+1.617.299.6566
Gabriele Fariello
gfariello@alumni.harvard.edu
Portrait of Gabriele Fariello
Gabriele Fariello's Signature

Gabriele (Gabriel) Fariello

Digital Leadership Through Innovation, Engagement, & Value-Driven Strategies

Entrepreneurial digital leader with strategic vision, social acumen, and value-driven mentality. Transforming information technology, research computing, and data science organizations into outperforming, empowered, and accountable contributors to the institutional mission for decades with exceptional results. From creating new to turning around existing groups, I hope that my accomplishments in some of the most demanding and challenging environments in the world speak for themselves.

Skills & Experience Highlights

Digital & Agile Transformation

Strategic Planning & Tactical Guidance

Mission, Vision, and Values Creation

Change Management

Organizational Behavior

  • Performance Turnaround
  • Staff Enablement & Engagement
  • Mentoring & Team Building
  • Talent Development & Diversity

Value-Based Resource Allocation

  • Needs & Fit-Gap Analysis
  • Maximization of ROI

Community Onboarding & Engagement

ERP Systems

  • Financial, HR, Student
  • Business Intelligence

High Performance Computing

Cloud Migration

DevOps & Cloud Security

Change Management

Customer-Focus Development

  • User-Experience
  • Accessibility

Cyber / Information Security

Business Continuity & Disaster Recovery

Data Science including:

  • Statistics
  • Machine Learning
  • Artificial Intelligence

LMS Migrations

Technology Augmented Learning:

  • Flipped-Classroom
  • Evidence Based Pedagogy
  • Always Connected
  • Online Curricula
  • Anomaly Detection
  • Augmented Reality

Research Computing:

  • Massively Parallel
  • Green Computing
  • Human Subject Data

Institutional Data Analytics

Publication Data Analytics

Regulatory Compliance (HIPAA, FISMA, FERPA, NIST800-171, HITECH, 21 CFR, GDPR, etc.)

Collaboration Tools

CS Teaching Tools

  • Notebooks & Auto-graders

Professional Experience

Harvard University (Cambridge, MA)2006 - Present

Instructor in Machine Learning and Artificial Intelligence2016 - Present

Having created Harvard's first survey course on the history and current state of machine learning and artificial intelligence, I continue to offer the course one to two semesters each year. Students learn using lectures, readings, flipped-classroom exercises, collaborative on-line coding (e.g., using Jupyter Notebooks and Google Colab) and some hands-on extracurricular activities. Each semester requires updating approximately one-third of lecture slides and supplemental materials. As a higher-level course suitable for non-CS students as well, we cover neuroanatomy, neurophysiology, machine learning, data science, neural networks, artificial intelligence and many of the socioeconomic, ethical, legal, and political topics surrounding data science and AI. With colleagues in Boston technology sector (including the vibrant ventur capital sector) and at the Division of Continuing Education (Extension School), I am working on a proposal for a technology leadership and entrepreneurship certificate program.

Researcher in Neuroinformatics2014 - Present

My research appointment permits me to continue to advise and collaborate with colleagues and peers the University as a researcher. Along with my instructor appointment, I am able to continue teaching and doing some research while I pursue other endeavors. My research interests are in information technology leadership and the application of computer science, visualization, and data science in the biotech, healthcare, and higher education space.

Co-Chair, University IT Talent Acquisition, Diversity, and Retention Committee2016 - 2017

Higher education is generally unable to match many of the private sector total compensation packages for computer related positions. In spite of the otherwise exceptional benefits offered by higher education, salaries as well as other benefits are often significantly higher in the private sector, at times by more than 75% for the top performers. Unfortunately, the allure of working for highly visible companies like Google, Facebook, Amazon, and Microsoft exceeds even the prestige of Ivy Plus universities. Leveraging an aggressive diversity and inclusion strategy which includes forming ties with other institutions traditionally associated with underserved communities is not only a moral imperative, but a survival and value-proposition strategy. Developing and retaining talent is also an essential competitive strategy for attracting and retaining top talent. As one of two founding Co-Chairs of the University IT Talent Acquisition, Diversity, and Retention Committee, we focused on building and maintaining strong talent pipelines that increased our diversity numbers as well as devising methods to engage, grow, and retain existing exceptional talent.

