Professional Profile — Alexander J. Lubarov

RGB Networks revolutionized Mutli-screen IP video delivery of linear and on-demand video over managed and unmanaged IP networks.

• Ownership of all IT functions, including Business Application Support, Internal Networks, Security, Systems/Desktop support, Messaging, VOIP, Disaster Recovery


• Direct management of the information technology team


• Driving Sarbanes-Oxley (SOX) Compliance activities


• Strategic planning for continued growth

Pace (former 2Wire) is a 3,000 employee, $1.5B revenue leader in design and manufacturing of network-enabled broadband home devices. 2Wire was acquired by Pace in 2010.

• Run Pace acquisition integration of companies' systems.


• Managed a global team of IT professionals; employees and contractors.


• Migrated enterprise messaging from in-house Exchange to a cloud based solution.


• Transitioned 2Wire ERP to SAP ECC, BW & APO.


• Replaced reliance on DAS to NAS/SAN based storage; Created virtualized server environment.


• Established IT governance, policies and created ITIL compliant and SOX compliant processes, including incident management, change control management and architecture review. Established IT SLA and follow the sun IT support and escalation process.


• Renegotiated a number of large contracts; realized significant savings for the 2Wire; reduced operating expenses and negotiated better terms, conditions and pricing for 2Wire purchases.

MarketTools is a 500 person company that is revolutionizing on-demand market research.

Due to lack of VC funding, MarketTools was forced to downsize.

• Reporting to the CIO assessed existing ERP environment. Created a strategic IT applications plan and an integration roadmap. Revised IT policies and procedures. Introduced project management methodology, project charter and status tracking templates.


• Organized the team to follow SDLC guidelines. Established ITIL processes for incident and release management. Created management dashboard reporting.


• Renegotiated vendor contracts. Outsourced custom software development. Led Salesforce.com and ERP integration project. Conducted ERP stakeholder committee meetings. Hired key new employees. Conducted a baseline user satisfaction survey.

Sr. Director level management responsibility for functional managers, architects, PMO and up to 50 indirect reports. Juniper is a 4,000 employee company, which achieved $2B in sales and reached a $14B market capitalization in 2005.

Juniper Networks (NASDAQ:JNPR) is a leading global provider of networking solutions for enterprise and carrier markets. Headquartered in Sunnyvale, it has a major presence in EMEA: UK, Israel, Ireland, Netherlands, and APAC: India, China (Hong Kong and Beijing).

Netscreen was a leading developer of network security and access solutions. With more than 30 offices worldwide, nearly a thousand employees and market capitalization of $3.4B, Netscreen was acquired by Juniper Networks in a deal valued at $4B in 2004.

Neoteris had reported 85% revenue growth rate per quarter for seven quarters since 2001. It was acquired by Netscreen in a deal valued at $295M in 2003.

• Reporting to the CFO, CIO and VP of Global Infrastructure, led a team of global managers and architects, including, network, data center, support (G&A and engineering), storage and DRBC, telecommunications, servers (Windows, Unix, Linux) and infrastructure PMO.


• Renegotiated costs and terms of key global Telco, data centers and support agreements, including SUN and Microsoft EA, resulting in over $5M/year opex savings. Consistently reduced lights-on costs and capital spending required for major projects. Saved over $3M in cap-ex on purchase deals in 2007. Trained staff in negotiating techniques.


• Hired key staff members in Americas, APAC and EMEA. Managed multiple teams. Reorganized Juniper IT infrastructure into a global organization, established technical and management career and training tracks, outsourced tier one and two of global support. Articulated team and individual performance goals and metrics.


• Established IT governance, policies and created ITIL compliant and SOX verifiable processes, including PMO, incident management, configuration management, change control board, architecture review board, hardware review board. Published IT SLA, created follow the sun IT support and escalation process. Introduced workflow process for on-boarding/off-boarding among others. Led Sarbanes-Oxley infrastructure compliance team.


• Reengineered Juniper global network, systems architecture, Telco and collocation environments. Revamped global messaging, backup and recovery, security, HA storage, server virtualization architectures. Replaced a patchwork of monitoring tools with global deployment of ProactiveNet and Compuware tools.
• Dramatically improved monitoring, availability and survivability of services across the enterprise, including Oracle, Siebel, mail, network, directory, telephony, VOIP and Wireless.


• Planned and successfully executed post-acquisition transition of applications, processes and systems, including Oracle, Siebel, Agile, AD and mail, etc… .

PlaceWare was recognized as the 4th fastest growing company in Silicon Valley and was among the 20 top ASP providers worldwide with revenues of $4M in 1999 growing to over $50M in 2002. With offices in Mountain View, Portland and London, the headcount increased from 50 to 380 employees from 1999 to 2003. Microsoft acquired the company in 2003 for $200M to serve as the platform for their Real-time Collaboration Group.

