Al Enzweiler’s Qualifications as One of the #1 Consulting Firm’s Senior System Architects

Al Enzweiler

Published on the Internet Facts Used to Rank Enzweiler as the #1 Consulting Firm

As of 2022 zero is the number of proposals published on the Internet by IT suppliers and their ecosystem partners for products and/or services which could be used to make a greater contribution to hitting earnings targets than will be made by managers on Enzweiler’s next client’s organization chart(s) managing to go-live within small budgets using Targets System(s) as their enterprise’s #1 system over a very long duration.

Until the facts change, Enzweiler is the #1 consulting firm doing business in the United States and Canada, and Al Enzweiler is one of the #1 consulting firm’s Senior System Architects.

Targets Systems vs Terms Coined and Used for Maintaining and Using Databases

Benchmarks of Targets Systems vs CRM Systems, ERP Systems, Human Capital Management Systems, artificial intelligence, business intelligence, machine learning, digital transformation, complex information processing and other terms coined and used by IT suppliers and their ecosystem partners of; consulting firms, IT advisory firms, IT services firms, academics, and journalists for maintaining and using databases.

Published on the Internet at EnzweilerATeam.com/Benchmarks.

Answers to Questions Which Could Be Asked by Initial Member(s) of the Next Client’s Architecture Team

Answers to questions which could be asked by a CEO, and/or a CFO, and/or a CIO during collaborations to complete an Initial Investigation in less than an hour and before consulting fees are incurred, by deciding it is in their enterprise’s best interest to collaborate with one of the #1 consulting firm’s Senior System Architects over a short duration to complete the 2020 version of Enzweiler’s Architecture Team Methodology within budget for a comparatively small, fixed price consulting fee.

Published on the Internet at EnzweilerATeam.com/Answers.

Proposal to Complete the 2022 Version of Enzweiler’s Architecture Team Methodology

Proposal for members of the next client’s Architecture Team to collaborate over a very short duration with one of the #1 consulting firm’s Senior System Architects to complete the 2022 version of Enzweiler’s Architecture Team Methodology by planning to go-live within small budgets using Targets System(s) as their enterprise’s #1 system, over the very long duration their enterprise’s audited financial statements will be published to report quarterly earnings.

Published on the Internet at EnzweilerATeam.com.

#1 Consulting Firm Challenge

#1 consulting firm challenge is published on the Internet at Enzweiler.com.

Complete Initial Investigations

One of the #1 consulting firm’s Senior System Architects can collaborate with a CEO, and/or CFO, and/or CIO to complete an Initial Investigation by deciding it is in their enterprise’s best interest to be an initial member of an Architecture Team responsible for completing the 2022 version of Enzweiler’s Architecture Team Methodology to be within budget for a comparatively small, fixed price consulting fee.

Complete the 2022 Version of Enzweiler’s Architecture Team Methodology

One of the #1 consulting firm’s Senior System Architects can collaborate with a CEO, CFO and CIO to make decisions and plans which are in their enterprise’s best interest on using; Targets System(s), synchronized databases, databases, and systems used to maintain databases over the very long duration their enterprise’s audited financial statements will be published to report quarterly earnings.

Monitor as Plans Are Executed, If Required

One of the #1 consulting firm’s Senior System Architects can monitor as the next client’s Architecture Team’s plans to manage to go-live within small budgets using Targets System(s) as their enterprise’s #1 system are executed by managers on their organization charts.

Phase Out for a Very Long Duration

Whenever members of the next client’s Architecture Team decide it is time for the team’s Senior System Architect to phase out, Al Enzweiler’s plan is to spend time On the Beach  using the lessons learned to make incremental and occasionally breakthrough improvements to the 2022 version of Enzweiler’s Architecture Team Methodology, which one of the #1 consulting firm’s Senior System Architects will use to start the next client’s engagement.

Lessons Learned

Al Enzweiler’s lessons learned accumulated over a long career of collaborating with CEOs, CFOs, CIOs, and human resources staffing positions on their organization charts to answer questions and offer sage advice on using; integral parts of Targets System(s), synchronized databases, databases, and systems used to maintain databases during collaborations to complete;

  • Initial Investigations
  • Benchmarking World Class Systems seminars
  • Planning a State-of-the-Art Financial System seminars
  • Demonstrations of a Human Capital Management System
  • Touché Ross & Co.’s system development methodology
  • IBM’s Business System Planning (BSP) system development methodology

And starting in 1986 the current version of Enzweiler’s Architecture Team Methodology.

