Al Enzweiler’s Qualifications as a Senior System Architect

Al Enzweiler one of a small consulting firm’s Senior System Architects

Answer Questions and Offer Sage Advice on Using; Target Systems, State-of-the Art Financial Systems and Systems Architected and Developed by IT Suppliers

Next engagement starts with Al Enzweiler, one of small consulting firm’s Senior System Architects, collaborating as a member of a client’s Architecture Team to answer questions and offer sage advice on how;

  • Members of their senior management team(s) could manage their managers collaborating with planners, analysts and ETL specialists to use tools and synchronized data to develop architected Targets System(s) which will go-live within small budgets being used and continually improved by members of their senior management team(s) managing their managers to set and manage to hit their metric targets, which an Architecture Team decided will be set and hit to consistently make their contributions to hitting EBITAD targets
  • ERP System(s), Human Capital Management System(s), CRM System(s) and as required other systems which have been architected and developed by IT suppliers to be sold to their customers as either a Cloud service or licensed software product to hit top targets on their Income Statements, which a client could use to incur expenses which an Architecture Team decided are in their enterprise’s best interest enterprise to maintain the synchronized data used by managers to hit their metric targets using Targets System(s)
  • ERP Systems and/or Financial Systems and if required a Configuration System architected and developed by IT suppliers to be used by customers to maintain financial data could be used by a client to incur expenses which an Architecture Team decided are in their enterprise’s best interest to be used as integral parts of State-of-the-Art Financial System(s) architected by an Architecture Team to be used to realize productivity gains which an Architecture Team decided will be realized maintaining financial data used to publish their enterprise’s financial statements which will pass an audit by a CPA firm and which will validate when ranked using data on senior management team(s’) contributions which have been consistently made to hitting EBITAD targets over a very long duration – Targets System(s) is/are their enterprise’s #1 System

As members of the next client’s Architecture Team could plan by collaborating over a very short duration to complete Enzweiler’s Architecture Team Methodology as proposed on http://enzweilerateam.com/

Lessons Learned Over a Long Career as a Senior System Architect

2022 Launched a Digital Marketing Campaign for Enzweiler’s Architecture Team Methodology

Learned another lesson the hard way – when most senior managers reach retirement age they retire. With the launch of EnzweilerATeam.com as the firm’s digital proposal, one of a small consulting firm’s Senior System Architects is optimistic the indicator on the firm’s dashboard for opportunities in the pipeline will once again being indicating he will hit his top line targets.

2001 Conducted Last Seminar to Market Enzweiler’s Architecture Team Methodology

Decided the firm had enough senior managers making referrals that Al Enzweiler could stop flying around the Unites States and Canada conducting seminars to market Enzweiler’s Architecture Team Methodology.

1999 Clients Are Getting an MBA Education

One of his lessons learned Al Enzweiler shares during collaborations with initial member(s) of a client’s Architecture Team is – collaborating over a very short duration as a member of an Architecture Team responsible for completing  Enzweiler’s Architecture Team Methodology by planning to go-live within small budgets using Targets System(s) to consistently make senior management team(s’) contributions to hitting EBITAD targets, is the equivalent of the case studies used by business schools to educate MBAs.

One day in 1999, Al Enzweiler was pleasantly surprised to discover Harvard had published a case study on how Cisco Systems had implemented an ERP System which documented lessons learned completing one client’s engagement by evaluating, demonstrating, configuring, user acceptance testing, and implementing an architected and developed ERP System used by a client to maintain;

  • Bill-of-materials data which could used by managers to continually improve at managing to hit their metric targets for managing their responsibilities using Material Requirements Planning (MRP), Actual vs Plan dashboards, and analytics of actual vs plan data
  • Financial data which was used by a client to publish their enterprise’s financial statements required to pass an audit by a CPA firm

Which one the firm’s Senior System Architects could use to make incremental and sometimes breakthrough improvements to the firm’s methodology used to start the next client’s engagement.

