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Wrong Matthew Beck?

Matthew D. Beck

Vice President, Marketing Solution Consulting


HQ Phone:  (408) 535-1500

Direct Phone: (612) ***-****direct phone

Email: m***@***.com


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181 Metro Drive Suite 700

San Jose, California,95110

United States

Company Description

About FICO FICO (NYSE: FICO) powers decisions that help people and businesses around the world prosper. Founded in 1956 and based in Silicon Valley, the company is a pioneer in the use of predictive analytics and data science to improve operational decisions. ...more

Background Information

Employment History

Senior Analyst


Senior Manager

Accenture LTD


Internal Revenue Service

Taxpayer Representative


Ledyard High School

bachelor's degree

Florida Institute of Technology

Web References(89 Total References)

Videos - Search Results - The Coca-Cola Company | TAG TV and Radio for Technology Business News in Georgia [cached]

Craig Snodgrass, SVP, Cardlytics; Matt Beck, VP, Marketing Solution Consulting, FICO; Mark Pearson, SVP, Technology & Ops, SunTrust; Doug Rollins, Group Dir, The Coca-Cola Company; Rajib Roy, President, Identity & Fraud Solutions, Equifax.

Zementis Predictive Analytics [cached]

It was a few years ago, my colleague Matt Beck, General Manager for FICO's marketing solution, and I were discussing the challenges of doing business in an omnichannel world.

Zementis Predictive Analytics [cached]

Transforming the retail industry with real-time insights Guest Blog by Shalini Raghavan, Senior Director Product Management at FICO It was a few years ago, my colleague Matt Beck, General Manager for FICO’s marketing solution, and I were discussing the challenges of doing business in an omnichannel world.

The Hartford Guardian | Archive | Manchester [cached]

The Aug. 3 rampage at Hartford Distributors is the state's deadliest workplace shooting since the Newington-based Connecticut Lottery Corporation shooting on March 6, 1998, when accountant Matthew Beck, 35, killed four lottery officials before committing suicide.

