LINEA SOLUTIONS, INC.
MARINA DEL RAY, CA

Mr. Tagawa specializes and consults in the strategic design of many of Linea's projects, and helps set up business process re-engineering and change management programs. He oversees operations outside of Southern California, as well as our team of directors. Mr. Colker brings a vast knowledge of business rules, processes and procedures into focus. He consults on many projects at all levels, bringing both strategic and tactical expertise. He oversees the Southern California operations, and is responsible for recruitment. Mr. Haws provides executive oversight on many key projects in addition to heading business development. With 30+ years of industry experience, his focus on vendor oversight, systems integration, and large software implementations makes him a vital resource for our public pension clients. With 20+ years in the industry, Ms. Walker is one of our senior practice leaders. She manages Linea’s consultants and develops standards for business process reengineering, change management, large system integration, and other core projects for public pension and health care clients. The Right Time for Business Process Improvement Most major systems projects will force a change to business process. One of the keys to the implementation is to make sure the business process changes for the better—the process should become more efficient, more accurate, or provide additional value for the pension organization. We have seen business process improvement initiatives take place during different points in the projects: some clients attempt to create a future state process at the beginning of the project. Others wait until the software vendor is selected, and then try to create new processes during the course of the implementations. Finally, some clients wait until the software is implemented, and modify the business processes to best utilize the new system. Mr. Tagawa specializes and consults in the strategic design of many of Linea's projects, and helps set up business process re-engineering and change management programs. He oversees operations outside of Southern California, as well as our team of directors. Mr. Colker brings a vast knowledge of business rules, processes and procedures into focus. He consults on many projects at all levels, bringing both strategic and tactical expertise. He oversees the Southern California operations, and is responsible for recruitment. Mr. Haws provides executive oversight on many key projects in addition to heading business development. With 30+ years of industry experience, his focus on vendor oversight, systems integration, and large software implementations makes him a vital resource for our public pension clients. With 20+ years in the industry, Ms. Walker is one of our senior practice leaders. She manages Linea’s consultants and develops standards for business process reengineering, change management, large system integration, and other core projects for public pension and health care clients. The Right Time for Business Process Improvement Most major systems projects will force a change to business process. One of the keys to the implementation is to make sure the business process changes for the better—the process should become more efficient, more accurate, or provide additional value for the pension organization. We have seen business process improvement initiatives take place during different points in the projects: some clients attempt to create a future state process at the beginning of the project. Others wait until the software vendor is selected, and then try to create new processes during the course of the implementations. Finally, some clients wait until the software is implemented, and modify the business processes to best utilize the new system.