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F E A T U R E

Where The Gloves Come Off

July 8, 2002
By David Joachim

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Robert Mendel, Director of IT Operations

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	In this article
	Introduction
	Bahram Akradi, CEO
	Brent Zempel, CIO
	Wesley Bertch, Director of Software Systems
	Robert Mendel, Director of IT Operations
	Gary Lien, Systems Architect
	Jud McKee, Director of Network Operations
	Next Steps

• At Work: Supports the CIO in aligning IT initiatives with business objectives. Manages IT operations, including telecom, internetworking (WAN), network operations and the technical assistance center. Manages four direct reports and 18 indirect reports

• At Home: 33 years old. Married, two daughters. Hobbies include church activities, hockey, golf and reading

• Alma Mater:: University of WisconsinÃMadison, BA in consumer science

• Certs: Microsoft Certified Engineer, Cisco Certified Network Architect, Avaya--Difinity Administration, CompTIA Network+

• How He Got Here:

1998 to 2000: Technical consultant, Architects Inc.
1998 to 2000: Technical trainer, Benchmark Computer Learning
1992 to 1997: Professional hockey player for teams in various German cities
1991 to 1992: Defenseman, Toronto Maple Leafs and the Newmarket Saints and St. John's Maple Leafs farm teams
1990 to 1991: Defenseman, Washington Capitals and the Baltimore Skipjacks farm team

• Mouthing Off:

MMS' greatest business challenge: "In gathering the business requirements, we found that the business process had to be either created or modified."

Toughest moment during development: "We thought we were going to lose the funding for our consultants."

MMS is important to Life Time Fitness because: "It is the core of our member data."

Why Web services isn't what most people think: "Widely accepted standards are not solidified. Web services can help businesses internally link disparate data systems to the same extent that Web services are touted for external business connections."

If only I had a bigger IT budget, I would: "Hire more people."

The chief difference between Life Time's IT organization and your average IT organization: "The culture, the team, the skill level and the team-oriented attitude. All this has led to a remarkably low attrition rate of approximately four people in the past four years--all of whom did not leave voluntarily."

If I could change one thing in Life Time's IT organization, it would be: "Aligning business objectives with IT initiatives. The business should prioritize business projects for IT."

I work at Life Time Fitness because: "Of the culture and team in IT that Brent Zempel has created and fostered."