2022 Enzweiler Wins the #1 Consulting Firm Challenge

With Enzweiler winning the #1 consulting firm challenge published on the Internet at http://Enzweiler.com, one of the #1 consulting firm’s Senior System Architects is optimistic that the indicator on the firm’s Actual vs Metric Targets dashboard, will once again be indicating he is hitting his metric target for opportunities in the pipeline 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 as their enterprise’s #1 system reach retirement age, they retirehttp://EnzweilerATeam.com is the proposal published on the Internet for the firm’s next client to manage to go-live within small budget(s) using Targets System(s) as their enterprise’s #1 system.

2001 Conduct the Last Seminar to Market Enzweiler’s Architecture Team Methodology

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

1999 Get an MBA Education

One of his lessons learned shared by Al Enzweiler during collaborations to complete Initial Investigations is – collaborating as one member of an Architecture Team responsible for completing the 2022 version of Enzweiler’s Architecture Team Methodology, 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 Enterprise Resource Planning (ERP) system to maintain bill of-materials and other databases which could be used by a Targets System. 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 which could be used to start the next client’s engagement.

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

1998 Coined the Term “An Architecture Team’s True North”

While On the Beach analyzing his database of lessons learned, Al Enzweiler coined the term “An Architecture Team’s True North” for a team which collectively has an enterprise perspective* and is guided by;

  • Data on contributions which will be consistently made to hitting their enterprise’s earnings targets, over the very long duration their enterprise’s audited financial statements will be published to report earnings
  • Sage advice accumulated by the team’s Senior System Architects over a long career
  • Team’s Senior System Architect’s explanations and answers to questions, which can be easily validated using facts by the other members of the next client’s Architecture Team

During collaborations to complete Enzweiler’s Architecture Team Methodology over a very short duration by making decisions which are in their enterprise’s best interest on using; Targets System(s), synchronized data, databases, ERP System(s), and other systems used to maintain databases.

*a/k/a broad understanding of the company in 1970s terminology

1997 Benchmarking World Class Systems

Starting in 1997 the marketing campaign for Enzweiler’s Architecture Team Methodology 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 by managers on a client’s organization chart(s) using Targets System(s) against contributions which could be consistently made to hitting earnings targets by using;

  • Artificial intelligence
  • Business intelligence
  • Cloud
  • ERP Systems, CRM Systems, Human Capital Management Systems

and other terms coined and used by IT suppliers and their ecosystem partners of; most consulting firms, IT services firms, IT advisory firms and academics to market their products and/or services for using and maintaining databases, which may not be in their customers’ or clients’ best interest a/k/a caveat emptor.

By the mid-morning break, some seminar participants had decided it was in their enterprise’s best interest to be an initial member of an Architecture Team responsible for collaborating with the team’s Senior System Architect over a very short duration to complete Enzweiler’s Architecture Team Methodology.

1996 Coined the Term “Targets System”

During collaborations to complete the Architect phase by answering questions on how an ERP System could be used to maintain bill-of-materials and other databases which could be used by managers to plan and manage to hit metric targets using Materials Requirements Planning (MRP) and other supply chain planning models, Al Enzweiler had one of those eureka moments when Rick Savitz CFO of Justin Boot Company said, “We are setting metric targets for every manager on this enterprise’s organization charts, because metric targets which get set will get hit to consistently make their contributions to hitting consolidated earnings targets.”

Next engagement started with managers on a client’s organization chart(s) staffing an Architecture Team collaborating with one of Enzweiler’s Senior System Architects to architect Targets System(s) to be developed, demonstrated, used, and continually improved to set and manage to hit metric targets, to consistently make their contributions to hitting earnings targets over a very long duration.

1994 Using Lessons Learned to Improve 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 one of the firm’s Senior System Architects could use the 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 firm’s Senior System Architects 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 and start managing and mentoring System Architects in collaborating as members of clients’ Architecture Teams responsible for 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
  • Is completed by one or two of the firm’s System Architects collaborating as members of an Architecture Team over another very short duration to complete the Demonstrate, Evaluate, Plan phases and possibly monitor as plans are executed

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. During the failed attempt to grow Enzweiler Group, he had learned that he enjoyed being a member of clients’ Architecture Teams, more than he enjoyed managing and mentoring the firm’s 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. There is a story told in the IT industry that the individual who coined the term “ERP system” had used a Materials Requirements Planning (MRP) system to maintain a bill-of-materials database.