• Reporting to the CEO/COO, built PlaceWare IT department from the ground up. Managed IT annual budget in excess of $4M dollars. Reduced per capita spending year after year (60% overall) while at the same time offering additional services and constantly improving availability (up to 99.99% in 2002-03). Assisted in filing of S-1 registration.


• Negotiated the purchase and implemented best of breed enterprise applications: CRM and Sales/Marketing (Siebel), Financials (SAP) in four months. Led enterprise integration (Vitria) and eCommerce programs. Managed enterprise applications outsourcing with Agilera as well as and consequent in-sourcing efforts after Agilera filed Chapter 11 two years after.


• Renegotiated and reduced monthly costs of Telco expenses: RAS solution by 75%, long calls by 50%, local calls by 40%, cellular by 15%.


• Developed and implemented PlaceWare global (and remote) server, network, mail, telecom, remote access, FAX, security, backup, and recovery vision, objectives, strategy, architecture, standards and procedures.


• Facilitated company’s ten-fold growth in three years, headquarters move, systems integration and transition of acquisitions, including acquisition by Microsoft . Managed global network connectivity and VPN infrastructure, multiple BPX installations and Nortel & CISCO VOIP.


• Developed hardware acquisition policies and standards. Designed workstation’s image standards, automated software distribution and software compliance procedures. Managed a fleet of laptops, desktops, IT servers, cell phones and PDA devices for the company.


• Negotiated contracts with outsourcing partners, ISPs, ASPs, hardware, software and Telco vendors. Maintained 99.99% availability of all IT systems. Developed anti-virus and anti-intrusion policies that resulted in zero instances of virus contamination and zero security breaches. Implemented anti-SPAM measures, increasing productivity of employees.


• Planned and successfully executed integration of PlaceWare IT systems with Microsoft OTG.

Quovera (Millennia Vision) Corp. was known as tier-one eBusiness, Oracle Apps and ASP provider targeting Fortune 1000, dot com and high growth middle market companies. From 1996 to 1999 the company expanded from 12 to 300 employees with revenues increasing from $2M to $25M. Customer list included Cisco Systems, Nortel Networks, Covad, HandSpring, SUN, VeriSign, AllAdvantage.com, Branders.com, Intuit, Lucas Arts and Chemdex.

• Reporting to the CEO, developed Internet practice from the ground up and helped grow company ten-fold in three years. Ran Quovera IT organization. Conducted interviews. Managed practice resource allocation and P&L. Wrote proposals and project plans. Led sales cycles. Initiated and guided partner relationships with Microsoft, Netscape, SUN, IBM, HP.


• Developed company’s core competencies for web enabling and integration of Oracle Financials and Oracle ERP Applications. Participated in multiple Oracle Enterprise Application installations, configuration and integration projects.


• Developed strategic IT plans for clients. Led cross-functional teams in design and implementation of Internet, eCommerce, messaging and directory applications worldwide. Led extensive eCommerce and RDBMS development efforts for multiple startups. Conducted capacity studies. Provided technical resources to other Quovera practices.

Madge Networks (NASDAQ:MADGF) developed and manufactured ATM, Ethernet, ISDN and Token Ring networking technology. The company consisted of 44 operating entities in 37 countries with regional business centers located in London, San Jose, Tel Aviv, Hong Kong and Tokyo and revenues of $500M.

• Built Madge Strategic IT group. The team was charged with developing and executing a strategic plan to integrate major sites and satellite offices around the world and implement a cohesive set of global, “best of breed” enterprise-wide applications and solutions.


• Wrote RFPs, solicited bids and implemented “around the sun” Clarify CRM, Oracle Financials and ERP and PeopleSoft HRIS. Established global enterprise applications integration and development environments and standards, including software internationalization and localization. Developed custom global Sales Tracking & Marketing applications capable of operating in networked and un-tethered modes.


• Implemented global eMail, integrated directory and knowledge base solutions. Led global conversion from Netware to Windows NT. Completed multiple custom development projects of Web to RDBMS and Lotus Notes connectivity. Developed 10,000 plus page Intranet site.


• Led Corporate Data Warehouse project and World Wide Lotus Notes roll out. Managed integration and conversion efforts during acquisitions of subsidiaries. Built WAN, Telecom and Video conferencing infrastructure.

• Led a team of IT software engineers and business analysts in the requirement gathering, design, development and implementation of a pioneer client/server CRM applications. The application was deployed at Apple globally and was sold to several companies, including BCTel and BC Hydro. This application was used by the founders of Clarify as one of the models in building their own product.