Al Enzweiler’s Qualifications 

Al Enzweiler

One of the #1 Consulting Firm’s Senior System Architects

Enzweiler won the #1 Consulting Firm Challenge, published by Al Enzweiler on http://Enzweiler.com. As of July 2022, Al Enzweiler is one of the #1 consulting firm’s doing business in the United States and Canada, Senior System Architects.

Complete Initial Investigation

During collaborations with initial members of the next client’s Architecture Team to complete an Initial Investigation in less than an hour, Al Enzweiler can use;

  • Data on managers’ contributions which could be consistently made to hitting earnings targets over a very long duration, to rank Targets System(s) as their enterprise’s #1 system
  • Facts which can be easily validated, to answer questions
  • Lessons learned accumulated over a long career, to offer sage advice

To decide it is in their enterprise’s best interest to be an initial member of an Architecture Team responsible for completing Enzweiler’s Architecture Team Methodology, as proposed on http://EnzweilerATeam.com.

Complete Enzweiler’s Architecture Team Methodology

During the next client’s Architecture Team’s collaborations to complete the; Architect, Demonstrate, Evaluate and Plan phases of Enzweiler’s Architecture Team Methodology over a very short duration by;

  • Deciding managers will collaborate with planners and analysts to use; Targets System(s), synchronized data, systems used to maintain synchronized data to set and manage to hit their metric targets, to consistently make their contributions to hitting earnings targets
  • Demonstrating Targets System(s) will be used as their enterprise’s #1 system, over the very long duration their enterprise’s audited financial statements will be published to report quarterly earnings
  • Deciding to incur expenses which are in their enterprise’s best interest to; use, maintain, improve, host and support; Targets System(s), synchronized data and systems used to maintain synchronize data over a very long duration
  • Planning Targets System(s) will go-live within small budgets as managed by members of their senior management team(s)

Al Enzweiler can collaborate as one member of the team responsible for answering questions and offering sage advice.

Monitor As Plans Are Executed, If Required

If at the completion of the Plan phase members of the next client’s Architecture Team decide the team’s Senior System Architect’s services are required to monitor as plans are executed, then Al Enzweiler can be engaged to monitor. If engaged to monitor, then Al Enzweiler will phase out for a very long duration whenever the other members of the next client’s Architecture Team decide it is time for him to phase out.

On the Beach

Whenever other members of the next client’s Architecture Team decide it is time for the team’s Senior System Architect to phase out for a very long duration, Al Enzweiler’s plan is to spend some time On the Beach using lessons learned completing the last client’s engagement to make incremental and occasionally breakthrough improvements to Enzweiler’s Architecture Team Methodology, which will be used by one of the #1 consulting firm’s Senior System Architects to start the next client’s engagement.

Lessons Learned Accumulated by Al Enzweiler

2022 Launch a New Marketing Campaign

With Enzweiler winning the #1 Consulting Firm Challenge, Al Enzweiler is optimistic the indicator on the firm’s Actual vs Metric Targets dashboard for opportunities in the pipeline will once again be indicating he is hitting his metric targets to consistently make his contributions to hitting top line targets on Enzweiler’s Income Statement.

2021 New Marketing Campaign Is Required

Recently Al Enzweiler learned another lesson the hard way – when most managers on clients’ organization charts using Targets Systems reach retirement age, they retire.

2001 Conduct the Last Seminar

In 2001 Al Enzweiler decided there were enough managers on clients’ organization charts making referrals, that he could stop flying around the United States and Canada conducting the seminar Benchmarking World Class Systems as the firm’s marketing campaign.

2000 Architecture Teams’ True North

Collaborating as one member of clients’ Architecture Teams to complete Enzweiler’s Architecture Team Methodology, Al Enzweiler discovered members of clients’ Architecture Teams could use;

  • Data on managers’ contributions which could be consistently made to hitting earnings targets over a very long duration, to rank Targets System(s) as their enterprise’s #1 system
  • Facts which can be easily validated, to answer questions
  • Lessons learned accumulated over a long career, to offer sage advice

To guide making decisions on using Targets Systems which are in their enterprise’s best interest.

