September 1999 org map
Feb 2000 org chart
You’ll notice that in September, Rex had all technology under him and Berberian and Palmer were under him. Then when Bloomer came in, he was put in the SWAT team which is temporary, then he finds problems and gets Cox to fight for him and Yeager agrees.
Then by February of 2000 Bloomer is his own department and has a lot of people — 50 people or so. He goes from nothing to 50 people and all product development in 4 months. (See the Phoenix Meeting Notes from March 2000 that outlines his roles and responsibilities.)
The government said that Yeager was somehow responsible for not standing up or for things not working at the Analyst Conference 2000. Contrast that to Bloomer’s responsibilities and people in the unit. The government completely excused him because he was a gov witness.
During the same time frame, Yeager could fire a secretary and did have a budget for up to 5 people in the 2000 budget. He did not hire people but he would get people handed to him, train them on the strategy and hand them off to other departments. That was part of his role so they would understand the strategic vision of the company, and he was good at it, so it was a good thing.
But Bloomer was the one with clout. He took it from Shelby and Berberian, he bad mouthed them, he made himself the key guy and he did have authority to hire and fire a bunch of people to get the job done.
A small sidebar discovery: Bloomer wanted to web cast via the EIN using Media Cast, the training being developed by John Hay (Yeager was Hay’s resource for help in that initiative). (See this email from Bloomer. Why would he want to do this if it did not work, if it was a farce? If the software did not have QOS? Does he want to prove to everyone in the company that his product does not work so he will do a webcast of it?
Curious.
