Consulting: Jay has trained and coached software development teams with an Agile/Scrum framework for highly focused, high quality, rapid delivery of business value. He strives to coherently integrate many Agile principles and practices plus psychology, ethics and knowledge theory. Using well grounded techniques from Lean to XP and Thomsett, Jay always aims for discipline, focus and innovation - in a manner that is often described as easy to understand and apply. In one week, a technically competent, cross-functional team can be taken from initial concepts to effectively delivering working, tested software on a two to four week cycle.
Jay has also consulted on business development, engineering talent acquisition and business transformation.
Training: Jay has developed, delivered and managed training for major computer manufacturers over three decades - often while being a subject matter expert as well. "I'm a trainer in my heart of hearts." is how Jay describes himself. His training scope ranges from operating systems internals to languages, systems utilities and development environments. At Burroughs Corp., Jay led Corporate Large systems Training after working on banking systems software for their clients. At Digital Equipment Corp., Jay led continuing field education on new products with semi-annual training road shows to nine North American cities. Jay also trains and coaches trainers and has coached a PhD candidate at MIT.
Technology and Applications: Over four decades, Jay has worked on: communications technologies ranging from telephony to the Internet; many assembly languages, higher-level languages, operating environments and hardware architectures; and research languages to simplify knowledge automation and discovery. Jay has worked on software applications for engineering simulations, pharmaceutical inventory control, banking transaction processing and web-enabled brokerage data validation. For four years, Jay managed a banking service bureau database with responsibility for all aspects from meta-data evolution to reorganizations, repair, operational policies and contingency planning for cascading failures and disaster recovery. The system was serving 200 banks in seven states with millions of accounts. .