Enables health systems to provide hospital-level care in the patient’s home for diagnoses that traditionally required hospitalization.

Digital health startup that delivers personalized, web-based genetic counseling to patients and clinicians - Hired by founders to raise money, lead all product and operational initiatives, and perform all administrative and financial functions.- Raised $1.3 million of financing (Connecticut Innovations + angels)- Launched product and transitioned company from B2C to B2B2C model- Signed first customers such as Ambry Genetics, and built a significant sales pipeline- Sourced Chief Technology Officer and VP of Marketing- Negotiated all contracts, sent all invoices, paid all bills, closed books each month and created all financial analyses and cash forecasts

Publicly-traded (PSSR) software and services business that utilizes big data to help the aviation industry better predict, prioritize and prevent disruptions to flight schedules - Created product roadmap focused on value to customer and financial return, and then managed the delivery. Oversaw 9 teams, each with 3-5 people.- Accelerated product delivery and reduced outstanding bugs and enhancement requests- Developed the prototype for Ariva, PASSUR’s next generation software platform

Led all financial and administrative functions. Improved financial performance by identifying biggest growth opportunities, allocating capital most appropriately and focusing management on key growth metrics. - Drove 20% annual revenue growth and reduced net debt 45% by completing a strategic review and then focused spending on only our most attractive product lines - Directed all public company responsibilities and compliance including SEC filings, investor relations, auditor and audit committee management, and the annual meeting

VC and then PE-held technology and services company that helps health insurance plans acquire, enroll and engage members - Increased equity value 10X and grew revenue over 400%.- Drove equity value and financial performance by improving processes and analysis Closed $30 million private equity investment in 2014 at valuation 10x greater than when I joined, providing a successful exit for VC investors FirstMark and Greycroft Improved cash flow and lowered DSOs to under 30 days by automating collections and payables processes Significantly reduced audit adjustments and time of audit by fixing accounting process errors and improving documentation, reporting and analysis Improved product margins with new operational reporting that reprioritized spending each week Designed and priced new technology-enabled service that generated over 20% of company's revenue in year 1- Upgraded company’s infrastructure and processes to accommodate 400% revenue growth and employee growth from 50 to 400 – named to Deloitte’s Technology Fast 500, the Inc. 5000 and Connecticut Tech Top 40 every year Saved money and expanded services by changing providers for our CRM, bank, payroll, corporate insurance, 401k and credit card processing systems Increased office space via expansion in our HQ and established offices for 350 new employees in Tampa and St. Petersburg, Florida and Phoenix, Arizona Created corporate policies, standardized product contracts and rewrote commission plans to ensure consistent behaviors as company expanded and to align sales incentives with corporate goals

VC-backed, then public, then PE-owned company that sells core data processing and other software and services to financial institutions - Increased the company’s value by over $1 billion and its revenue over 10x (to over $400 million) in 3 years by closing 15 acquisitions and 1 divestiture and raising over $2 billion of capital. - Identified, prioritized, negotiated and executed all acquisitions and divestitures. Completed 16 transactions, ranging in size from under $1 million to $470 million, which contributed $250 million of annual revenue- Raised $2.1 billion with an IPO, a follow-on stock offering, a convertible note offering, two bank debt offerings, a subordinated note offering and a private equity investment that was part of the $1.4 billion sale of the company to The Carlyle Group and Providence Equity Partners- Ran the investor relations program and was primary point of contact for all Wall Street research analysts, ratings agencies and debt and equity investors. Increased Wall Street analyst coverage to 10 investment banks from zero and presented to over 100 institutional investors at road shows and investor conferences- Improved the company’s operating margins by nearly 1,000 basis points in 2 years Cut $65 million of annual costs beginning in late 2008 by leading corporate effort to identify, quantify, monitor and execute upon cost reduction initiatives Better informed executive decision making and resource prioritization by improving the accuracy and speed of my 10-person FP&A team’s revenue and cost forecasting and creating an executive dashboard Ran the company’s annual planning and budget process which established our strategic priorities and determined Wall Street estimates and employee compensation targets

Managed the product management team that oversaw this handheld device maker’s $50 million Web and wireless services business.