After the 1.0 release of ERP systems, during collaborations to complete “Planning a State-of-the-Art Financial System” seminars, Initial Investigations, and Enzweiler’s Architecture Team Methodology, Al Enzweiler began explaining how ERP Systems which had been architected and developed by IT suppliers could be used to;

  • Maintain databases which could be used by managers to hit metric targets for managing their responsibilities by using; synchronized data, planning models, Actual vs Plan dashboards, analytics, and an ERP System to maintain the databases
  • Realize productivity gains; transacting business with customers and suppliers, compensating human resources, and maintaining financial databases used to publish their enterprise’s audited financial statements to report earnings
  • Incur expenses being used as a licensed software product over a long duration, databases will be maintained, and productivity gains will be realized

and could be configured, demonstrated, and implemented over a short duration to go-live within a small budget being used to maintain databases, to realize productivity gains and to incur expenses, as could be negotiated and planned by an Architecture Team to complete Enzweiler’s Architecture Team Methodology.

By the mid-morning break, some seminar participants had decided it was in their enterprise’s best interest to be an initial member of an Architecture Team responsible for collaborating with the team’s Senior System Architect over a very short duration to complete Enzweiler’s Architecture Team Methodology.

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 one of Enzweiler Group’s Senior System Architects using his accumulated lessons learned to explain how a Financial System which had been architected and developed by an IT supplier to be sold to and used by their customers could be used by;

  • Financial business unit(s) to realize productivity gains maintaining their enterprise’s financial database used to publish their enterprise’s audited financial statements to report earnings
  • An enterprise to incur expenses being used a licensed software product over a long duration, productivity gains are being realized maintaining financial databases

and could be configured, demonstrated, and implemented over a short duration to go-live within a small budget being used to be using to realize productivity gains and to incur expenses, as could be negotiated and planned by an Architecture Team to complete Enzweiler’s Architecture Team Methodology.

By the mid-morning break, some seminar participants had decided it was in their enterprise’s best interest to be an initial member of an Architecture Team responsible for collaborating with the team’s Senior System Architect over a very short duration to complete Enzweiler’s Architecture Team Methodology.

1986 Start d/b/a Enzweiler Group

When Al Enzweiler founded Enzweiler Group in 1986  as a consulting firm with the integrity to propose services which are in client’s best interest, 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 plan 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 monitoring as plans are executed until the indicator on the firm’s Actual vs Metric Targets for opportunities in the pipeline indicated it was time to grow Enzweiler Group to realize his vision of being a big consulting firm.

1981 to 1986 Hit Fat Margin Top Line Targets on an IT Supplier’s Income Statement

In the early 1980s Information Science (InSci) used some of the capital raised by issuing an IPO to acquire Dyer, Wells & Associates, where Al Enzweiler was an associate. When he became one member of InSci’s senior management team, he had experience architecting, developing, and implementing Human Capital Management Systems to be used by clients, but he did not have any experience selling an architected and developed Human Capital Management System to 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 an architected and developed Human Capital Management System which could be configured, demonstrated, implemented, and used by a customer.

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

  • Database maintained using a Human Capital Management System could be used by managers to hit metric targets for managing human resources performing their responsibilities
  • Database maintained by use a Human Capital Management System could be used by Human Resource business unit(s) to collaborate with managers on organization charts to recruit, compensate, develop, and retain human resources who are employed
  • Human Resource, Benefit Administration and Payroll business units could realize productivity gains performing their responsibilities to compensate human resources who are employed and to administer benefit plans
  • A customer’s documented requirements could be satisfied by configuring, implementing, and using a Human Capital Management System, which had been architected and developed or acquired by an IT supplier

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

His margins were so fat selling an acquired Human Capital 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.

1976 to 1981 Complete Initial Investigations for a Big Consulting Firm

When Al Enzweiler joined Touché Ross & Co. in 1976 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 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, 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.”

