I provide consulting on a contract basis for customers implmementing cloud infrastructure and information security projects. I provide advisory and planning services for customers.

I worked with companies implementing digital transformation projects. I provided account and project management for IT implementation projects using Microsoft cloud and security technologies. I managed timelines, delivery, budgets and customer satisfaction. I generated sales proposals, managed implementation teams, communicated with customers and facilitated invoicing. I made sure we received Microsoft partner recognition for our work. I wrote marketing content and delivered marketing webinars.• Program and account management for six IT infrastructure projects supporting a corporate divestiture. Identified and enabled several follow-on projects.• Secured $50K Microsoft cost reimbursement for customer cybersecurity project. Obtained Claiming Partner of Record status for multiple Microsoft customer projects.• Developed and delivered webinar on data security and AI.

I am focused on consultative sales to deliver cybersecurity, cloud computing and collaboration projects.

In late 2017 I was tasked with creating a business plan that would create a line of business around cybersecurity. I started by characterizing our current customer base. I defined customer segments based on employee size. I then defined the key needs, decision-making process and marketing messages for each customer segment. I identified the customer segment that CGNET should focus on to generate the greatest revenue engagement.I scanned the industry for cybersecurity products and services. I decided to add these components to the business:- vulnerability assessment and remediation- Open Source Intelligence testing and detection- development of information security policies- information risk management- cloud services that strengthen identity, device and information security- training in cybersecurity "best practices"As I moved to implement the plan, I developed marketing materials; coordinated technical training of CGNET engineers; delivered a content marketing plan; adopted and applied Account Based Marketing; established partnerships with cybersecurity companies.CGNET now has a robust cybersecurity line of business. We doubled cybersecurity revenues from 2018 to 2022. We've increased our content marketing cadence from once a quarter to once a week. I received a "Sector Leadership Award" for developing four working papers that provided guidance to philanthropies on how to establish a cybersecurity program. I've been invited to speak on several panels about cybersecurity topics. Our cybersecurity line of business continues to grow rapidly.I still manage our Cloud Services line of business. We've seen tremendous growth there, especially with Microsoft Teams and Teams Phone System. Since the COVID-19 pandemic emerged, I've been called to conduct numerous webinars on how to get Teams up and running while employees work from home.

I built out a business focused on these cloud-based services:- Microsoft Office 365- Microsoft Teams Phone System- Microsoft Azure- Microsoft Enterprise Mobility & SecurityI developed product marketing materials, generated sales proposals for license subscriptions and associated consulting services, closed sales, managed service deployment projects, developed content marketing, established partnerships with other cloud services partners, spoke at industry events, conducted webinars, wrote end user documentation and delived product training.Through these efforts, I took CGNET from a standing start to some 200 customers and thousands of seats in just over three years.- Microsoft SMB Champions Tier 2 Member- Microsoft Silver Cloud Productivity Competency- Microsoft Silver Small & Midmarket Solutions Competency- Microsoft Gold Communications CompetencyI also spent time as a consultant. I drove a number of IT assessment projects, as well as projects on selecting and implementing collaboration tools.

Organizations that are busy changing the world outsource their technology management to SITIA.I managed outsourced IT management for customers in South Asia and Africa. Our support included:- email/messaging- computing and networking- mobility managementI sourced and managed local IT support consultants. I managed customer satisfaction, establishing service metrics, and assuring appropriate IT standards were in place. I negotiated support contracts and funding grants. I managed nonprofit finances, reporting to grantmakers, and filing of tax forms.

Company acquired by Opentext. Sending files and sharing files are essential components of the collaboration process. CIO's want to support these activities, but need the administrative tools to manage this process. I gave them those tools. I led the team that drove operating results for the enterprise portion of the YouSendIt business. I drove web site changes that increased lead capture and paid user conversion.Why the short stay? Executive management changed direction in approaching the enterprise market, and I (along with a number of others) was laid off as a result.

