DAVID A.

ISHERWOOD
Summary: Dave Isherwood has demonstrated considerable adaptability over 20 years of
experience in commercial information services. Starting with an exceptionally strong technical
background he has become an acknowledged expert in enterprise application structure;, banking
(consumer and investment), call center and eCommerce. His skills include outstanding (macro)
business analysis together with architecture & business process design. He has also demonstrated
a propensity for getting things done, strong project leadership and management.

Employment / Experience

Fannie Mae
10/04 – 12/08 (Contractor) Application Infrastructure Architect and Development lead

Managed to establish a cross-business consensus to deploy the 1st Enterprise Shared Service using a
Event Service Bus (ESB). There we general recognition of need to exploit shared services and avoid
the fractured systems that contributed to the need for Restatement. Initial efforts weren’t technical
and the need to communicate prevailed. Ultimate lesson was that correctly structured, shared services
do not limit local (application) options or choice. Non-intrusive ESB was deployed over a period of
6-months with 4 developers. Initial deployment consolidated fungible business processes across the
enterprise: Cash Management & Securities Clearance / Settlement. Currently, there are in excess of
20 boundaries to the ESB.

Auditors demanded that there were automated independent controls around all systems / business
processes. Leveraged the existent ESB to provide for escrowed evidence and controls around process
interactions. Scope includes core application set as well as desktop applications and even simple
approval business processes. With a staff of 8 the solution has been deployed across a set of 70+
applications.

Applications benefit in being able to provide process evidence as well as reproduce the artifacts in a
provable manner. Operations are able to track progress as well as actively manage defects and the
corresponding repair. Audit personnel are able to judge the integrity of the overall integration and
also request re-runs / materiality investigations with provable results.

Airclic
03/01 – 10/04 Chief Scientist and Technologist, Application Architect and Operations Director

Developed, Deployed and Operated an Enterprise Solution capturing location aware supply-chain
activities; Continuous Operations was non-negotiable. Employed as the CTO / Development lead
across two recently merged companies the 1st activity was to rationalize system and personnel assets.
Unclear commercial realities necessitated agile solutions that ultimately resulted in a component-
based application topology with a reliable event bus; SOA / ESB.

Managed distributed development in Stockholm and Philadelphia, with testing in India. Original
staffing of 20+ was augmented by 100 contractors. Base build completed within budget and within
Dave Isherwood

45-days of schedule. The component nature of the base build has been leveraged over the subsequent
3-years to re-factor some components, re-platform others and extend functionality; all without
interrupting service. An interesting exploitation was extending the internal ESB at the boundary
providing web-services to customers.

Answerthink Consulting Group

08/97- 03/01 Project Manager, Business & Technical Architect & Designer, Vice President

A large-scale enterprise functional decomposition was used to help customers restate enterprise
mission statements. This resulted in manageable groups of coordinated actionable activities. A
natural consequence was that integration became a primary activity. The integration activities were
highly structured and used to define specific requirements as well as track progress. Overall the
partitioning resulted in a massive reduction in overall delivery risk; detailed visibility to individual
developments.

Methodology was adopted across many projects and one customer incorporated it as part of their
SDLC.

Credit Bank of Peru. Defined, Documented and Socialized an Enterprise Architecture. The
scope of the Enterprise Architecture included multiple service delivery channels; ATM,
Branch, Internet, Call Center, Wireless – each naturally involved a different technology. The
scope of the applications included systems of record running on MVS, HP/UX and W/NT.
The specifications included Middleware and Interfaces. A challenging aspect was to define a
set of integrated processes that would allow the bank to achieve the architectural benefits –
reuse of IT components and Business Processes—without engendering massive Change
Management organizational and skill issues. Socialization of the architectural process was a
key deliverable.
Samsung Securities. Architected and Managed the delivery of a complete eTrade-like
infrastructure. The solution involved providing a highly scaleable and reliable infrastructure.
An interesting feature of the solution was providing for unconstrained client-side technology.
Initially, the solution covered customer access via Browser, Java-Applet; the same interfaces
were exploited by employees for the purpose of Customer Care and Investment Guidance
more recent exploitations include Wireless access. A core feature of the solution was a highly
reliable Directory facility. This facility allowed centralized administration of Customer and
Employee Preferences, Credentials and Entitlements. This facility also ensured a property of
“Channel Parity” whereby system behavior was independent of the mechanism or technology
being used.
The scale and scope of this deliverable involved many challenges. At one point there were in
excess of 100 people working on the project in three separate geographies – the 14-hour time
difference was an interesting feature. However, given a component approach to the solution
the project team was partitioned in a corresponding fashion. The effect of this partitioning
was to convert a large project into a series of coordinated parallel activities; synchronization
of these activities only occurred when exercising Release Candidates for acceptance
purposes. Despite many surprises, the project was delivered on schedule.

