·   ProjectGlobal BI Implementation (phase 1 of 3) - New

·   ProjectBI Improvements (phase 2 of 3) – Quality

·   ProjectBI Improvements (phase 3 of 3) - Performance

·   ProjectDWH (Data Warehouse) solution - New

·   ProjectGlobal SFC (Sales Forecasting) and SFR (Performance) (a DWH solution) - New
 

·   List of “Side Projects” – as I was only contracted for the initial ETL part (phase 1 of 3)
 

·   ProjectCoordinating Regional and Global IT US HQ (BI issues)

·   ProjectSecure Database Access Pattern – to Data Marts, Data Warehouses, Reporting

·   ProjectBuilt + Managed 1^st ever SLA between
central Data Center Operations <>  EMEA IT <> EMEA Business

·   ProjectManaged migration BI applications to global Data Center etc.

·   ProjectProgram – Project – Change Management Methods + Tools + Standards - New

·   ProjectCollaboration, Project Documentation, Naming Standards, Web / Intranet based
 

·   Project Details – Major Projects only

·   ProjectGlobal BI Implementation (phase 1 of 3)

·   Situation / Targets
I took over an active project – because local IT staff left the company
Close to ZERO documentation, collaboration, methods in place (business, IT, BI …)
Existing ETL code was sub-standard / not appropriate

Delivery of the first global BI solution
No corporate reporting nor BI had been in place before
No compatible global or regional policies or business processes in place

·   TeamsUS PMO, US PM, UK PM, PM for Western Europe,
PM Northern + Central + Eastern Europe (me)
External Service Provider for DWH + Visualization + Global Reporting

·   RolePM for 15 European countries (Northern + Central + Eastern Europe)
within 7 days – took over the abandoned BI project

·   Budget> $8M / 2012/01-2013/12

·   Stakeholders

o VP level, Regional Directors, SME

o Sales & Marketing, Finance, Operations, Support, Health & Safety,
Procurement, IT, DC (Data Center Operations)

·   Responsibilities

o Managed End-to-end project from analysis to roll-out

o Managed Business + IT process analysis

o Managed KPI analysis + definition (local to global incl. mapping)

o Managed analysis CRM + ERP back-end applications (setup, data, keys, open issues)

o Maintained existing ETL solution

o Provided Process + Data mapping local-to-global definitions

o Maintained existing design for local + global DM (Data Marts)

o Introducing collaboration platform for global teams (Share Point)

o Introducing standards (naming, coding, documentation, …)

o Provided Functional + Technical documentation

o Managed Communication / Collaboration with stakeholders, user community

·   Results / Achievements

o Project turned around successfully

o Documented implemented Processes + Products

o Vendor/Supplier consolidation > 70% - better position for negotiations, sourcing

o Defect (60DSC – 60 day service call) – global + regional transparency
triggers improvements in manufacturing, assembly, supply chain

o Reporting improvements – delivery times down > 90%
 

·   ProjectRegional BI Improvements (phase 2 of 3) - Quality

·   Situation / Targets
No regional/global QA or MDM process nor tools in place before
No regional/global Data Stewardship / Ownership policies in place before               Implementation of QA Processes, MDM/Domain Data Management

·   TeamsPM Northern + Central + Eastern Europe (me)

·   RolePM for 15 European countries (Northern + Central + Eastern Europe)

·   BudgetN/A – I requested project and got approvals / 2014 = 6-8 months

·   Stakeholders

o Regional Directors, SME, IT, DC (Data Center Operations)

·   Responsibilities

o Introduced + Managed Master Data and KEY management for CRM, ERP, BI

o Managed assessment of CRM + ERP Installation using custom made QA tools

o CRM + ERP applications used in Europe had been
1 * SAP + custom CRM cluster serving 7 countries
5 * MS Dynamics CRM+ERP highly customized instances serving 8 countries

o Established “Gold Standard”
Due to several company reorganizations the processes, data, setup etc.
had been inconsistent, lacks any “Gold Standard”
had been poorly managed by 3rd parties (Microsoft Gold Partners)

o Established Data Stewardship / Ownership
Established formal QA + Audit processes

o Established Key Mapping – consolidated + consistent view to
enterprise data, entities, results