Co-Chair, University Access to Institutional Data Strategic Initiative2015 - 2017

Access to institutional data is of growing importance to all. In higher education, it is pivotal to accomplishing the core mission of the institution while protecting privacy and academic freedom. Harvard realized the importance of access to institutional data; however, security, privacy, data integrity, and accountability were and remain of paramount importance. At the request of the University Vice President and CIO, I lead the initiative for the duration of my tenure as Asst. Dean for Computing and CIO of the School or Engineering and Applied Sciences. The committee set forth a specific strategy and stated goals to permit increasing access to institutional data to approved individuals across multiple disjointed systems thereby enabling evidence-based decision making from admissions to resource allocation and from alumni relationship management to cost optimization.

Co-Chair, University Research Data Initiative2015 - 2017

With nearly 90,000 active users including affiliated researchers, enabling the twelve degree-granting schools and multiple affiliated institutes and hospitals to manage and steward research data is an enormous effort. As co-Chair of the University Research Data Initiative, I and my peer created and oversaw a strategic plan and goals for creating more uniform policies, services, and platforms for the diverse community needs. Working closely with University leadership in the Vice Provost for Research's office, the Faculty of Arts and Sciences Research Computing Group, the University's Chief Information Security Officer, and Harvard University IT, we created a framework for accelerating research, increasing reproducibility, and meeting or exceeding regulatory requirements up to and including FISMA Medium and NIST800-171.

Council Member, University CIO Council (Ex Ufficio)2013 - 2017

As CIO of the Harvard John A. Paulson School of Engineering and Applied Sciences, I, along with the CIOs of all other schools, the head of Libraries, the University CIO and CISO sat on the Harvard University CIO Council where we were often able to reach consensus on a number of topics, policies, and strategic initiatives. Select endeavors include:
  • Teaching and Learning.
    • Teaching and Learning Technologies (TLT).
    • Data for Learning Analytics.
    • Learning Management System Migration and Integration (to Canvas).
  • Research.
    • Online Access to Scholarship and Knowledge.
    • Big Data for Research (Infrastructure & IT Organization).
  • Administration.
    • Student Information Systems Upgrade ($52M).
    • Access to Institutional Data and Systems Integration.
  • Common Platforms.
    • Video (Live Streaming, Accessibility, and Retention).
    • Unified Communication (aka “Harvard Phone”).
    • Collaboration Tools (Document Shares, Co-Authorship, Chat, Calendar & Email).
    • Cloud.
      • Faculty & Student Computing.
      • Research Computing.
      • Security.
      • SaaS, PaaS, IaaS.
      • DevOps transformation.
    • Identity and Access Management.
      • Single Sign On – SSO
  • Foundational Strategies.
    • Enterprise Architecture and Service Bus.
    • Information Security.
    • Business Continuity and Disaster Recovery (BCDR).
    • UX, Mobile, BYOD, and Accessibility.
    • Vendor Management.

Member, Faculty IT Steering Committee2013 - 2017

As a voting member of the FAS Faculty IT Steering Committee which oversaw the University-Wide Harvard University IT as well as all IT related items affecting Harvard College, the Graduate School or Arts and Sciences, the Faculty of Arts and Sciences, and the University Library system, the Committee members and I were responsible for providing oversight and guidance for many of the University's strategic plans and initiatives concerning information technology and computing. During my tenure, we oversaw the creation of the “One Harvard” single sign on enabling approximately 140,000 active users to use one username and password to access all major systems and services. Other endeavors include:
  • A $52M student information system transformation.
  • Upgrading of Oracle Financials and transition from cash-based to GAAP accounting practices.
  • Creation of a centralize procurement system with searchable contracts and agreements.
  • Deployment of the “PI Dashboard” which my group created to all of the University.
  • The implementation of cybersecurity best practices, including a simple “Data Levels” system for the community and roll-out of LastPass password manager.

