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Gabriele Fariello
Portrait of Gabriele Fariello
Gabriele Fariello's Signature

Gabriele (Gabriel) Fariello

Strategic Leadership for Information Technology, Data Science, and ML/AI within
Biotech, Pharmaceutical, Healthcare, & Higher Education Sectors

Results-based IT and computing executive with extensive experience increasing productivity, profitability, and engagement of organizations through strategic leadership and tactical understanding. Possessing a deep understanding of technology and an ability to direct and lead all facets of data science, research computing, and information technology management services. An agile critical thinker with the ability to recruit, mentor, and retain top talent in complex cross-functional teams. Experienced in cloud migration, security, software engineering & architecture, and ERP Systems with an uncanny ability to transform underperforming groups into outperforming groups. Skilled at recognizing areas of opportunity and improvement while creating and executing strategic plans to maximize return on investments. A comprehensive, interactive CV is available at https://fariel.com/gabriele.fariello/cv

Select Role Highlights

  • Strategic Consultant in IT, ML/AI, Data Science, and Organizational Behavior, Fariel Consulting
  • Sr. Advisor (Consultant), US FDA (Center for Device and Radiological Health)
  • CIO & Asst. Dean for Computing, Harvard University (Engineering School)
  • CIO (Interim / Transitional), The University of Rhode Island
  • CIO & CTO, SmartPoints Medical, Inc.
  • Instructor in ML and AI, Harvard University
  • Head of Neuroinformatics, Harvard University
  • Director of Clinical Research informatics, Massachusetts General Hospital
  • Member of Board of Directors & Technology Advisory Boards

Select Skills 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
  • Performance Improvement

Value-Based Resource Allocation

  • Needs & Fit-Gap Analysis
  • Maximization of ROI
  • Agile Methodologies (Scrum & Kanban)

ERP Systems

  • Financial, HR, Student
  • LIMS, ELN, Lab Automation
  • Business Intelligence

High-Performance Computing

Cloud Migration & Security

MLOps & DevOps

Change Management

Customer-Focus Development

  • User-Experience
  • Accessibility

Cyber / Information Security

Business Continuity & Disaster Recovery

Data Science including:

  • Statistics & Probability
  • 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

Select Achievements

  • Created multiple leading computational science and computing groups at top tier organizations widely recognized in their respective fields including value-driven usage of machine learning, artificial intelligence, and data science.
  • Reduced total IT costs by 27% at Harvard's Engineering School while increasing resources, reliability, and community satisfaction with services. Redacted report available upon request
  • Revitalized IT organization for a university and moved many services to the Cloud (without staff who had Cloud experience) without the need for additional funds (~30% savings in costs and 40% savings in time compared to original estimates).
  • Turned around multiple underperforming IT and computing organizations including creating widely-recognized computing groups in healthcare, research, and education.
  • Co-lead efforts in diversity and inclusion, retention, and recruiting across Harvard University technology-focused positions overseeing real progress in diversity and retention.
  • Managed scientific discovery services support organization (~$375M in licensing) at Millennium Pharmaceuticals, realized ~$30M in increased bottom-line.
  • Founded successful organizations and businesses, helped multiple technology leaders realize increased productivity, reduced costs, and increased userbase usage.
  • Pioneered best-in-class security and privacy implementations, deployments, and intellectual property.

Professional Experience

University of Rhode Island Logo University of Rhode Island (Kingston, RI) Interim Chief Information Officer 2024 - Present

I am humbled that the University of Rhode Island has once again entrusted me with the role of Interim Chief Information Officer, offering me the opportunity to build upon the foundational work initiated during my previous tenure. I am excited to drive further transformations by implementing essential training in project management, organizational change management, and modern software and service development lifecycle approaches. This period of transformation presents a valuable opportunity to strengthen relationships with faculty, staff, and students, fostering a collaborative environment that enhances our collective success. By empowering the IT staff with professional development and growth opportunities, we are setting a course towards a more dynamic and responsive IT department, fully aligned with the University President’s Strategic Plan and committed to advancing its mission through innovative technology and people solutions.