Cisco Systems, Inc.: Implementing ERP, Harvard Business School 9-699-022 September 24,1999

1997 Eureka A Targets System

One day in 1997 during an Architecture Team’s collaborations to decide managers will hit their metric targets for delivering quality products and services to customers on-time as promised to consistently make their contributions to hitting top line targets using architected;

  • Customer demand forecasting models correlated to supply chain planning models
  • Actual vs Plan dashboards
  • Analytics of actual vs plan data

And bill-of-materials and other data maintained by an ERP System, Al Enzweiler had one of those eureka moments when a CFO said, “We are setting metric targets for every manager on this enterprise’s organization chart, because metric targets which get set will get hit to hit EBITAD targets.”

Next client’s engagement started with a breakthrough improvement to Enzweiler’s Architecture Team Methodology of starting engagements using a client’s organization chart(s) and Income Statement(s) to architect Targets System(s) and then answering an Architecture Team’s questions on how the architected system(s) could be developed, used and continually improved by members of their senior management team(s) managing their managers to set and manage to hit their metric targets, which an Architecture Team decides will be set and hit to consistently make their contributions to hitting EBITAD targets.

1994 Continually Improving Enzweiler’s Architecture Team Methodology

As one of small consulting firm’s Senior System Architects, Al Enzweiler discovered one of the firm’s senior managers could use the lessons learned completing the last client’s engagement to make incremental and sometimes breakthrough improvements to Enzweiler’s Architecture Team Methodology used to start the next client’s engagement.

1993 Growing Enzweiler Group to Become Enzweiler

In 1993 Al Enzweiler decided it was time to grow Enzweiler Group to realize his vision of managing a big consulting firm. Using an angel investor’s capital, he started recruiting, managing, and mentoring System Architects in completing Enzweiler’s Architecture Team Methodology. Fortunately, it did take long to learn a lesson the hard way.

A methodology which starts with one of the firm’s Senior System Architect answering questions on how top line targets could be hit by managers using customer demand forecasting models correlated to supply chain planning models and Actual vs Plan dashboards and how an ERP System could be configured and implemented for a small budget to be used by enterprises to maintain the data required by managers to hit their metric targets and used as an integral part of State-of-the-Art Financial Systems used to realize productivity gains maintaining financial data required to pass an audit by a CPA firm,  is in a client’s best interest and is not a good methodology for growing a small consulting firm to be a big consulting firm.

Although he had failed in the attempt to realize his vision, Al Enzweiler was not discouraged. He learned the lesson that he enjoyed being an Architecture Team’s Senior System Architect more than he enjoyed managing and mentoring System Architects. He changed the firm’s name from Enzweiler Group to Enzweiler and became one of a small consulting firm’s Senior System Architects.

1987 Conducting Seminars to Market Enzweiler’s Architecture Team Methodology

When founded Enzweiler Group’s marketing campaign was the website http://enzweiler.com, Al Enzweiler publishing articles and speaking at conferences and referrals from customers and clients who had used his services when he was an IT supplier’s senior manager and one of a big CPA firm’s Senior System Architects and CPAs.

Then one day Al Enzweiler read an ad in Inc. magazine soliciting proposals to conduct seminars for universities. He submitted a proposal to conduct a seminar titled, “Planning a State-of-the-Art Financial System.”  Boston University became the first university to sponsor the seminar. Within a year more than twenty universities were conducting the seminar once or twice year in major cities throughout the United States and Canada.

Over the years universities’ Executive Education business units sponsored Al Enzweiler’s seminars on completing Enzweiler’s Architecture Team Methodology, thousands of senior managers participated in a seminar and hundreds decided to be an initial member of a client’s Architecture Team.

1986 Planning to Complete Enzweiler’s Architecture Team Methodology

When Al Enzweiler founded Enzweiler Group in 1986 the plan to complete Enzweiler’s Architecture Team Methodology was one of the firm’s Senior System Architects would complete the Architect phase and one or two of the firm’s Senior System Architects would complete the Evaluate and Plan phases and if required monitor as an Architecture Team’s plans are executed by members of theri senior management team(s).

