a business trilogy - trollip/webb

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A Business Trilogy Decision, Process Management and Analytics

Ryan Trollip & Howard Webb

Public | Copyright © 2014 Prolifics

Process

Analytics

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Agenda

Ø  Introduction

Ø  Business Awareness & Process Management

Ø  Decision Management & Examples

Ø  Next Steps

2

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Process Centricity

Time

Production Automation

Office Automation

TQM

ERP

E-Business W. Edwards Deming Joseph M. Juran

Business Process

Management

Geary Rummler & Alan Brache

Michael Hammer

Thomas Davenport Roger Burlton

Business Decision

Management

Howard Smith Peter Fingar

Ron Ross Barbera von Halle

Decision-Aware Business Process

Management

Decisions

Analytics

Analytics

Some History

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Ø  An awareness of the core components of the business §  Business strategy §  Business processes §  Business decisions §  Customer characteristics §  Performance §  Technology

Ø  Gaining an understanding of: §  How the organization delivers value (Business Process Management) §  The complex decisions that determine business execution (Business Decision

Management) §  Understanding historical, operational and future business characteristics

(Business Analytics) q  Customer buying patterns, q  Market conditions q  Regulatory impact q  Etc.

4

Decision-Aware Business Process Management

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The Business Trilogy

5

Business Processes

Advanced Analytics

Decision Management

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Business Process Management

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Business Process Management (BPM) is a holistic management approach that encompasses all aspects of a business including Strategy, People, Processes and Technology, in order to deliver value to customers and other stakeholders.

BPM is about fundamentally changing the way you view and manage your business

“Operational Transformation is the next frontier of business advantage.”

- Peter Fingar and Joseph Bellini

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Current Trends

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“Broadly speaking, investing in better coordination and management of process work has been on the rise, while incremental approaches are slowly declining, or at least

being integrated into larger, organization-wide BPM initiatives*.”

BPM Six Sigma Lean Six Sigma

Enterprise architecture Service-oriented architecture

*BPTrends, The State of Business Process Management, Celia Wolf, Paul Harmon : www.bptrends.com

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´  Redundant activities/duties ´  Misaligned incentives/

compensation ´  Isolated measurement model ´  Limited reuse ´  Multiple breakpoints ´  Multiple moments of truth ´  No cross-organization control

Corporate

Dept A Etc. Dept B

Departmental Silo Perspective

Traditional Hierarchical

Management

Customer Customer

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Traditional Management Model

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The Customer Experience

Ø Discontinuous thinking leads to disjointed customer experiences…

How many people or departments did I have to talk to in order to get my issue resolved?

“Before I transfer you, is there anything else I can help you with?”

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´  Begin and end with the customer experience in mind

´  Incentives based on end-to-end process performance

´  Fewer handoffs, fewer breakpoints

´  Few moments of truth ´  Process measures providing

visibility Corporate

Function A Etc. Function B

Cross-Departmental Perspective

Customer

Process 1

Process 2

Process 3 Customer

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Process-Oriented Model

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“At the heart of business process change is the notion of discontinuous thinking – of breaking away from the outdated rules and fundamental assumptions that underlie operations. Unless we change these rules, we are merely re-arranging the deck chairs on the Titanic.”

- Dr. Michael Hammer Co-Author, Reengineering the Corporation

Changing the Business Model

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Recognize the Signs of Process Failure

Ø  Even the best processes become out of date and require modification Ø  Strategy not embraced, not clearly articulated Ø  Unclear, limited communication mechanisms

§  Top down and bottom up Ø  Functional metrics (or none at all) Ø  Manual controls (checking and re-checking) Ø  Personal systems – Technology not keeping pace

§  Spreadsheets §  Desktop databases

Ø  Process workflow implemented through email systems Ø  Staff working excessive overtime Ø  Poorly or non-integrated systems Ø  Frequent reorganizations

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“We trained hard, but it seemed that every time we were beginning to form up into teams, we would be reorganized.

I was to learn later in life that we tend to meet any new situation by

reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and

demoralization.”