School of Engineering and Applied Sciences2013 - 2017

Asst. Dean for Computing & Chief Information Officer2013 - 2017

Harvard’s newest school, having had a half-dozen people head some incarnation of the IT and Computing groups in the prior five years, was in need of significant transformational change. I was selected in no small part due to my reputation for building strong, outperforming groups. Within three years, I had rebuilt the IT infrastructure and computing group while merging most commodity services collaboratively with Harvard University’s central IT organization (HUIT). I created a world-class team and a modern Cloud hybrid infrastructure and services organization. I decommissioned and merged multiple high-performance compute clusters into the Massachusetts Green High-Performance Computing Center to create 5th largest higher education compute cluster in the world.
Select accomplishments include:
  • Created a multi-year strategic plan and mission, vision, values statement in close collaboration with the administration, faculty, researchers, and students.
  • Reigned in costs while significantly increasing resources and services
    • Reduced total IT spend, whether by the core budget or by faculty and community members, by 27%
    • Reduced per-capita spends across all groups by 31% to 44%
    • 83% of faculty said they were no worse off, 63% said we were better or much better off after reductions
  • Collaboratively created 5th largest High-Performance Computing environment globally in higher education
    • Increased available computing compute power nearly two orders of magnitude
    • Increased researcher utilization from ~13% to over 85%
  • Partnered with Amazon Web Services to make SEAS the world leader in usage of AWS Cloud computing in the classroom
    • No cost to SEAS
    • AWS provided engineers, infrastructure, and computing credits
    • Pioneered collaborative cloud computing infrastructure
    • Created first elastic implementation of JupyterHub currently being adopted at UC Berkeley, Cornell, and Yale
  • The first school to move all infrastructure to the Cloud
    • Realized $1.6M/year ongoing savings compared to original costs, while expanding services
    • Enabled security and compliance auditing previously not possible
    • Significantly increase infrastructure reliability by one order of magnitude (1.4×10-2 to 2.1×10-3 for downtime risk)
    • Increased data durability from approximately 99.5% to 99.92% (99.9999999% or “10 nines” for fully cloud-based storage)
    • Renegotiated all computing and IT contracts (hardware, software, and services) resulting in an average of 16% savings across all IT spend
  • Enterprise Systems Mergers and Rollouts (with reduced spending every year, year over year)
    • Merged 7 emails systems into the two university-wide Google Education and Office365 systems.
    • Merged two active directories and one LDAP server into one university-wide single AD
    • Merged two legacy SharePoint servers and multiple SMB file servers into Office365 OneDrive
    • Moved multiple SMB file servers and Google Drive for Education
    • Rolled out two-factor authentication
    • Rolled out CrowdStrike, BitLocker, AirWatch, and Bit9 for security
Note: retrospective report available in redacted format upon request.

Chair, IT Steering Committee2013 - 2017

As the STEM school of Harvard University, the School of Engineering and Applied Sciences presented both the challenges and opportunities of serving and engaging world-leaders in computer science and electrical engineering. The IT Steering committee was devised from inception to provide reasonable guidance and oversight of all computing related activities at the nascent school. With the understanding that, although desirable, unanimity could not be a requirement in decision making, I was able to affect enormous changes in a short period of time with surprisingly high levels of community satisfaction thanks in part to the constant, close engagement of faculty members on the IT Steering Committee.

Faculty of Arts and Sciences Head of Neuroinformatics2007 - 2013

Much of my time as Head of Neuroinformatics was concurrent to my role as Director of Clinical Research Informatics at MGH. As Head of Neuroinformatics, I created and directed the groups responsible for the architecture, implementation, and support of the computational infrastructure supporting over 26 Harvard faculty, over 200 active clinical and non-clinical researchers, and over 60 major projects.
Select accomplishments include:
  • Accomplished objectives of the US Presidential “Functional” Human Connectome Project for 90% less than projected ($30M vs. $2.7M) and with 4,600 high-resolution human subject scans (2,000 original targets).
  • Took a non-existent group, with no formal neuroscience training, to an internationally recognized leader in neuroinformatics, while keeping the group to 1/10 the size of our most significant competitor (WUSTL).
  • Created automated scientific pipelines adopted across multiple universities and dozens of research hospitals nationally and internationally.
  • Partnered closely with world-leading faculty in neuroscience eventually having almost all faculty use the high-performance automated processing pipelines and tools.
  • Increased the reliability, usability, and reproducibility of raw acquired neuroimaging data resulting in a reduction from approximately 23% to 4% “unusable” or “noisy” scans.
  • Architected and prototyped high-performance computing infrastructure later adopted broadly by Partner’s Healthcare hospitals and Harvard University Faculty of Arts and Sciences. Several researchers at other universities including UC Berkley, Yale, MIT, Tufts, and Univeristy of Virginia also adopted several of our tools and methodologies. This included the encapsulation of “pipeline modules” into light-weight portable virtual machines that functioned much like cloud containers prior to their invention.

