I’m afortunate guy to have worked closely to the late Dr. Eli Goldratt, thedeveloper of the Theory of Constraints (TOC). I definitely see myself as his pupil.

I like touse my logic, but I’ve also some artistic tendencies. I’ve studied Mathematics for my B.Sc degree,and I have also studied at the London Film School and actually worked as a TVdirector for nine years, before moving to computer programming.

I joined Dr.Eli Goldratt as a programmer in 1985. Myfirst job was to develop “a computer game for adults that would teach them howto think!” That game was The Opt Game. Then I continued to develop severalsimulators widely used as educational tools for managers to establish the logicof managing semi-complex systems. Actually the MICSS (Management Interactive Case Study Simulator)simulator I developed in the 90s served me as a laboratory for learning thereal cause-and-effect in the manufacturing shop-floor. While a simulation is NEVER a true reflectionof reality, when you are aware of the differences it could truly test yourparadigms and upgrade your understanding.

I havedeveloped the concept of Simplified-DBR. I have also developed the first basic insights for make-to-stock in theTOC way. Both developments were formallyadopted by Dr. Goldratt.

I have also writtenand collaborated in writing the following books:

ManagementDilemmas, Manufacturingat Warp Speed (with H. William Dettmer), Supply Chain Managementin Warp Speed (with H. William Dettmer and J. Wayne Patterson). He alsocollaborated with Eli Goldratt on writing Necessary but Not Sufficient(with Carol Ptak) and with Carol Ptak on ERP tools, Techniques, andApplications.

I also wrotetwo chapters for The TOC Handbook.

My goal isto spread the unique knowledge of the Theory of Constraints (TOC) and beinstrumental in developing further the knowledge on how to manageorganizations.

I like tosupport to TOC implementations worldwide through the use of Internet to advisethe consultants and practitioners how to deal with the specific problems.

In 2014 Ireceived the Lifetime Achievement Award from TOCICO. This award is very special for me as itencourages me to do more.

I’m now engagedin developing solutions for three key problems in management:

1. Supporting the key decisions concerning “whatto sell? What price is right? What capacity levels should be maintained?” These decisions have to be based on mutualefforts of Marketing, Sales, Operations, Finance and possibly R&D andinvolve the intuition of the key people, translating that intuition intonumbers, considering also the uncertainty and analyzing the full ramificationsof those key decisions.

2. Learning from ONE event – a method tolearn from experience in order to fix flawed paradigms that are shared by manyin the organization. This method, usingteam efforts, is able to identify threats and potential future damage in astage where most of the damage can be prevented.

3. The insights and tools for handlinguncertainty in a way that vastly improves the performance of theorganization as a whole. I claim thatignoring uncertainty is, by far, the biggest core problem of every organization.The simpler type of uncertainty, which I call “common and expected uncertainty”,is easy to ignore, but it messes the economics of every organization verysignificantly.