Recognize the Signs of Process Failure (cont.)

- Petronius (c. 27-66 AD) Aid to Nero - Emperor of Rome

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Business needs to become more Self Aware Ø  For example, in Psychology the Gestalt ‘Cycle of Awareness’ is

the notion that there is a process by which people start with a PERCEPTION of their environment

Ø  This is followed by an AWARENESS of their actual needs and

desires

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Ø  Business should be no different §  People have a PERCEPTION of how processes occur within their organizations §  AWARENESS comes when we begin to examine those processes and find that

they may not operate anything like our perceptions

Ø  We are often unaware of: §  How long things actually take

§  How much waste we generate (time, cost, resources)

§  The opportunities we miss

§  Our customers’ opinions of our products or services are not what we thought

§  Our processes are not really aligned with our business strategy

§  How reliant we were on personal systems (e.g. spreadsheets, email)

§  The effect of losing a handful of key people. It could bring our business to a standstill

Business Awareness

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Business Awareness (cont.)

Ø  With new insights, business leaders can begin making decisions with greater understanding, awareness and confidence

Ø  We can better understand: § What needs to change to realize goals and objectives

§ Which areas of the business cause the greatest constraints on performance

§  How best to apply technology

§  How to organize to achieve improved process execution

§ What needs to be done to ensure customer satisfaction

§  How to maintain a competitive advantage in today’s global market

§  How to react quickly and efficiently to opportunities and external threats

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Key Areas of Business Awareness

Strategy Process

Performance

Customer

Change Technology

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Ø  Gain and share understanding of your business strategy, goals and objectives

Ø  Make strategy real from senior management through everyone in the enterprise §  Clarify, Communicate, Execute

Ø  When decisions are made, whether it be a reorganization or investment in new technology, FIRST understand how those decisions: §  Fit into the business strategy §  Will help achieve the goals and objectives

Ø  Strategy Awareness is when everyone in the organization can state explicitly where you are going and: §  Why their role is important §  How they contribute to strategic success

Strategy Awareness

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Ø  Process Awareness is to know how your processes ARE performed, not just how you THINK they are performed §  How long they take §  How much they costs to execute §  How many people are needed §  What controls are in place §  How standard the tasks are

Ø  Before making any business or technology decisions: §  Understand your processes §  Model (visualize) them for clarification and communication §  Verify what and how things are being done

Process Awareness

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Process Awareness (cont.): Models

Ø  Processes are invisible

Ø  They need to be modeled (visualized) §  To understand and gain clarity

§  To communicate what is actually happening

§  As a baseline for change to understand where we are today

§  To provide direction for where you want to go

Ø  Process models are the blueprint of your business § Would you build a house without a blueprint?

§ Why would you attempt to run a multi-million dollar business without one?

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“Give the power to manage and change processes to your business process owners …and focus on how to enable faster change.”

Business Process Management –The Third Wave

- Howard Smith and Peter Fingar

Ø  Initiate, encourage and back process change

Ø  Understand what the process should do

Ø  Promote process value

Ø  Define and monitor process performance

Ø  Work for the best interest of the enterprise (end-to-end process) not just the department

Process Awareness (cont.): Owners

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Customer Awareness

Ø  Look at your business through the eyes of your Customer… § Would you want to do business with your company? § Are you easy to do business with?

Ø  What is your organization’s definition of a Successful Customer Experience…is it the same as your customer’s definition?

Ø  Design your process around your customer…they are the reason you have a job

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How we see ourselves is often different than how our customers see us…

Customer Awareness (cont.)

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Ø  Start looking Outside In vs. Inside Out Ø  Outside In thinking gives a whole new perspective on your business Ø  Does the customer care that we are doing this?

Customer Awareness (cont.): Change Your Perspective

‘The Outside-In Corporation’ – Barbara Bund

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Understand what is

important to your

Customers

Change Your Perspective

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Performance Awareness

Ø  Performance Awareness is the discipline to identify key performance indicators (KPI’s) § Measure process performance §  AND tie it to continuous improvement

*Source: BP Trends, March 2014: “The State of BPM 2014”.