Initiative in Innovative Computing Project Manager (Neuroinformatics IIC Project)2006 - 2007

Co-Creator of the interdisciplinary Neuroinformatics project which eventually became the Neuroinformatics Research Group at Harvard. Harvard's short-lived but exciting “Initiative in Innovative Computing” was a platform to launch new initiatives at Harvard across interdisciplinary fields. I, along with two others, submitted a proposal to create an infrastructure and coding platform to allow the still relatively emergent field of neuroinformatics to leverage advances from many different fields from IT to radio astronomy to further our understanding of the human brain.

Fariel, LLC (Boston, MA)2003 - Present

Strategic Consultant, Managing Partner2017 - Present

Independent strategic consultant helping higher education, private sector, and public sector organizations maximize value in information technology, data science, and computational resources. Organizational behavior and human interactions are always an extraordinarily important component of all successful digital transformation. From helping startups and investors to board members and CXOs of Fortune® 1000 companies understand if they are getting the most from data science, computing, and information technology.
  • AI, ML, and Data Science vs. traditional IT and BI
    When and how to use them effectively to drive value for the business.
  • Strategic Planning
    Creation of comprehensive “Living” Strategic Plans with tangible KPIs and Mission, Vision, Values statements.
  • Data Science
    Creation world-class Data Science Groups through the use of lower risk agile, rapid development, high performance “fail fast, fail cheap” methodologies that maximize value and demonstrate early ROI. By employing “start small, move fast” paradigms, investment risks are low and ROIs are maximized.
  • Organizational Turn-Around
    Taking underperforming technical groups and increasing performance, re-engagement, talent acquisition.
  • Organizational behavior
    Creating an overperforming environment requires a balance across (a) psychological engagement at all levels, (b) social engineering with the right mix of accountability and enablement, (c) agile and adaptive rather than reactive resource allocation, (d) and a strong sense of purpose.
  • Value Demonstration
    Providing meaningful KPIs able to demonstrate value. Evaluation of organizational performance, including SWOT and competitive analysis.
  • Investment Stewardship
    Asset allocation with total cost of ownership and operation.
  • Research in Higher Education Consulting:
    • Leveraging IT and research computing to increase grant funding opportunities and proposal acceptance rates.
    • Managing KPIs and calculating institutional value for IT and computing investments and expenditures for evaluating business, research, and pedagogical outcomes.
    • Helping to acquire novel funding revenue streams through non-traditional funding opportunities.
    • Capital Campaigns: Navigating the increased importance of technology in capital campaigns as both an enabler and optimizer of campaign strategy as well as an attractor for campaign contributions.

Founder, Strategic Consultant, Managing Partner2003 - 2008

Founded and managed a successful boutique consulting business specializing in the addressing pressing IT needs of growing biotech, pharmaceutical, and life sciences research institutions with specific concentrations in healthcare regulated data management as well as software architecture, development, deployment, and implementation. Consulted as software and systems architect on various innovative scientific collaboration projects (e.g., Semantic Web Applications in Neuroscience, AlzForum). Specialized in “data turnaround” – helping organizations and projects that failed audits or had significant IT issues rapidly reach data integrity and usability (DoD and FDA filings and audits, HIPAA and 21 CFR Part 11 compliance, audit trail recreation and the ability to publish or go to market). When I joined Harvard full-time in a dual appointment role, I sold most of the assets and wound-down the business which I would later restart.

SmartPoints™ Technology, Inc. (Stow, MA)2017 - 2019

Board Member (Technology Advisory Board)2017 - 2019

As a member of the technology advisory board, I, and other board members, are responsible for guiding the applications of the technology stack as the SmartPoints™ family of companies goes to market.

