Lifeboat IT

How to Pave the Way for Fast Applications

Conversation around the network’s affect on application performance is getting very interesting. Recently, a key software analyst relayed that a handful of software vendors and customers provoked her with statements that "application performance improvement can't be addressed by networking vendors." But this sentiment needs to be examined more deeply, and it greatly depends on the perspective of the networking vendor. The fact is, applications need to traverse the network, and the path information takes can have as much to do with successful delivery as the actual vehicle.

If a networking vendor takes the time to meet with customers, and to understand an organization’s specific requirements, this trip can indeed be streamlined. What networking vendors need to understand is how user experience, ownership of applications, and ERP systems are being modernized by a combination of customer apps, IT, Oracle solutions, and networking solutions. Through a comprehensive understanding of these factors, the network can indeed deliver much more value than simply routing applications.

From a “time and processing” perspective, application performance is determined by the sum of time it takes for many disparate system components and their intra- and inter-service communications to complete a single user task or transaction. A long list of variables contributing to the “time and processing” equation includes but is not limited to: communications between the database, application drivers, application logic, application code execution, application presentation, application servers and web servers, network switches and routers, the client/browser/OS/PC processor, and human interface and interaction components, just to name a few…whew! As is, analysts, architects, and DBAs can get too caught up with the data, code and process design, information management, and messaging-side of the problem rather than truly considering the role the network and infrastructure can play in addressing user and system pain points.

Consider the auto industry and the Department of Transportation (DOT). Automakers do not tend to think that DOT efforts add any appreciable value to their products, but the DOT can have a huge impact on driver experience. DOT programs provide performance conditions, safety, and availability of roadways to all street-legal vehicles. While automakers might address performance issues by including Mercedes comforts, Lexus wiring, or Ferrari power, they’re still subject to the rules of the road. The problem is that user pain is caused by the combined deficiencies of these two intertwined industries. If the road is bumpy, congested, or in need of repair, it does not matter how much you invest in fine-tuning the machines—the ultimate experience of the driver or passenger depends on the quality and conditions of the roadway. Roads and road-enhancement programs exist to deliver the autos and their drivers to a destination, just as networks exist to deliver applications and to their users.

So how do you get your HOV and Super HOV lanes up and running for your users? One option is to turn to costly tools or even SI teams to do enterprise architecture performance and modernization evaluations. Instead, I suggest some grassroots team building by “lifeboating” the IT silos around individual application problems. This means throwing the key (and often finger-pointing) network, application, security, and regulatory teams into the deep-end of a problem-solving strategy session. Ask them to row home together with a single, comprehensive application modernization solution. And make them understand that they’re all in it together, and that their survival (as well as that of the business) depends on their ability to collaborate. My guess is if they make it back alive from this reality-show scenario, you’ll find they’ve been able to creatively solve the problem. At a minimum, they’ll have a better understanding each others’ silos and requirements, and will likely already be re-architecting their plans and systems to apply technology solutions that address everyone's needs. From a technology management standpoint, it’s also unlikely that they’ll return with plans to deploy tactical solutions from a variety of vendors, but instead will depend on a strategic solution from a best-of-breed vendor.

So perhaps in one sense, the aforementioned contacts bending the ear of the software analyst were right—network vendors might not be able to sufficiently address application performance issues, but a single vendor with a comprehensive solution very well could. Then the original claim that application performance can’t be addressed by networking vendors really comes down to perspective and semantics. In reality, application performance will continue to be affected by both applications and the network. While advanced networking may not fix application performance issues from a core intra-system code perspective, modernized applications and application delivery design can streamline the performance on the inter-system and user optimization-side of the equation. In my own experience at F5, I’ve found an increasingly positive correlation between successful application implementations and collaborative IT groups that look at tuning the network infrastructure and not just their “hotrod” application and database systems.

Proper architectures for scaling and securing applications—while at the same time maintaining cost controls—are vital to IT data centers and the business customers they serve. And because packaged and custom applications are being deployed and consuming network resources in new ways, implementing an effective, flexible architecture is of increasing importance to CIOs and chief architects. As such, designing and deploying via “lifeboating” and laying a strong network foundation are solid best practices in today’s sink or swim/drive or crash financial and IT environments.

Current Resume

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Mike Schrock - Technology Business Veteran

4710 S. St. Andrews Ln. · Spokane, Washington 99223 · (206) 383-9090 ·  mikeschrock@outlook.com

EXPERIENCE

2005 – 2014      F5 Networks Inc. (FFIV)                                                                                                                            Seattle, WA

             Senior Business Development Manager – Technology, Security and Mobility Partnerships   

Technical Business Development Management

·         Designs and executes technology partnerships to dramatic revenue results-$15M-60M annually depending on portfolio managed.

·         Leads all alliance, solution engineering, and go-to-market execution with strategic partners including:

-       Security (2009-2014) – Cisco, Cisco-SourceFire, Symantec, RSA, ca, FireEye, Websense and Safenet

-       Enterprise Mobility (2009-2014)- Apple, Samsung, Airwatch, MobileIron, Zenprise and Google

-       ISV (2005-2009) – Oracle, IBM, SAP, Adobe

·         Develops strategies and manages solutions for optimizing and enhancing a broad set of both F5 and partner products in Security, Mobility, Data & Information Management, ERP, CRM, Middleware and Systems Management.

·         Builds leading technical solutions and integration points differentiating F5, accelerating new revenue and growing new, and protecting existing, TAM.

·         Aligns F5’s global sales, marketing and product programs with partner strategies.

·         Directs industry partnerships and general ecosystem programs and strategies for business value creation.

