Gary Melikian is an IT executive with over 30 years of experience in various roles and industries. He has a history of leading turnarounds and integrations of IT departments and improving user satisfaction and operational efficiency. His approach focuses on balancing technical skills with business skills to deliver value to stakeholders. He emphasizes principles like communication, collaboration, consensus-building, and tracking metrics to measure success.

1. Gary Melikian Information Technology Executive History Management Approach Delivery of IT Value

2. Sect 1. Career History

3. Mr. Melikian … Enthusiastic “IT Guy” Business Manager 15 years IT Management 12 years Standards, compliance, budgets 12 years has worked in various channels of the IT industry; Direct Sales; Service & Support; Enterprise Management and for various industries: Manufacturing; Publishing; Software Publishing; Healthcare Technology Has gravitated to increased responsibility throughout his career Deployed Structure within IT and the enterprise

4. CV Gary Melikian Principal Consultant, GreenLight, LLC , (current) Provides technical and strategic IT consulting; PC systems and network repair and maintenance; On-line Technical support; Network engineering; End-user training and support Director of Technology , NAMM, Carlsbad, CA (2007) Led a complete turn-around of IT services and end-user satisfaction Documented and directed a new roadmap and budget Performed business process analysis of entire organization and then documented a new IT roadmap and direction Director, IT Services , Verity, Inc. Sunnyvale, CA (2004-2006) 1,000ees, $400MM Revenue/year Post merger, Integrated IT Services Teams in three sites with uniform practices and policies; staff of thirteen Managed the integration of Cardiff IT infrastructure into the Verity model; resulted in standardized LAN/WAN and desktop services Directed full-service Help Desk management operation: Service Level Agreement logging, tracking, reports. Resulted in 80% reduction of Help Desk issues Designed and documented enterprise VoIP/TDM hybrid architecture with unified messaging deliverable Supervised the rollout of global, enterprise-wide MS Exchange services to 1,000 users Served on SOX IT audit team; achieved unqualified opinion for 50+ IT Services controls; result, no remediation required Director, Information Services Cardiff Software, Inc. Vista, CA (1999-2004) 220ees, $25MM Revenue/year Full-charge of planning and implementing zero-base IT capital budget of $2MM, staff of six; Directed IT policies, procedures and standards, end-user support Managed all LAN/WAN Network Design and Engineering; Telecommunications for corporate and all remote sales offices; Achieved 99.99% uptime 2001 through 2004 Implemented global-access CRM system for 100+ sales team resulting in improved revenue forecast and lead tracking, better sales management practices; Sales grew from $6MM in 1999 to $25MM in 2004 Manager, Information Technology , Academic Press Inc . (Elsevier) San Diego, CA (1993-1998) Full-charge IT management; 1000 employee/users in San Diego, Boston, New York, London Led team of seven IT professionals locally; Reported to three Presidents of local publishing units—the result of two corporate acquisitions Built and managed day-to-day computer and networking operations Consensus-builder for business systems development and data systems project management

5. Early Career History 1980 - 1992 Consultant, (Self-employed) 6 years Arco - Rollout POS system to 250 Retail stores CompuLink, Inc. - Netware ; Learning Center; LaserFiche Micro-Med - Perfected the art of remote assistance Zybex Medical practice management Bank of America 3 years Sales & Sales Management - Business Services (timeshare) Technical Analyst Versatel banking; 80 IBM AT PCs Personal Computer Pioneer 3 years DEC Rainbow - Sales and Support Victor Business Products; Victor CP/M; Victor DOS Apple IIe; Macintosh - Sales and Support

6. Sect 2. Management Approach

7. The Balanced IT Professional Passion for Customer Service Business Skills and Acumen Understanding of relevant business processes Connect the dots to Business VALUE Concise, Precise, Succinct Technical Skills Competency Application Key Success Points: Roles & Goals Performance Review

8. Measuring Success Staff Communication Mr. Spock Concise Precise Succinct Mother Terresa Professional Service Oriented Courteous Collaborative Thomas Edison / Vince Lombardi Get to action, and, Move on ! Key Success Points: Customer Feedback Roles & Goals COLLABORATION C O N S E N S U S K N O W L E D G E ad hoc C O M M U N I C A T I O N structured needs ideas forecast plans information process rules

9. Leading & Mentoring Staff Professional Development Metrics Focus Competency Integrity Interdependence Initiative Responsibility Communication Politics Resiliency Execution Key Success Points: Regular Staff Performance Reviews

10. Critical Conversations: Roles & Goals Performance Review

11. IT Principles and Best Practices Tracking System Attributes: Value Direction Sustainability Survivability Change Control Documentation Value Add: Systems Reliability Business Continuity; Compliance

12. IT Best Practices Life-Cycle Management Edison would have implemented ITIL Best Practices for managing his products’ life-cycles Value Add: Successful Launches Ability to build and adapt quickly to change Systems Reliability, Availability Business Continuity, Compliance Thomas Edison’s Laboratory Security Identity Continuity Compliance S L A Performance Metrics Budgets Projects Contracts Vision Direction Guidance Policy ITIL D E L I V E R Y Consult Inform Service Support Maintain Re-Work S Y S T E M S L I F E - C Y C L E M A N A G E M E N T Strategy Plan Design Build Transition Operation

13. Service and Support Systems

14. Evaluating Technologies Criteria Internal Considerations Value Add Investment Leverage Vision/Direction Integration Enterprise Culture Geography External Considerations Vendor/Provider Mainstream / Outlier Development Cycle Trailing Leading Pioneering Competitors’ action Wall Street/Silicon Valley/ Global Economics Technical Considerations Reactive or Compensating Service & Support Qualities Best of Breed Integration ADD TIMELINE