SmartPoints™ Medical, Inc. Chief Information & Technology Officer2017 - 2019

My role as Chief Information and Technology Officer at SmartPoints™ IoT, Inc, the majority owned subsidiary of SmartPoints™ Technology, Inc., was identical to that for SmartPoints™ Medical, Inc. Please refer there for more information.

SmartPoints™ IoT, Inc. Chief Information & Technology Officer2017 - 2019

As Chief Information and Technology Officer, I was brought in to energize and turn around a small family of companies with otherwise promising technology stack while contributing some if my own intellectual property. SmartPoints™ Medical, Inc. (SPM) and SmartPoints™ IoT, Inc. (SPIoT) are independent spinoffs of SmartPoints™ Technology, Inc. (SPT) on whose board of advisors I sit and whose technology stack is innovating in the information security space. At SPM and SPIoT I was brought in to accelerate the proof-of-concept and proof-of-market phases of products while contributing to and developing IP. We are bringing SmartNode – a self-contained and self-configurable microdevice that secures medical devices and infrastructure IoT devices and removes the need for DMZs or the need for other promiscuous firewall rules to comply with manufacturer “phone home” service requirements – to market. I have managed to move a very broad but stalled 9-year-old technology to a functional prototype targeting specific sectors and issues. We are now likely to finalize the first tranche of a full “series A” financing in Q2 of 2019, after which I hope to return back to primarily an advisory role relinquishing day-to-day oversight. Although I believe in the product and the company, my interest lie in higher education more than in the private sector.

University of Rhode Island (Kingston, RI)2018 - 2018

Chief Information Officer (Interim / Transitional)2018 - 2018

Due to my reputation for turning around groups and helping institutions improve service, the University Provost asked me to take over as interim Chief Information Officer during a challenging time in between CIOs and interim CIOs. Although I did not apply for the permanent position, I grew very fond o the URI community. In my first four months, I made significant strides in turning around an IT organization of over 120 that had heretofore been viewed less than favorably by the community. Laying the groundwork for re-engaging and working closely with approximately 80 additional staff in “shadow IT” roles to collaboratively provide best in class services to everyone on campus, from bleeding edge researchers in machine learning and artificial intelligence to process improvements for administration. I laid the foundation of the future IT and computing organizations needed to serve the newest wave of technologically hungry research faculty, staff, and students (more than 40% of faculty had been hired in less than the previous 10 years). In addition to helping set the foundation for the Big Data Initiative and the future Data Science Institute, I worked closely with leadership of the IT Governance Board, the Provost, the VP of Administration and Finance, the President’s Council, and members of the Council of Deans (the deans of all of the colleges). Having helped find and hire an exceptional permanent candidate, I was further asked to stay on an additional two months to help with the transition and count the leadership team among my strong references. During the latter transition, I advised on all matters and oversaw the largest portion of the organization which included applications, infrastructure, and operations as well as implemented change management, infrastructure planning, a go-to-Cloud strategy, and began the conversion to a customer-service based culture. With the help of the Dean of Libraries and the former Chair of the Computer Science Department, we outlined the business plan and proposal for a Data Science Institute with key faculty members in statistics, computer science, oceanography, public health, nursing, and others.
Other accomplishments include:
  • Implemented a cultural transformation plan for the IT organization.
  • Devised and implemented a change management plan.
  • Instituted first IT professional development and mentoring plan and made it a priority tracked at the leadership level.
  • Architected multi-Cloud solution (Oracle and Azure) to maximize cost-effectiveness, minimize time, and implement BCDR.
  • Undertook a complete security and privacy audit of systems and implemented a plan for mitigating issues and risks (many examples available).
  • Deployed a NIST 800-171 compliant research environment within five weeks in collaboration with UCSD’s Sherlock to mitigate serious institutional risk and enable $5.2M of DoD grants to be released.

Member, Council of Deans2018 - 2018

The University of Rhode Island Council of Deans was the governing body for the state’s flagship university. As members, we were responsible for providing guidance and oversight of the University-wide budget of over $250M, tuition changes, resource allocation, school and institute creation, campus improvements, capital campaign support, interdisciplinary degree creation, and on-line degree strategies.