Are (Process) Performance Measures Defined?*

2013

Never 14%

Occasionally 55%

Frequently 17%

Most Times 12%

Always 2%

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Performance Awareness (cont.): What to Measure

Ø Your customer doesn’t care about: § Your production costs § How many calls your call center can take per day § About your cool new data warehouse § Your organization structure

Ø They care about getting the products and services they asked for, at a fair price, when they were told they would get them…and when they need help, they get it

Ø Start with the Customer… Measure results not activities

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Ø  Awareness that things over which you have no control are going to change what you do

Ø  No matter how good you think your business is today, things change § Market conditions change §  Political environments change §  Your processes become stale, under-performing

Ø  Continually monitor your processes in the context of both internal and external forces §  Your competition is not sitting still…do you want your customers as badly

as they do? §  Do you want someone else to take your job because the process needs

improving?

Change Awareness

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Ø  Recognizing the need to change is a first step in recognizing the need for Business Process Management

Change Awareness (cont.): The Need to Change

Internal Forces

External Forces

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Technology Awareness

Ø  Technology Awareness requires a collaboration between business and IT

Ø  Business process change is enabled by technology

Ø  Selecting the right technology means understanding what technologies are available and how they can impact process change

Ø  Business and IT must work as a team; business and technology awareness

Ø  Process oriented technologies are more likely to succeed, require less maintenance and replacement long term

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Decision Management & Real World Examples

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The Gap in Business Operations is Widening Time to open a new account in retail banking

5 minutes – best

76 minutes – worst

Availability of loan funds

2 days – best

37 days – worst

Time for conditional mortgage approval

15 minutes – best in class

4 hours - median

Source: Boston Consulting Group, The “New New Normal” in Retail Banking, 2012

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Reinventing care process management with Smarter Process

Mobile care process app Intelligent paging for patient consults based on doctor proximity with direct access to latest diagnostic results

Health records in the cloud Secure access to cloud-based electronic health records to verify complete patient health history

Big data diagnosis Big data analytics on clinical procedure benchmarks given patient history, to determine optimal course of treatment. i.e. type of knee replacement, or heart valve replacement

Social collaboration between doctors In context social collaboration between doctors on the patient’s care team enables quick, relevant treatment information exchange and treatment history

Rules for intelligent notification Rules to trigger intelligent notifications to appropriate specialists to get timely

input and approvals to proceed with treatment plan

Process to manage patient flow Automatic scheduling of operating room

resources, followed by recuperation, specialist visits and physical therapy

Policy holder immediately sees authorization and a map of approved providers in5 miles

Care process management with

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Ø  Decision Identification/Creation

Ø  Decision Modeling

Ø  Decision Optimization

Ø  Decision Automation

Ø  Decision Improvement

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Discipline & Technology

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Ø  Decisions are your IP

Ø  Cost money to manage change

Ø  Slow to change

Ø  Often not visible

Ø  Dispersed & duplicated, Inconsistent

Ø  Lack of clear ownership

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Why do I care?

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Difficult to Manage

public class Application { private Customer customers[]; private Customer goldCustomers[]; ... public void checkOrder() { for (int i = 0; i < numCustomers; i++) { Customer aCustomer = customers[i]; if (aCustomer.checkIfGold()) { numGoldCustomers++; goldCustomers[numGoldCustomers] = aCustomer; if (aCustomer.getCurrentOrder().getAmount() > 100000) aCustomer.setSpecialDiscount (0.05); } } }

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Simple and Visible

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public class Application { private Customer customers[]; private Customer goldCustomers[]; ... public void checkOrder() { for (int i = 0; i < numCustomers; i++) { Customer aCustomer = customers[i]; if (aCustomer.checkIfGold()) { numGoldCustomers++; goldCustomers[numGoldCustomers] = aCustomer; if (aCustomer.getCurrentOrder().getAmount() > 100000) aCustomer.setSpecialDiscount (0.05); } } }

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Centralize Decisions

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Copyright ©2014 SAP. Reprinted with permission.