Fariel Consulting Logo Fariel Consulting (Boston, MA) 2003 - Present

Strategic Consultant 2017 - Present

Independent strategic consultant helping biotech, pharma, healthcare, and higher education organizations in the private and public sectors effectively leverage information technology, data science, and computational resources. Organizational behavior and human interactions are always an extraordinarily important component of any successful digital transformation. With decades of experience helping established world-class organizations to startups and investors to board members and CXOs of Fortune® 1000 companies, I ensure that my clients are getting the most from data science, computing, and information technology investments and that their strategic approaches are robust and fruitful.
  • 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 the 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 the institutional value for IT and computing investments and expenditures for evaluating the 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 Partner 2003 - 2008

Founded a successful boutique consulting business specializing in addressing pressing IT needs of growing biotech, pharmaceutical, life sciences and research higher education organizations 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 (BD due diligence audits, 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).

Harvard University Logo Harvard University (Cambridge, MA) 2006 - 2020

Instructor in Machine Learning and Artificial Intelligence 2016 - 2020

Created Harvard's first survey course on the history and current state of machine learning and artificial intelligence. Students learned using lectures, readings, flipped-classroom exercises, collaborative on-line coding (e.g., using Jupyter Notebooks and Google Colab) and some hands-on extracurricular activities and projects. Each semester required updating approximately one-third of lecture slides and supplemental materials. As a higher-level course suitable for non-CS students as well, we covered neuroanatomy, neurophysiology, machine learning, data science, many neural networks, general artificial intelligence and many of the socioeconomic, ethical, legal, and political topics surrounding data science and AI. Worked on a technology leadership and entrepreneurship certificate program with colleagues in the Boston technology sector (including the vibrant venture capital sector) and at the Division of Continuing Education (Extension School).

Researcher (Affiliate) 2014 - 2019

Continued to advise and collaborate with colleagues and peers at the university as a researcher. Along with the instructor's appointment, was able to continue doing research projects while pursuing other endeavors. Research interests include information technology leadership, data science applied to social media, and the application of computer science, visualization, and data science in biotech, pharma, healthcare, and higher education sectors.

Co-Chair, University IT Talent Acquisition, Diversity, and Retention Committee 2016 - 2017

Co-founded and Co-Chaired the Harvard University IT Talent Acquisition, Diversity, and Retention Committee. Focused on building and maintaining strong talent pipelines that increased diversity as well as devised methods to engage, grow, and retain existing exceptional talent. 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 was not only a moral imperative but a survival and value-proposition strategy. Developed strategies for attracting and retaining exceptional talent as an essential competitive strategy.

CIO Sponsor & Committee Chair, University Access to Institutional Data Strategic Initiative 2015 - 2017

At the request of the University Vice President and CIO, lead the initiative. 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. The committee set forth a specific strategy and stated goals to permit increased 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 Initiative 2015 - 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, 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 Officio) 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 Committee 2013 - 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 of Arts and Sciences, the Faculty of Arts and Sciences, and the University Library System, was responsible for providing oversight and guidance for many of the University's strategic plans and initiatives concerning information technology and computing. 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 centralized procurement system with searchable contracts and agreements.
  • Created and deployed the “PI Dashboard” (a sophisticated financial visualization and analyais tool for faculty) to the entire 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 Sciences Logo School of Engineering and Applied Sciences 2013 - 2017

Inaugural Asst. Dean for Computing & CIO 2013 - 2017

Turned around a number of struggling IT and computing groups at the then nascent independent engineering school which had had a half-dozen people head some incarnation of the IT and Computing groups in the prior five years. Implemented accelerated transformational change in all aspects of IT and computing. Within three years, rebuilt the IT infrastructure and computing group while merging most commodity services collaboratively with Harvard University’s central IT organization (HUIT). I created a highly regarded team and modern Cloud hybrid infrastructure and services organization. Decommissioned and merged multiple high-performance compute clusters into the Massachusetts Green High-Performance Computing Center to create the 5th largest higher education compute cluster in the world.
Select accomplishments include: (Note: retrospective report available in redacted format upon request)
  • 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 spending for IT and computing 31%.
    • 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 computing power available to faculty, researchers, and students by 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 increased 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% (99.99999999% 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 email 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.

Chair, IT Steering Committee 2013 - 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.