Co-Chair, IT Governance Committee (Ex Ufficio)2018 - 2018

Along with the Dean of Libraries and with the President of the Faculty Union, and representatives from the Student Union, the IT Governance Committee was responsible for the proper stewardship of the comprehensive IT Strategic Plan. As with all institutions, it is not possible to allocate sufficient resources to accomplish all things. The ITGC provided a point of contact for the community and an organization to help weigh and guide the University through the often-tremulous cost-benefit-risk analysis that needs to be done in order to ensure which endeavors to pursue and when.

Massachussetts General Hospital (Boston, MA) Director of Clinical Research Informatics2011 - 2014

Harvard asked me to take on additional roles at the Harvard Medical School affiliated Massachusetts General Hospital (MGH) in a 60%/40% split (Harvard/MGH respectively) during which I managed the high-performance computing and clinical research informatics at the MGH/HTS Athinoula A. Martinos Center for Biomedical Imaging as well as the Psychiatry and Neuroscience departments. Serving over 1,114 active clinicians and researchers across a half-dozen campus locations, we deployed a multi-petabyte extreme performance computing infrastructure with over 2,000 nodes with over 8,000 CPU and 80,000 GPU cores enabling the computing required for the Human Connectome Project from the functional MRI to sub-nanometer transmission electron microscopy resolution. The algorithms, services, and infrastructure enabled best-in-class bleeding-edge research in medical imaging including fictional connectivity, tractography (e.g., diffusion imaging), and machine-learning image recognition.

Balestriere-Lanza, PLLC (New York, NY) Chief Technology Officer2004 - 2007

As the Chief Technology Officer of a rapidly growing securities defense and litigation firm, I:
  • Architected the entire IT infrastructure and software solution including online presence and tools.
  • Provided a full plan for migration to full self-sustenance.
  • Provided litigation strategy consulting including e-discovery, regulatory defense with respect to infrastructure and electronic records, information investigations, and cyber forensics.
  • Taught ABA accepted continuing legal education (CLE) courses for attorneys in the fields of information technology.

Takeda Oncology, Inc. (Cambridge, MA)1999 - 2005

Technical Lead, Global Pharmacovigilence2002 - 2005

Headed project for the implementation of the global regulatory compliance infrastructure including the adverse event tracking systems for both patient safety and FDA (e.g., 21 CFR Part 11), EMEA and MHLW regulatory compliance requirements. Millennium had just acquired Velcade, an extraordinarily important novel drug to combat multiple myeloma, a rare but extremely aggressive cancer, but regulations had just been changed and recommendations were not yet available from the global regulatory agencies. Since Millennium had purchased Velcade from ProScript, we had to integrate the adverse event reporting systems and the clinical databases before going to market. Millennium risked losing up to $3M a week if unable to launch globally. Working directly with regulators, I was able to come up with a method to re-validate adverse event reporting data on-the-fly while integrating, using random statistical sampling to ensure that we had 99.99% confidence that the data were identical to the paper data and ensuring 100% data integrity from one system to another. We estimated that this resulted in up to 10 week faster to-market capabilities, approximately 400 additional lives extended or saved, and a net savings of over $30M.

Manager Bioinformatics Systems Administration Group2000 - 2002

Created and managed the Bioinformatics Systems Administration group responsible for genomic sequencing and supporting 150+ scientists and effectively reduced costs and downtime. Designed, developed, tested and deployed a variety of genetic analysis and computational biology applications and support tools using a wide range of state-of-the-art technologies. Re-architected and managed the (Automated) Patenting System Project including system and software design for the intellectual property legal department working directly with Lead Counsel. Architected the genomics analysis workbench and gene explorer applications used to identify novel genes, genetic variants, and inter-species homologues.

Software Engineer1999 - 2000

Initially hired as a software engineer in the Quality Assurance group at what was then Millennium, I accelerated the gene sequence assembly pipeline by over 300%, reduced down-time by more than 60%, and went from no prior testing and not plan for Y2K to complete Y2K compliance on over 300,000 lines of in-house code in under 6 months, saving over $12M in potential licensing penalties. I was soon promoted to additional responsibilities.

AdServius, LLC (Madison, WI) Board Member (Board of Directors)1997 - 2001

Member of the board of a start-up centered on “Search Engine Optimization” and on-line advertising whose exit-strategy of selling it's clients and intellectual property were successfully executed.