Account Closure

Simulation Eligibility

Account Closure Simulation Eligibility_________________

Account Closure Simulation Lock EligibilityAccount Closure Simulation Pending Items EligibilityAccount Closure Simulation linked e-‐product capability

-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐Account Closure Simulation Account StatusAccount Closure Simulation Account Closure Date

Account Closure Simulation Lock Eligibility

_________________Account Closure Simulation Customer lock Status EligibilityAccount Closure Simulation Account Lock Status EligibilityAccount Closure Simulation Card Lock Status Eligibility

-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐

Account Closure Simulation Customer Lock Status Eligibility_________________

-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐Customer Lock Status TypeCustomer Lock Lock Document StatusAccount Closure Simulation Channel Soft Reject Capability

Account Closure Simulation Account Lock Status Eligibility _________________

-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐Account Lock Status TypeAccount Lock Limit ValueAccount Lock Lock Document StatusAccount Closure Simulation Channel Soft Reject Capability

Account Closure Simulation Card Lock Status Eligibility

_________________

-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐Card Lock Status TypeCard Lock Lock Document StatusAccount Closure Simulation Channel Soft Reject Capability

Account Closure Simulation Pending Items Eligibility

_________________

-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐Pending Item TypePending Item Value

Linked e-‐Products Orphan Status in Relation to Account Closure

_________________Linked e-‐Products Orphan Status in Relation to Sole Account ClosureLinked e-‐Products Orphan Status in Relation to Joint Account Closure

-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐

Linked e-‐Bonds Orphan Status in Relation to Account Closure

_________________Linked e-‐Bonds Orphan Status in Relation to Sole Account ClosureLinked e-‐Bonds Orphan Status in Relation to Joint Account Closure

-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐

Linked e-‐Products Orphan Status in Relation to Sole Account Closure

_________________-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐

Additional Open Current Accounts held by Account Holder CountLinked e-‐Products in Relation to Account Closure Count

Linked e-‐Products Orphan Status in Relation to Joint Account Closure

_________________-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐

Additional Open Joint Current Accounts held by Account Holders CountAdditional Open Current Accounts held by Account Holder 1 CountAdditional Open Current Accounts held by Account Holder 2 CountLinked e-‐Products held jointly by both members in Relation to Joint Account Closure CountLinked e-‐Products not held jointly by both members in Relation to Joint Account Closure Count

Linked e-‐Bonds Orphan Status in Relation to Joint Account Closure

_________________-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐

Additional Open Joint Accounts Held by Same Account Holders CountLinked e-‐Bonds Held Jointly by Both Members in Relation to Joint Account Closure CountLinked e-‐Bonds Not Held Jointly by Both Members in Relation to Joint Account Closure Count

Linked e-‐Bonds Orphan Status in Relation to Sole Account Closure

_________________-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐

Additional Open Sole Accounts held by Account Holder CountLinked e-‐Bonds Count in Relation to Account Closure Count

Account Closure Simulation linked e-‐product capability_________________

Linked e-‐Products Orphan Status in Relation to Account ClosureLinked e-‐Bonds Orphan Status in Relation to Account Closure

