• Established corporate supply chain management function: lead team of five responsible for sourcing $65 million annually in broadband and smart grid equipment and services • Significantly expanded supply base by negotiating eight master supply agreements with vendors representing over $30 million in annual purchases• Implemented supply chain operational metrics/KPIs including quote to order/delivery to invoice time frames, advance shipment notification percentages, and vendor on time performance• Led series of internal and customer facing webinars discussing global supply chain challenges and how NRTC sought to address them• Lobbied for and initiated plan to implement EDI to enable direct connections with key vendors to increase supply chain visibility, improve order tracking, reduce cost and enhance vendor KPI tracking• Negotiated estimated $10 million in go forward savings (based on 2023 spend) through price reductions for broadband electronics, outside plant materials, and warehouse fees• 32 customer/vendor contracts drafted/negotiated/executed, supporting $42 million in revenue• Drafted marketing materials highlighting NRTC Sourcing Strategy - Used to support customer RFP responses - Led to winning over $20 million in new customer materials business

• Developed and managed RFI process for two simultaneous projects of strategic significance: next generation (5G) Radio Access Network (RAN) technology platform RFI, and next generation integrated wireless backhaul RFI. Interfaced with engineering, technology development, and legal to craft RFIs; managed all communications with vendors; guided development of RFI assessment criteria and led analysis of RFI submissions• Achieved over $40 million in savings through analysis of vendor offers for RAN equipment and services, requirements review, pricing analysis, contract development, and negotiations • Coordinated interactions between international legal counsel, international tax, capital asset accounting, and technology development organizations to develop strategy and execute transition from off-shore to domestic RAN equipment lab testing

• Took over leadership of development effort for National Emergency Address Database (NEAD), and management of the Location Technology Test Bed, to enhance location accuracy of wireless 9-1-1 calls and support the nation’s first responders• Responsible for coordinating interactions with AT&T, Sprint, T-Mobile, and Verizon, and key public safety organizations, on a weekly basis, to facilitate planning and implementation of the NEAD• Managed team of technical consultants involved in guiding development of NEAD – specifically to assist NEAD platform vendor and the wireless carriers to carry out the steps needed to enable NEAD functionality in each wireless network• Led effort to implement alternative provisioning process for NEAD database after identifying performance issues with the then current process

• Created strategy, business plan, and financial models for new spectrum management business • Responsible for executive briefings to obtain buy-in to invest in new business• Drafted RFI and RFP, including detailed technical and business requirements, in order to attract vendors to support stand up of spectrum management business• Conducted analysis of vendor RFP submissions, including technical, business and financial reviews• Assisted in preparation of multiple FCC regulatory submissions related to spectrum management• Created presentations for and participated in executive level marketing presentations to potential spectrum management customers• Prepared CTIA response to spectrum management RFP with potential value of over $60 million• Researched and prepared multiple presentations on C, Ku, and Ka band satellite spectrum usage and orbital slot availability

Partnership development, deal structure, negotiations, business plan financial modeling, pricing strategy and analysis, line of business market size and penetration projections.

• (Client 1) Led RFP development and response analysis for LTE network and build out in Argentina - Managed team of five consultants to plan project, draft requirements, run RFP response assessment, and draft deal terms and structure for vendor contracts - Developed RFP response assessment criteria, including weighting of requirements, and possible “red flag” issues prior to any RFP responses being received• (Client 2) Led team of five consultants in creating LTE network and application commercialization strategies for Fortune 500 public safety and defense company - Conducted market evaluation, technology gap analysis, and created multiple financial models to determine potential for company’s LTE and wireless application IP - Crafted response to RFP for next generation wireless application, including redlining of draft contract and pricing strategy – client was one of two down-selected vendors• (Client 3, project 1) Led negotiations with vendors to deploy next generation Push to Talk technology in the network of an international wireless communications client - Achieved $20M in savings over vendor’s initial offer through a process of tightening requirements, assessing vendor’s design and support assumptions, and competitive bidding• (Client 3, project 2) Performed detailed forensic financial analysis for international client on full cost structure underlying major network customer service – identified over $500M in projected expenses – saved client over $40M through analysis of similar contracts and re-negotiation of vendor contract• (Client 4) Developed strategic options for green-field cable, wireless, and satellite business in South America - Analyzed proposed contract terms with telecom service vendors and modeled several possible business scenarios - Saved client $200M by recommending against investment due to financial and regulatory issues

VP of Commercial Programs group responsible for wireless carrier partner management, deal structuring and negotiations, sales and marketing plans for enterprise verticals.Led Commercial Programs team spearheading partnership development with AT&T, distribution channel for TerreStar’s first of kind integrated cellular/satellite communications service - Negotiated distribution, roaming and associated contracts with AT&T.Leveraged AT&T’s 5,000 person direct sales team as first in industry to market an integrated cellular and satellite mobile communications smartphone directly to cellular subscribers.

Helped develop strategy positioning TerreStar as wholesale mobile satellite communications provider to cellular carriers: Identified and evaluated potential options for service/product offerings, distribution channels, and go to market strategies, that would create greatest overall value for companyCreated foundation for partnership discussions: pricing strategy and addressable market assessment

Led cross-functional team of spectrum group, technical accounting, tax and legal in the achievement of $100 million capital investment cost savings by developing a divestiture plan for a $75 million M2M (Machine to Machine) services subsidiary.Played key role enabling $200 million+ annual savings in iDEN network capital and operating expenses by completing negotiation, bid analysis, and deal term structuring for multiple $100+ million contracts to build new interoperability platform for key wireless network capability

Led financial planning and analysis team responsible for creating and evaluating business cases for product development and ITSubstantially increased productivity in reviewing data services business cases taking the timeline for the process from seven days to one dayWon annual Operations Finance Performance Award for 2004Increased cash flow 10% on a $75 million annual revenue stream by creating a profitability analysis of a third-party software content billing platformEliminated $54M in development expense by discontinuing projects based on analysis of business case viability

• Drove development of a strategic business plan for a $2 billion business unit, including recommending changes addressing organizational structure, product rationalization and branding, and R&D funding allocation in order to provide message consistency and reduce time to market • Leadership approved reallocation of $60 million in R&D funds, creation of new Metro Optical Business unit, and elimination of 4 redundant or under-performing product lines.