Gerald Inberg - NSF Industry-University Cooperative Research

Gerald Inberg
College of Engineering and Computing
11200 SW 8th Street, ECS 243
Miami, Fl 33199
(305) 348-7852 Work
(561)213-8068 CelI [email protected]
Software Development Manager / Project Manager
Director of Engineering, SW Development Manager, and Project Manager with extensive
experience in leading large complex organizations of Fortune 100 companies with national and
international groups. Developed and managed a world class organization with budget of over
$20 Million delivering softswitch products to over 100 customers and 36 Million Subscribers
worldwide. Program and Project Manager for complex Voice over IP solutions in Cable, Business
Centrex, and Mobile applications.
Work History
Florida International University
2014 – Present
Project Manager for the Informed Traveler Program and Applications research and development
project producing a way finding system which provides a subscribed traveler with the information
they need to make multi-modal travel decisions. It uses innovative unique solutions to predictive
parking, alternate transit routing, and integrates information from multiple sources to provide
powerful analytic and statistical information for both traveler and traffic manager.
Thumpus Development LLC
2013 – Present
Formed Thumpus Development LLC to produce internet businesses and provide consulting
services for business development. Currently producing: The Shuffle Thumpus, an ebook series
and the related website: www.shufflethumpus.com.
Nokia Siemens Networks (NSN)
Head of hiQ8000/4200 Softswitch Development
Boca Raton, FL and Irving, Texas
2007 – 2012
Head of Development for the hiQ 8000/4200 product in the Voice over IP (VoIP) R&D organization.
Multi-Site International Management
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Managed up to 250+ global staff in 5 countries on 3 continents; controlled 20+ Million Euro annual
R&D budget and successfully produced releases, feature packs and supported over 100 customers
and 36 million lines worldwide.
Re-organized VoIP Development in order to adapt to the needs of the new company, re-structured the
organization in order to move work and responsibilities from high-cost to low-cost countries and
successfully moved leadership to Athens.
Cost Center Management
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Oversaw the hiQ 4200/8000 development budget worldwide including headcount, operating expenses
and capital expenditures reducing the quarterly expenses by consolidating development centers,
cutting infrastructure costs and doing more remote testing between development centers.
Directed the closing of development centers in Lisbon, Berlin, and the US transferring responsibilities
to low cost development centers reducing costs significantly while maintaining customer feature and
serviceability requirements.
Quality Leadership:
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Negotiated agreements with senior management to increase staff on maintenance, introduced more
rigorous root-cause-Analysis (5 Whys) with practice manager and assessors, and introduced static
code analysis on problem areas and we achieved an overall reduction in rolling 6 month fault backlog
by 50%
Introduced a new measure and quality goals surrounding the percentage of automated tests as a
function of the overall test suite, including developer, integration and system tests which resulted in
increased overall test automation from about 50% to 90% and reduced bad patches from 5% to 0.5%
Introduced Agile Methodology; improving flexibility and staff satisfaction which resulted in delivering a
more complete product earlier in the release and improved overall communication throughout the
development lifecycle.
Introduced new quality measures and tools that ensured continual improvement of the development
processes and product (e.g., RCA, Patching, test automation, Coverity static code analysis,
Codestriker for inspection, storage and statistics, etc.).
Customer Focused Leadership:
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Coordinated with Tier 1, Tier2 and Tier 3 organizations to define the top customer issues and
ensure the right priorities were set in gathering the information, defining the problem and
expediting a solution. This resulted in a prioritized list across the customer base and a more
focused approach to the most critical issues.
Siemens Network Services
International Development and Project Management
Boca Raton, Fl
2004 – 2007
Multi-Site International Management/Project Management
Moved from the EWSD development organization to the hiQ4200/8000 Softswitch development to build
up new development organizations in Athens and Lisbon:
 training of engineers in the hiQ softswitch product and development methodologies,
 introducing new organizations by setting up supervisory groups around system SW functionalities,
 setting up development test beds on site,
 ensuring remote abilities to main site, and
 put everything in place for their first assignments, wrote statement of work (SOW) identifying
deliverables, processes to be used, goals and objectives to be met and metrics to be used to track
progress.
As well as managing and setting up the Athens and Lisbon teams I took over the project management of
Release 9.0 which was the introduction of the hiQ softswitch outside the US:
 worked with PLM to define the feature set,
 made assignments to groups in Lisbon and Athens, and
 managed the feature through the delivery to customers worldwide.
This resulted in this release becoming the flagship product in Europe, Asia and South America where
ETSI standards are essential for softswitch introduction.
Additional Relevant Experience
Siemens Information and Communication Networks
1992 - 2004
Boca Raton, Florida; Munich Germany: Director/Department Head/Manager
EWSD Digital Switch
Manager Peripheral Safeguarding and Recovery Group
Department Head: Maintenance and Recovery Groups in Boca and Munich Germany
Director Call Processing Area
Project Management: US – World Market Software Convergence Project
AT&T Bell Laboratories Naperville, Illinois: Manager/Engineer
Prior to 1992
Analog and Digital Switching Development
Manager in Area of Recovery/Reliability/System Upgrade
Patent: US Patent # 4,635,187: Control for a Multiprocessing System Program Process
Patent: US Patent # 4,755,995: Program Update in Duplicated Switching Systems
Education
MBA Business, University of Chicago - Chicago, Illinois
MS Computer Science, DePaul University - Chicago, Illinois
BS Electronic Engineering, DeVry Institute of Technology - Chicago, Illinois
Certifications
PMI Project Management Professional (PMP) Certification
Six Sigma Green Belt Certification
Certified Agile Scrum Master