-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐

Account Closure Simulation Eligibility

Row ID

Rule Pattern

Message Class 1

Message

1 1 is in{Active, not yet used; Active, used}

Is Eligible is eligible IsContract Present Date

is in {Close, Close and log}

is Eligible


Is Eligible is eligible IsContract Present Date

is soft reject is Soft reject


Is Not Eligible is Not EligibleThere is a lock on the account &1 which

prevents account closure


Is Soft Reject is eligible IsContract Present Date

is in {close, Close and log, Soft reject}

is Soft Reject There is a lock on the account &1

5 3 is in{In Release, Process, Created; Being Terminated; Terminated}

is Not Eligible Account &1 is already terminated


is Not eligible is Not EligibleClosure not possible -‐ Outstanding

Pending Items


Is NotContract Present Date

is Not EligibleSpecified Value Date &1 should be the

same as A/C Presence date &2

Conclusion MessagesAccount Closure

Simulation Pending Items

Account Closure Simulation Account

Closure Date

Account Closure Simulation linked e-‐product capability

Account Closure Simulation Account Status

Account Closure Simulation Lock

Eligibility

Conditions

Account Closure Simulation Eligibility


Row ID

Rule Pattern

Message Class 1

Message Class 2

1 1is Not in

{Lost Card, Stolen Card}

is Eligible

2 2 Is in{Lost Card, Stolen Card}

Is Active Is Nucleus is Not Eligible Closure not possible -‐ Lock &1

3 2 Is in{Lost Card, Stolen Card}

Is Active Is BOSS is Soft RejectCard Lock&1 on account &2 Do

you wish to proceed?

4 3 Is in{Scheduled, Inactive, Closed}

is Eligible

5 4Is Not in

{BOSS,Nucleus}

is Not EligibleYou cannot close an account in

channel &1

Conditions Conclusion Messages

Card Lock Status Type

Account Closure Lock Status

Account Closure Channel

Account Closure

Simulation

Account Closure Simulation Lock Eligibility

Row ID

Rule Pattern

Message Class 1

Message Class 2

1 1 is Eligible is Eligible is Eligible is eligible2 1 is Soft Reject is not Not Eligible is not Not Eligible is Soft Reject Lock on customer &1 Do you wish to proceed?3 1 is not Not Eligible is Soft Reject is not Not Eligible is Soft Reject Account lock &1 Do you wish to proceed?4 1 is not Not Eligible is not Not Eligible is Soft Reject is Soft Reject Lock on Card &1 Do you wish to proceed?5 2 is Not Eligible is Not Eligible Closure not possible due to customer lock &16 3 is Not Eligible is Not Eligible Closure not possible due to account lock &17 4 is Not Eligible is Not Eligible Closure not possible due to card lock &1

Account Closure Simulation Lock

Eligibility

s Conclusion MessagesAccount Closure

Simulation Customer lock

Account Closure Simulation Account Lock


Standard Approach to Modeling

39 Public | Copyright © 2014 Prolifics

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CONNECT WITH US: 41 Public | Copyright © 2014 Prolifics

Lower Cost of Development

Rework time

Rework Effort

Development & Unit Test

Technical Design

Business Requirements

Business Objectives

Business Objectives

Business glossary,

process & logic requirements

Technical design

Effort

Project Charter Business design document

Technical design document

Coding

Code documentation

Time

Integration & Acceptance Test

Testing

Code documentation

Development & Unit Test

Technical Design

Business Requirements

Business Objectives

Business Objectives

Business glossary,

process & logic requirements

Technical design

Project Charter Business design document


Coding

Code documentation


Testing

Code documentation

Rework Rework

Rework Rework

In a classic development cycle, there are extensive handoffs from each step in the process, creating potential disconnects… …and even greater inefficiencies caused by inevitable rework cascading backward across the entire cycle…

CONNECT WITH US: 42

Decoupling Decisions


Lower Cost of Development

Rework time

Rework Effort

Effort

Time

Business Objectives

Business Objectives

Project Charter

Development with a Business Rules Management System

Business glossary, process & logic

design

Business design document


Business Rule Authoring


Testing

Code documentation

Rework

Rework

Rework

With a Business Rules Management System, using more Agile Methodologies, the development lifecycle is shortened… …and the amount of rework is reduced, improved quality and reducing cost…


Lower Cost of Development & Speed time to market

Effort

The Decision Model in the Development Process

Business Objectives

Business glossary, process

& logic design, code generation,

testing

Project Charter Code

documentation

Time Rework time

Rework Effort

Rework

With decision modeling development collapses to the minimum, speeding up time to market…

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Ø  Centralize Decision & Workflow Ø  Cache for performance (if necessary) Ø  SOA backbone

Decision Management

Workflow / BPM

ESB / SOA

MDM

Cache

System System System

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Reference Architecture

Monitor

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Ø  Channels have different answers.. Sometimes conflicting. Ø  Inability to capture & act on

§  interesting behavior. §  events, risk, etc.