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Dave Isherwood Page 2 7/27/2009
(703)307-3911
Isherwood@att.net
Baltimore, MD
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Adelphia Cable. Managed and Architected a Customer and User Authentication &
Authorization deployment for Internet, Extranet and Intranet applications - initially 5M users
but designed for 100M. Significant attributes of this solution were the scalability, continuous
operation, disaster recovery, verifiable security and reliable logging. High customer visibility
resulted in these attributes having a controlling influence on the design. The project took a
total of 4-months from requirements through to first deployment and involved a total of 10
people. Customer considers this to be one of their more successful projects – it was certainly
one of the shortest.
The current deployment will scale to approximately 5M users. Operational requirements limit
scaling beyond this level; a simple capacity limited model would suggest 40M was the limit.
Architected a mechanism to achieve levels beyond 5M; Netscape development organization
is now considering building these extensions into Directory Server 5.0 and beyond.
Verizon. Managed and Architected a large-scale open systems Extranet Messaging
development and benchmark for a large telephone company. This project involved
demonstrating that the open system solution was technically feasible and that it had
reasonable linear cost / capacity and operational profile. The project was successfully
completed in 3-months with a team of 6 people.
Interesting attributes of the solution were Unbounded Scalability, Robust Monitoring,
Continuous Operation with assured service levels. The design had to allow for extension to
support a Universal Mailbox. Tthe solution also needed to support Employees in that role as
well as that of a customer; this resulted in an interesting LDAP Directory Tree structure as
well as some interesting configuration and LDAP replication topologies.
The project originally was targeted to run of Sun hardware. However, in the last three weeks
HP prevailed on the customer to allow them to participate. The final configuration consisted
of a mixture of Sun and HP servers as well as specialized monitoring tools from both
vendors. This project extension did not affect the schedule and incontrovertibly demonstrated
both the open attributes as well as unbounded scalability. It is interesting to note that specific
server usage was on a customer basis controlled by Netscape’s LDAP server.

Technology Solutions Company

07/93 – 08/97 Project Manager, Business & Technical Architect & Designer, Vice President

Initially employed as a senior technologist the role grew to include a concentration on the complete
client relationship with a dominant emphasis on the client’s overall business proposition. Significant
changes in the client’s business proposition, senior executive level sponsorship, massive impact on
business operations and innovative use of technology were the hallmarks of all projects. Precision,
clarity, incremental and appropriately sizing were common characteristics of the solutions.

In the role of Manager and/or Architect significant projects include:

Customer Project
Aid Association for Lutherans Service delivery framework & call center

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Isherwood@att.net
Baltimore, MD
Dave Isherwood

First Union National Bank Multi-channel self-service banking & call center
First Union Nation Bank Call Center strategy & reengineering
Well Point Call Center architecture
Georgia Pacific Mid-frame architecture & operations
Goldman Sachs Relation & Customer risk DB(s) & procedures
Pepsi Technical architecture & Call Center
Pepsi Remote computing & Technical architect
Many of the client projects dealt with interactions with third party organizations and customers,
generally using some aspect of self-service technology. In all instances the need to provide customer
support – when the business process failed, and help desk – when the technology failed, resulted in
Call Center technology and operations being key to viable solutions. The viability of the solution in
the client context was paramount; the issue of specific technology was a distant third after viable
business and technical operations – again in the particular client context. The solutions encompassed
viable business processes and instrumentation; second generation Electronic Commerce (EC).

