Leading the Plasmonics Wireless Communications Revolution at Saltenna:As CEO of Saltenna, I'm at the helm of a company with a revolutionary technology for wireless communication and sensing using applied Plasmonics, which is a class of electromagnetic waves that propagates on surfaces and interfaces. We're not just building the next generation of wireless – we're creating entirely new possibilities for data transmission. Our mission is to deliver high-bandwidth wireless solutions where traditional technologies fall short. We're talking crystal-clear communication underwater, underground, under the ice, under jungle canopies, inside complex infrastructures and even through metal. Dense urban environments and industrial settings become seamlessly connected.My extensive experience in both government and commercial sectors led Saltenna to hire me as their CEO. This is the fourth time in my career that I've had the pleasure of working for my mentor, Dendy Young, who currently serves as Chairman of Saltenna.At Saltenna, we're a passionate team of innovators, constantly pushing the boundaries of untethered signal transmission in the rapidly evolving realm of UAVs, counter-UAVs, drone swarms and artificial intelligence-at-the-edge.

Launching Secure Cloud-based Mission Video Systems for C2ISR at PESA:PESA has traditionally been a commercial company. I led PESA's go-to-market strategy as the most versatile AV-over-IP technology for Mission Video Systems (MVS) to the federal government. PESA empowered customers – in federal government agencies (DoD and DOJ) and commercial industry giants (Disney and Apple) – for applications ranging from Command and Control (“C2”), next-gen cloud-based video teleconferencing systems (“VTC”) to cruise ship digital video systems. We built a secure foundation for C2, enabling crystal-clear, secure video distribution across cloud-based C4ISR platforms, potentially giving C2s, ground control centers, and strategic operations unparalleled near real-time situational awareness.Together with Doug Sotherland (PESA's Customer Support Manager), we led the capture and closing of PESA's largest government contract in 15 years – a $4.7 million project for a DOD strategic C2 center. I formulated the strategy of teaming with a cloud industry giant to penetrate the market by working with Microsoft's DOD Mission Team. These successes positioned PESA for similar achievements, but in October 2023, the opportunity at Saltenna presented a new challenge I couldn't resist.

Leveraging An SBA Program To Pursue Large Contracts As A HUBZone Subcontractor:Defensor Dynamics participated in the SBA HUBZone program to strategically partner with large companies seeking to fulfill federal government HUBZone requirements. This strategy proved successful as we became the sole HUBZone subcontractor for Microsoft on the Department of Defense's JEDI (Joint Enterprise Defense Infrastructure) contract. However, after Microsoft's initial JEDI contract win and the commencement of implementation, Amazon's successful protest led to a shift in the project. The DOD pivoted to a multi-cloud provider model with the Joint Warfighting Cloud Capability (JWCC), now including Microsoft, Amazon, Oracle, and Google.

Assisting Multiple IT Companies, While Immersing In Emerging And Disruptive Technologies:Following the successful venture at NANA/Akima, I was approached by several companies for short-term consulting or “embedded” engagements to launch or refine their go-to-market strategies. These included ORock (agile cloud services), SAIC/CloudShield (cybersecurity), Distrix (Industrial IoT) and Accelera Solutions (cloud solutions). At Accelera, the growth strategy that I implemented not only secured a strong foothold in the cloud services market but, combined with the talent of Accelera's cloud team, also led to them achieving the prestigious Microsoft Federal Cloud Partner of the Year award for two consecutive years. I also took time to study and strategically understand the trajectories of these emerging technologies, after working heads-down growing and operating companies at NANA/AKIMA for over seven years: Big data analytics, cloud-edge computing, C5ISR, DOD's multi-domain command and control concepts and unmanned autonomous vehicles(UAV),

Building an IT Solutions Group of Companies By Harnessing Ecosystem Partnerships To Power Growth And Training Leaders:I began my journey with NANA/Akima as the Founding President of TKC Information Systems (TKCIS), a fledgling IT solutions and services group. Profitability was achieved within 12 months from start date. After 7.5 years, under my direct leadership as President and Group President, TKCIS transformed from a single startup with $0 revenues into a profitable multi-company group generating over $300 million in annual revenue. The secret to our rapid success? A strategic two-pronged approach. First, we meticulously selected and cultivated strong ecosystem partnerships with key vendors and integration partners, which included Microsoft, Oracle, Motorala, Herman Miller and others using the SEWP IV and sole-source contract vehicles. Second, I focused heavily in identifying and training future leaders across all tiers of the company, from team leaders to senior executives.This winning strategy ultimately led to the creation of three distinct, fast-growing companies, which I lead as their Group President:(1) TKCIS (later became Affigent): TKCIS soared to become the 3rd largest SEWP IV contractor in the federal government, generating over $800 million in total SEWP IV sales. At its peak, TKCIS rapid growth propelled it to become the third largest SEWP IV contractor in sales dollars (2) TKC Global: TKC Global secured a massive Microsoft Outlook implementation contract for the entire Air Force, supporting over 250,000 users. This win stands as a testament to our team's expertise and ability to deliver large-scale solutions. (3) Cazador: Identifying an emerging market need, we launched Cazador, which quickly became a leader in initial outfitting and logistics for BRAC (Base Realignment and Closure). Cazador also became the largest reseller of furniture to the federal government, just behind large furniture manufacturers.

