Diamond Standard is the creator of the world's first and only regulated diamond commodity. By unlocking diamonds as a market-traded asset, Diamond Standard helps investors to access a natural resource currently worth $1.2 trillion – more than all the world's silver and platinum combined. A breakthrough hard asset that can be transacted as a blockchain token, the diamond commodity provides diversification, potential inflation protection, and a new store of wealth for institutional and individual investors, while bringing transparency and efficiency to the diamond supply chain.

Flont an unlimited fine jewelry collection, from global brands like Bulgari, Cartier and Tiffany, and dozens of artisans designers.

Network is a next generation social network for professionals, which was acquired by News Corp. Based on a set of proprietary big data technologies, Network's features are delivered through numerous premium news websites and mobile applications. Users join exclusively through affiliate publishers, which provide personalized premium news. All the affiliate users' profiles, interests and connections are aggregated into a single global community – the Network for professionals. Network was incubated in The Wall Street Journal, leveraging a team of 70. Raised $8 million in funding. Formed a consortium comprised of the senior executives at the leading business publishers and data providers.Three Proprietary Big Data Technologies • Multifaceted Professional Social Graph • News & Ad Recommendation Engine • People Influence RankThree Key Features• People You Should Know • News You Should Read• Ads and Sponsored Content That Will Benefit You

With funding from and occasional reporting directly to Rupert Murdoch, internal entrepreneur tasked with designing the social future of Dow Jones and News Corp across all brands. Formed and led a team of 70 contributors, including product managers, designers, developers, engineers, business development, advertising, finance, legal and WSJ editorial members. Created the new user onboarding process and upgrade path for wsj.com and many related features for The Wall Street Journal 125th anniversary redesign of wsj.com. A true corporate startup, leading the key internal example for Lean and Agile methodologies.

A $500 million quantitative hedge fund, managing funds for Tudor Investment Corp and Millennium Partners, among other institutional investors. Pioneered the practice of systematic trading based on the linguistic analysis of real time news. Specializing in market neutral, multi factor quantitative strategies for international equities, commodities, futures and options. The signals include a proprietary sentiment process, among other statistical arbitrage signals. The firm develops and holds intellectual property for the computational linguistics process to measure sentiment and events, which drive high frequency to medium frequency statistical arbitrage trading. Sentiment Strategies is generally contracted by larger funds to trade allocations in managed accounts, or as a consultant to portfolio managers seeking to develop proprietary signals.

Millennium Partners selected Sentiment Strategies to exclusively manage a $400 million quantitative US Equity portfolio. To facilitate Direct Market Access trading directly on the exchanges, I was additionally an employee of Millennium. After one year, the firm spun out as a stand alone fund managing allocations for multiple investors.

Responsible for the development and management of a new quantitative equities strategy group within Tudor. Launched two portfolios utilizing my own computational linguistics based, real time, company level sentiment analysis. During the quantitative meltdowns during the summers of 2007 and 2008, my strategies did not have drawdowns. Consultant to a larger group managing over $12 billion in capital.

Ran a 6 person R&D team responsible for developing software and managing a US equities statistical arbitrage strategy, based on proprietary sentiment signals. Pioneered realtime analysis of news feeds with deep computational linguistics techniques, detecting events and expressions of opinion among millions of documents. Hired a team of 5 researchers and programmers, including 2 PhDs. Amaranth was a $9 billion multi strategy hedge fund. In October 2006 a dramatic wrong bet in natural gas futures cost the fund $6 billion, resulting in its closure. During the wind-down of the firm, I was tasked with managing the sale of the 30-person quantitative group’s IP. Consolidated results of a variety of quantitative strategies, prepared marketing materials and targeted potential acquirers. This resulted in 5 large hedge funds entering negotiations to acquire the team or its intellectual property.

Richemont made a large strategic investment with Mimi So to form Mimi So International, a global fine/fashion jewelry brand. I was selected as the senior executive responsible for developing and implementing the business plan, and managing Richemont's investment. The plan included the design and construction of three flagship boutiques: on 5th Avenue in New York, on Rodeo Drive in Beverly Hills CA, and on the ground floor of Mitsukoshi Nihonbashi in Tokyo, as well as opening counters within Isetan in Shinjuku Tokyo, Bergdorf Goodman in New York, Holt Renfrew in Canada, Lane Crawford in Hong Kong and several Neiman Marcus precious jewelry salons in the US. I directly supervised the hiring of 50 people, and all operations other than product development. We substantially expanded and modernized all operating groups, especially manufacturing, merchandising and planning, implementing a sophisticated ERP system. Collaborating with Richemont Japan management, we formed Mimi So Japan in Tokyo, hiring 6 local staff and building revenues to substantial levels. Mimi So became the top revenue producing brand in the new Mitsukoshi annex, among all jewelry, accessories and cosmetics. During these years, we grew overall revenues by more than 30% per annum, and increased margins by 23%. At the conclusion of my tenure, Richemont made a tender offer to acquire 100% of Mimi So International, which was declined. Mimi So instead repurchased 100%, and I remain a board member.

Initially became involved in 2002 as a board member. In 2004, I helped to develop a strategic relationship with Richemont, a large public luxury goods conglomerate. Upon their investment, I was asked to take an active management role to enable our talented designer to remain focused. Since then, Mimi So has become an international leader in fine fashion jewelry design, manufacturing, wholesale and retail, and in 2009 became a member of the Council of Fashion Designers (CFDA). I hired over 50 people and developed the many required business processes including manufacturing, inventory control, information systems, marketing, distribution, finance and human resources. Currently remain a board member of this exciting brand, along with fashion designer Carolina Herrera and the CFO of NASCAR.

Invented Heatmaps™ and formed a software/consulting company which is now owned by the Carlyle Group. Heatmaps are a real time financial analysis, pattern recognition and middleware technology, integrated into many other platforms. I led most projects, resulting in extensive exposure to trading methods. Clients included dozens of buy and sell side organizations, software vendors and exchanges including Bank of America, Bear Stearns, Blackrock, CIBC, Citibank, Credit Suisse, Deutsche Bank, Dresner, GE, Goldman Sachs, Invesco, Janus, JPMorgan, Lehman Brothers, Merrill Lynch, Morgan Stanley, Pershing, Putnam, SSGA, UBS, Vanguard, Wellington, Bloomberg, Dow Jones, Thomson, Reuters, Sungard, the NASDAQ, the NYSE and the DTC. Several of my innovations had a notable impact:• A buy side transaction cost optimization system developed for Fidelity was licensed to 10 large mutual funds, and at Fidelity was credited with helping to generate $200 million in additional profits over 4 years (Wall Street Journal)• Dozens of proprietary trading applications developed for equities, derivatives, commodities, forex and fixed income. These applications, in part, resulted in profits exceeding $2 billion.• Private Client technology developed for PaineWebber (13k users) and later licensed to Merrill Lynch (40k users) allowed brokers to monitor client portfolios in real time and integrated research for client specific advice. This technology, in part, credited with improving service levels by 11%. • Real time exchange monitoring technology developed for NASDAQ became one of the most popular features on nasdaq.com. This technology is also used for detecting insider trading. The success here resulted in an “honorary” launch of NeoVision on the NASDAQ in 2003.Raised $20 million from Deutsche Bank, Bear Stearns, Intel and Gateway Ventures. Personally hired over 100 staff. In 2004 sold NeoVision to SS&C, which was soon after acquired by the Carlyle Group for $942 million.