If the products created by an organization reflect its organizational structure, then is the inverse true? Columbia University's Masters in Technology Management enables students to gain competitive advantage through a technology-centered curriculum.I'm teaching two courses in the Executive Masters program: Digital Strategy and Leadership; and the Executive Seminar on Product, the first phase of three that leads to the creation of a new business pitch.

The New England Commission of Higher Education (NECHE) is a peer-review accreditation agency that reflects the diversity of higher education, accrediting both public and private institutions, open access and graduate-only institutions, liberal arts colleges and research universities. NECHE is comprised of over 200 member institutions assuring the quality of education, supporting innovation, and providing value to institutions and to the public. Member institutions are primarily from the six New England states but open to institutions across the United States and internationally. Commission Members serve as NECHE's Board and help make accreditation decisions and set policy.

CACF's is one of the most exciting organizations serving Asian American Pacific Islanders (AAPI) in the nation. Our mission is to advance equity for AAPI people, one of the poorest and most underserved ethnic groups. Our model is based on our coalition of community-based organizations that advocate for policy change and funding to shrink the gap between our size and public funding. We are currently focused on New York, where we are 11% of the population but receive less than 2% of social services funding.

I'm so delighted to support the amazing entrepreneur Ana Pompa Alarcon in this genius service that fills a major void in the startup support infrastructure, especially for historically underserved founders.

I ran for Mayor because New York City has to work for everyone, to be a city where everyone belongs and where our differences are celebrated. Our problems are connected and that’s the key to solving them. I believed that New Yorkers might be ready for change, for a government that works for everyone. I ran on my leadership experience building teams and organizations to further democracy and take care of the most vulnerable, starting with front-line workers and the people they serve. I wrote the most comprehensive and forward-looking tech policy, including a Digital Bill of Rights and a Digital Services Agency, and the only candidate whose policies were molded by the effect of technology of all aspects of our lives.Campaigning laid bare the existential crises that confront our city: the end of the eviction moratorium; the steady erosion in trust in a democratic system that doesn’t work for anyone; the massive inequities caused by our over-reliance on the private sector; and structural impediments to reforming broken systems, ranging from elections to policing to innovation. Campaigning made me love my city even more. The Millenials and Gen-Zers who bring fresh perspectives to our problems give me optimism and hope.When I announced my candidacy for Mayor just over six months ago, I knew I would be a dark horse candidate in an unprecedented field of over 40 candidates. I knew victory was unlikely. I knew I had important points to make. I bet that I could find receptive audiences and have an impact. This week’s ranked-choice vote count makes clear that I failed to overcome the considerable obstacles in this race, and that’s not including the challenges of campaigning in a pandemic. Yet I’m closing this chapter with a sense of deep satisfaction and starting the next filled with joy and excitement.

I led a program to create a new knowledge management system for the global legal department. In partnership with JPMC's technology organization, we built a small team using agile/XP, user-driven product design and modern software, including consumer-grade search, metadata stores and graph database, all ready for AI. Today, JPMC lawyers around the world can find within seconds specialized legal information wherever it exists, whether in a person or in key documents.

For over a decade, we helped dozens of entrepreneurs conceive, build and launch software startups on the belief that software, used intelligently, can change industries and society for the better. We were a full-stack team practicing agile/XP user-driven product strategies since our inception. We were pioneers in civic tech and helped launch New York City's tech startup community. We demonstrated that tech innovation can improve democracy with NYC Votes and how we serve the most vulnerable with Casebook. As an "institutional entrepreneur," I held founding or leadership roles at Casebook (government social services case management), Cookstr (food publishing and nutrition), Haystack Media (streaming music), Orchard (iOS-specific app/systems developer), and Qwire (IP management for video in post-). In the private sector, we focused on boutique B2B SaaS startups that provided innovation solutions, with a special focus on how enterprises in established industries empower their frontline workers for their customers' benefit. We developed a partnering strategy in which senior leadership at potential companies would be part of the inception and product development process. Tipping Point Partner exits include IGA Worldwide (RapidFire), Mobile Commons (Upland Software), Cookstr (Macmillan), Playspan (Mastercard), Everplans (National Guardian Life), RapidRatings (Spectrum Equity). Our remaining portfolio company is Qwire (media).We formed a limited purpose broker-dealer, Tipping Point Capital Advisors, where I served as Principal and FinOp Principal.