Supercharging Oracle Government Solutions Growth at DLT Solutions:At DLT Solutions, I led the team in doubling annual revenue from $60 million to $120 million in just 2.5 years. This success was a collaborative effort. Working alongside DLT's talented Oracle team, I spearheaded the development of stronger relationships with Oracle Federal Systems – from the sales managers, channel managers, and the senior executives. This partnership ultimately positioned DLT Solutions as the world's largest Oracle reseller for a period, solidifying their standing as a top-tier trusted Oracle partner.Our reach extended beyond federal agencies to state and local government clients across California, Virginia, Maryland, DC, Texas, Washington, Pennsylvania, and New York, further solidifying DLT's position as an industry leader in selling Oracle solutions to the government. Additionally, at DLT, I had the privilege of collaborating with industry titans: I worked for Craig Abod, who founded and grew CarahSoft into an industry giant; Greg Myers, who led the growth of Microsoft Federal’s rapid growth from 2009-2021; and Ian Thompson, the current VP of Public Sector for Automation Anywhere, Software AG and other notable companies. This experience at DLT Solutions proved invaluable to my own leadership development.

A Personal Experience When An Industry Implodes: Telecommunications in 2000.ABYAN emerged from a desire to disrupt the multi-platform development landscape. We envisioned a revolutionary multilingual development system (English, Spanish, Japanese, Chinese) that could optimize internet connectivity at its lowest "cellular" level. With a clear vision and an initial $1 million seed round, we secured a patent for our technology and developed a successful beta version that generated significant interest from investors. Our future seemed bright – we were on the cusp of securing a substantial $10 million funding round with two venture capital firms firmly on board.However, the unforeseen collapse of the telecom industry threw a wrench into our plans. The market witnessed a domino effect as 23 telecom companies declared bankruptcy, leading to a staggering $7 trillion decline in the industry's market cap. Unfortunately, our potential investors, heavily invested in the telecom sector themselves, were forced to close their doors just as we were finalizing the funding round. This sudden shift in the industry landscape left ABYAN's groundbreaking technology without the resources needed to reach its full potential.As I was closing ABYAN, I was recruited by Craig Abod (President of DLT Solutions, and after DLT, Craig Abod became the Founder/CEO of Carahsoft)..

Architecting The eCommerce Strategy And Building The Marketing Communications Team Of A Major Industry Player:At GTSI, the leading IT reseller for the federal government, I led the Marketing Communications division, supporting 600+ vendors, 100,000+ products, and exceeding $1 billion in annual sales. Recruited by Dendy Young, I embarked on three transformative projects.First, I spearheaded the creation of a dedicated Marketing Communications department at GTSI. Second, I architected and project-managed the development of a large-scale e-commerce website for government customers. This innovative platform offered dynamic pricing based on various factors like contract vehicles, individual contract terms and conditions, seasonal discounts, and promotions. To support this, we developed a configurable online ordering system with a multi-dimensional database. Finally, I oversaw the creation of a complementary hardcopy catalog that mirrored and enhanced the website's functionality.These initiatives proved remarkably successful. The newly formed Marketing Communications department transformed into a profit center, generating revenue by developing targeted marketing initiatives for vendors in the federal market. All three projects were completed on time and under budget, positioning GTSI for continued success. Looking ahead, I leveraged this experience to develop a new approach to internet content development, which ultimately led to the creation of ABYAN.

What Can Happen To A Very Successful Venture When There Is A Major Technological Disruption:In 1994, I founded TerraGlyph, a digital animation company focused on developing educational games for K-4 students. Leveraging public domain fairy tales and mythology as inspiration, we aimed to create engaging games with high-quality animation delivered on CD-ROM.I secured the VC funding, built a talented team, established our headquarters in the Chicago area, and opened animation studios in Dublin, Ireland and Madrid, Spain. Notably, we assembled a talented team of animators, many of whom worked on the beloved film "All Dogs Go To Heaven." The result? An award-winning products - "Hansel and Gretel," followed by two more products in rapid succession: "Rumpeltiltskin," and "Jack and the Beanstalk." These titles captured the attention of industry giants Microsoft and Dreamworks, leading to a potential acquisition offer (which was declined by our investors). At that time, Disney inquired if TerraGlyph can develop a Lion King game. Warner Brothers offered us their entire Tiny Toons franchise.However, the rise of the internet and Netscape's Navigator browser disrupted the entire CD-ROM market. TerraGlyph's groundbreaking work, despite its initial success, became a victim of this rapid technological shift.