15. Timelines

16. Evaluating Technologies Trends to Watch and Consider Identity Management Intelligent Client Portability (VDI) Intellectual Property Network Bandwidth Collaborative Platforms Professional Networking Audio / Video “Presence” Staff-Sourcing; Cloud-Sourcing Open Source Computing SaaS / Outsource Offerings Virtual Computing

17. Gartner Quadrant For today's IT departments, these abilities have become critical needs: More-effectively manage and monitor IT spending in the short term for quick, value-added results Review and improve existing work management practices Centralize and standardize the demand management process Enhance visibility of the resource pool Optimize and control the allocation of critical resources for project work Increase work administration efficiency More carefully balance inbound work (demand) with existing resources (supply of time, people and money) Enhance the communication flow between itself and the business Increase visibility of existing project status Gain better control over outsourced IT projects

18. Sect 3. Delivery of IT Value

19. Why does IT exist? To Deliver; INTELLIGENCE Right Information Right Audience Right Time Right Format Secure; Reliable; Sustainable; Compliant

20. Using IT to Deliver Value to Stake-Holders Key Success Points: Service Support SLA E N T E R P R I S E D E L I V E R A B L E S IT D E L I V E R Y Consult Inform Service Support Maintain Re-Work S L A

21. E R P Manufacturing Engineering, bills of material, scheduling, capacity, workflow management, quality control, cost management, manufacturing process, manufacturing projects, manufacturing flow Supply chain management Order to cash, inventory, order entry, purchasing, product configuration, supply chain planning, supplier scheduling, inspection of goods, claim processing, commission calculation Financials General ledger, cash management, accounts payable, accounts receivable, fixed assets Project management Costing, billing, time and expense, performance units, activity management Human resources Human resources, payroll, training, time and attendance, benefits Customer relationship management Sales and marketing, commissions, service, customer contact and call center support

22. Using IT to Deliver Value to Stake-Holders Enterprise Value-Add ERP; Intelligence Automated Business Process COMM End-User Value-Add Automation Access PCs, Devices Non Value-Add IT Services IT Systems Infrastructure Key Success Points: RoadMap Budget Projects Portfolio SLA E N T E R P R I S E D E L I V E R A B L E S

23. Communication Notes: Slide 2: static Slide 3: Animated COLLABORATION C O N S E N S U S K N O W L E D G E ad hoc C O M M U N I C A T I O N structured needs ideas forecast plans information process rules

24. End of Presentation "You never win a game unless you beat the guy in front of you. The score on the board doesn't mean a thing. That's for the fans. You've got to win the war with the man in front of you. You've got to get your man."

25. Gestalt Security Identity Continuity Compliance S L A Performance Metrics Budgets Projects Contracts Vision Direction Guidance Policy Investment Profitability Leverage Risk E N T E R P R I S E O B J E C T I V E S & I N I T I A T I V E S E N T E R P R I S E D E L I V E R A B L E S E N T E R P R I S E S Y S T E M S Core Business Ancillary $ T C O $ Work Assignment Roles & Goals Work Performance Reviews COMPUTING NETWORKS STORAGE ERP CRM APPS COMM Stake-Holders Sponsors Customers Users Partners Governors Investors Providers Colleagues Vendors Competitors IT D E L I V E R Y Consult Inform Service Support Maintain Re-Work S Y S T E M S L I F E - C Y C L E M A N A G E M E N T Strategy Plan Design Build Transition Operation B U Y R E N T Non Value Add Business Value-Add Customer Value-Add

26. Security Identity Continuity Compliance S L A Performance Metrics Budgets Projects Contracts Vision Direction Guidance Policy Investment Profitability Leverage Risk E N T E R P R I S E O B J E C T I V E S & I N I T I A T I V E S E N T E R P R I S E D E L I V E R A B L E S E N T E R P R I S E S Y S T E M S Core Business Ancillary $ T C O $ Work Assignment Roles & Goals Work Performance Reviews COMPUTING NETWORKS STORAGE ERP CRM APPS COMM Stake-Holders Customers Sponsors Users Partners Governors Investors Providers Colleagues Vendors Competitors IT D E L I V E R Y Consult Inform Service Support Maintain Re-Work S Y S T E M S L I F E - C Y C L E M A N A G E M E N T Strategy Plan Design Build Transition Operation B U Y R E N T Non Value Add Business Value-Add Customer Value-Add

27. Service Oriented Architecture

28. Communication Notes: Slide 2: static Slide 3: Animated COLLABORATION C O N S E N S U S K N O W L E D G E ad hoc C O M M U N I C A T I O N structured needs ideas forecast plans information process rules

29. IT Systems Client Services, Devices & Support ERP; CRM; Business Apps MFG; Production; Fulfillment Networks; COMM Contracts; Subscriptions Security; Identity; Compliance; Continuity Computing Data and Storage Doc/Forms Management

30. Quotations Character is higher than intellect. A great soul will be strong to live as well as think. rwe "You never win a game unless you beat the guy in front of you. The score on the board doesn't mean a thing. That's for the fans. You've got to win the war with the man in front of you. You've got to get your man." v.l. Enthusiasm is the mother of effort, and without it nothing great was ever achieved. rwe

31. ENGINEERING AND CONSTRUCTION * Oracle Project Management * Oracle Project Collaboration * Oracle Project Costing * Oracle Payroll * Oracle Database 11g * Oracle Advanced Procurement * Oracle Financials * Oracle Project Resource Management * Oracle Human Resources * Oracle Enterprise Asset Management * Oracle Application Server * Oracle's AutoVue Enterprise Visualization * Oracle's Primavera Enterprise Project Portfolio Management