1999 Get an MBA Education

One of his lessons learned shared by Al Enzweiler during collaborations with initial members of an Architecture Team to complete an Initial Investigation is – collaborating as one member of an Architecture Team is the equivalent of collaborating to complete a case study 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 managed to go-live within a big budget using an ERP System. Cisco used the ERP System to maintain;

  • Bill-of-materials data
  • Customer transaction data
  • Supplier transaction data
  • Other data

Which could be managers on organization charts to plan to hit their metric targets for delivering quality manufactured products to customers on-time as promised, using customer demand forecasting models, supply chain planning models and synchronized data maintained by using an ERP System.

Cisco also used the ERP System to maintain financial data, required to publish Cisco’s financial statements, required to pass an audit by a CPA.

The case study also documents lessons learned by a consulting firm completing one client’s engagement, which could be used to make incremental and occasionally 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

1998 Benchmarking World Class Systems

Starting in 1998 Enzweiler’s marketing  campaign was Al Enzweiler conducting the seminar Benchmarking World Class Systems.

Each seminar started with one of Enzweiler’s Senior System Architects benchmarking contributions which could consistently made to hitting earning targets using Targets Systems against contributions which could be consistently made to hitting earnings targets using;

  • Artificial intelligence
  • Business intelligence
  • Cloud

and other terms coined and used by IT suppliers and their ecosystem partners of; consulting firms, IT services firms, IT advisory firms, academics, and journalists to market their products and/or services, which may not be in their customers’ or clients’ best interest.

By the mid-morning break, some seminar participants had decided it is in their enterprise’s best interest to be an initial member of an Architecture Team responsible for completing Enzweiler’s Architecture Team Methodology.

1997 Coined the Term “Targets System”

During one clients’ Architecture Team’s collaborations to decide managers’ metric targets which will be set and hit using customer demand forecasting models, supply chain planning models and synchronized data maintained by using an ERP System, Al Enzweiler had one of those eureka moments when a CFO said, “We are setting metric targets for every manager on every organization chart because metric targets which get set, will get hit to consistently make their contributions to hitting consolidated earnings targets.”

Next client’s engagement started with an Architecture Team collaborating with the team’s Senior System Architect to use organization chart(s) and Income Statement(s) to architect Targets System(s).

1994 Start the Next Client’s Engagement with an Improved Enzweiler’s Architecture Team Methodology

As one of Enzweiler’s Senior System Architects, no longer responsible for managing and mentoring the firm’s System Architects, Al Enzweiler discovered he could use lessons learned completing the last client’s engagement to make incremental and occasionally breakthrough improvements to Enzweiler’s Architecture Team Methodology used to start the next client’s engagement.

1993 Grow Enzweiler Group to Become Enzweiler

With the indicator on the firm’s Actual vs Metric Targets dashboard indicating it was time to grow Enzweiler Group, Al Enzweiler used an angel investor’s capital to recruit, manage and mentor System Architects in completing Enzweiler’s Architecture Team Methodology. Fortunately, it did take long to learn another lesson the hard way.

A methodology which starts with one of the firm’s Senior System Architects collaborating with members of a client’s Architecture Team to complete an Initial Investigations and an Architect Phase over a very short duration and is completed by one or two of the firm’s System Architects over another very short duration, is in a client’s best interest but is not a good methodology for growing a consulting firm.

Although he had failed to realize his vision, Al Enzweiler was not discouraged. He had learned that he enjoyed collaborating as one member of clients’ Architecture Teams, more than he enjoyed managing and mentoring System Architects. He changed the firm’s name from Enzweiler Group to Enzweiler, changed his vision from being a big consulting firm to being the #1 consulting firm doing business in the United States and Canada, and continued to be one of the firm’s Senior System Architects.

1992 Plan an ERP System Will Go-Live Within a Small Budget

In the early 1990s three or four IT suppliers raised the capital required to architect and develop a system which was marketed by the IT suppliers and their ecosystem partners as an Enterprise Resource Planning (ERP) System.

During collaborations to complete; the seminar “Planning a State-of-the-Art Financial System,” Initial Investigations and Enzweiler’s Architecture Team Methodology, Al Enzweiler started answering questions and offer sage advice on how an ERP Systems could be; configured, demonstrated, and implemented for a small budget as planned by an Architecture Team to be used to;

  • Maintain bill of materials, customer transaction data, supplier data and other data used by managers to hit their metric targets using; customer demand forecasting models, supply chain planning models and synchronized data maintained by using an ERP system
  • Realize productivity gains maintaining their enterprise’s financial data, required to publish their enterprise’s financial statements, required to pass an audit by a CPA firm

And how expenses which are in their enterprise’s best interest could be incurred by capitalizing and depreciating the license fee over a long duration, to use an ERP System architected and developed by an IT supplier to be sold to their customers to hit fat margin top line targets on their Income Statement.