At the time other big consulting firms were starting engagements with a large team of greenie consultants managed by a Project Manager interviewing managers and subject matter experts on a client’s organization chart(s). After an enterprise’s requirements for managing and performing responsibilities were defined and a client incurred a big consulting fee, then one of the firm’s Senior System Architects would architect the systems and databases to be developed using the firm’s system development methodology to be used by a client to satisfy the requirements.

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 firms which in 1989 merged with Deloitte Haskins & Sells to become Deloitte.

1976 Get an MBA Education

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

1974 to 1976 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 and develop Holidex. Holidex was a leading-edge reservation system which digitally transformed the hospitality industry by maintaining a database on business which has been transacted with customers making reservations at Holiday Inns and maintaining a real-time database of the number of rooms available to be reserved by customers at Holiday Inns. The Holiday Inns which used Holidex were owned and operated by Holiday Inns and by franchise holders.

Taking Orders for Holiday Inn Franchises

In the podcast “Birthing Hampton Inns” published by No Vacancy Ray Schultz, the IBM Account Manager who 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.

One Member of Holiday Inns’ Architecture Team

After experiencing the success of using Holidex and encountering strong headwinds caused by Arab oil embargo, Holiday Inns decided to organize and staff an Architecture Team which would use BSP as Holiday Inns’ system development methodology to architect and plan to develop the rest of Holiday Inns’ systems. The CFO hired an Arthur Andersen Senior System Architect to manage Holiday Inns’ Architecture Team. The manager of Holiday Inn’s Architecture Team promoted Al Enzweiler to be one member of his team.

Arthur Andersen Engaged to Complete the Architect Phase

The CFO decided to engage the services of Arthur Andersen to complete the Architect phase of BSP and to audit Holiday Inns’ financial statements which were used to report quarterly earnings to the SEC, creditors, stockholders and Wall Street’s analysts.

Phase 1 – Define an Enterprise’s Requirements

First phase of BSP was the to define requirements for the rest of Holiday Inns’ systems by interviewing managers and subject matter experts on organization chart(s).

An Arthur Andersen Project Manager managed the Arthur Andersen Architecture Team staffed with more than 20 Arthur Andersen consultants and the Holiday Inn’s Architecture Team staffed with a manager and 4 System Architects interviewing managers and subject matter experts on the organization charts of the more than thirty (30) enterprises owned by Holiday Inns. It took six months and incurring a big consulting fee to complete Phase 1 of BSP. The deliverable was documented requirements for managers on organization charts to manage their responsibilities and for human resources staffing business units on organization charts to perform their responsibilities.

Phase 2 – Complete the Architect Phase

After documenting requirements for the rest of Holiday Inns’ systems, the two Senior System Architects used Arthur Andersen’s accumulated lessons learned to architect;

  • Analytics of customer transaction database maintained by using Holidex, to be developed and used by analysts using statistical data analysis tools to discover data correlations
  • Customer demand forecasting model to be developed by system development specialists and used by planners to use discovered data correlations to forecast future customer demand for rooms at Holiday Inns
  • Models to be developed by system development specialists and used by planners to plan to increase the price of rooms when forecasted future customer demand was greater than the number of rooms available to be reserved and to plan to lower the price of rooms when forecasted future customer demand was less than the number of rooms available to be reserved
  • Actual vs Plan dashboards to be developed by system development specialists and used by managers on organization charts to hit their metric targets for managing their responsibilities to hit metric targets for daily occupancy at Holiday Inns, to consistently make their contributions to hitting financial targets for lodging, food, beverage, and franchise fee revenue, a/k/a on Wall Street as top line targets
  • Analytics of Actual vs Plan dashboards to be developed by system development specialists and used by managers to continually improve at managing to hit their metric targets for daily occupancy as planned
  • Bill-of-Materials and other databases to be developed system development specialists and used by the rest of the managers on Holiday Inns’ organization charts to hit their metric targets for managing their responsibilities
  • Analytics of databases, forecasting models, planning models, Actual vs Plan dashboards and analytics of Actual vs Plan data to be developed system development specialists and used by planners, analysts, and managers on Holiday Inn’s organization charts to continually improve at managing to hit their metric targets, to consistently make their contributions to hitting earnings targets
  • Customer and supplier transaction systems and databases to be developed by system development specialists, configured, demonstrated, implemented by configuration specialists, and used by human resources staffing business units on the organization charts of the over 30 enterprises owned by Holiday Inns, to realize productivity gains performing their responsibilities
  • Human resource compensation system and benefit administration systems and databases to be developed by system development specialists, configured, demonstrated, implemented by configuration specialists, and used by human resources staffing Human Resources, Benefit Administration and Payroll business units on the organization charts of the over 30 enterprises owned by Holiday Inns, to realize productivity gains performing their responsibilities
  • State-of-the-Art Financial System and a financial database to be developed by system development specialists, configured, demonstrated, implemented by configuration specialists, and used by human resources staffing Financial business units on the organization charts of the over 30 enterprises owned by Holiday Inns, to realize productivity gains performing their responsibilities
  • Consolidation System to be developed by system development specialists, configured, demonstrated, implemented by configuration specialists, and used by human resources staffing the Financial business unit at Holiday Inn’s headquarters to realize productivity gains performing their responsibilities, to consolidate the financial databases maintained by the over 30 enterprises owned by Holiday Inns to be used to publish Holiday Inns’ consolidated financial statements required to pass an audit by a CPA firm, and required to report quarterly earnings to the SEC, creditors, stockholders, and Wall Steet’s analysts