Web Call Center Branch

Channels

Customer Behavior & Cross Sell

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Ø  Gain Consistency – Centralize Decisions

Ø  Present Next best actions - Rules

Ø  Better Recommendations – Predictive Analytics

Ø  Recognize and save at risk customers – Analytics & Rule

Ø  Recognize opportunities a the point of impact – Situational rules


Customer Behavior & Cross Sell

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Analytics

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Ø  Amazon E.g. Collaborative Filtering Algorithm §  Cart §  Purchased, rated, liked §  Link to Others with the same pattern §  Frequently bough together §  Also bought

Ø  Next best action & Updates §  Account related actions §  Urgent updates

Ø  Recommender Systems §  Retail, Facebook, Linked in etc. §  People you may know, viewed also viewed, browsing history etc.

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Customer Cross-Sell

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Customer cross-sell journey

Capture Predict Act

Customer Data •  Demographics •  Account Activity •  Product Holdings •  Channel Activity •  Information Requests •  Complaints •  …

Campaign Data •  Contact history •  Response/purchases •  Test campaigns •  …

Analyses Predict who is likely to

respond, based on their customer profile when receiving the campaign

Scoring

Marketing campaign process

Key Performance Predictors and Campaign Results

Rank best 3 offers

Attitudinal Data •  Customer Surveys •  Twitter •  Discussion Forums •  Blogs •  …

Website recommendation

engine

Sales campaigns

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Ø  Customer hits information pages on the site Ø  Web interest captured in Product B

Decision Management Workflow

ESB / SOA

MDM

Cache


Product A Product B Product C Product D …

Product B Product A Product C Product D …

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Customer Behavior - Interest

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Region Interaction Customer Group

Product Weight

NY

Web Gold

Product A 1 Product B 2

Silver Product A 2 Otherwise 3

Model

Gold Product B 3 Silver Product A 4 Bronze Product A 5 Bronze Product B 6

RI External Gold Product A 2


Allow for Change

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Ø  External events change internal priorities based on rules/model

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ESB / SOA

MDM

Cache

Baby Web Call

Center Branch

Product A Product B Product C Product D …

Product B Product C Product A Product D …

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Use Case – External Events

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Ø  Not interested in certain products Ø  Or tell me about it later

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ESB / SOA

MDM

Cache




6 Months

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Use Case – Call Center

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Ø  Workflow (BPM) kicked off by event Ø  Customer called Ø  Closed deal, update cache

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ESB / SOA

MDM

Cache


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Use Case – 6 Months Later

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Ø  Which product is more attractive to a wealthy customer? Ø  Who do we risk loosing most as a customer?

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ESB / SOA

MDM

Cache


Data

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Improve

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Ø  Each bank / Merchant has it’s own rules & process Ø  Problem detected in one, not another, visibility Ø  Tracking success of strategies

Bank Bank 2 Merchant

Fraud Service

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The Trilogy in Fraud Detection

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Ø  Centralize Decision & Process Management Ø  Leverage nexus, become more agile and efficient


ESB / SOA

MDM

Cache


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Trilogy, Fraud

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Ø  Customer withdraws multiple times

Approve Decline Reason Daily limit Score Exceeded Decision

Management Workflow

ESB / SOA

MDM

Cache


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Use Case - Fraud

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Business Processes

Analytics

Decision Management

60

The Business Trilogy

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Ø  Scoping & Modeling Workshop

Ø  ½ day General Assessment §  Process §  Analytics §  Decision management

Ø  Are you ready to change?

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Next Steps

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Ryan Trollip

practice director, decision management

prolifics | office: (646) 380-2895 | mobile: (774) 641-3666

[email protected] | yahoo IM: rtrollip_prolifics

Howard Webb practice director, advisory & consulting prolifics | office: (646) 380-2948| mobile: (314) 602-3341 [email protected] | yahoo IM: hwebb_prolifics

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Contact Information

a business trilogy - trollip/webb

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