·   Results / Achievements

o I identified > 100 physical DB errors, > 200 logical data errors

o I applied my custom Key + Data Mapping routines to fix data glitches

o I implemented automated Key + Data Management = Zero Defect / TQM approach

o Assessment provided input to fix organizational + setup issues in CRM + ERP
to establish consistent processes + data across my 15 countries (Gold Standard)

o Zero Defects = TQM approach across the region / 15 countries

o Key Mapping – guaranteed consolidated + consistent view to
enterprise data, entities, results

o 100% Data driven QA process = no code changes, only change parameters using a GUI

o 100% consistent data and keys by using Mapping applications

o Transparent QA reporting / to be used during Testing + Production runs

o Business driven QA and Domain / Master Data management – independent from IT
results in 100% faster delivery during change management / org changes
 

·   ProjectRegional BI Improvements (phase 3 of 3) - Performance

·   Situation / Targets
I inherited coding styles not appropriate for high-performance / BI operations
The company had not the skill available to do BI, DWH at this point in time
Performance Improvements for all BI processes
ETL process, Data Marts, User Ad-Hoc Reporting, Visualization

·   TeamsPM Northern + Central + Eastern Europe (me)

·   RolePM for 15 European countries (Northern + Central + Eastern Europe)

·   BudgetN/A – I requested project and got approvals / 2013-2014 = 8-10 months

·   Stakeholders

o Regional Directors, SME, IT, DC (Data Center Operations)

·   Responsibilities

o Did trouble shooting existing processes / performance bottlenecks
(ETL, DM, MSSQL, SSIS, SSRS, Access, SQL, T-SQL)
between 80M-100M data records per country / day

o Managed re-design ETL, SSIS routines, physical DB design, Corporate Reporting

o Visualization / Reporting Migration (in-sourcing)
was provided by PI Benchmark – external UK based BI service provider
was migrated from PI to COGNOS, MS SSRS … processes
after contract with PI has been cancelled (approx. $600K/year service fees)

·   Results / Achievements

o Improvements incl. automated QA processes (=zero defect, TQM approach)
ETL Old:   4-5 hours / fiscal year data MSSQL, SSIS, SQL
ETL New: < 15 min  / fiscal year data MSSQL, Stored Procedures, Dynamic T-SQL

o Reporting Old:   30-90min/report MS*Access, MS*Excel
Reporting New: < 0.1 sec  /report MSSQL SSRS

o Reduced the ETL data amount by > 80% by applying
audit, incremental load and other techniques
20M records vs. 100M records per country

o Enabled business to execute complex what-if / predictive analytics in near real-time
= 100% improvement

o Business driven ad-hoc reporting vs. IT driven report writing
= 100% improvement

o Reduced service fees > $600K/year by providing local in-house solution
 

·   ProjectDelivery European DWH (Data Warehouse) solution

·   Situation / Targets
No global/regional DWH in place
Reporting was executed against Operational Databases
using outdated technology and coding styles

PoC project = 2 months plus final DWH product = 6+ months
Multi-tenant, multi-currency, multi-dimensional DWH
covering Sales & Marketing, Finance, Operations, Quality, Procurement

·   TeamsPM Northern + Central + Eastern Europe (me)

·   RolePM for 15 European countries (Northern + Central + Eastern Europe)

·   BudgetN/A – I requested project and got approvals

·   Stakeholders

o Regional Directors, SME

o Sales & Marketing, Finance, Operations, Health & Safety,
Procurement, IT, DC (Data Center Operations)

·   Responsibilities

o Managed end-to-end project from analysis to roll-out

o Managed requirements analysis per business area

o Managed identification of key DWH objects + criteria
Business Information + Dimensions + Facts

o Managed the logical + physical DB / DWH design

o Implemented the physical databases (ODS, DM, DWH, Links etc.)

o Helped the central DC (Data Center) to
- setup their HD (Help Desk) to provide proper ITIL 1^st-3^rd level support
- manage high performance + high volume DB instance
- how to setup Secure Database Access Pattern
   to Data Marts, Data Warehouses, Reporting

o Designed + Implemented the DB/SQL stack
ETL Routines, Schedules, Alerts, DR (backup / restore), automation
DB-Links, SQL Code, Views, Stored Procedures, DB Triggers

o Provided documentation, how-to etc.

