1. Rick Anthony 88 Southgate Street, Redwood City, Ca. 94062
ranthony@sensol.co
Objectivestrongest skillset – Help build and contribute as part of a successful team to innovate in
Information Technologies and Services. Communication in both understanding client IT needs and ability
to break down complex ideas to make things understandable. Built and ran 2 business (IT Service from
2002 to present. Insurance Service for 9 years)
Experience/Professional Summary-
June 02 to present Sentinel Solutions Inc.,
Principal, IT Director and, Senior Consultant. Manager our IT team and business. Migrations to
newer servers, PC/Mac, Win2000, 2003, 2008, 2012 Server. Exchange admin install and configure 5, 5.5,
2007, 2010. Audio Visual and Desktop support, Experience with Sophos, Backup Exec, Security Audit
projects, Citrix, Shoretel Phone systems, Pointsec encryption, Mobile Iron MDM solutions, Stanford
University and Medical systems, Remedy, Stanford AirwatchMDM, Bigfix local and Server end, Disaster
recoveries. Migrations MS Server from NT to 2000, 2000 to 2003, 2003 to 2008, 2008 to 2012. Exchange
5 to 5.5, 5.5 to 2003, 2003 to 2007, 2007 to 2010. Stanford encryption projects, migration to Mobile Iron,
Sophos server among other projects. Main clients Stanford University and Venture Capital
Nov 99 to May 02 All Bases Covered, RWC, Ca.
Senior IT Consultant (Venture Capital Team) Lead consultant for several accounts. Main accounts
include VC’s and Stanford University. Migration from Novel/Groupwise to Win NT and Exchange
5. Project manager on special projects.
May 97 to Nov 99 TSH Architects, Ca.
Network Admin/Engineer/IT Director. Migrated system to NT4.0. Maintain and troubleshoot
network (7 NT Servers and 35 stations) Opened Sacramento(second) office. Duties include management,
all IT needs, installation, designing and upgrading of all hardware and software of the NT 4.0 Servers and
Win95 Workstations.
Oct 96 to Sept 97 Lanop Corp., Burlingame, Ca.
Instructor for courses. Installing and upgrading NetWare 3.11, 3.12, NT 4.0 and
Win95. Troubleshooting and other software installations on the network, instructor in classes on
Netware and Win95.
1987 to 1995 Farmers Insurance, Burlingame, Ca.
Built and ran insurance agency/brokerage from 0 clients. Managing employees, sales, marketing
and all aspects of building and running a business, specializing in the Asian community where I both
know the culture and speak fluent Cantonese.
1985 to 1987 U-Freight, So San Francisco, Ca.
Supervisor –Negotiating rates buying direct containers, shipping rates & reselling space on
containing with our clients. Loading containers, coordinating drivers, schedules and negotiating rater
Expertise and Achievements: IT management/Communication, Customer Service and Sales support
EducationSkills
Certified Microsoft MCSE 2000, 2003, Exchange NT4.0 Server, NT4.0 Enterprise, Exchange 5
Cisco CCNA, Novell CNE, CNA, 4 and 5

2. Lanop Corp 95 (Tech School) CNEE, MCSE
San Francisco State, additional studies in Buss
College of San Mateo, San Mateo, Ca.
A.S. degree in Computer Science and Communication, 05/85, Fire Technology 95
ADDITIONAL INFORMATION:
Believe in teamwork and continuing education. “Balance” in life (work and family), "win win” and team
first philosophy. Enjoy people and helping others achieve balance and their goals in life. Enjoy new
challenges along with new technology. Have strong experience in problem solving and customer
service. Know the Chinese traditions and culture well, and speak fluent Cantonese. Lived in Hong Kong
for 13 years. I try to keep in shape and enjoy team sports. Believe in giving back to the community having
volunteered time with the Red Cross, taught basic first aid, CPR and the San Francisco Fire Reserves (rose
to Lt. Driver/Operator (Volunteer: 1993-1996).
Volunteered teaching Sunday school for 2 years (mostly 5-8th graders at Lady of Mt. Carmel, RWC).
Top salesperson awards at Sears appliances and Insurance.
Growing up played basketball (point guard), track- team captain (Hong Kong)
Favorite books How to win friends and influence people, Five Dysfunctions of a team and almost anything
John Wooden.
*References available upon request
History with OHNS, Stanford 99-present
During my time with OHNS we did the best with the budget we were given. We have always put the
OHNS Department needs first. We were the quiet IT leadership in the background.
We took the lead with OHNS department implementations we put in place for the needs, growth and
changes over the years since I started with OHNS in 1999, guiding the department along the way from the
IT prospective – balancing leadership in the technology field and the needs of Faculty and OHNS on a
minimum budget, keeping things simple, stable and working throughout. We worked with and in
conjunction with many of Stanford’s great departments to resolve issues and get things done in the
background to minimize any technology impact on the users so they could focus on their work.
OHNS has grown several hundred percent under Chair Dr. Jackler’s leadership over the years and
believe will continue to grow.
We were one of the first and few Department’s that had a firewall in place while some questioned the
need of a firewall at the time when most of Stanford was wide open – after most of Stanford was hit and
down in mid-2000’s, Stanford joined our stance; that an open network was no longer safe and eventually
implemented firewalls throughout– we still have our own blade in place.
We put in Exchange Server in 1999 from Exchange 5.5 to Exchange 2000, to Exchange 2003, then
Exchange 2007. In 2015 as Stanford decided to move to Exchange, we advised the Department to switch
(liability reason’s alone made sense) and helped migrate onto the Stanford mail services on Exchange–
working together we were able to do so with minimal downtime and impact to our users
We implemented Server side and client Antivirus protection in 1999, before Stanford IT.
We are proud and fortunate; our environment and servers were never offline more than a few hours and
mostly on scheduled weekends hours to minimize impact to staff. All on a minimal budget of coverage
that grew to 16 hours a week.