Clotho Advanced Media, Inc. (Madison, WI) Founder, Managing Partner1996 - 1999

Founded, grew, and later sold an Internet consulting startup from a two-person LLP with $500 in assets to a corporation of 14 employees and over $3.7M in revenue in under three years. Created one of the first online application processes for the largest technical college system in the United States (Wisconsin Technical College System online application system). Created complex, interactive web-based front-end and back-end solutions for large companies such as Pleasant Co., Mattel, Oscar Mayer, Rayovac, and others.

University of Wisconsin, Madison (Madison, WI)1991 - 1996

Faculty of Arts and Sciences, Computer Science Department Teaching Assistant / Teaching Staff1994 - 1996

Began assisting teaching in introductory courses in computer science (Pascal, C) and was promoted prior to receiving my bachelor’s degree to teaching staff enabling me to teach without more senior individuals present. I was solely responsible for multiple lectures and labs for the introduction to computer science offerings in the Computer Science department.

Division of Information Technology Founding Group Lead (Systems Engineering Group)1993 - 1996

After spending a little less than a year in UW-Madison’s fabled Micro Information Center (MIC), I co-founded and lead the campus-wide Systems Engineering Group responsible for 3rd tier support and advanced projects for Windows, Macintosh (Apple), AIX and Solaris with a support user base over 40,000 students, staff, faculty, and affiliates. The group persisted through the creation of the Division of Information Technology (DoIT) and played essential roles in the rollout of the campus-wide Internet and other services. Other highlights include:
  • Created computational environments and tools, the first distance learning applications on campus, and other computer science-related teaching tools for the Departments of chemistry, molecular biology, and psychology.
  • Consistently maintained one of the highest customer satisfaction ratios for any support sub-group.
  • Provided training for campus-wide help desk managers and associates alike, created standard operating procedures for all campus computer labs, and help-desk points of contact.
  • Responsible for Solaris, NeXT, and Windows NT rollout and testing and managed the University-wide Solaris Scholar Pack program and Windows NT beta-testing program.

Micro Information Center Support Engineer1991 - 1993

Hired as student help in the fabled University of Wisconsin “Micro Information Center”, a place where students, staff, faculty, and affiliates could go to get support help, purchase computer equipment, use the computer labs and high performance computers (Cray systems and VAX cluster), I was promoted to a more permanent position in under a year.

Education

Bachelors (B.Sc.) in Molecular Biology University of Wisconsin, Madison1996
Masters (ALM) in Management of Information Systems Harvard University2013

Spoken Languages

English (Fluent) Italian (Fluent) French (Fluent) German (Basic) Polish (Basic)

Professional Memberships

Coalition for Academic and Scientific Computation (Annapolis, MD) Member2013 - Present

IEEE (Wakefield, MA)2007 - Present

IEEE Computer Intelligence Member2011 - Present

IEEE Computer Member2007 - Present

IEEE Engineering in Medicine and Biology Member2007 - Present

13th Annual International Conference on Cognitive Informatics Co-Chair2013 - 2013

American Association for the Advancement of Science (Washington, DC) Member1999 - Present

Teaching Experience

Building the Brain: A Survey of Artificial Intelligence. Graduate & Undergraduate; Harvard University2016 - 2019
Demystifying Artificial Intelligence. Professional Training Course; Association for Financial Professionals2018
Becoming a Trusted Advisor (Harvard IT Academy). Certificate Program; Harvard University2016 - 2017
Effecting Digital Transformation. Professional Training Course; Evanta CIO Summit Series2015
How to Talk to Leadership. Professional Training Course; Boston CIO Executive Summit2014
CBSCentral & XNAT: Using neuroimaging data in research. Faculty & Researcher Training; Harvard University2008 - 2012
Using the HPC & Parallel Computing Infrastructure. Faculty & Researcher Training; Harvard University2008 - 2012
NiPype, Neuroinfo Toolkit, and PsychoPy. Faculty & Researcher Training; Harvard University2008 - 2012
GNU/Linux: Tips and tricks to automating analyses. Faculty & Researcher Training; Harvard University2007 - 2010
Neuroimaging Databases. Faculty & Researcher Training; Harvard University2009
e-Discovery for Litigation. CLE; ABA & NYB CLE Through Fariel2005
Internet, Web, e-Marketing, and Search Optimization for Attorneys. CLE; ABA & NYB CLE Through Fariel2004
Intro to Computer Science (now COMP SCI 200) as TA. Undergraduate; University of Wisconsin, Madison1994 - 1996
Introduction UNIX (NeXT, Solaris & AIX). Mini Course; University of Wisconsin, Madison1993 - 1995
Introduction to Email, the World Wide Web, and HTML. Mini Course; University of Wisconsin, Madison1992 - 1994