1987 Launch a New Marketing Campaign

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 one of Information Science’s senior managers and was one of Touché Ross & Co.’s Senior System Architects and CPAs.

Then one day Al Enzweiler read an ad in Inc. magazine soliciting proposals to conduct seminars for the Executive Education business units of universities’ business schools. 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 two years, more than twenty universities were sponsoring Al Enzweiler conducting the seminar “Planning a State-of-the-Art Financial System” once or twice a year in major cities throughout the United States and Canada.

Each seminar started with Al Enzweiler answering questions and offering sage on how a Financial System which had been architected and developed by an IT supplier could be configured, demonstrated, and implemented for a small budget as planned by an Architecture Team, to go-live being used a State-of-the-Art Financial System.

Questions were answered on how financial business unit(s) could use a State-of-the-Art Financial System(s), architected by an Architecture Team, to realize productivity gains maintaining their enterprise’s financial data, required to publish their enterprise’s financial statements, required to pass an audit by a CPA firm.

By the mid-morning break, some seminar participants decided it was in their enterprise’s best interest to be an initial member of an Architecture Team responsible for completing Enzweiler’s Architecture Team Methodology.

1986 Start d/b/a Enzweiler Group

When Al Enzweiler founded Enzweiler Group the plan to complete Enzweiler’s Architecture Team Methodology was;

  • One of the firm’s Senior System Architects would complete Initial Investigations and the Architect Phase
  • One or two of the firm’s System Architects would complete; Demonstrate, Evaluate, and Implement phases and if required monitor as an Architecture Team’s plans are executed by managers on their organization chart(s)

Al Enzweiler’s strategy for realizing his vision of managing a big consulting firm was to be one of the firm’s Senior System Architects responsible for; completing Initial Investigations, completing Enzweiler’s Architecture Team Methodology, and if required to monitor as plans are executed, until the indicator on the firm’s Actual vs Metric Targets dashboard for opportunities in the pipeline indicated it was time to realize his vision.

1981 to 1986 Use Demonstrations to Hit Information Science’s Fat Margin Top Line Targets

A private equity firm cashed out in the early 1980s by Information Science (InSci) issuing an IPO. Some of the capital raised by InSci was used to acquire Dyer, Wells & Associates where Al Enzweiler as an associate responsible for architecting and developing systems to be sold to customers.

When Al Enzweiler joined Information Science’s senior management team, he had experience architecting and developing Human Capital Management Systems which were used by clients, but he did not have any experience selling an architected and developed Human Capital Management System to customers.

Other members of Information Science’s senior management team had over 20 years’ experience selling an architected and developed Human Capital Management System to their customers. The advice they gave Al Enzweiler was to use demonstrations to sell an architected and developed Human Capital Management System.

The advice was spot on. When Al Enzweiler managed; planners, analysts, tool specialists and configuration specialists to demonstrate to prospective customers;

  • Data maintained using a Human Capital Management System could be used to manage human resources staffing business units performing their responsibilities and to manage human resources staffing projects performing their responsibilities
  • Human Resource business unit could collaborate with senior managers, business unit managers and project managers to recruit, compensate, develop, and retain human resources filling positions on organization charts
  • Human Resource, Benefit Administration and Payroll business units could realize productivity gains performing their responsibilities to compensate human resources and to administer benefit plans
  • A customer’s documented requirements could be satisfied

Contracts got signed to hit top line targets on InSci’s Income Statement.

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

1975 to 1981 Complete Initial Investigations for Touché Ross & Co.

When Al Enzweiler joined Touché Ross & Co. as a greenie System Architect with an MBA and experience architecting one enterprise’s systems, he was mentored by the firm’s Senior System Architects that it was in a client’s best interest, and it was a competitive advantage to start engagements with one of the firm’s Senior System Architects completing an Initial Investigation.

When he was promoted to be one of the firm’s Senior System Architects responsible for “practice development,” he put this quote from the book published by Touché Ross & Co. 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.”

