As the Product Unit Manager for the Windows Extensions Business Andy had overall responsibility for the P&L, business planning, marketing, operations, distribution, pricing, including staff & resource development.  He managed the product development organization that defined, built, and shipped new revenue generating Digital Media-based businesses, including Microsoft Digital Broadcast Manager (DBM) and Windows Plus product family.  Each product required creating internal infrastructure and operations for the online sales of software.  This was the first time Microsoft sold software directly online.  The DBM enabled Application Service Providers entering the online media distribution business to more easily apply Digital Rights Management (DRM) technology to package and administer the distribution of their content.  The use of Digital Rights Management in a product was a first for Microsoft and an early industry effort aimed at jumpstarting online media distribution.

Microsoft consolidated an array of Digital Media technology investments scattered throughout the company for shipping with Windows XP.  It also wanted to generate additional ROI for the new commitment to digital media.  Andy was tasked with developing a business plan and the software for leveraging the digital media investments to generate revenue in addition to Windows.  He led the creation of a new P&L business plan for selling software online, generating revenue as a percent of customer transactions.  Selling software online in a transaction-based business model was a first for Microsoft.  Andy led the team that in less than 12 months defined the vision, developed business models & plan, built a team to 35+ and shipped its first product; less than 1 year later the team shipped a second product. 

The Confederation of North, Central Americas and Caribbean Association Football, governs soccer for forty (40) countries with headquarters in New York City.  The General Secretary was interested in enabling games not typically broadcast from member countries to be viewed throughout the confederation.   Gary was engaged as the Technology strategist and architect to plan and design one of the first all file based 1080i HD production and broadband distribution facilities specifically designed to deliver media to the internet,  portable multimedia devices and mobile wireless.   The facility has all systems fully integrated and networked with multi-platform file storage systems integrated and managed across the network.   Some of the interesting challenges were integrating across digital media technologies and asset management.

As Senior Director for Technical Policy at Microsoft Andy developed many skills and gained invaluable experience applicable to Olson-Moss clients.  Many of our clients face similar challenges from events in the public policy world.  The Technology, Media and Communications industries are undergoing dramatic changes technically, business-wise and from a regulatory perspective.  For Microsoft, Andy led the effort shaping strategy and positioning to guide executive representation on strategic technical public policy issues.  His involvement included ongoing interaction with Congress, the FCC & FTC and other government entities, partners, and key influential advocates.  The objective was to educate policy makers on industry direction providing a sense of technology vision, outlining potential consumer impact, and IT industry economic incentives implicated by policies under consideration.  To successfully craft a meaningful strategy it was critical to work across divisional boundaries driving alignment on goals and positions.  In addition, creating a feedback loop impacting future business and product planning priorities was very successful.

Technology has increasingly become a focus in public policy venues around the world.  Microsoft was facing tight scrutiny from the government and competitive challenges from across other industries.  Older non-technology industries have long histories using public policy as an integral part of their business strategy.  To face this challenge, Microsoft created a new position focused on Technical Public Policy specifically leveraging Andy�s diverse background.  His technical background, experience managing technology businesses combined with a deep understanding of developing interpersonal relationships honed while running the consulting operation provided the right combination to compliment the legal resources working on behalf of the company.

Andy was responsible for developing and managing complex partner relationships in the technology, media, and telecom industries.  His focus was on risk assessment and business impact analysis.  A range of public policy issues challenged Microsoft strategic directions for the Windows and Entertainment Divisions.  As a result of Andy�s efforts, Microsoft saved several hundred million dollars in operating expenses.  Some of the policy topics included Intellectual Property and Content Protection, Digital Broadcasting (TV and Radio), Broadband and Telecom Reform.  Andy also served as lead negotiator for inter-industry efforts attempting to drive alignment within and across industries on policy positions.  In addition, he had the opportunity to serve as a public spokesperson for the company regarding a range of technical policy topics.

Thirteen had outgrown their broadcast center on West 58^th Street.  While engaged in upgrading the broadcast facilities, an opportunity to relocate appeared.   Gary was asked to create a strategy and develop the requirements and cost requirements for a new broadcast center.  Becoming a member of their senior management group, Gary assisted in identifying and locating a new home.   Once a new location was found the relocation project was given a timeline of six months for the all design, construction and technology integration. The new home was 200,000Sqft with 50, 000Sqft of broadcast operations.

Gary and his team were retained as the owner�s representative for technology and technical systems.   While the management and staff had the responsibility to stay on the air, Gary had the responsibility to manage the design process with the architects for technical spaces and systems, this included building satellite and microwave services on the building roof and bringing in new telephone and fiber optic broadcast services.

Gary and his team developed the specifications for all the technology, broadcast, production, IT and telephone technology.   Gary negotiated strategic partnerships with technology vendors that saved the client considerable money.  With the project on fast track, Gary managed all the bid specifications, negotiations and contract award.   We were part of the construction management team, and had full responsibility to manage all the for all technology implementation.  As this was progressing we were also managing the design and upgrade of the transmitters.  The new broadcast center was designed as digital and HD ready, support multi-channel origination, fully automated origination and computer based editing.  

Thirteen went live in the new broadcast center on time and on budget.