Massachusetts General Hospital Logo Massachusetts General Hospital (Boston, MA) Director of Clinical Research Informatics 2011 - 2014

Led clinical research informatics effort at the Harvard Medical School affiliated Massachusetts General Hospital (MGH) in a 60%/40% split (Harvard/MGH respectively). Managed 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. Served over 1,104 active clinicians and researchers across a half-dozen campus locations. Deployed a multi-petabyte extreme performance computing infrastructure with over 2,000 nodes and over 8,000 CPU and 80,000 GPU CUDA 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.

Faculty of Arts and Sciences Logo Faculty of Arts and Sciences Head of Neuroinformatics 2007 - 2013

With considerable overlap with the role as Director of Clinical Research Informatics at MGH, 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 the University 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 Logo 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.

SmartPoints™ Technology, Inc. Logo SmartPoints™ Technology, Inc. (Stow, MA) 2017 - 2020

Board Member (Technology Advisory Board) 2017 - 2020

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. Logo SmartPoints™ Medical, Inc. Chief Information & Technology Officer 2017 - 2020

As Chief Information and Technology Officer, energized and turned around a small, but stalled, family of companies with otherwise promising technology stack while contributing novel intellectual property. SmartPoints™ Medical, Inc. (SPM) and SmartPoints™ IoT, Inc. (SPIoT) are independent spinoffs of SmartPoints™ Technology, Inc. (SPT) whose technology stack is innovating in the information security space. At SPM and SPIoT, accelerated the proof-of-concept and proof-of-market phases of products. Brought 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. Moved robust but stalled 9-year-old technology to a functional prototype targeting specific sectors and issues. Readied companies for first tranche of “series A” financing.

SmartPoints™ IoT, Inc. Logo SmartPoints™ IoT, Inc. Chief Information & Technology Officer 2017 - 2020

Led SmartPoints™ IoT, Inc. engineering and technology, the majority-owned subsidiary of SmartPoints™ Technology, Inc., in the same manner as for SmartPoints™ Medical, Inc. Please refer there for more information.

University of Rhode Island Logo University of Rhode Island (Kingston, RI) Chief Information Officer (Interim / Transitional) 2018 - 2018

Appointed by the University to serve as the transitional interim Chief Information Officer during a period of leadership transition, I led transformative initiatives that significantly enhanced IT service delivery, transparency, and operational efficiency. My efforts included fostering greater collaboration with the community and distributed IT roles, enriching support for advanced research in fields such as machine learning and artificial intelligence, and optimizing support for legacy ERP systems. I established a strong foundation for future IT and computing initiatives tailored to the needs of our rapidly evolving academic community. I worked closely with university leadership, including the President, Provost, Vice President for Administration and Finance, and Council of Deans, to align projects with the university's strategic goals. In addition to onboarding a permanent CIO, I extended my role to ensure a seamless leadership transition and to foster a customer-service-oriented culture within IT services. My strategic management covered all aspects of IT, including applications, infrastructure, and operations, with a focus on proactive change management and a cloud-first strategy. I also collaborated with faculty in diverse disciplines to craft a comprehensive approach to inclusive decision making and rapid innovation positioning the university for future success.
Other accomplishments include:
  • Initiated a roadmap to enhance the workplace culture within the IT department.
  • Developed and put into action a plan to manage significant changes in our IT processes and systems.
  • Established the first professional development and mentoring program for IT staff, including securing significant funding for training and upskilling staff in modern methodologies.
  • Designed a dual-system cloud solution using Oracle and Azure technologies to improve cost efficiency, reduce processing time, and strengthen our disaster recovery capabilities.
  • Conducted an audit of our security and privacy safeguards and initiated strategies to address any vulnerabilities identified.
  • Successfully set up a secure research environment in just five weeks. This project was critical in enabling the release of $5.2 million in Department of Defense grants.

Balestriere-Lanza, PLLC Logo Balestriere-Lanza, PLLC (New York, NY) Chief Technology Officer 2004 - 2007

As the Chief Technology Officer of a rapidly growing securities defense and litigation firm:
  • 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. Logo Takeda Oncology, Inc. (Cambridge, MA) 1999 - 2003

Technical Lead, Global Pharmacovigilance 2002 - 2003

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 (now EMA) 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, 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 a 10 to 24 week acceleration of the to-market capabilities, approximately 400 additional lives extended or saved, and a net bottom-line increase of well over $30M.