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 in 2022 is one of the even bigger “Big 4,” CPA firms.

During the years he was one of Touché Ross and Co.’s System Architects, Senior System Architects and CPAs, other big consulting firms were starting clients’ engagements with a large team of consultants interviewing; senior managers, managers, subject matter experts on a client’s organization chart(s) to define requirements for their enterprise’s systems.

After requirements were defined and after a client incurred a big consulting fee, one of the firm’s Senior System Architects would use the firm’s accumulated lessons learned to architect a Financial System and   a Consolidation System to be developed and used by financial business unit(s) to realize productivity gains maintaining their enterprise’s financial data, required to publish their enterprise’s financial statements, required to pass an audit by a CPA firm.

1971 to 1975 Architect the Rest of Holiday Inns’ Systems

Holidex Digitally Transforms 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 and start using Holidex. Holidex was a leading-edge reservation system which digitally transformed the hospitality industry by maintaining data on business transacted with customers and by maintaining in realtime the number of rooms available to be reserved by customers at a Holiday Inn.

Holidex was so successful Holiday Inns decided to organize and staff an Architecture Team which would be responsible for using BSP to architect the rest of Holiday Inns’ systems. The manager of Holiday Inn’s Architecture Team promoted Al Enzweiler to be one member of his team.

Define Requirements for the Rest of Holiday Inns’ Systems

BSP started with an Architecture Team interviewing; senior managers, managers, and subject matter experts on organization chart(s) to define requirements for the rest of Holiday Inns’ systems.

An Arthur Andersen Project Manager managed the Architecture Team interviewing; senior managers, managers, and subject matter experts on the organization charts of the more than thirty (30) enterprises owned by Holiday Inns. After six months and Holiday Inns incurred a big consulting fee, requirements were defined for the rest of Holiday Inns’ systems.

The requirements documented by the Architecture Team for each of the more than 30 enterprises owned by Holiday Inns were to manage;

  • Marketing, advertising, and selling products and/or services to enterprises and to consumers
  • Fulfilling customer demand with quality products and/or services delivered to customers on-time as promised
  • Business units to realize productivity gains performing their responsibilities
  • Completing projects on-time to be within budget
  • Human resources filling positions on organization chart(s) managing and/or performing their responsibilities
  • Incurring discretionary SG&A expenses listed on Income Statements
  • Transacting business with customers and suppliers in one or more currencies
  • Compensating human resources who are employed and/or under contract
  • Administering benefits plans offered to human resources
  • Complying with taxations and regulations on transacting business with customers and suppliers and on employing and compensating human resources in one or more countries
  • Maintaining their enterprise’s financial data required to comply with GAAP, IRS, SEC, and other regulations
  • Publishing their enterprise’s financial statements required to pass an audit by a CPA firm

And the financial business unit at Holiday Inns’ headquarters had a requirement to manage to consolidate the financial data maintained by the enterprises owned by Holiday Inns, to be used to publish Holiday Inns’ consolidated financial statements required to pass an audit by Arthur Andersen.

Architect the Rest of Holiday Inns’ Systems

Second task in BSP was to architect the; models, dashboards, analytics, data, and systems which will be developed, used, maintained, and improved to satisfy defined requirements. It took the two Senior System Architects on the Architecture Team one afternoon to architect at a high level;

  • Analytics of the customer transaction data already being maintained by Holidex
  • Customer demand forecasting models, which used the data correlations discovered analyzing the data maintained by Holidex, to forecast future customer demand for rooms at Holiday Inns
  • Price elasticity models which increased the price of rooms when forecasted future customer demand was greater than the number of rooms available to be reserved and which reduced the price of rooms when forecasted future customer demand was less than the number of rooms available to be reserved
  • Actual vs Plan dashboards used by managers to manage to hit their metric targets as planned
  • Analytics of Actual vs Plan data used by planners, analysts, managers to continually improve at planning and managing to hit their metric targets for daily occupancy at Holiday Inns and for delivering quality products and/or services to customers on-time as promised
  • Analytics of to be maintained customer transaction data and supplier transaction data to be used by the enterprises which sold products to their customers to hit top line targets on their Income Statements
  • MRP System, Production Planning System, Inventory Management System, Project Management System, Human Capital Management System, and a CRM System to be developed and used by managers to hit their metric targets for managing their responsibilities
  • Customer transaction system
  • Supplier transaction system
  • Human resource compensation system
  • Benefit administration system
  • Financial System
  • Consolidation System

And to architect the data required to be used by managers to hit their metric targets using integral parts of Targets System(s) and to architect the data to be maintained by using customer transaction systems, supplier transaction system, systems architected to develop and used to maintain data, financial systems, and a consolidation system.