·   Results / Achievements

o My region was (still is?) the first region within the Corporation
to benefit from an integrated DWH solution

o Provided End user ad-hoc reporting capability

o Provided instant and up-to-date results

o Execution < 0.01 sec for any type of access/report request

o Delivered > 35 KPI across all business areas (future target is > 70 KPI)

o Instant access to historic data, trends 2010-today

o Instant Access to any type of slice-and-dice combination like
Geography + Time + Quote + Order + Product Lines + Incidents + Quality etc.

o Drill-Down / Cross / Up
Region – Branch – SalesRep – Product – Quality/Error Code - Customer etc.
 

·   ProjectGlobal Sales Forecasting and Performance Program

·   Situation / Targets
No global/regional SFC/SFR policies, procedures, applications in place

Delivered initial global SFC (Sales Forecasting) + SFR (Performance) application
incl. 4 major changes in scope + deliverables

·   TeamsUS PMO, US PM, UK PM, PM for Western Europe,
PM Northern + Central + Eastern Europe (me)

·   RolePM for 15 European countries (Northern + Central + Eastern Europe)

·   BudgetGlobal CEO Request w/out budget

·   Stakeholders

o CEO, CIO, VP, Regional Directors, SME

o Sales & Marketing, Finance, IT, DC (Data Center Operations)

·   Responsibilities

o Managed end-to-end project from analysis to roll-out

o Managed requirements analysis per business area

o Managed requirements to access the source applications
SAP + MS*Dynamics + DWH + external data

o Managed Data Blending (internal + external data)

o Managed identification of key DWH objects + criteria
Business Information + Dimensions + Facts

o Managed the logical + physical DB / DWH design

o Implemented the physical databases (ODS, DM, DWH, Links etc.)

o Designed + Implemented the DB/SQL stack
ETL Routines, Schedules, Alerts, DR (backup / restore), automation
DB-Links, SQL Code, Views, Stored Procedures, DB Triggers

o Provided documentation, how-to etc.

·   Results / Achievements

o In time

o My region was the only one to benefit from the new DWH solution
which already was able to provide 80% of the requirements

o Execution + delivery times = near real-time
- my region      = 45 sec.
- other regions =  1 day

o Managed global sessions to avoid QA + Logical issues built into the original approach

o Instant Access to any type of slice-and-dice combination like
Lead + Forecast Quality + Sales Pipelines + Sales Performance
Quote/Order Conversion + Product Lines + Incidents + Quality
Customer + Domain + Regional History

o Drill-Down / Cross / Up
Region – Branch – SalesRep – Product – Quality/Error Code - Customer etc.

o Flexible reporting periods by using parameter driven applications

·   Technology Managed

o Server = MSSQL, Database = MSSQL, MySQL, Oracle

o Products = Oracle ODM, ODI, MS SSIS, SSRS, SharePoint, Visual Studio 2010
PI Benchmark, COGNOS, QlikView, EasyVista, MS Dynamics CRM+ERP, SAP, Open Source, Conferencing tools, Google Apps, Web CMS/DMS etc.

add-color.com in Europe, USA, Canada 2003/04 – today

Owner, IT & Business Consultant

·   ProjectPreventive Maintenance & Incident Management (TRUMPF)

·   Situation / Targets
Enhancements to existing solutions by adding DWH, BI layers
to manage + report a) processes, machines, parts used in manufacturing processes
to manage + report b) machines, parts shipped/used in end customer processes

·   TeamsBusiness Process Owners, IT

·   RoleDB+DWH expert

·   Budget$50K - 3 months, $100K - 6 months – several other projects for this customer
TRUMPF was my 1^st customer when I joined Oracle as a Consultant J
TRUMPF was a BIG customer when I managed the PMO for FESTO J

·   Stakeholders

o Sales, Operations, Manufacturing, Procurement

·   Responsibilities

o Managed source system data verification / acquisition ERP, MRP, INV, …

o Managed data consolidation, mapping, blending

o Managed ETL source to ODS (Operations Data Store), DM (Data Marts)

o Managed logical + physical process + DB/DWH design

o Managed Data Load Operations from ODS to DM to DWH

o Managed DB view design = presenting business objects for reporting

·   Results / Achievements

o Delivered instant information for specific target groups
in Sales, Operations, Maintenance

o Delivered overall quality during manufacturing processes
drill down to identify issues on machine center, tools, material, supply levels
provided input for sourcing / Procurement

o Delivered several manufacturing KPI

o Applied to internal maintenance

o Applied to external maintenance (on site / remote customer)

