishments of Note: Data Center migration, Citrix solution with thin client at all remote sites (Wyse 1200LE, 500kb OpenBSD kernel that boot up was 3 seconds with centralized INI file on FTP server, one modification I could change over 1000+ devices in a few seconds). NT 4 to AD, Mail to Exchange. New Policies. 1 of 2 HIPAA Officers, replaced MS Proxy server with Cisco PIX Firewall, implemented Sophos for mail and desktops, was NOT hit by NIMDA virus! Also, being the only person on-call, nothing broke twice. This finalized my relationship with Citrix. SOUTHWEST SECURITIES, BROKERAGE FIRM Sept 1996 to Nov 1998 Dallas, TX Series 7 Licensed Stock Broker (2 years 3 months) Executed trades in the equity (stocks), mutual fund, and option markets (NASD, NYSE, OTC). Authored and distributed monthly investment newsletter. Reviewed corporate annual reports, 8Ks, 10Ks, 10Qs. Analyzed financial reports and provided feedback to clients. Researched information about the market in domestic or foreign equities, securities and government stocks. Provided appropriate advice to private clients, by phone, or direct contact. Managed and reviewed portfolios. Series 7 Licensed, NASD license for general securities representative.

Published interview in Dallas Business Journal, November 1997 (Reference: http://tinyurl.com/yzadexr) focused on REITS one of our primary investment methodologies at the time. REITs was but one of the many investments options that were researched and provided to our customers.

OLDE, BROKERAGE FIRM Oct 1993 to Sept 1996 Series 7 Licensed Stock Broker (3 years) Executed trades in the equity (stocks), mutual fund, and option markets (NASD, NYSE, OTC). Authored and distributed monthly investment newsletter. Reviewed corporate annual reports, 8Ks, 10Ks, 10Qs. Analyzed financial reports and provide feedback to clients. Researched information about the market in domestic or foreign equities, securities and government stocks. Provided appropriate advice to private clients, by phone, or direct contact. Managed and reviewed portfolios. Series 7 Licensed, NASD license for general securities representative. First year brought in 12 million in new assets. Sold to H&R Block September 1999.