Bruce has been programming and developing software since first getting a hobby
computer in the early 1980’s.
Bruce received a Bachelors Degree in Computer Science in the Spring of 1992. He
was then hired as a Software Tester by Asymetrix (a Paul Allen company) and
promoted to development within a few months. The following two years he worked
exclusively on the ToolBook product.
In the Fall of 1994, he started contracting as a Software
Developer at Microsoft. Within a few years Bruce was contracting through his
own company. Bruce worked on various versions of "Encarta
Encyclopedia", "Bookshelf", and the "Encarta Language Learning" products.
In the Fall of 1999, Bruce took accepted a position at Microsoft as a Software
Development Engineer. Within a few months he was promoted to Development Lead.
After a few years in management, Bruce returned to a Software Development position
working on a large Client/Sever application within the Office Group. Bruce left
Microsoft in the spring of 2005 to pursue other opportunities.
Throughout the eleven years at Microsoft, Bruce was constantly analyzing the
development process. As a contractor, he was able to work on several different
projects within a year. As an employee, he managed and participated in a
variety of projects with varied timelines and cost constraints. On many
occasions he worked with external development contractors and vendors. This allowed
Bruce to observe a large number of diverse development processes at various levels
of detail. It also allowed him to experiement with and affect changes to development
Bruce’s recognized strengths were planning and scheduling, particularly during
more fluid and ambiguous project cycles. From the beginning, he was perplexed by
the inefficiencies of the standard development process, and the questionable
value of the results, in relation to its cost. He was especially concerned at how
reactively resistant the process was to even minor correction.
Eventually, Bruce concluded that the inefficiencies were not just systemic at Microsoft,
but to the industry. Upon looking for a systemic solution, he realized that the
problem was the industry itself, and that until industry dynamics change, no
general solution could endure.
However, a less general solution was recognized. It would require adjustments which
are systemically untenable by internal development teams. It would also require the
ability to recognize and remedy the problems which are determental to software
projects. It would require new planning, costing, and management tools specific to
Cybron's business model is based on the creation of the processes and tools needed
to implement this solution. Our business structure, processes, procedures, and
proprietary tools counter the dynamics which degrade software projects.
The end result is predictable scheduling, significant cost savings, and