Disruptive Effects is a boutique development firm focused on proprietary, patentable workflow automation supplemented with artificial intelligence. When introduced into the marketplace, our software platforms have the effect of causing mass disruption in the niche industries in which we take focus.

Chairman of the board and Chief Executive Officer of this Isle of Man based company that owns a variety of utility-centric websites with a revenue model based on display ad monetization.

Brand Bud was founded by Gabriel Murphy as a Software as a Service (SaaS) platform providing brand management, engagement analytics and fanbase penetration strategies for the Instagram social media ecosystem. Brand Bud is founded on the belief that people share their lives through pictures and video clips, initialisms, emojis and other Internet slang versus complete sentences.Our one-of-a-kind platform implements proprietary methods for follower identification and penetration, personalized interaction and exponential fan base expansion through contestification, "influence marketing" and other unique strategies which collectively provide supplemental, organic uplift to the underlying brand. Our patent-pending intellectual property uses image recognition and pattern detection to organize interests for "degrees of commonality" between people while providing bot-detection and automated image spam filtration. Auto engagement allows for social media brand managers to identify and engage with relevant content in real-time.The Halo dashboard affords social media managers deep insight into key performance metrics including segmented fanbase penetration analysis, fanbase churn, fan-inducement actions, "admirers" and other insightful fanbase penetration measures including "consume and respond" percentages, "love" / "pop" and acclaim / fame ratios, chatter and consumption statistics, and halo effects, while segmenting the brand’s followers from “ghosts” to “stalkers”.

TechBiz Advisors offers entrepreneurial-minded, technology consulting with business minded decision making through a network of accomplished entrepreneurs and subject matter experts. Our engagements span the course of nearly 17 years and includes "sweat equity" engagements with start-ups to multi-year management agreements. Some of our past engagements include: ★ iNET Interactive, LLC (www.inetinteractive.com - sold in October 2006 to Stoddard Hill Media) ★ Axia Golf Solutions (earn-in equity plus investment capital made 2002, company sold 2007 to The Active Network) ★ CobraGuard, Inc. (developed initial platform for this company, realized market opportunity was lost and exited investment 2009) ★ FuseMail, LLC (co-founded and provided ongoing advisory services, company sold in May of 2010 to J2 Communications) ★ Co-invested with Catalyst Investors on this investment in an Internet compay providing a Software as a Service to the legal industry. The company provided a unique, digital repository to handle case management for multi-jurisdictional litigation. Gabriel Murphy served on the board of directors of CaseShare Repository Systems as technical advisor (2004 - 2006) until being appointed CEO of Abaus America, Inc. ★ Private Client - initial stages of business transformation from '90s tech with no business insights to full KPI reporting and competitive edge technology while reducing overall IT cost. Advising on domain name valuation and usage strategy of three letter dot com with 18 years vintage. ★ Private Client - manage technology infrastructure for top Alexa 200 web asset. Help develop squeeze page / lander candidates. ★ Developed technology infrastructure on a LAMP stack using Bootstrap for the remarketing of leads in the financial services sector. Homegrown system with KPI reporting and full API support handled upwards of 8,000 credit leads per day.

Co-founded FuseMail, LLC as a Software as a Service provider of consolidated email services. The problem that FuseMail attempted to solve was the frustration of having to manage and check multiple email accounts - work, home and perhaps a school email account. Our service aimed to consolidate, or "fuse" these accounts together in one web-based e-mail management console. I worked closely with Bryan Heitman, also co-founder and partner at CommuniTech.Net on the strategy of the business. Despite the obvious disruption to our business plan due to public release and rollout of Google Mail (Gmail) on April 1, 2004 (2 months after launch of our start-up), we shifted our business model accordingly.FuseMail experienced double-digit revenue and EBITDA growth over the following years and as the FuseMail platform matured, the shifted its focus on corporate and brand email management services. In May of 2011, FuseMail was acquired by J2 Communications, Ltd. (NASDAQ: JCOM) out of West Hollywood, California. I worked closely with J2 senior management including the CEO for the negotiation of purchase price and terms, along with aiding with the transition of the business to Canada.Since the acquisition of the IP developed by FuseMail, J2 had gone on to acquire a variety of other companies through the FuseMail platform. Most recently, in August of 2014, FuseMail announced the acquisition of the assets of MXSweep, an Ireland-based provider of email security services.

Worked with Tyler Newton to orchestrate the acquisition of Abacus America, Inc. (doing business as "aplus.net"), a San Diego, California based SME hosting firm for $36 of cash in July of 2006. We handled all aspects of due diligence (including a financial and technical audit), negotiation of the closing documentation and the negotiation and closing of a senior debt facility from New York hedge fund D.B. Zwirn.I co-invested alongside Catalyst Investors and worked with Tyler Newton and other firm partners to negotiate a debt facility for the acquisition of aplus.net, which at the time had $24 million of run-rate revenue and 25% EBITDA margins. I was appointed Chief Executive Officer and was elected as a member of the board of directors. At the time, the theory of "cloud-based" computing (which was coined back in 2001 at Web.com) was in its infancy. The company had a sales staff of 60+ with over 120 employees in Sofia, Bulgaria and an office in Manila. The company had developed homegrown software that was out-of-compliance with GAAP and required a fair amount of financial engineering for reporting purposes.I recruited an executive team (Ryan Elledge as COO and Eli Bowman as Director of Finance)- some of which are still with the company some eight years later. In 2008, I made the recommendation to relocate the business - along with approximately 50 employees- from San Diego, California to Overland Park, Kansas.A year later, we sold the shared hosting segment of the business to Deluxe Corporation (NYSE: DLX) in August of 2009 and re-focused our business model on blade-computing and on-demand server deployments. Re-branded as Codero, the company continues to experience double digit revenue growth and EBITDA margin expansion.