Manager Bioinformatics Systems Administration Group 2000 - 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 cross-species homologs.

Software Engineer 1999 - 2000

Initially hired as a software engineer in the Quality Assurance group at what was then Millennium, accelerated the gene sequence assembly pipeline by over 300%, reduced down-time by more than 60%, and went from no prior testing and no 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. Quicly promoted to additional responsibilities.

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

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

Clotho Advanced Media, Inc. Logo Clotho Advanced Media, Inc. (Madison, WI) Founder, Managing Partner 1996 - 1999

Founded, grew, and later sold an interactive media development company (interactive websites before most JavaScript libraries existed) 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 American Girl Magazine, Pleasant Co., Mattel, Oscar Mayer, Rayovac, and others.

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

Faculty of Arts and Sciences, Computer Science Department Teaching Assistant / Teaching Staff 1994 - 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), co-founded and lead the campus-wide Systems Engineering Group responsible for higher-level 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 Engineer 1991 - 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). Was promoted to a more permanent position in under a year.


The University of Wisconsin, Madison Logo Bachelors (B.Sc.) in Molecular Biology ; The University of Wisconsin, Madison 1996
Harvard University Logo Masters (MLA) in Information Systems Management ; Harvard University, (DCE) 2013
Kozminski University Logo Ph.D. in Sociology ; Kozminski University 2024 (expected)

Professional Memberships

Coalition for Academic and Scientific Computation Logo Coalition for Academic and Scientific Computation (Annapolis, MD) Member 2013 - Present

IEEE Logo IEEE (Wakefield, MA) 2007 - Present

IEEE Computer Intelligence Logo IEEE Computer Intelligence Member 2011 - Present

IEEE Computer Logo IEEE Computer Member 2007 - Present

IEEE Engineering in Medicine and Biology Logo IEEE Engineering in Medicine and Biology Member 2007 - Present

13<sup>th</sup> Annual International Conference on Cognitive Informatics Logo 13th Annual International Conference on Cognitive Informatics Co-Chair 2013 - 2013

American Association for the Advancement of Science Logo American Association for the Advancement of Science (Washington, DC) Member 1999 - Present

Select Teaching Experience

Building the Brain: A Survey of Artificial Intelligence. Graduate & Undergraduate; Harvard University 2016 - 2019
Demystifying Artificial Intelligence. Professional Training Course; Association for Financial Professionals 2018
Becoming a Trusted Advisor (Harvard IT Academy). Certificate Program; Harvard University 2016 - 2017
Effecting Digital Transformation. Professional Training Course; Evanta CIO Summit Series 2015
How to Talk to Leadership. Professional Training Course; Boston CIO Executive Summit 2014
CBSCentral & XNAT: Using neuroimaging data in research. Faculty & Researcher Training; Harvard University 2008 - 2012
Using the HPC & Parallel Computing Infrastructure. Faculty & Researcher Training; Harvard University 2008 - 2012
NiPype, Neuroinfo Toolkit, and PsychoPy. Faculty & Researcher Training; Harvard University 2008 - 2012
GNU/Linux: Tips and tricks to automating analyses. Faculty & Researcher Training; Harvard University 2007 - 2010
Neuroimaging Databases. Faculty & Researcher Training; Harvard University 2009
e-Discovery for Litigation. CLE; ABA & NYB CLE Through Fariel 2005
Internet, Web, e-Marketing, and Search Optimization for Attorneys. CLE; ABA & NYB CLE Through Fariel 2004
Intro to Computer Science (now COMP SCI 200) as TA. Undergraduate; The University of Wisconsin, Madison 1994 - 1996
Introduction UNIX (NeXT, Solaris & AIX). Mini Course; The University of Wisconsin, Madison 1993 - 1995
Introduction to Email, the World Wide Web, and HTML. Mini Course; The University of Wisconsin, Madison 1992 - 1994

Select Citizenship, Philanthropy, & Interests

Select Peer-Reviewed Publications

Fariello, G., Jemielniak, D., & Sulkowski, A. Does Godwin’s law (rule of Nazi analogies) apply in observable reality? An empirical study of selected words in 199 million Reddit posts. New Media & Society. 14614448211062070 (2021-12-07).
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).

Select 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).

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