Daintree Networks was acquired by GE/Current in 2016. I managed hardware and software lighting control products. These included wireless adapters for lighting ballasts, sensors, network controllers, and lighting/energy management software. I managed the product roadmap, feature requests, software release content, "ecosystem" co-development, and hardware design. I created sales and marketing collateral for all products. I also wrote product engineering and installation guides, and rewrote the entire online help system.When my role changed to focus on filing software patent applications, I felt that my skills could be put to better use elsewhere and agreed to be laid off.

I led product management for this WiMAX startup. I managed base station hardware, the radio system, subscriber devices, and management software. I installed a release planning process and coordinated feature development to support efforts to enter new geographic markets. I assembled and led the cross-functional team that defined the hardware-software-interconnect product lineup, sourced the needed materials, and deployed the first base station—all in less than three months. I managed the transition of supply chain, manufacturing, site engineering and site deployment functions from North America to India.I was laid off when the company failed to raise needed funding.

Company acquired by Parateum. I created this position to build and develop sales through channel partners worldwide. I recruited mobile and fixed-line operators such as Orange Business Services and Deutsche Telekom to sell iPass services under their own brands. I worked with Sales to target and recruit systems integrator partners such as Accenture and Computer Sciences Corporation as referral partners. I expanded the iPass web/portal infrastructure to provide partner-specific sales support.

I led the Product Management team. We managed all elements of the iPass service, including client software (PC, Mac, Smartphone), transaction processing hardware/software, the authentication network, billing/accounting database software, device management and authentication software.We were responsible to qualify market, customer, and operations requirements. We set the product roadmap and deliverables, developed product requirements and associated use cases, and worked with Engineering to deliver software releases on schedule. We coordinated beta trials and worked with Product Marketing to develop market launch materials. We supported Sales by presenting our product and vision to customers.iPassConnect software and iPass Mobile Office service received numerous awards, including Techworld Awards Wireless Application Product of the Year (2006), CNET Networks UK Mobile Product or Service of the Year (2007) and CODie award for Best Mobile Solution (2008).

I was in charge of Marketing, Finance/Accounting, HR and Sales. I focused CGNet’s service offerings into four service sets, developed the company “elevator pitch”, and recast the company web site to align with the new marketing messages. I created web-based methods for signing individuals up for some services. I called on prospects and existing customers, to expand the business. I implemented a new accounting system and streamlined the work required to generate financial statements.

I led the Product Management team responsible for circuit termination products. I created product roadmaps, generated product requirements, and executed on product launch plans. I worked with Product Marketing to ensure that marketing messages were consistent across all forms of media. I created the plan to rationalize existing product lines against new products gained through an acquisition. I negotiated a product liability settlement with the company’s largest customer, saving millions of dollars.

I was in charge of product management and engineering for Nortel's "next generation" enterprise communication services platform. We developed an ATM switching core, IP-based voice server, and object-oriented management system. My product line was the foundation behind a $1B global enterprise networking business.

This is here so LinkedIn can find colleagues who list Nortel Networks vs. Nortel in their profiles.

I managed internal venture team responsible for incubating new ventures within the enterprise networking business unit. We paired business and technical leaders who developed prototype hardware and applications and investment business cases for those prototypes. Our team was able to bring three projects from concept to initial funding in just over a year.

I was responsible for product requirements and strategy for an ATM-based communication system.

I was chosen by the President of Nortel's Enterprise Networking division to lead a multi-disciplinary team in creating an IP-centric networking product strategy. We created a multimedia roadmap that drove product lines across the division.

I was responsible for managing a $100M global enterprise networking product line. I assembled the first-ever global product strategy and drove Engineering to deliver a 4x time to market improvement.

I managed ISDN Primary Rate and Basic Rate Interface hardware and software products, which generated over $40M in revenues.

I managed Nortel's enterprise asynchronous, X.25, SNA, data networking product line. I created marketing and sales collateral that drove a 40% increase in product line revenues.

I provided sales support for enterprise communication/networking products.

I conducted consumer and industrial market research, market forecasting, and competitive analysis.

I conducted consumer market research for insurance products.

I programmed multivariate statistical analyses and wrote/edited research reports and grant proposals.