1985 Hitting an IT Supplier’s Top Line Targets

While Al Enzweiler joined Information Science’s (InSci) senior management team, an IT supplier which had issued an IPO in the early 1980s, he had experience architecting and developing systems which were implemented and used by clients but did not have any experience selling an architected and developed    system to be configured and implemented to be used by customers. Other members of InSci’s senior management team had over 20 years’ experience selling a Human Capital Management System to their customers. The advice they gave Al Enzweiler was to use demonstrations to sell a system which an IT supplier had architected and developed to be sold to and used by their customers.

The advice was spot on. When managed by a Senior System Architect planners, analysts, and configuration specialists could configure an IT supplier’s Human Capital Management System to demonstrate to prospective customers;

  • Managers could hit metric targets for managing human resources staffing business units and staffing projects using data maintained by a Human Capital Management System
  • Human Resource business unit could collaborate with the managers responsible for managing human resources to recruit, compensate, develop, and retain employed human resources
  • Human Resource, Benefit Administration and Payroll business units could realize productivity gains performing their responsibilities using a Human Capital Management System
  • A customer’s documented requirements could be satisfied

Most often after completing a demonstration a customer signed a contract to license a software product to start incurring depreciation expenses in perpetuity a/k/a very long duration, to use and maintain an IT supplier’s Human Capital Management System hosted and supported on-premise on a customer’s private network.

Margins were so fat selling a Human Capital Management System as a licensed software product, Al Enzweiler did not want to assign any of his planners, analysts, and configuration specialists to the thin margin implementation services business. To get a customer to sign InSci’s contract he agreed a short duration implementation requiring a small budget would start with user acceptance testing (UAT) of what was demonstrated.

1980 Proposing a Methodology Which Is in a Client’s Best Interest

During the years he was one of big CPA firm’s System Architects and CPAs, Al Enzweiler was mentored by the firm’s Senior System Architects that it was in a client’s best interest and a competitive advantage to start an engagement with one of the firm’s Senior System Architects collaborating over a very short duration with members of a client’s Steering Committee to complete an Initial Investigation.  When he became one of the firm’s Senior System Architect’s responsible for “practice development” he put this quote into every proposal he submitted to prospective clients.

“Initial investigations are usually short – taking perhaps a few days, or at most, a few weeks, to complete. The steering committee reviews the results and decides whether the project should proceed to the Feasibility Study. Members of the committee must have a broad understanding of the company to be able to weed out inappropriate requests at an early stage. Terminating a project at the initial investigation stage obviously minimizes the expenditure of corporate resources.”

In the 1970s other big CPA firms’ consulting business units were proposing to start a client’s engagement with a large team of consultants managed by one of the firm’s Project Managers interviewing; senior managers, managers, and subject matter experts on a client’s organization chart(s) to define an enterprise’s requirements. After defining an enterprise’s requirements, one of the firm’s System Architects would architect a Financial System and if required a Consolidation System to be developed using the firm’s system development methodology, which would be implemented and used by a client to publish financial statements which would pass an audit by a CPA firm.

Quote is on Page 51 of “Managing the System Development Process” published by Touché Ross & Co in 1980. Touché Ross & Co was one of the “Big 8” CPA firms which merged to become part of Deloitte, which is one of the even bigger “Big 4,” CPA firms.

1976 One Member of Holiday Inns’ Architecture Team

Digitally Transforming the Hospitality Industry

In the early 1970s Holiday Inns and IBM collaborated to use IBM’s Business System Planning (BSP) system development methodology to architect, develop, implement, and start using Holidex. Holidex was a leading-edge reservation system which Ray Schultz the IBM Account Manager responsible for managing the Holiday Inn account had architected and managed to develop using BSP.

Holidex was so successful, Holiday Inns decided to organize and staff an Architecture Team which was responsible for using BSP to architect and then plan to develop, implement, and use the rest of Holiday Inns’ systems. Al Enzweiler who promoted to be one member of Holiday Inns’ Architecture Team.

Hitting Metric Targets to Hit Top Line Targets

As a member of Holiday Inn’s Architecture Team, Al Enzweiler collaborated to architect;

  • Analytics of historical customer transaction data maintained by Holidex used to develop customer demand forecasting models
  • Customer demand forecasting models correlated to supply chain planning models used to manage the price of rooms at Holiday Inns
  • Actual vs Plan dashboards
  • Analytics of actual vs plan data

When developed by system development specialists using system development tools managers collaborated with planners, analysts, and tool specialist to hit their metric targets for daily occupancy at more than a thousand Holiday Inns, to consistently make their contributions to hitting top line targets for; lodging revenue, bar and restaurant revenue, conference revenue and franchise fee revenue.

