TRANZACT, a Willis Towers Watson Company, is the market leader in delivering high-volume sales for the top insurance brands in America. We reach millions of consumers a week. We help the leading consumer insurance brands grow quality direct-to-consumer business.

As a subsidiary of TRANZACT, Cignium Technologies develops software that orchestrates the business activities involved in turning a prospect into a customer, or a customer into a repeat buyer. Cignium's software simplifies the entire sales process, including product and offer definition, and makes it faster and easier to introduce and change products and offers in the market, so that our clients can sell more and keep up with the market.

Byron Ventures was a consulting firm that specializes in business birth, planning and growth, organizational development and management and financial management for small and mid-sized companies.

Controlled Networks is an established, rapidly growing IT company that is technology focused and cloud driven. Controlled Networks provides 24 x 7 IT support, managed and cloud hosting and HP equipment sales and service to businesses across North America. Clients range from 5 to 5,000 employees, spanning across various industries such as professional and business services, healthcare, manufacturing, finance, government services and others.

Worked with the principals to oversee all financial and operational aspects of this mid-sized insurance broker / consultant. Helped lead the M&A process culminating with the sale of Nemco to National Financial Partners (NYSE: NFP) in April 2012.

I was responsible for overseeing all human resource, administrative and legal functions. As part of the executive team, I also helped lead the acquisition and integration processes of two companies that TRANZACT acquired in 2006. I helped the management team and the Board at TRANZACT position and prepare the company for sale to replace its private equity partner.

Mosaic Performance Solutions (MPS) was a subsidiary of The Mosaic Group, a publicly traded company on the Toronto Stock Exchange. As SVP, I was responsible for overseeing all operations and administration including human resources, office services and a number of centralized resources including legal, direct mail production and management and marketing operations. I was also one of the members of the executive team managing, driving and overseeing MPS. The Mosaic Group and all of its subsidiaries went bankrupt (chapter 11) in December 2002.

One of five founding members of this direct marketing services start-up. As Chief Operating Officer, I helped to grow Paradigm Direct from 5 people to over 200 people in 4 years through organic and acquisition growth. My role included just about everything one can imagine in this type of environment, i.e., ordering office supplies to creating financial projections for raising venture capital to hiring, firing and designing office space. In December of 2000, we sold Paradigm Direct to The Mosaic Group and became Mosaic Performance Solutions in January 2001.

Managed call center operations and telemarketing functions for about 1,500 telephone service representatives for this multi-state outbound telemarketing company that worked with Fortune 500 clients mainly in the telecommunications industry. I left National Market Share to start Paradigm Direct with four other partners.

I was responsible for supporting the CEO of this small marketing and advertising consulting company, i.e., project management, client contact management, developing and implementing direct mail programs to generate new business for Prosell Enterprises, industry research and financial tracking. The business was sold and I then eventually went to work for National Market Share.