I joined Pivotal as an employee in 2016 after its spin-out from EMC to help its largest financial services customers accelerate internal innovation using Pivotal’s platform and methodology. During my time there, I am especially proud of my work helping a GSIB's senior leadership team strategize and implement organizational and process changes to support agile and cloud.From 2007 until Pivotal's acquisition by EMC in 2012, I formed a partnership with Pivotal Labs. Together, we built Cookstr, Casebook, and NYC Votes. Our relationship catalyzed Pivotal’s New York City office, its first office expansion outside of its San Francisco base, and changed how I conceived, built and launched software.

Qwire is transforming asset/rights management in studio television and film by replacing today's analog process with a seamless, web-based collaboration platform. Qwire's platform is on a path to becoming the industry-wide standard supporting the production of scripted video content in network television. Qwire's technology automates the integration of IP rights data with video, for which we have received broad patents.

In 2010, Tipping Point Partners anticipated the explosion in the adoption of iOS devices in the enterprise and founded Orchard to pursue this opportunity, built around a team of former Apple software engineers who helped start the company. We believed that mobile systems (iOS plus SaaS) would unlock the value of data in the enterprise for the benefit of front-line workers, management and the people they serve. I am proud of our work creating platforms that included large-scale agriculture, aviation, pharmacy, and point-of-sales in partnership with the senior leadership of our customers and business partners. I served as CEO until 2013.

Cookstr provided cookbook authors and publishers with a platform to reach recipe fans directly, and give them new ways to grow and monetize their audience. Cookstr’s flat content management system provided a revenue-sharing model that was novel to the publishing industry at the time and allowed Cookstr to secure license agreements with virtually the entire cookbook publishing industry. I am especially proud of the collaboration platform we invented to streamline the process of recipe creation, editing, testing, and nutritional analysis. Cookstr's platform also automated the process of digital book creation direct to the iBook platform. I helped Will Schwalbe start Cookstr in 2008, then served as CEO from 2011 until Cookstr's acquisition by Macmillan Publishers (December 2013).

Case Commons is a technology non-profit that markets and operates Casebook, the only web-based case management system to support contemporary best practices in child welfare. Casebook is implemented in the State of Indiana as the statewide system of record, supporting over 20,000 children and 3,500 caseworkers. It is one of the first web-based, mission critical systems in the public sector. It integrates into the state's legacy technology infrastructure, including over a dozen partner agencies, the state's Oracle financials system, and the Federal eligibility system. We created an ESB and data warehouse that enabled real-time analytics feedback to system users. The project was completed for a fraction of the cost of conventional systems in 18 months, launching on-time and on-budget. Since its launch, the system had 0% downtime. Key to this project's success was the partnership with senior leadership at the State of Indiana, up to Governor Mitch Daniels. Tipping Point Partners was the technology partner and startup advisor to the Annie E. Casey Foundation. We were responsible for the technology and corporate strategy that ultimately created Case Commons. The platform and products have been spun out into a new entity, Casebook PBC, where the platform and product will become a transformational foundation for next-generation social services delivery.

We formed a partnership with Pivotal Labs from 2007 until its acquisition by EMC in 2012. Together, we built Cookstr, Casebook, and NYC Votes. Our relationship catalyzed Pivotal’s New York City office, its first office expansion outside of its San Francisco base, and changed how I conceived, built and launched software. Our work together pioneered agile/XP, open source and cloud practices and platforms for the benefit of the enterprise, especially regulated enterprises.

Haystack was a pioneer in music social networking, providing "taste-based" music to consumers while sharing revenues with rightsholders. We were the first music social media company to negotiate on-demand, streaming music licenses with the major labels and the first in the U.S. to base our music discovery experience on user-curated, shareable playlists. We were an early adopter of Ruby on Rails and PostGres SQL.

GT Advisory was the corporate incubator for the international law firm, Greenberg Traurig. GT Advisory was organized to identify and transform technology and other intellectual property created by the law firm into scalable startups at a time when bar rules were changed to permit law firms to own ancillary businesses. We created a business to license Greenberg's timekeeper software system to other law firms, a registered agent business focused on large multi-entity enterprises, and an ERISA insurance product. A broker-dealer was also among the startups we formed, for which I served as the Principal and FinOp Principal.

