I was the "seed" investor in 1997. I have served as Chairman of the Managing Members since 2002. I became the Director for Research and Development as well when production issues required a complete redesign of our high heel product, Insolia® Heels, and I led that effort in the summer of 2004. We have since successfully launched our second product, Insolia Flex, which makes flat or walking shoes, more comfortable and more efficient. In 2016 we redesigned our Insolia® Heels product based… Show more I was the "seed" investor in 1997. I have served as Chairman of the Managing Members since 2002. I became the Director for Research and Development as well when production issues required a complete redesign of our high heel product, Insolia® Heels, and I led that effort in the summer of 2004. We have since successfully launched our second product, Insolia Flex, which makes flat or walking shoes, more comfortable and more efficient. In 2016 we redesigned our Insolia® Heels product based on Dr. Dananberg's observations of the calcaneus and filed new patents to protect this innovation. We are developing new products based on this innovation for both athletic and comfort shoes. Show less

SegSaddle was devoted to making the Segway® Personal Transporter as useful as possible to as many people as possible.We stopped production in March 2014 - and formally closed the business in 2015 after Segway was purchased by the Chinese company Ninebot.

MyToons started out as Bauhaus software marketing a TVPaint as Bauhaus Mirage. MyTooms attempted to create a self-sustaining animation community - but it ran out of runway...

I was the sole investor in this company which was created to commercialize a set of bioinformatic algorithms developed to characterize complex carbohydrate molecules. The company's technology was acquired by Momenta Pharmaceuticals in 2007 and proved useful in three of the products Momenta brought to market.

I joined the board in December 1988. Due to a major management shake up in May 2000 I became Chairman of the Board. I resigned in Feb. 2003 due to conflict with the management of the company over strategy and the relative importance of management vs. science. I believed, and still do, that the quality of science in a cancer research company is more important than the continuity of management. The company filed for bankruptcy in early 2006.

As CEO I promoted hybrid rocket technology in Washington DC. This led to AMROC winning a $25 million Technology Reinvestment Program, (TRP) award. AMROC scaled a hybrid motor to 250,000 lbf thrust which was demonstrated in a series of tests at Edwards AFB. There were no successful flights of an AMROC rocket. Space Ship One used a N2O hybrid rocket motor based on AMROC's technology - a decade after we shut AMROC down. Timing... Hybrid technology is still being used by Virgin Galactic's… Show more As CEO I promoted hybrid rocket technology in Washington DC. This led to AMROC winning a $25 million Technology Reinvestment Program, (TRP) award. AMROC scaled a hybrid motor to 250,000 lbf thrust which was demonstrated in a series of tests at Edwards AFB. There were no successful flights of an AMROC rocket. Space Ship One used a N2O hybrid rocket motor based on AMROC's technology - a decade after we shut AMROC down. Timing... Hybrid technology is still being used by Virgin Galactic's SpaceShipTwo. Show less

I was the "Concept Evangelist" for the first privately funded transatlantic fiber optic cable. The idea surfaced in the Summer of 1983 thanks to Jonathan Miller. The company was incorporated in March 1984 as Tel-Optik. At that point I was responsible for technology and business planing. The company was renamed Private TransAtlantic Telecommunication System in 1985 when the company entered an joint venture agreement with Cable and Wireless PLC to build PTAT-1, a privately funded trans… Show more I was the "Concept Evangelist" for the first privately funded transatlantic fiber optic cable. The idea surfaced in the Summer of 1983 thanks to Jonathan Miller. The company was incorporated in March 1984 as Tel-Optik. At that point I was responsible for technology and business planing. The company was renamed Private TransAtlantic Telecommunication System in 1985 when the company entered an joint venture agreement with Cable and Wireless PLC to build PTAT-1, a privately funded trans Atlantic fiber optic cable. The PTAT-1 cable became operational in May 1989 and was sold to Sprint in Aug 1989. AT&T became major customer - needing to back up TAT-8, their transatlantic fiber cable. (My best sales call - ever!) PTAT-1 ended the international monopoly of AT&T and British Telecom. Show less

I was the underwriter for commercial satellite insurance. Typical clients included Satellite Business Systems and INTELSAT. Spent the summer of 1982 in NYC learning the underwriting business and then moved the office to Washington DC in September 1982. I trained my replacement while doing the work to launch PTAT Systems starting in March 1984. In September 1984, we closed the Washington DC office on Friday evening and reopened it in NYC with my successor in charge Monday morning. My… Show more I was the underwriter for commercial satellite insurance. Typical clients included Satellite Business Systems and INTELSAT. Spent the summer of 1982 in NYC learning the underwriting business and then moved the office to Washington DC in September 1982. I trained my replacement while doing the work to launch PTAT Systems starting in March 1984. In September 1984, we closed the Washington DC office on Friday evening and reopened it in NYC with my successor in charge Monday morning. My smoothest transition. Show less

Responsible for selling insurance to communication satellite customers, and placing the resulting policies in the world market. Jim Barrett taught me how to sell - "Identify the problem, crystallize the problem, show the solution. "