Brian Moelich

1. Brian Moelich Everything you (n)ever wanted to know Professional Portfolio

2. Like a detective, I’m an active problem finder that won’t accept status quo. I’m able to thrive in ambiguous situationswith incomplete information. I’m a systems thinkerthat intuitively hacks and dissects complex and unfamiliar things. To solve my cases, I translate quantitative data into understandable and actionablehuman-centered insights. Personal Statement

3. Table of Contents page 1 Project 1 Project 3 page 8 Project 2 page 14 Questioning an out-dated process and designing a new methodology based on customer needs Challenging the assumptions of the current security guard procedures and enabling mindful decision-making Changing the mindset of the Board members from minimal involvement to being attached at the hip page 20 In progress page 20 In progress Using a human-centered design approach to establish an internal start-up that creates new value Using a business design methodology to envision how might utility workers better serve their customers

4. Infosys Software Testing Project My role: Internal consulting intern Date: Summer 2012 Duration of project: 4 months Page|1

5. Infosys’ software testing group has used the current testing process for decades. It’s customers continue to find problems even though the software has been thoroughly tested. Infosys does not know why this is happening or how to deal with it. Situation| The Software Testing Process Customer complains and Infosys fixes the problem Customer gives their requirements and the software is developed Plan tests to catch any defects Run tests, find defects and fix them Software goes to the customer, who tests the software before using it Infosys felt that this was a new problem because customers had changed their own testing process and Infosys simply needed to adjust it’s process

6. The behaviors I was actually seeing at each stage in the current testing process did not match how it was described to me and it appeared that Infosys was working against itself at every point in the process. Insight| Plan tests to catch any defects Customer complains and Infosys fixes the problem Customer gives their requirements and the software is developed Run tests, find defects and fix them Software goes to the customer, who tests the software before using it Listen to customer requests, but use the same generic software as always Plan tests based on past unrelated software Randomly test without analyzing the results Unsure if enough testing has been done and send to customer anyway Frontline users complain when their needs are not being met Key Insights • The cost to fix a problem when it’s sent back to Infosys is more expensive than if found before sending to customer • The customer’s operations are being stalled because the software is not working as requested • The customer relationship is being strained because they feel Infosys is not adequately testing their software Page|3

7. The original challenge of finding out why customers continued to find defects was not adequately capturing the underlying problems that I had uncovered. I reframed the challenge to match the primary issues. Reframe| How might I help Infosys better understand their customer’s needs and then develop and test the software based on those needs? Page|4

8. I mined a mountain of data from past software tests and compared 1) the number of tests run to the number of defects found and 2) the type of defects that Infosys was finding vs. the the type of problems the customer uncovered. Actions| Key Insights • Tests run does not correlate with defects found • Does not appear to be a schedule for when tests are run, which must strain the testers 1) 2) • Infosys focuses on programming defects • The customer cares about the usability of the software Page|5

9. There was an opportunity to take Infosys’ software testing process from one that bases itself on past unrelated software to one that focuses on the current customer’s requirements and the usability of the software. Additionally, tracking and analyzing testing results will aid future tests. The Plan| Recommendation • Listen to and Integrate customer requests into software development • Analyze testing outcomes and Identify the tests that are finding the most defects • Add tests based on customer requests, ex. different page layout or approvals needed for differing functions • Add tests based on the usability of the software, ex. tab or drop-down not working • Prioritize the identified and customer/usability-centric tests at the beginning of the testing cycle These steps will take Infosys from here To here Page|6

10. I presented my analysis and recommended plan to the testing group’s management team, including the executive vice president, who supported the recommendations and wanted them to be implemented right away. Results| Key Outcomes • The EVP wanted the entire testing team to hear my presentation so they could understand the changes that were coming • I presented to the entire testing division of 100+ employees across Southern India Award I was chosen as exceptional intern in the business category out of 150+ interns Page|7

11. IBM Alarm Response Project My role: Security Operations Prime Date: Fall of 2007 Duration of project: 4 months Page|8

12. When I joined the security services management team at IBM I noticed that the security guards were mindlessly responding to alarms and unknowingly interrupting IBM’s business offices when checking alarms. Situation| My Observations Opportunities Business needs change over time and so do security needs Security guard procedures haven’t changed for 10+yrs Security guards are responding to every alarm That costs a lot of money and takes up a lot of time Page|9

13. I was curious about the thought process behind the current security guard procedures and wanted to understand the needs of IBM’s business offices who were being affected by the actions of the security guards. Actions| Current Alarm Response Procedure What do the procedures say I should do? It’s an alarm, go see what caused it • Security Guards • Alarms are given priority over customers checking in at the security desk • All alarms are the same and all of them are important • We just do what the procedures tell us do to • IBM Business Offices • Our customers are getting frustrated waiting at the security desk when the security guard leaves to respond to an alarm • It’s wasting our time when security interrupts our business to check alarms • Key Insights • The security guards are carelessly following their procedures • The security guards don’t understand the impact of their actions on IBM’s business • Security guards should be empowered and feel comfortable making decisions Page|10