·   Technology Managed

o Oracle (CRM, ERP, MFG, BOM, INV), Custom Oracle DB/DWH
 

·   ProjectInstalled Base & Defects & Customer Support Management (MAGNA Europe)

·   Situation / Targets
Adding new DWH, BI layers
to report on a) processes, machines, parts during manufacturing processes
to report on b) sales, parts shipped/used, defects reported

·   TeamsMAGNA Austria, Germany, Business Owners, IT

·   RoleDB+DWH expert

·   Budget$100K - 6 months
MAGNA was a BIG customer when I managed the PMO for FESTO J

·   Stakeholders

o Sales, Operations, Manufacturing, Procurement

·   Responsibilities

o Managed source system data verification / acquisition

o Managed data consolidation, mapping, blending

o Managed ETL source to ODS (Operations Data Store), DM (Data Marts)

o Managed logical + physical process + DB/DWH design

o Managed Data Load Operations from ODS to DM to DWH

·   Results / Achievements

o Delivered instant information for specific target groups
in Sales, Operations, Maintenance

o Delivered overall quality during internal processes
drill down to identify issues on machine center, tools, material, supplier levels
provided input for sourcing / Procurement

o Delivered several manufacturing KPI

o Applied to internal manufacturing, maintenance

o Applied to delivery, distributors, customers support

·   Technology Managed

o CRM, ERP, MFG, BOM, INV, Custom Oracle DB/DWH
 

·   ProjectInstalled Base & Defects & Customer Support Management (Software Industry/N.N.)

·   Situation / Targets
Non synchronized data pools for CRM/ERP and Customer Support
Customer Support                  = uses a technical view on products + services
Sales, Order Fulfilment = uses a finance view on products + services

Consolidate, integrate, enrich data pool + processes, add DWH + BI layers
Provide secure access per business group
Enable Customer Self-Service

·   TeamsDirector Operations, Director Support

·   RolePM, Head of product delivery, very hands on job

·   Budget$250K - 1 year, identical project 2 years later for another customer
BOTH companies had been customers when I managed the PMO for FESTO J
and when I worked for Oracle.

·   Stakeholders

o Sales & Marketing, Operations, Customer Support

·   Responsibilities

o Managed end-to-end project from analysis to roll-out

o Provided general process execution map (vision, BPRM)

o Managed data consolidation, mapping, blending

o Managed logical + physical design for ETL, DB, DWH

o Provided core templates for ETL, DB, DWH processes

o Managed designer, developers

o Managed Testing (Function, Module, Integration, System, …)

o Managed Stakeholder + Gatekeeper communication

o Managed UAT, approval, hand over to IT Ops

·   Results / Achievements

o Reduced redundancy by 100%

o Improved complete + integrated view by 100%

o Improved execution by > 50% depending on complexity

o Improved security + quality

o Combined + consistent view on technical items + contract/sales data

o Complete access to “Customer Installed Base”
from ERP release down to OS dll / library release

o Integration with Call-Routing / Call-Distribution

o Support Engineer has all information on-line when picks up a call

o Integration with Customer Self-Service
Check against tickets, existing service agreement etc.

o Complete Product + Customer history by
time, business/SIC, problem, SLA, product release cross references

·   Technology Managed

o ASPECT, Oracle (CRM, ERP, BOM, INV, HelpDesk, DB, DWH)
 

·   ProjectSkills DWH - Assessment & Training Development (FESTO Europe)

·   Situation / Targets
FESTO funded this application using EU funds
Enterprise / cross facility qualification management
focused on industry workers.
Manage skills evaluation, training, development
in manufacturing, supply chain, warehouse settings etc.

Product was offered by FESTO to their Key Customers
at this time there was no commercial product on the market.

