Tireless, analytical, motivational leader, entrepreneur and organizational problem-solver with advanced supervisory leadership. Experience stepping into roles and quickly making positive changes to drive success. Focused on using training, monitoring and morale-building techniques to maximize employee engagement and performance. Constantly seeking ways to improve processes and optimize efficiencies. Continually seeking new opportunities to broaden skills and knowledge while devoting maximum effort to all assigned tasks. Deconstruct complex activities into simpler, more manageable components. Able to perceive the larger picture while recommending and helping implement departmental or procedural alignments to reduce labor/time while ensuring accuracy.
Branch Chief located in the Centralized Services Division (CSD) Division of the United States Patent and Trademark Office (USPTO) Scientific and Technical Information Center (STIC) Foreign Patent Service Center (FPSC). I serve as the first level supervisor, leading, directing, planning, organizing and exercising control over nonsupervisory employees assigned to FPSC including library technicians, foreign patent researchers, document retrievers, workflow coordinators and technical information specialists.
Major Duties and Responsibilities
MANAGEMENT: Plans, organizes and directs the operation of the FPSC. Oversees the operations that provide Foreign Patents, Scientific Technical Literature, Patent Family Searching, Semantic Searching (SS), Natural Language Processing (NLP), Artificial Intelligent Translations (AIT), Machine Translations (MT), Manual Machine Translations (MMT), Document Retrieval, Reference Information Services (RIS), content of FPSC web pages and automation support for patent examiners, USPTO staff and the public.
CUSTOMER SERVICE: Serves as the chief representative of STIC for issues related to foreign patents, customer complaints from directors, supervisory patent examiners and examiners. Establishes, develops, and maintains effective working relationships with internal and external stakeholders.
PERSONEL MANAGEMENT: Exercises supervisory personnel management responsibilities. Advises and provides counsel to employees regarding policies, procedures and directives of management. Plans and schedules the work of subordinates, establishes work priorities, and makes work assignments.
PERFORMANCE: Explains performance expectations to employees and provides regular feedback on strengths and weaknesses. Holds employees responsible for satisfactory completion of work assignments.
EMPLOYEE DEVELOPMENT: Identifies employee developmental needs and provides or arranges for training (formal and on-the-job) to maintain and improve job performance. Accepts, amends, or rejects work presented by subordinates. Performs self-inspection and presents detailed and comprehensive reports with any corrective action taken to supervisor.
PLANNING: Coordinates plans and schedules with other organization managers, contract supervisor, and customers as appropriate. Reviews organization mission, functions, information resources, and staffing.
SPECIAL PROJECTS: Participates in special projects and initiatives and performs special assignments. Anticipates customer information needs, works with FPSC staff, and patents management to develop and implement necessary services and products.
In 1992, I helped to develop the strategic implementation of a high volume, highly automated and aggregated intellectual property database. The first release of the database system came online in mid-March 1994. The system was named the Foreign Patent Access System (FPAS). The system was located in the Foreign Patents Branch of USPTO's Scientific and Technical Information Center (STIC). FPAS was a token ring LAN dedicated to library dissemination of foreign patent information and documents contained on CD-ROMs to internal and external customers. Actually, the system has now become WEST/EAST. The design and implementation of the system had been driven by several basic principles.
In FPSC, I always have to make a strategic decision on keeping historical media or discarding it due to pressure coming from the 10TH floor. I first have to conduct studies to see if the media in question is available electronically. Once I determine that it is available from an electronic resource I have to see if a cost is associated with it. If there is no cost associated with it and it is readily available from a reliable source then I can discard the Historical media and free up shelf and storage space. Since 2017, the USPTO has saved over 1 million dollars in storage space by following this strategic model in its warehouses and storage facilities.
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