I spent 10 years pursuing a path to work in venture capital, and had a wonderful opportunity to do so at NYCIF. I served as NYCIF's point person for investments in CapitalThinking (FinTech), Datasynapse (grid computing) and the Telemedia Accelerator (media). I also contributed to NYCIF's studies on the biotech and design industries. Ultimately, I decided I preferred being on the side of the business.

hooloo.com was the largest online store for Chinese speaking consumers in North America in 2000. I was brought on board by the founder, who wanted to accelerate the launch of the business, to do it with a fraction of the budgets estimated by the large consulting firms, and in multiple Chinese dialects. Working closely with the founder and the CTO, we convinced Apple, Oracle, Sun and a large co-location company provide products and services at steeply discounted rates in exchange for live testing of their systems with multibyte character sets. We hired an amazing dev team who built the system in six months for 25% of estimates. Along the way, we discovered that our wholesale partner lacked a modern warehouse, so we custom-built a warehouse management, order management, and pick-pack system that integrated with UPS. Acquired by United Daily News (August, 2000).

Josephthal was a middle market investment bank, now owned by Oppenheimer. I worked on advisory, re-structuring, M&A and capital formation in technology, biotech, and alternative energy.

I was responsible for organizing City, State and Federal agencies to obtain approvals and oversee development of 2.5 acres of new parks, 8 City blocks of new streets and infrastructure. Queens West was the first public real estate development project in the United States for the future high-tech, green, culture. We also pioneered green building and energy conservation guidelines. It was here that I developed the strategies and techniques to convince leadership of parallel organizations to partner with us to accomplish unlikely and ambitious goals. I also had a front-row seat for the Cuomo to Pataki transition.

Hired originally for my architecture and construction background, the job turned into a data analytics project where I had to develop partnerships with the City’s real-property owning agencies. The agency was dependent on its AS300 environment, which created frustration and inefficiencies. The agency’s leadership accepted my proposal to implement its first PC-based mini-LAN, dbase II+ and Alpha Four, completely transforming how we operated. I also got a first-hand seat at the changeover from the Dinkins to Giuliani administrations.

Surrounded by amazingly talented designers, I had an important role translating design into buildable construction documents. At this dawn of CAD implementation in architecture, culture and team organization issues arose from problems generated by the technology architecture of that era’s MD CAD system. I got key insights into the structural challenges of architecture and technology’s impact on a legacy, analog profession that still resonate in my work today. I especially enjoyed my work with the local architects and structural engineers on the Kirklin Center in Birmingham, Alabama.

My last three years at Yale, I worked full-time while attending school full-time. Working in restaurants taught me how teamwork can flourish with fluid roles and a relative lack of hierarchy. Working in architecture taught me the value of learning by doing and the value of a non-conventional perspective. 1987-1989. Archetype Studio. Co-Founder and Managing Partner. Our design-build firm served as the Owner's Rep for luxury residential projects in the greater New York City area. We believed we could mitigate the conflicts between contractors, architects and owners that arise in nearly every building project. Our largest client was the Cosby family. We specialized in fast track, a process where construction starts before the designs are completed, a precursor to the XP software processes I use today. 1985-1986. Swedish Wooden House. Director of Operations. SWH sold and built manufactured houses to affluent consumers who sought the energy efficiency, high quality, and streamlined process of Swedish panelized housing. 1982-1985. Architecture. Drafter and Model Builder.Frank Gravino and Matthews & Connell taught me architecture through apprenticeship. In 1985, I designed the public plaza at the Harbour Place development in Portsmouth, NH, my first built project. 1982-1985. Restaurants. Jack-of-all-trades. I've held most jobs in a restaurant: line cook, prep cook, short order cook, grill cook, garde manger, bartender, busboy, waiter, host. New Haven Restaurant, Gentree's, Elm City Diner. 1981-1982. Yale Peabody Museum of Natural History. Exhibits. I assisted the Chief Exhibit Designer, designing signs and exhibits. In the summer, I helped build and maintain the museum's exhibits during the day, and apprenticed to Eric Hoag, the foremost practitioner of dovetail joinery, during evenings and weekends.