Citizenship, Philanthropy, & Interests

The Jimmy Fund (Supporter)2007 - Present
Saint Jude Children's Research Hospital (Supporter)2003 - Present
National Public Radio (Supporter)2000 - Present
Harvard Yard Child Care Center (President)2010 - 2012
Harvard Yard Child Care Center (Board Member)2009 - 2010
Newport Road Condominium Trust (President)2006 - 2008
Horizons for Homeless Children (Volunteer)2000 - 2006

Peer Reviewed Publications

Holmes, A.J., Hollinshead, M.O., O'Keefe, T.M., Petrov, V.I., Fariello, G.R., Wald, L.L., Fischl, B.R., Rosen, B.R., Mair, R.W., Roffman, J.L., Smoller, J.W., Buckner, R.L. Brain Genomics Superstruct Project initial data release with structural, functional, and behavioral measures. Nature Scientific Data. Volume 2 (2015-07-07).
Wang, Y., Fariello, G.R., Gavrilova, M.L., Kinsner, W., Mizoguchi, F., Patel, S., Patel, D., Pelayo, F.L., Raskin, V., Shell, D.F., Tsumoto, S. Perspectives on cognitive computers and knowledge processors. International Journal of Cognitive Informatics and Natural Intelligence (IJCINI). Volume 7 Issue 3 pp 1-24 (2013).
Fariello, G.R. Brain dump: How publicly available fMRI can help inform neuronal network architecture. IEEE Explore. 12th International Conference on Cognitive Informatics and Cognitive Computing. (2013-07-16).
Wang, Y., Fariello, G.R. On neuroinformatics: Mathematical models of neuroscience and neurocomputing. Journal of Advanced Mathematics and Applications. Volume 1 Issue 2 pp 2006-2007 (2012-12-01).
O'Keefe, T.M., Petrov, V.I., Fariello, G.R., Holmes, A.J., Buckner, R.L. The Informatics Backbone of the Brain Genomics Superstruct Project Open Data Release. Frontiers in Neuroinformatics. 5th Annual INCF Conference - Neuroinformatics 2012. (2012-09-11).
Fariello, G.R., Petrov, V.I., O'Keefe, T.M., Coombs, G., Buckner, R.L. Automated Functional MRI Quality Assessment Frontiers in Neuroinformatics. 5th Annual INCF Conference - Neuroinformatics 2012. (2012-09-11).
O'Keefe, T.M., Petrov, V.I., Buckner, R.L., Fariello, G.R. A Neuroinformatics Framework For Linking Genetic and Neuroimaging Data. (2011).
Buckner, R.L., Hollinshead, M.O., Holmes, A.J., Brohawn, D.G., Fagerness, J.A., O'Keefe, T.M., Petrov, V.I., Fariello, G.R., Bakst, L., Rubenstein, S., Benner, T., Sorensen, G., Rosen, B.R., Smoller, J.W., Roffman, J.L. The Brain Genomics SuperStruct Project. The 2011 Society for Neuroscience Conference. (2011-11-14).

Other Media & Publications

Fariello, G.R. The Perils of Big Data: Digital Prejudice. Boston Data Innovation Summit 2018. (2018-09-11).
Fariello, G.R., Pham, K., Canca, C., Mueller, S. Is the Biggest Challenge Facing AI an Ethical One? ReWork Deep Learning Summit. (2018-05-24).
Fariello, G.R. Recognition is not a Zero Sum Game. LinkedIn Pulse. (2018-05-18).
Links to other (perhaps more current) versions: Gabriele Fariello's CV @ Harvard Gabriele Fariello's CV @ Fariel