14. There is an opportunity for the security guard procedures to align with the needs of IBM’s business offices, and still meet the necessary requirements to protect IBM. Additionally, the procedures should be easy to follow and allow for the security guards to think before they act. Problem| How might I simplify the security guard procedures so the security guards can be mindful, while aligning with other stakeholders needs? Page|11

15. Design a set of policies and procedures to allow security guards to judge the importance of an alarm and customer facing duties. Collaborate with IBM to identify unnecessary alarms within and outside of offices and remove them. Only respond to alarms in business offices after hours. The Plan| Current Alarm Response Procedure What do the procedures say I should do? It’s an alarm, go see what caused it Proposed Alarm Response Procedure Hmm, are there customers at my desk? Is this alarm really important? Is it after business hours? Within a business office YES Remove unnecessary alarms GO NO Cancelled Outside of a business office Can wait Page|12

16. I presented my plan to the director of security for IBM Canadaand got the approval to implement the changes at all IBM locations, which encompassed approximately 6 million square feet and 200+ security guards across Canada. Results| I led a team of nine managers and supervisors across Canada and completed implementation of the changes in two months, which was one month ahead of the timeline I was given Key Outcomes • Alarms interrupting business offices decreased by 80% across all locations • False alarms decreased by 60% across all locations • Security guard time spent responding to alarms decreased by 40% Page|13

17. FoodShare Project My role: Engagement manager Date of project: School year 2011/2012 Duration of project: 7 months Page|14

18. FoodShare is a charity organization that delivers food to low-income communities in the Toronto area and they are engulfed in a vicious cycle that is threatening their ability to run programs and even their survival. Situation| Fundraising revenues have been steadily decreasing The Challenge FoodShare saw an opportunity for their Board members to begin fundraising and my team and I were tasked with investigating this option Lower revenue means that FoodSharecannot run all their programs Fewer programs means that FoodShare is not seen by prospective donors X Page|15

19. Preliminary research of other charity organization Boards indicated that fundraising is a requirement for Board members. I was curious as to why the FoodShare Board was not fundraising already, so we began interviewing the Board members. Actions| It quickly became apparent that the Board was divided into two groups that differed in their view of FoodShare’s situation and their responsibility to fundraise The Old Generation The New Generation We’re meant to be representative of our community I want to be more Involved in FoodShare’s activities It is not a requirement to fundraise as a Board member I’m sure there is something I can do to help We haven’t needed to raise funds for 23 years, so why start? FoodShare needs to find a way to raise funds Page|16

20. The preliminary interviews and other qualitative research into FoodSharepresented key tensions in the mindsets of the Board and the project shifted to changing the Board’s behaviors from thinking of itself at arms length from FoodShare to being attached at the hip. Insights| The New Generation The Old Generation Stuck in the past and happy with STAUS QUO Recognizesthe need for change to SOMETHING NEW The Board is REPRESENTATIVE of the community Fundraising is a RESPONSIBILITY of the Board The Board ADVIZESFoodShare The Board is PART OF FoodShare Key Insights • The entire Board needs to unite around the dire situation FoodShare is in • If the entire Board was more involved at FoodShare it could more easily understand the issues at FoodShare and open the door to lending a hand Page|17

21. To motivate the change, I can set an achievable goal. To show that change is within reach, I can share the small victories of other Board members. To grasp the need for change, I can try to get the Board more involved. To sustain the change, I can create habits supporting change. The Plan| Set the Goal Be the food charity of choice in the Toronto Area • Share the Small Victories • A Board member got their employer to donate $5K • Already giving recipes to auction off at the Recipe for Change event, why not sell tickets as well? • Board to Become More Involved • Board members should join the weekly operations meetings • Board members should aim to volunteer for at least one event a month • Create the Habits to Sustain Change • Whenever I meet someone outside of FoodShare, I’ll tell them about FoodShare • When a Board member raises funds it will be shared throughout FoodShare Page|18

22. I presented to the Board and got their buy-in and commitment to change. The Board also realized that raising funds was not difficult and that the goal was achievable. Implementation of the plan has begun and FoodShare has attained a few more small victories. Results| Key Outcomes Sold tickets to the annual Recipe for Change event; largest turn-out ever Volunteered for the Good Food Box by preparing the 15kg boxes for delivery Realized the seriousness of the problems facing FoodShare Board began to attend FoodShare weekly operations meetings • We also presented to the other four engagement teams in the University of Toronto Volunteer Consulting Group, including the mentors from companies such as Accenture, Bain & Company and the Boston Consulting Group • I was praised for leading my team through a difficult change effort that incorporated a winning strategy • My team and I were congratulated for tackling the toughest of the five engagements Page|19

23. In Progress My role: Student Date of project: Winter/Spring school term Duration of project: 4 months Page|20

24. I am using a human-centered design approach to solve current challenges faced by SAP and Celestica. I will be uncovering unmet user needs, prototyping products/services to meet those needs and innovating a business strategy to support the recommended course of action. Situation| The Challenge How might we help utility workers better serve their customers in the future? The Challenge How might Celestica create an internal innovation start-up to create new value? Page|21

25. Contact Information 23 Lorraine Drive, Apt. 219 Toronto, Ontario, M2N 6Z6 brian.moelich@gmail.com 647.239.7327 linkedin.com/in/brianmoelich OR The choice is yours The latter will make us both a lot happier