Plan to Develop and Use the Rest of Holiday Inns’ Systems

It took the Architecture Team another three (3) months to document what the Senior System Architects had architected at a high level at a level of detail required for Holiday Inn’s Data Processing (DP) business unit to plan Project Managers will manage system development specialists to develop what had been architected using system development tools and a database management system and for the Architecture Team to estimate the system development budget required to develop what the team had architected and for the team to monitor as plans are executed.

Decide to Incur Expenses to Maintain, Host and Support the Rest of Holiday Inns’ Systems

In a meeting which lasted less than an hour, the two Senior System Architects used Arthur Andersen’s accumulated lessons learned to answer questions and offer sage advice to Holiday Inns’ Steering Committee, on why it was in Holiday Inns’ best interest to capitalize and depreciate a big consulting fee and a big system development budget required to develop and start using the rest of Holiday Inns’ systems, which will be maintained, hosted and supported by the DP business unit on Holiday Inns’ private network over a long duration.

Take Orders for Holiday Inns’ Franchises

In the podcast “Birthing Hampton Inns” published by No Vacancy, Ray Schultz the IBM Account Manager who architected and managed to develop Holidex, 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.

Members of Holiday Inn’s Architecture Team

Al Enzweiler was one member of Holiday Inn’s Architecture Team other members included;

  • Al Enzweiler’s boss who had been employed by Arthur Andersen as a Senior System Architect
  • Three System Architects, who with Al Enzweiler were the other members of Holiday Inns’ Architecture Team
  • More than twenty Arthur Andersen consultants
  • An Arthur Andersen Project Manager
  • An Arthur Andersen Senior System Architect

After the Steering Committee meeting, it was time for the Arthur Andersen Architecture Team to phase out, as Holiday Inn’s Architecture Team was responsible for collaborating with the DP business unit to develop and implement the rest of Holiday Inns’ systems.

Decide to Be a Senior System Architect

Al Enzweiler asked the Arthur Andersen Senior System Architect what he was going to do next. His response, “Architect; analytics, models, dashboards, data, and systems used to maintain data to be used by managers to hit metric targets for managing their responsibilities and architect systems to be used by business unitsto realize productivity gains performing the responsibilities.” In that instant Al Enzweiler knew as soon as he completed his MBA, he was joining a consulting firm to become one of the firm’s Senior System Architects.

Get an MBA Education

While being one member of Holiday Inn’s Architecture Team, Al Enzweiler received an MBA degree from the University of Memphis.

1970 On the Beach as a United States Marine

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

During his senior year at Eastern Michigan University getting a BBA degree, Al Enzweiler received a low number in the first draft lottery. He decided the best was to start his “professional career” and fulfill his obligation to serve his country was to join the Marine Corp. Reserve Unit in his hometown of Tampa Bay, Florida.

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

1967 Start a Long Career

To pay for his undergraduate degree at Eastern Michigan University, Al Enzweiler was a data processing specialist for National Bank & Trust Co., in Ann Arbor, Michigan from 1967 to 1970.

Credentials

One of a Big CPA Firm’s Senior System Architects and CPAs

In 1975 when Al Enzweiler joined Touché Ross & Co. as a System Architect in the consulting business unit, being a CPA was a requirement to become one of the firm’s partners. He passed the CPA exam to become one of Touché Ross & Co.’s System Architects and CPAs.

When he was promoted to be one of the firm’s Senior System Architects, Al Enzweiler was responsible for completing Initial Investigations by using the firm’s accumulated lessons learned to offer sage advice to clients’ Steering Committees on how a Financial System architected at a high level by one of the firm’s Senior System Architects, could be architected, developed, configured, demonstrated and implemented to be used by financial business units to realize productivity gains maintaining their enterprise’s financial data, required to publish their enterprise’s financial statements, required to 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 a client’s published financial statements compiled with GAAP, IRS, SEC, and other regulations.