It took the Architecture Team another three months and Holiday Inns incurring another big consulting fee to document what the two Senior System Architects had collaborated over a very short to architect at a high level at a sufficient level of detail, that Project Managers in Holiday Inns’ Data Processing (DP) business unit could plan system development specialists will use a database management system and system development tools to develop the Architect phase deliverables.

The plan to develop the Architect Phase deliverables was used by the Project Managers to estimate the big system development budget and small configuration budget, which will be required by managers on organization chart(s) to manage to go-live on-time to be within budget using the rest of Holiday Inns’ systems.

Decide to Incur Expenses Which Are in Holiday Inns’ Best Interest

In a meeting which lasted less than an hour the two Senior System Architects explained to members of Holiday Inns’ Steering Committee, why it was in their enterprise’s best interest to capitalize and depreciate; a big consulting fee which had  been incurred to complete the Architect phase, big system development budget and small configuration budget which will be incurred to go-live on-time to be within budget using the rest of Holiday Inns’ systems.

Decide to Be a 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 Project Managers in the DP business units to manage to start using the rest of Holiday Inns’ systems on-time to be within budget.

Al Enzweiler asked the Arthur Andersen Senior System Architect what he was going to do next. His response, “Use the next client’s organization charts to define their enterprise’s requirements for managing and performing responsibilities and then complete the Architect phase of an Architecture Team methodology.” 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.

1971 to 1974 Implement and Manage to Use a Supply Chain System

Al Enzweiler started his professional career as the Controller of InnKeepers’ Supply – Atlanta, an enterprise owned by Holiday Inns. After having to make an inventory adjustment when the actual quantity on-hand of inventory in the fulfillment center was less than the inventory on InnKeeper’s Supply’s balance sheet, he decided a supply chain management system was required to manage quantity on-hand of inventoried products and the thousands of suppliers shipping products to the fulfillment center and directly to customers.

He collaborated as the Project Manager with Holiday Inn’s Data Processing (DP) business unit to manage to implement the supply chain management system which was being used by InnKeeper’s Supply – Memphis. The Supply Chain Management System used by InnKeeper’s Supply – Memphis had been architected by a Senior System Architect and developed by the DP business unit using a database management system and system development tools.

When implemented on-time to be within budget by Al Enzweiler, managers on InnKeeper’s Supply – Atlanta’s organization chart used the supply chain management system to hit metric targets to consistently make their contributions to hitting top line targets on InnKeeper’s Supply – Atlanta’s Income Statement.

1971 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 in Tampa Bay, Florida

During his senior year at Eastern Michigan University getting a BBA degree in Accounting, 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 Corps 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

1976 to 1981 One of a Big CPA Firm’s CPAs

In 1976 when Al Enzweiler joined Touché Ross & Co. as a greenie 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 answer questions and offer sage advice on why it is a client’s best interest to architect, plan to develop, configure, implement and manage to go-live within budget using a State-of-the-Art Financial System to realize productivity gains maintaining financial database(s) used 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 Senior System Architects and CPAs, Al Enzweiler was not responsible for managing audits to attest a client’s published financial statements compiled with GAAP, SEC, and other regulations.