Turning Around ICOM Simulations: A Success StoryICOM Simulations presented a significant turnaround challenge. The founder and CEO was dying of cancer, key game development contracts with major Japanese companies (Matsushita, Fujitsu, Sega and a Nintendo publisher) were at risk of defaulting, and employee morale was very low. Hired as President/CEO, my mission was to (1) Turn the company around, (2) Deliver a strong return on investment (ROI) for the company's investors and employees with ISO, and (3) Develop an exit strategy (acquisition).I replaced several senior managers and augmented the management team. I traveled regularly to Japan to build trusted relationships. I worked with the new CTO to implement a multi-platform single-source development strategy. This multifaceted strategy proved highly successful. Within 2.5 years, we not only completed those critical Japanese contracts on schedule, but we also expanded our team with additional programmers and digital artists. ICOM became one of the industry's most profitable CD-ROM startup companies. The successful products from ICOM were Sherlock Holmes, Shadowgate and others.I achieved all three mission goals, leading to the acquisition of ICOM Simulations by Viacom International, a major entertainment company. This acquisition delivered a remarkable 17 times the value of the company compared to when I took the helm 2.5 years prior. Notably, during my tenure at ICOM, I had the privilege of being mentored by an exceptional Board of Directors, including industry titans like Frank Biondi (then-CEO of Viacom), Doug Saarel (then-VP of Human Resources at Coca-Cola), and Howard Tullman (a leading Chicago entrepreneur and later CEO of 1871, one of the largest startup incubators in the US), and others. Following the acquisition, I transitioned to a role as Vice President of Viacom New Media to ensure a smooth handover.

Building A Systems Integration Division From Scratch:As Vice President of Falcon Microsystems, I was tasked by the Founder and President, Dendy Young, to build a Systems Integration Department. This department would focus on integrating Apple, PC-compatibles, and Silicon Graphics products for federal government agencies. Starting with a small team of two, I successfully developed a systems integration department for Falcon Microsystems. Notably, Silicon Graphics emerged as a powerful platform in the field of graphics-based computer workstations, alongside Apple.During this time, I received sad news that a dear friend, Tod Zipnick (the Founder and CEO of ICOM Simulations), was battling cancer. With his health declining, he made a personal appeal to me to take over his company in Chicago. Reluctantly, I left Falcon Microsystems and transitioned my responsibilities at Falcon Microsystems to a very capable colleague, Craig Abod (who later founded DLT Solutions and CarahSoft).

Stepping Out: From Law to Technology:Warrant, Tarrant & Combs, a prestigious 200-year-old large law firm and a leader in the Southern US legal landscape, was my first professional home after law school. Working alongside legal experts in corporate law, healthcare, real estate, and transportation was a stimulating and novel experience. My colleagues were exceptional, including Carole Christian, Esq., who now leads the firm's Louisville office. However, a childhood passion for emerging technologies, coupled with the influence of family decisions, ultimately pulled me away from this esteemed law firm. When I decided to leave, the law firm generously offered me two years to reconsider and return. While returning to Wyatt, Tarrant & Combs was a tempting proposition, a stronger force propelled me forward. My passion for emerging technologies was undeniable. This realization marked a turning point – there was no looking back. I had chosen a new path, and with unwavering commitment, I embarked on a journey that led me to where I am today. The study of law taught me valuable lessons in strategic, analytical, critical thinking and deductive reasoning.

While in my final year of law school, I had the privilege of clerking for Morgan, Lewis & Bockius in Washington D.C. As one of two law clerks selected for the Government Contracts Division, I received invaluable training under Ms. Marcia Madsen, a leading attorney in the field (later founding Mayer Brown and chairing their U.S. government contracts practice). This experience provided a strong foundation for my legal understanding of federal government contracts.

Launching my career at Falcon Systems and Falcon Microsystems (founded by Dendy Young), I honed my skills as a government contracts proposal writer. Promoted to Proposal Manager, I won 47% of all Apple Macintosh procurements by the U.S. Federal government at the time over multiple years. Also won a growing number of contracts from NASA, Navy, Air Force, the FBI and other federal agencies. We also sold to the state and local governments. I also won the largest federal Apple Macintosh procurement at that time – a $10 million deal with Naval Air Station China Lake.During this period of working for Falcom, I was attending law school in the evening at the Catholic University of America.