Co-invested with Catalyst Investors to provide funding for the buy-out of the the intellectual property that would become Catalyst Repository Systems ("CRS"). Previously owned by a Denver-based law firm, CRS grew into a dynamic, Software-as-a-Service provider of e-discovery and complex, multi-jurisdictional legal processing services. Clients included various branches of the United States Government and a variety of Fortune 500 firms.As a member of the board of directors, I provided technology advise directly to CEO John Tredennick including choice of vendor(s) for software development, platform stack considerations and network topology recommendations. As a member of the audit committee, I provided recommendations on performance-based executive compensation packages and oversight and advisory to CFO Lew Visscher on use of a multi-million dollar line of credit with Silicon Valley Bank.Resigned my board position in September of 2006 due to my newly appointed CEO and board member role with Abacus America, Inc. (Codero). Realized liquidation event on my equity investment within three years and recorded my third "10 bagger".Today, Catalyst’s secure, integrated discovery platform provides a smarter way to manage cases, investigations and regulatory requests. Rather than send documents to multiple vendors, clients use Catalyst’s central, single- instance document repository for all legal matters.

My firm developed the first SaaS application for outsourced COBRA administration and invested over $100,000 of capital into this third party administrator of COBRA compliance. Learned my first lesson in the importance of picking the right management team. Ultimately exited this business in 2009 with a nominal return. 11+ years later the same management team remains and the company remains unsold.

Relocated to Overland Park, Kansas and founded iNET Interactive. The company was founded in April 2002 through the acquisition of the "flagship" asset, "hotscripts.com". This Alexa Top 1000 website (#644 at the time of acquisition) was purchased from Yon Woon for $400,000 cash. Shortly thereafter, I went on to negotiate and acquire webhostingtalk.com, which is still today the largest discussion community for the web hosting and cloud computing service community.The investment thesis behind iNET was simple: acquire websites with "auto-content generation" and cross-pollinate the traffic (eyeballs) across similar vertical interests. Despite a variety of funding offers, I ultimately decided to self-fund the company including all capital for acquisitions. Our team devised a strategy of cross-pollenization of web traffic from related verticals. In 2004, we choose to focus our content on web development, web hosting and computer hardware. We were able to leverage our successful business relationships as former advertisers on some of the websites which we acquired, including webhostingtalk.com (acquired November 2004).After completing 14 acquisitions and forming an outstanding staff, we sold iNET Interactive in October of 2005 to Stoddard Hill Media for $4.3 million in cash. In January of 2015, Soddard Hill Media sold iNET Interactive, LLC to Penton Media for an undisclosed sum.

As the Senior Vice President of Mergers and Acquisitions for Web.com, I reported directly to the President & CEO of the company, Joel Kocher. Mr. Kocher was #2 at Dell Computer during its soaring revenues in the ‘90s. I was apart of a team that handled the acquisition of a number of SME firms ($284 million of M&A activity 2001 - 2002).I was involved in the mergers and acquisition process for the company from craddle to grave, including identifying, negotiation of letter of intent terms, due diligence management, buyer expectations management, technical integration planning, project management and post-mortem analysis. In addition to my responsibilities in M&A, I also oversaw the technical operations department in Atlanta, Georgia, consisting of approximately 300 employees.It was at Web.com where I learned a significant amount from my direct report, including KPI analysis and financial modelling (Gonzalo Troncozo). I credit much of my marketing knowledge on user experience to Mr. Kocher. The first book he gave me was Crossing the Chasm by Geoffrey Moore. It changed my perspective on user experience and product design with an emphasis on the technology adoption life cycle. I refined my financial modelling skills and worked with some top notch financial executives (Matt Kim and David Buckel). I fulfilled my time as required under my merger agreement with Web.com and used the M&A skills I had acquired at my next entrepreneurial adventure- iNET Interactive.I do not miss the corporate world, but I do miss southern living.

As a sophmore attending Cornell University, I founded my first technology company. CommuniTech.Net was a rapidly growing, small market enterprise (SME) web hosting firm with its roots going back to April of 1997- the dawn of multi-domain web hosting services. At the time, I was a student attending Cornell University in Ithaca, New York. CommuniTech.Net was my vision of a company that specialized in website hosting- a foreign concept in 1997. I funded the company with $1,650 that was otherwise rent due on my apartment. With extreme hard work, dedication, a very good partner, good market timing and great focus on building a good product, the company grew to $9 million in annualized revenue in three short years. We developed CommuniTech.Net on a LAMP stack software platform (Apache 1.3 beta 3) developed by my partner and I were strong believers in homegrown software being superior from a competitive advantage. We exercised our philosphy of business automation and built very scalable software that managed the oncoming growth the company enjoyed.