·   TeamsFESTO Didactic, one Pilot Customer, me

·   RolePM, Project Delivery from design to implementation

·   Budget$250K, 1 year

·   Stakeholders

o GM FESTO Consulting, Director Operations, HR

·   Responsibilities

o Managed end-to-end project from analysis to roll-out

o Analysis of core requirements for
Skill Definition + Categories, Learning types (e-Learning, Class Room etc.),
Learning Content, Assessment, Re-Evaluation, Performance, Reporting

o Designed + Delivered skill definition application

o Designed + Delivered skill reference (KPI/Targets) application / dashboard

o Designed + Delivered skill learning content application

o Designed + Delivered skill evaluation application

o Designed + Delivered skill reporting application / dashboard

·   Results / Achievements

o Using Rapid Prototyping approach
Prototyp#1 was presented and approved in Vienna, Austria

Prototyp#2 was presented and approved in Leipzig, Germany

Product#1 was presented, approved and handed over

o        Supervisors could manage their skill needs <> GAP/Fit
can initiate training requests, can monitor progress made

o        Management could review performance based on
location, training delivery and initiate qualification sessions

o        Enterprise could plan + manage training initiatives
prior to roll out of new/change processes or tools etc.

·   Technology Managed

o Backend = Oracle DB, DWH

o Middle Layer = Oracle DB Stored Procedures, Apache Web Server

o Frontend = MS*Access Management + Operations GUI, Web based e-Learning (Open Source)

FESTO AG in Germany (> $1.5B, >10K employees)1999/09 – 2003/03

Co-Owner / Manager PMO for Germany, Austria, Switzerland and more

With 1 partner (growing to 4 staff) – we outsourced the PMO for FESTO Didactic

Reported to FESTO Didactic Director Sales, dotted to GM

·   ProjectFull-Service (PMO + Service Center) for a $XXXM Business Unit
- Seminars, Training, Consulting, Events

·   Situation / Targets

FESTO Didactic was experiencing stalled revenue
in all industry training services (same as other industries in Europe around 2000)

FESTO Didactic asked us to build a full service center
covering D.A.CH. (Germany, Austria, Switzerland) + International Customers
incl. staff management, sales & marketing, operations, invoicing, reporting
end customer project management, contact center

Turn Around was based on
- custom build integrated CRM+ERP+BI Solutions, CTI integration
- added-value by providing deep customer + market insights
- TQM – total quality approach
- 100% Customer focus / individual solutions / nothing is impossible
- 100% dedication (FESTO had the very best trainers + consultants I’ve ever seen!)
- 24/7/365 full service / initially we worked 80-120 h/week to kick this business off

·   Teams

o FESTO = GM Didactic, Director Sales, Director Training & Consulting, 30+ consultants

o We = my partner, me, later up to 4 full + part time staff (trained on the job)

·   Role Manager PMO, Co-owner, FESTO business partner

·   Budget 100% commissions based - we made $800K in 1999 and $3.6M in 2002/2003 –

·   StakeholdersFESTO, FESTO Didactic, End Customers (any level from CEO, COO, Supervisor, staff)

·   Responsibilities

o Analysis of existing processes, risks, data, departments, roles, the market

o Development of our internal IT (Apps, DB, DWH, CTI, Reporting, Web, SAP API)

o Development + Delivery of DB + DWH applications + real time Analytics for
Finance Data, Operational / Performance / Geo Dashboards

o Development + Delivery of DB + DWH applications + real time Analytics for
Contact Center = Customer Dashboards + history + contact history

o Development + Delivery of Analytics Dashboards for
FESTO Management, Consultants

o Development + Web based deployment of replicated databases + apps for
FESTO Consultants while in the field / on assignment

o Development of automated Quote/Booking/Confirmation/Order/Invoicing applications

o Management / Planning every single event, resource, consultant etc.

o Providing single contact for customer inquiries

o Negotiating + signing customer agreements, contracts, managing discounts etc.

o Central Contract + Project + Reporting instance for Customers + FESTO

o Clearing / Invoicing instance for Customers + FESTO

·   Results / Achievements

o Increased FESTO Didactic revenue by > 300% between 1999/09-2003/03
against the market trends in Europe which was going down

o Increased our 100% commissions based revenue by > 450%

o Increased Customer insights by > 100% - no CRM vision before

o Increased + Kept Customer Satisfaction Index > 100% every year / every segment

o Increased active Customer base by > 50%

o Increased Master Data Quality by > 50%
- cleaning, detailing … FESTO SAP by providing our up-to-date Master Data

o Increased Customer renewal rate by > 50%

o Increased Consulting business by > 1000%

o Increased active Contact base by > 500% (Decision maker level, CxO)

o Managed successful cross selling activities Training <> Hard/Software

o Managed successful Industry Best Practice Events

o Management of
> 25,000 prospects/customers
> 60,000 qualified contacts
>   1,000 seminars/year for the training dept.
>   2,500 consulting days/year for the consulting dept.
> 10,000 attendees/year