In several client situations the senior business executives had strong and articulate statements of
business vision. This statement of the vision wasn’t at an appropriate level to guide business and
technology development. The clients were variously stuck on How do we get started? or had too
many uncoordinated activities. In each case the same approach was taken to resolve these client
situations enabling them to move forward. The approach used was to first get the business executives
to agree to a set of Business Imperatives --a small set of simple truths. These business imperatives
were then used to derive a technical application framework –a schematic used to develop against.
The simple existence of these documents provided clarity and common vocabulary and allowed the
clients to move forward and start realizing their visions.

All client projects resulted in tangible and durable deliverables. One project (submitted by the client)
was a finalist for the Smithsonian Technology Award.

Citibank - International Consumer Bank, New York

10/89 - 05/93 Architect, Technology Planner, Vice President

Starting with the principles of Citibanking, defined a technical network and application architecture.
This architecture consisted of strategic, tactical and implementation components: visionary, practical
and immediately realizable, respectively. The architecture is best characterized as being one of
distributed objects with appropriate account taken of consumer banking and legacy applications. The
real value to the businesses that implemented the architecture lies in the definition of network
services and a specific API. These two aspects of the architectural definition allow the business to
exploit technology deliverables, as they become available, while preserving their application
investment.

The architecture also considered Administration and Management issues as well as Application
development technologies. Deployed in Singapore, Malaysia, Japan, Brazil, Chile and Germany.

Analyzed emerging technologies as they applied to application-to-application interoperability. This

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Baltimore, MD
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included not only some of the specifics of the transport semantics - RPC, Sync and Message - but
also an OLTP overlay. This resulted in adoption of OSF/DCE core components supporting the
configuration and control of the network. The transport semantic adopted was Messaging, with
imbedded OLTP semantics; specifically a technology base being adopted by BSI (for ISO) and being
jointly defined by DEC, IBM; Transarc also offer a conformant product. Arranged cooperative
development between SSI and IBM of the MDP/MQI technology, providing full international support
and early availability on all significant machine platforms.

Installed various ISDN BRI services and deployed workstation conferencing technology; video
conferencing also uses these ISDN services.

Managed consortium of 18 disparate organizations - Los Alamos, BellCore, Bell Labs, Intervoice,
MCI... - in reaching an industry consensus as to the viability, suitability, affordability and usability of
unconstrained voice authentication. Deployed in 1993.

Shearson Lehman Bros/American Express, New York

08/80 – 10/89 Performance & Capacity Management, Technology Planning

Defined application and technology architecture applicable to Capital Markets. This architecture
allowed for, indeed reinforced, the application independence of the trading and sales areas. The
global nature of the business coupled with the associated time-zone issues were allowed for. Overlay
issues addressed were the provision of 'real-time' market data and news and research together with
the necessity of continuous tracking of various risk projections (Market, Customer, Counterparty,
Settlement, Interest, FX ...) against firm limits.

Conceived of, motivated, managed and negotiated contract for a single, individually recoverable,
real-time pricing server used world-wide. Used Reuters IDN, Telekurs Market Watch through
MicroVax 3800 providing selected data to MVS/CICS, SUN/OS, VM using APPC/LU6.2, TCP/IP,
X.25. Data Feed Receiver is still in use serving Lehman Bros. Capital Markets and Shearson (Smith
Barney) Retail.

Equity market makers in new U.K. market complained about information availability. Reviewed
options, designed and built host based application. The most widely used application at Shearson,
and now used by institutional sales. Displaced more conventional technology saving £400k annually.
User acceptance demonstrated by high usage levels.

Managed technical services in London through the 'Big Bang' deregulation. Developed systems are
still in use.