2005– 2005        Regus/HQ GROUP (RGU)                                                                                                                 Seattle, WA

                                District Sales Manager – Pacific Northwest       

Regional Sales and Channel Sales Development

·         Responsible for regional sales ($10M) to SMB-F500 clients for a global publically traded outsourcing firm.

·         Owned local channel marketing plans, communications, and relationships with  regional brokers channel.

·         Led sales projects coordinating the national field sales and global corporate account teams resulting in new business including BMC Software, Infosys, Lucent Technologies, BEAS, 3com, Xoriant and Fidelity.

·         Attainted 200% of quota by second month while also stepping in as interim General Manager.

2004 – 2005     Estorian (Contractor)                                                                                                                             Kirkland, WA

                                Vice President – Information Risk Management & Security Solutions       

Sales, Business Analysis and Market Strategy Planning

·         Developed and supported go-to-market strategies with senior management, key industry leaders, and technology partners including Microsoft Exchange and Captaris.

·         Aligned product strategy with Sarbanes-Oxley and other regulatory and risk mitigation needs.

·         Raised company value by increasing exposure to new customers and investment community.

·         Managed sales and marketing positioning efforts for both direct and indirect channels.

                                                                                                           

2003 – 2004         RGB Labs – Beon Media Inc.                                                                                                            Seattle, WA 

National Sales Executive

Sales and Business Development

·         Analyzed and evaluated over 25 potential vertical market opportunities and began sales and partner efforts.

·         Developed and executed market entry strategy into corporate, commercial, and retail segments. 

·         Produced key customer account and partner strategies for early exposure at companies including Microsoft, Starbucks, and Equity Office.

2002 – 2003         ON24 Inc.                                                                                                       .                            San Francisco, CA

Director of Channel Sales

Partner and Relationship Development                  

·         Designed and launched the company’s first channel partner program. Shifted company from a subscription content focus to a more profitable service provider model.

·         Retained over 150 content partners in declining environment and developed 50 new reseller and referral relationships in 10 months.

·         Repositioned product marketing to leverage channel and partner strengths and solutions. Joined the sales force to work in concert with Akamai and other key partners.

1997 – 2002       Activate – CMGI (CMGI) – LOUDEYE (LOUD) – Nokia (NOK)                   .                                Seattle, WA

                Founding and first employee of a 40 person startup purchased by CMGI and then became a 250 person profitable leading content delivery network and webconferencing firm before eventually part of Nokia.

                               

Director of Business Development (1999 – 2002)                                                                                                                                               

Partner Development Strategy and Execution              

·         Formulated financial models and controls around product and vertical market strategies resulting in deeper product breadth and more aligned segment growth. 

·         Established successful partner alliance program in response to market and strategy shifts.

·         Designed two-tiered channel program with minimal conflict and virtual teams which drove 30% of company’s revenue ($12M) after first year of inception.

·         Generated strategic proposals and contracts which won valuable clients, alliances, and partners including KMPG,  MCI/Worldcom, Akamai, Speedera, Dell, Microsoft, EMC, and Compaq (HP).

               

Director of Strategic Sales (1997 – 1999)                                                                                      

Sales Execution, Management and Business Development

·         Managed team owning national and key accounts and personally was #1 producer driving over 80% of the company’s revenue in first three years.

·         Exceeded quota consistently as individual and manager, and was awarded “Circle of Excellence” all years.

Business, Customer and Functional Requirements Gathering

·         Led original business and functional requirements for online order automation systems and product initiatives to accommodate customer, financial reporting, and partner needs. 

·         Spearheaded process improvement initiatives which lowered COGS by 40%, increased profit by 145% and drove gross margins to 70%.

1994 – 1997     MSE DEVELOPMENT                                                                                           Eagle County, CO                                             

General Manager and Project Manager

·         Conducted ongoing project and financial accounting at pre-construction, construction, and review stages.

·         Presided over a specialty construction company on $500K to $6M development projects.

1992 – 1994         ACORTO                                                                                                                                                         Bellevue, WA

                                International Technical Service Manager and Liaison

·         Established and supported the company’s primary foreign partnerships opening the Asian Pacific corridor.

·         Produced the first and largest multimillion dollar order in company history increasing revenue growth 1000%, 400%, and 300% annually. 

·         Implemented inventory, data and technical systems best practices in support of rapid growth phase.

·         Supported regional and national distributor training and technical servicing of product lines.

Leadership, Professional Activities and Awards

1998 – 2014   Speaking Engagements: SAP User Groups-20+WW, F5 User Groups, F5 Sales Conferences, Roadshows-WW Oracle OpenWorld-San Francisco, CA Networld Interop - Boston, MA; NIRI Annual Meeting - Orlando, FL;  AIMR Annual Meeting - Jacksonville, FL.

2001 – 2014         WTIA, ConnectNW, Greater Spokane Incorporated

2008 – 2014         Toastmasters

1999 – 2005         Board of Trustee, Board Vice President and Advisor-Sigma Chi Building Association

1999 – 2001         Mentor -University of Washington Business School - Marketing Program

1998 – 1999         Technology Advisory Board- CFA Institute – formally AIMR - Charlottesville, VA

1999 – 2001         NetworkWorld – Blue Ribbon – Best Streaming Media Network three years in a row.

INTERNATIONAL EXPERIENCE             

Business experience and extensive travel in Asia, Africa, and Eastern and Western Europe.  Excels in cultural sensitivity and working with foreign translators.

EDUCATION

1987 – 1991         UNIVERSITY OF WASHINGTON                                                                                                             Seattle, WA         -      Bachelor of Science in Psychology

-        Industrial & Organization Behavior Psychology 

-         Pre-Medicine concentrations