SoundThinking is a sole source provider of a highly specialized and sophisticated acoustic surveillance technology that detects; locates and alerts on outdoor gunshot activity. I developed and led the significant business model pivot to offer this unique solution as a cloud based managed services offering with an affordable annual subscription. The result has been increased market place adoption to over 170 cities and growth of annual recurring revenues of over 500%. We are mission driven; passionate disciples of Net Promoter and collectively want to help make communities drive positive public safety outcomes so that they can develop into vibrant resilient communities.

Led this endpoint data protection company from raw startup, through two successful rounds of funding, and the $73 Million acquisition by Symantec in 2010. Redesigned the hiring and employee performance recognition process; selecting and nurturing the best talent on the market. Grew the organization from 25 people to over 100. - Originally recruited as the Chief Operating Officer. Instituted processes aimed at delivering the maximum returns on existing resources, while making the business more predictable and controllable. Helped grow annual bookings from $4 Million to over $30 Million in four years. Responsible for complete re-organization and turn-around upon promotion to President and CEO role in 2009. - Raised $14 Million in equity and $3.5 Million in debt with significant cash on cash returns to the shareholder base. This funding was instrumental in GuardianEdge’s evolution from a raw startup to a professional organization.- Led negotiation for the acquisition of a company that brought technology for port and device control to the GuardianEdge product suite. Expanded the product portfolio resulting in the Company being recognized in the Gartner Leader Quadrant two years in a row.- Initiated the Symantec relationship; working directly with the Symantec COO to secure a strategic OEM agreement. - Broke-down functional silos that unleashed the creative potential of the GuardianEdge team. Discovered underpenetrated and undervalued market opportunities and drove faster and more frequent product releases. Set crisp expectations. Established a business culture where product management was empowered to be flexible and the engineering organization was given the space to take risks. Delivered a host of wish-list products that had sat on the shelves for years; including a Mac hard disk encryption product, a self-encrypting drive and a secure USB product.

Hired upon Adaptec’s acquisition of Snap Appliance in 2005. Lead a worldwide 25 person FP&A organization of this $500 Million public company. Implement and lead the company’s monthly S&OP process which has resulted in decreased inventory and improved operational performance resulting in better financial results. Redesigned the monthly close process and package as well as chaired monthly close meetings with senior executive management. Managed and led the preparation of all Board of Director meeting packages.- Architected a highly aggressive post acquisition integration plan upon the purchase of Snap Appliance. Led the complete reconfiguration of Adaptec’s finance organization based on the structure established at Snap Appliance; delivering complete integration in 60 days. - Mapped major processes in detail; with visual aids, diagrams and explanations of roles and responsibilities.

Built this operationally-complex network attached storage device company to $40 Million in bookings. Re-built the entire G&A team from accounting and FP&A as well as HR and IT. Led the successful negotiations resulting in the $100 Million+ acquisition of Snap Appliance by Adaptec.- Completed over $10 Million of equity financing and implemented a $5 Million AR and bridge financing from a leading high technology commercial bank.- Increased gross margins from 30% to 65%. Established a culture of aggressive and proactive vendor management to drive down the costs of building materials. Instituted sales controls that addressed problems of abusive discounting. Secured highly favorable warranty and support terms with parent company Quantum.- Developed highly predictive financial and materials use forecasts that greatly reduced costs of obsolescence (E&O). Studied sell-through accounts, development operations and sales operation, and then drove these insights into the contract manufacturing operations.

Founded this company from an idea; reformulated based on market demands; and managed the swap-out to execute on a new strategy. Responsible for the venture capital fund raising process that led to $4 million of financing. Successfully sold the company to Upshot, Inc an ASP based Customer Relationship Management (CRM) company.- Led the development of technology that enabled conversation-like dialog with the customer. Conceived the original transactional email technology “Deep IP” that resulted in an issued patent; developed the strategy and wrote the business plan. Engineered this transition immediately and derived a 20% - 30% return on invested capital.

Personally recruited and hired by Bill Hambrecht of Hambrecht and Quist to develop a new strategic direction and execute on all operating goals of this personal medical content site. Coordinated and led functional disciplines including engineering, marketing, sales and operations of a thirty-person organization.- Solidified the company’s long term profile through the launch of an innovative enterprise sales model; directly appealing to health care providers to provide on behalf of the their customers. These efforts resulted in the successful merger of DMK into WebMD. Institutional Investors including Hambrecht and Quist made 4-5X on their invested capital ($30 Million). - Won deals with major National HMOs.

Requested by board to assume CEO position (originally hired as CFO) in the turnaround of this e-mail based news filtration service. Executed an asset sale of the technology to an online portal company. Provided leadership and direction to the timely preparation and analysis of all financial statements and internal management processes.- Negotiated over $5 million of equity, lease and debt bridge financing. Developed positive relationships with Wall Street and industry analysts as well as the venture capital community.- Hired to this organization based on strong relationships with investors (Altos Ventures) from Evolve Software.

Initiated and implemented a formal annual budgeting and planning process. Managed the accounting, legal, IT, facilities and HR functions with five direct reports.- Directly influenced strategic planning and decision process; refocusing business operations on PSA products that eventually allowed the company to go public.- Leveraged investment banking background to orchestrate over $20 million in four rounds of private equity financing including venture capital, institutional and strategic investors in the US and Europe. - Established a world class science organization developing next-generation ERP technology.

Led Merrill Lynch’s private technology company solicitations; meeting with entrepreneurs and marketing these companies on Wall Street. Executed technology public offerings including leading S-1 drafting sessions; offering strategy and positioning and coordinating road shows. Initiated, prepared and presented analysis on technology industry consolidation themes and opportunities.

Executed a wide range of financing and strategic advisory assignments, financings include two initial public offerings and various high yield and other debt offerings. Provided significant leadership in the solicitation of high technology clients. Developed models in support of restructuring, valuation and merger analysis. Served as the only associate level member of the firm’s technology committee.

Conducted extensive financial and competitive analysis of the software industry for the annual senior strategic planning session. Prepared valuation and strategic fit analysis of prospective acquisition candidates. Assisted in the development of pricing and distribution strategies for the early Lotus Notes product. - Worked thirty hours per week during second year in business school. - Supported the acquisition of Approach Software.

Hired to develop a five-year strategic marketing plan, which included product positioning, distribution channel strategy, staffing requirements and pricing for commercial products and system integration services behind the commercialization of Boeing’s integrated network management solution. Responsible for the Product Management, Sales, Marketing and Service staff of 17 people. Prepared offering memorandum for sale of Boeing’s commercial business units.

Responsible for developing and maintaining customer executive relationships. Responsible for all personnel management functions for six direct reports.- Grew year- to-year revenue by 50% and was ranked in the top 5% in quota attainment.- Implemented a two-year planning process to focus sales unit on solution selling.

Created and made executive level presentations on IBM large systems products. Developed and executed field marketing programs to increase IBM mainframe penetration and leverage other IBM products and services. Structured competitive financial lease terms for large systems acquisitions.

Maintained a completely “blue” (IBM) data center during my tenure as one of the lead data center marketing reps on the Boeing team. Analyzed customer’s business environment in order to propose competitive IBM solutions. Coordinated the activities of technical, administrative and staff personnel in all phases of computer sales and installation activity. Received numerous awards including a Division Award, two Regional Awards, and several Branch Awards.