PTC Parametric Inc. in Boston, MA – Munich, Germany1998/06 – 1999/08

Manager ERP Operations EMEA - reported to VP Finance EMEA, dotted to global CIO

·   ProjectImplement Best-Practice solutions for EMEA region
Improve overall Oracle EBS performance + support

·   Situation / Targets
PTC used a central Oracle EBS instance for their Global Operations
The EMEA was under represented when it comes to
IT localization, best practice, improvements / features, support
Legal requirements, missing functionality, customization issues …
forced some EMEA countries to maintain parallel applications

Clear the roadblocks, raise awareness,
transform the centralized IT into a real Global Solution
Provide better services to my customer = the EMEA region

·   Teams

o EMEA = VP Finance, Country GM, EMEA User community

o IT (US) = Global CIO, IT Dev Teams, LOB Directors

·   RolePM for EMEA region

·   BudgetN/A – T&L project

·   Stakeholderssee teams

·   Responsibilities

o Managed assessment, GAP/FIT analysis on organizational + CRM/ERP setup level

o Implement and Manage permanent communication channels

o Implement and Manage permanent round tables, best practice committee
on EMEA level – represent EMEA in US steering groups

o Implement and Manage Permanent Improvement projects

o Implement and Manage permanent 1-to-1 and Team Trainings
from small How-To sessions to general CRM/ERP understanding/usage

o Implement and Manage dedicated support (US + India Help Desk)
to cover + support + solve specific EMEA issues

o Managed the EMEA part of a big M&A project
represented EMEA in the US steering committee
(business practice, historic data,
data migration/conversion from a non-Oracle suite to Oracle EBS)

·   Results / Achievements

o Identified missing and/or incorrect Oracle EBS functionality

o Managed follow-up + solution to fix Oracle EBS issues

o Managed permanent communication channels US/EMEA

o Implemented and Managed WiKi platforms for EMEA users

o Solved localization issues – 3^rd party software became obsolete -
decrease in EMEA license fees > $300K/year

o Solved Dunning process issues – huge T&L Improvement
manual + parallel work became obsolete

o Solved reporting / exporting issues – huge T&L Improvement
Controlling was able to use Oracle EBS with their EXCEL templates

Oracle Corp. in Munich, Germany1990/07 – 1998/04

Functional/Technical Consultant, helped to setup the MIS/PMO department- 1990

promoted MIS-Manager Germany - reported  to Director IT- 1992

·   ProjectImplement (several generations of ) DWH + reporting solutions

·   Situation / Targets
Oracle Germany was still in a “start-up” phase
When I joined I was Oracle employee #302 of a total of 4,800.
When I left Oracle has grown to > 25,000 employees worldwide.

Initially there was no CRM, ERP, DWH, Reporting implemented
“ERP” was a wild combination of MS*Word + EXCEL

I managed (design to roll-out) the 1^st fully custom made CRM, ERP suite
I managed (plan to roll-out) the 1^st migration to Oracle EBS
I managed (plan to roll-out) the full SDLC cycle for Oracle EBS releases

·   Teams

o GM, LOB Directors, LOB Managers, User Community

·   RolePM, Product Owner

·   BudgetN/A – T&L project

·   Stakeholderssee teams

·   Responsibilities

o Product Owner CRM, ERP, several custom add-ons, reporting
for every LOB except HR

o Phase # 1 = managed implementation of 1^st fully custom made CRM, ERP suite

o Phase # 2 = managed migration to 1^st migration to Oracle EBS

o Phase # 3 = managed full SDLC cycle for Oracle EBS releases

o Early adopter of DM (Data Marts) and DWH (Data Warehouse) solutions

o Management + Delivery of Reporting Solutions

o During the phases, reporting evolved
- from manual ad-hoc reporting (using SQL against Oracle EBS)
- to user driven reporting (using Reporting Tools against Oracle EBS + DWH)

·   Results / Achievements

o Delivered DWH + Reporting solutions for every LOB (except HR)

o Reduced Reporting delivery times several times

o Reduced Delivery Times from DAYS to Minutes and/or “near Real-Time”

A few Technical topics