Corporate bond department needed to replace antiquated systems. Defined requirements and
extended to other instrument groups: municipals, mortgage backed, gilts, treasuries, CMOs,
Eurobonds. Architected system involving MVS, VM, MS-DOS, ETHERNET, various 4GL. System
built and live within 6 months, including parallels for Shearson Bond Index in WSJ. System was able
to meet all requirements developed over next 4 years.

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Isherwood@att.net
Baltimore, MD
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Performance of a large 9000 terminal network was a recurrent problem. Used queuing model to
identify and remove bottlenecks (ACF/VTAM, NCP, modem delays). Model also used to determine
critical factors and thresholds. Automated tracking and alert processes established. Management of
network now requires one day per month, reduced from 40; usage has grown from 5 to 35
transactions per second in 3 years.

International Computers Ltd., Manchester, England

10/76 - 07/80 Sizing and Performance Specialist (Mainframe & Network)

One of 6 sizing and performance specialists working in a competitive benchmarking group.

Overcame many technical and contractual difficulties in selling large ($8m) computer to London
College. Phase I of agreement achieved 6 months prior to contractual date. I.C.L. received all
monies. Benchmark and sizing technique adopted as company standard.

Achieved 1981 performance target in 3 weeks, 2 years ahead of schedule. Managed manpower and
technical resources.

Passed very large and important benchmark test, $16-million in immediate revenue and two further
sales; company shares rose by 20%. I.C.L. experts had decided benchmark task was impossible.
Investigated, used educated guesses, innovative techniques, worked long hours and collected
software from throughout Europe so that the benchmark was finally demonstrated to the British
Government's total satisfaction (and surprise).

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Isherwood@att.net
Baltimore, MD
Dave Isherwood

Technical Knowledge
Operating MVS/ESA, TPF, VSE, VM, VMS, OS/400, VOS, HP/UX, Wang/OS, UNIX, DOS,
Environments: OS2, W3.1, 5E5-8, W/95, W/NT, W/2000, W/XP Tandem NSK
Superstructure: CICS, IDMS, DB2, JES, VTAM, TCAM, VSAM, Oracle, SYBASE, MS-SQL
Server, Replication Server, Nabnasset VESP, OpenMarket, Netscape, Intervoice,
Periphonics, Aspect, AT&T G3, Genesys, iPlanet Directory, iPlanet Enterprise
Messaging, iPlanet Enterprise and Proxy server, WebLogic AS, WebMethods,
iPlanet AS
MiddleWare: OSF/DCE, Encina, Pipes, MQ Series, COVIA/CI, OSF/DME, OSI/NMF,
OMG/Corba, AnyNet, CGI, FastCGI, Metis, Tibco Rendezvous, Weblogic JMS
Development: COBOL, ADW, Signon, SAS, BAL, PacBase, Huron, C, C++, VB, PowerBuilder,
ODBC, Rational, J2EE, J2ME
Network: ISDN/BRI, SNA, X.25, TCP/IP, UDP, 802.3, 802.5
Appliances Cisco LD and DD, Alteon, RND, BigIP, IBM’s Edge…

Industry Experience
Financial: Consumer Banking, Investment Banking, Brokerage, Credit Cards, Insurance
Products: Travel, Beverages, Negative Options Clubs, Eye Care, Paper Products
Engineering: Reactor Design & Operations (Nuclear & Chemical)

Education
Ph.D. in Applied Mathematics, Bath University (England), 1980
B.Sc in Mathematical Studies, Bath University (England), 1973
-Received prize for "Proven Excellence in Pure Mathematics" from Bath University in 1973
-Studied in South Africa on Government Scholarship at University of Cape Town, 1975
-Published three academic research papers: 1973 NRIMS, 1977 I.J.S.S., 1977 Rheo Acta.

Affiliations & Memberships

Fellow, Tensor Society of Great Britain
Member, Computer Measurement Group
Member, Message Orientated Middleware Association
Associate Member, Institute of Physics
Fellow, National Research Institute for Mathematical Sciences (Pretoria)
Founder and Co-Chair, Financial Information Standards Organization (New York, London, Tokyo)

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Dave Isherwood Page 7 7/27/2009
(703)307-3911
Isherwood@att.net
Baltimore, MD