Mark Schwartz, MBA, has been involved in the man-agement/leadership of small as well as quite large em-ployee teams over more than 25 years. During that busy, productive and demanding period, Mark successfully planned, oversaw and ultimately brought in many large and complex team efforts (invariably on-time and within-budget), served on numerous senior-level divisional and corporate steering committees, and coached the develop-ment of many new managers. As a major by-product of that very active period, Mark documented dozens of unique insights into the often misunderstood and over-looked, yet undeniably essential, techniques associated with successfully leading and managing. & ;& ; & ;& ; Having acquired early management experience in both accounting and information technology (IT) venues, Mark later took on IT/Programming Vice Presidential respon-sibilities for a large, multi-branch commercial bank. From there, Mark went on to direct sizeable technical staffs with a pair of large consulting organizations. Two highly valuable by-products of Mark's 25 years in leadership and management are: (1) a full understanding of the trials facing anyone involved in just about any kind of management and leadership career, as well as (2) the ability to effectively coach and mentor others. Based upon that solid foundation, Mark has assembled The Manager's Oracle, alive with dozens of key lessons useful for leader/managers at all levels.& ;& ; & ;& ; Career highlights: & ;& ; & ;& ; Mark stepped in to save a failing commercial data center that had been estab-lished specifically to serve a very large U.

S. Government agency. Over a con-centrated timeframe, Mark transformed his initially-small group of very tal-ented but previously mismanaged technicians, into an aggressive, team-work-oriented, and extraordinarily productive set of project teams. By way of a rapidly burgeoning workload (stemming from now well-pleased clients) Mark's group more than doubled its staff size (from 30 to 65 technicians) in the course of just over two years.& ;& ; & ;& ; Within another short two-year period, Mark transformed a large commercial bank's IT department from a loose confederation of inward-looking, isolated and self-concerned groups into a unified and farsighted team of corporate achievers.& ;& ; & ;& ; Mark successfully established a large new Pricing-Billing department within a quasi-governmental organization that had never previously engaged in com-mercial customer billing. For their cooperative and exceedingly successful ef-forts, Mark and his staff won a stream of accolades.& ;& ; & ;& ; Mark has always enjoyed using a close interpersonal approach and a touch of humor in both his leadership efforts as well as his writing.

He assembled The Manager's Oracle: 125 Key Lessons Nobody Ever Taught You About Leading and Managing to reflect the full range of his experience, aiming to share with others the many insights he amassed over his busy career.& ;& ; & ;& ; Mark and his wife, Kathy, live in Tallahassee, Florida. They have one daughter.& ;& ;.