The first reports of the rage massacre at the Connecticut state lottery gave the impression that the shooter, thirty-five-year-old accountant Matthew Beck, was a barking lunatic: he had been treated for mental illness and suicidal tendencies, and now he had finally gone over the edge, slaughtering his co-workers with all the deranged purpose of a Freddy Krueger.
He played paintball, they noted. At his father's house, where Beck lived his last six months, a sign read, "Trespassers will be shot. Survivors will be shot again. But the most chilling image was that of Beck standing over his last victim in the office parking lot with the gun aimed at the man's head. The victim pleaded for his life and the frightened co-workers, who were hiding in the nearby woods, yelled for Beck to spare him. But Beck just smiled and shot the man in cold blood before turning the gun on himself. Yet what emerged later from more comprehensive accounts was far more ambiguous than first allowed. Matthew Beck worked at the Connecticut state lottery as an accountant for eight years. He was considered a hardworking and loyal employee, but near the end he grew angry and disgruntled because he was not getting the promotions he felt he deserved. In our post-Reagan culture, most Americans would instinctively side with Beck's supervisors, operating on the assumption that corporations generally operate like efficient meritocracies rather than crude popularity contests. Yet in each American's own private experience, we know how profound a role the supposed non-occupational factors-office politics, personal relations, connections, petty malice, attendance at the company barbeque, hygiene, fashion, one's ability to smile and make it look sincere, a sense of humor (or what passes for a sense of humor in the office world), as well as sheer luck and circumstance-play in an employee's ability to advance up the company ladder. Beck was described by his co-workers as a "diligent and quiet" employee, a subtle way to describe an employee who doesn't play for the company softball team or peck his fellow workers with wacky jokes and anecdotes. Beck had hoped to get promoted at last to associate accountant, which would have made him a supervisor and increased his pay. But he was skipped over, despite his work and seniority. To make matters worse, less than six months before his murder rampage he was assigned to do data processing on top of his stagnating accounting duties. This was adding insult to injury-especially as they underpaid him for the new work by roughly two dollars per hour, according to a grievance that he filed and subsequently won. Was he passed over for promotion because of poor performance? In August 1997, Beck filed a grievance against the state to complain about his unfair treatment. Fellow employees say that around this time Beck changed, both physically and emotionally. He went from being a quiet, diligent worker to a broken and bitter man. Beck did not have the cheerful attitude that masters prefer. Two months after filing the grievance, Beck took a medical leave, suffering from the effects of stress. He was falling apart. It must have been painful for Beck to not only work for and take orders from people who refused to promote him, but worse, for people who ordered him to work more for no extra pay, people who must have been quietly and subtly getting their revenge on him for filing the grievance. Beck's relationship with his girlfriend suffered. He moved back home with his parents, underwent treatment at a psychiatric hospital, and started to take psychiatric medicines. He even tried committing suicide. While on leave, Beck turned whistleblower. He went to the local newspapers exposing corruption in the Connecticut Lottery. In November 1997, lottery officials admitted that they had inflated their figures for years by rounding up numbers to the nearest half million. "They need to increase (revenues) by thirty million dollars and they're under a lot of pressure to let other things take a back seat," Beck told the New London Day newspaper. He also exposed to the Hartford Courant how some store clerks were cheating the system by "fishing" for instant winning tickets. The clerks would punch code numbers into lottery computers until they came up with the winning combination and then they'd take the cash. Lottery officials at the time of the shooting spree refused to comment on this allegation. Beck also tried to interest reporters in his own employment grievance against the lottery. But they didn't bite. According to an Associated Press story, here is why: "The Courant described him as frothing at the mouth and said his eyes were 'wild,' while the Day described him as 'scruffy' in appearance. There's quite a difference between appearing scruffy and frothing at the mouth-perhaps what they simply meant was that Beck didn't smile much. Try to understand Beck's profound sense of dislocation. Here he worked for the state lottery, which by definition is already a sleazy enterprise, a government-run scam that preys, like all gambling dens, on the desperate dreams of predominately lower-class fools. And even in this officially sanctioned scam, the state was scamming its own scam to make the scam look like it was working! Yet the same corrupt supervisors who were fixing the scam were, at the same time, passing judgment on Beck's life, condemning him to stagnation not for being a bad worker, but for not being one of the boys. And Beck was the crazy one? He was expected to shut up and take it? In January 1998, Beck won the first part of his grievance against the lottery. So he wasn't imagining his injustice. But the damage had already been done-he was crushed. While still awaiting the grievance board's ruling on his back pay, Beck decided to return to work. His colleagues were openly hostile upon seeing him return. "An outsider could easily get turned around in this maze, but Matthew Beck, an accountant, had worked at the lottery for more than eight years. Matthew Beck wore jeans and a brown leather jacket for Casual Day. At the start of the workday, Beck was seen speaking to his former data processing supervisor, Michael Logan. A co-worker said that Beck looked "real ticked off" while talking to Logan. Linda Mlynarczyk, the chief financial officer and Beck's senior supervisor in the accounting wing (another key oppressor from his experience), walked past and told Beck to take off his coat. But Beck wasn't in a Casual Day mood. So he answered her curtly: "No." Logan finished talking with Beck and walked back to his office. Beck sat at his cubicle for a few minutes, staring off into space. At 8:45 am he stood up and walked into Logan's office. After a brief confrontation, Beck pulled out a military-style knife and plunged it into Logan's stomach and chest, killing him. He then backtracked toward the front of the building and barged into a meeting room. Just a few days before she had met with Beck to explain to him his new duties, now that he had returned to work. Beck got destroyed by her and other supervisors for much less. Meanwhile, her patron, Governor Rowland, was forced to resign as governor in the summer of 2004 in the wake of a federal corruption probe and numerous ethics violations that were building toward an impeachment. He was the first Connecticut governor ever to have been fined for ethics violations prior to his resignation. Beck shot Mlynarczyk dead. But rather than shooting the others in the meeting room, employees whom Beck knew well, "He just lowered the gun and walked away," said mid-level supervisor Kalandyk, the same one who had complimented Beck's intelligence in the New York Times. "I made eye contact, and his eyes were dead." Another colleague in the room noted that Beck "gave him a grin or a smirk" before walking out. In the hallway, there was pandemonium as workers screamed and fled through the maze of cubicles toward the warehouse. Mlynarczyk's office was located in the executive suite, which worked out well for Beck. Rubelmann was one of the executives who had rejected Beck's promotion to associate accountant. Beck sprinted after them, hunting down his last and biggest target, Lottery president Otho Brown. It was the fifty-four-year-old Brown who had final say on signing off on the rejection for Beck's promotion. Now, hunted and pursued by his disgruntled worker, Brown was leading the employees toward a nearby forest for safety. Beck staggered outside and sprinted after his co-workers, the left le

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