In the podcast Birthing Hampton Inn published by No Vacancy, Raymond Schultz recounts how Kemmons Wilson the founder of Holiday Inns told him before Holidex he had to sell franchises after Holidex he took orders for franchises.

Other Members of Holiday Inn’s Architecture Team

Al Enzweiler was one member of Holiday Inn’s Architecture Team which collaborated over nine (9) months to architect the rest of Holiday Inn’s systems. Other members of the Architecture Team included;

  • Al Enzweiler’s boss who was a former Arthur Andersen System Architect
  • Three (3) System Architects, who were the other members of Holiday Inns’ Architecture Team
  • More than twenty (20) Arthur Andersen consultants
  • An Arthur Andersen Project Manager
  • An Arthur Andersen System Architect and Engagement Manager

After the Arthur Andersen Project Manager managed a six-month project and Holiday Inns incurred a big consulting fee to interview; senior managers, managers, and subject matter experts on over thirty (30) organization charts and at headquarters to define Holiday Inn’s requirements for the rest of an enterprise’s systems, the two System Architects collaborated over three (3) days to architect the models, dashboards and analytics which used data maintained by Holidex and a Financial System and a Consolidation System which would be developed, used and implemented to be used to publishing Holiday Inns financial statements which would pass an audit by a CPA firm by complying with FASB 1.

It took the more than twenty (20) members of Arthur Andersen’s and Holiday Inn’s Architecture Team another three (3) months to document the rest of Holiday Inn’s architected systems at the level of detail required to estimate the long durations and big budgets which would be required to; develop, configure, demonstrate, implement; models, dashboards and analytics used to hit top line targets, a Financial System and a Consolidation System.

Getting an MBA Education from University of Memphis

Concurrent with being one member of Holiday Inn’s Architecture Team from 1973 to 1975, Al Enzweiler received an MBA degree from the University of Memphis.

On The Beach as a United States Marine

One of the amphibious tractors landed on the beach by Al Enzweiler is now on the beach for a very long duration at USMC Reserve Center Tampa Bay, Florida

In 1970 during his senior year at Eastern Michigan University, Al Enzweiler received a low number in the first draft lottery. He decided the best way to fulfill his obligation to serve his country and to start his “professional” career, was to join the Marine Corps reserve unit in his hometown of Tampa Bay, Florida.

Over 6 months Al Enzweiler graduated Parris Island a Marine, and graduated Camp Pendleton a Marine responsible for landing amphibious tractors on the beach, one weekend a month and two weeks each summer.

Starting a Long Career as a Senior System Architect

Concurrent with being a data processing specialist for National Bank & Trust Company in Ann Arbor, Michigan from 1967 to 1970, Al Enzweiler received a BBA degree from Eastern Michigan University.

Credentials

Formerly a CPA for a Big CPA Firm

When Al Enzweiler joined the consulting business unit of Touché Ross & Co. in 1975 being a CPA was a requirement to be promoted to be one of the firm’s partners. He passed the CPA exam and became of a Touché Ross & Co.’s System Architects and CPAs.

During the years he was one of Touché Ross & Co.’s System Architects practically every client’s Steering Committee decided at the completion of an Initial Investigation that it was in their enterprise’s best interest to complete the firm’s system development methodology to go-live within a big budget using;

  • Customer transaction systems,
  • Supplier transaction systems
  • Human resource compensation systems
  • Financial systems
  • If required a consolidation system

To realize productivity gains transacting their enterprise’s business in one or more currencies, compensating their enterprise’s human resources which are employed or under contract and publishing their enterprise’s financial statements which would pass an audit by a CPA firm.

During the years he was one of Touché Ross & Co.’s CPAs, Al Enzweiler was not responsible for managing audits to attest that a client’s published financial statements complied with GAAP, IRS, SEC, and other regulations.