MVNOC Connect LLC is a MVNO telecommunications aggregator company offering network services to the MVNO industry. Panda Mobile LLC is a MVNO telecommunications company offering cellular services to consumers, eligible government program subscribers, and US bound international travelers. KonnectONE Inc. is a cellular device manufacturer supplying major carrier and MVNO industries.

Bluetooth is the premier wireless interoperability technology for phones, tablets, PC, audio, entertainment, automotive, mesh networks, and more. Over 4 billion Bluetooth devices are shipped annually. With 92% brand awareness by consumers, Bluetooth is the technology of choice to stream audio, transfer data, provide location services, and create device networks.

Sigma IQ (www.sigmaiq.com) was a venture-backed early stage SaaS company using Artificial Intelligence to automate Finance & Accounting processes.Established vision, concept, and strategy for development of game-changing AI-powered enterprise strength matching reconciliation engine:• Raised Series Seed venture equity round.• Conceptualized novel approach to automating reconciliations using AI. Co-inventor on three pending patents.• Recruited high-performing engineering team. Developed enterprise scale product. Recruited beta product company participants. • Built enterprise marketing capability. Launched inaugural product. Achieved initial commercialization.

Board Chair (2015 – 2016)Board Vice-Chair (2014 – 2015)Finance, Audit, & Investments Committee Chair (2012 – 2014)Compensation Committee (2014 – 2017)Governance Committee (2015 - 2018)Bloodworks Northwest, formerly known as the Puget Sound Blood Center, has over 800 employees and generates $175M in FY2018 revenues by supporting over 70 hospitals in the Pacific Northwest and beyond with blood components, as well as transfusion, testing, blood donation, and research services. Board activities include business strategy, governance, acquisitions, and oversight of $47M investment portfolio.

GLI was started in early 2017 to develop and launch the ROC family of premium audio wearables created in partnership with global soccer superstar, Cristiano Ronaldo. Insufficient market traction resulted in discontinuation of operations. Recruited to start-up as CFO wearing many hats, including fund-raising, investor relations, banking, F&A, IT, HR, procurement, legal, customer care, product, marketing, sales, and operations.

Moz is a $45MM+ ARR SaaS venture-backed growth-stage, SEO and Local Search analytic software company serving over 36,000 enterprise and SMB customers in the U.S. and around the world. Worldwide responsibility for Investor Relations, F&A, Legal, and Payments. Interim GM Moz Local business unit. Interim VP Enterprise Sales. Up to 29 staff.•Raised Series C venture equity round. •Grew revenue from $29M to over $45M+ ARR. Moved company from cash flow negative to positive.•Improved cash position. Freed-up $2M on balance sheet for redeployment. Negotiated and refinanced bank lines, adding 65% increase in debt capacity. Negotiated additional $4+M of datacenter capital leases, resulting in improved datacenter capabilities and cash flow management.•Negotiated two acquisitions. Secured Board approvals. Managed due diligence, deal agreements, and subsequent integration. •Launched start-up within Moz of new product & business unit. Grew start-up from zero to $9M+ ARR in 3 years. •Interim Moz Local business unit GM. Doubled software engineering staff. Launched software code quality initiative. Initiated offshore engineering capability. Built enterprise marketing capability. Achieved record ARR.•Developed all SaaS metrics, instrumentation, analysis, and forecasting capability, including customer segmentation, bookings, sales, renewal profiles, month-cohort behavioral analysis, cancellation patterns, ARPL/ARPA, CAC, LTD, LTV, LTV/CAC ratios, and OCF.•Built Enterprise Sales Team, crafted sales compensation plan, built account management processes. Negotiated deals. Interim VP Enterprise Sales. Built Sales Ops function. •Executed Phase I of SaaS Payments overhaul. Established 8-member payments team, consolidated billing/payment systems, implemented gateway, PMU, processes and controls.•Upgraded F&A staff, technology, and process capabilities. Implemented enterprise-level ERP. Reengineered financial processes. Reduced close from 18+ days to 3 days.

Board Chair (2013 – 2014)Board Vice-Chair (2012 – 2013)Governance Committee Chair (2014 – 2015)Finance & Audit Committee (2009 – 2012)The WSCPA provides legislative, judicial, and professional advocacy on behalf of, and education services for, nearly 10,000 member CPAs in the State of Washington, generating $6.0 million in 2015 revenues.

Merger Integration Subject Matter Expert (SME) consultant in the areas of Business Intelligence, Analytics, Enterprise Performance Management, F&A processes and systems for this >$500M marine fabrication & repair organization.

Zetec designs, manufactures, sells, and services complex non-destructive testing equipment and instrumentation worldwide. Zetec maintains operations in Seattle, Quebec City, Paris, Seoul, and Shanghai, plus sales offices around the world. Zetec is owned by a public company, Roper Technologies(ROP), but operates independently. Vice President of Finance (CFO) with worldwide responsibility for Finance & Accounting, Information Technology (IT), Quality Control & Assurance (QC/QA), legal affairs, contracts, and US Customer Service (1 yr). Up to 35 staff.Drove the CFO role in 2012 to achievement of all-time record GM%, OP dollars, OP%, Operating Cash Flow, EBITDA, and Asset Velocity. From 2008 to 2012, increased GM% by 580 bps, OP dollars by 35.5%, OP% by 770 bps, OCF dollars by 50.7%, EBITDA% by 530 bps, improved Asset Velocity % by 1160 bps.During economic downturn, proactively, but compassionately implemented restructure actions reducing 22% of headcount; aligned remaining resources to strategic priorities. Despite YOY 18% revenue decline, resulted in YOY 20 bps operating margin improvement and increased operating cash flow by 2%.Aligned business operating structure to core strategy: divested rental business unit; spun-out ECA business; closed distribution entity; established China and France entity; entered new industry vertical.Implemented ERP & CRM worldwide. Replaced 3+ disparate systems with single Tier 1 ERP/CRM system. Utilized functional personnel as primary implementation team minimizing external spend. Achieved go-live with fully capable processes without disruption to business on-time and under budget.Hired strong Corporate Controller and Canada Controller. Upgraded US AP capabilities and AR capabilities worldwide. Improved analysis skills. Trained Canada and France staff on US GAAP, reporting, and Sarbanes-Oxley compliant internal controls.

Arthur Andersen was the largest audit, tax, and business consulting firm in the U.S. Hitachi Consulting is a full-service business, management, and IT consultancy serving Fortune 1000 and mid-market clients around the world.Director (2006-2007)Senior Manager (2002-2006)Experienced Manager (2000-2002)Financial Business Solutions (CFO Services) practice leader for the PNW. Recognized within Hitachi Consulting nationally for F&A expertise, including in the areas of Sarbanes-Oxley compliance, consolidation, reporting, strategic planning, balanced scorecard, budgeting, and performance management. Developed Hitachi Consulting firm-standard methodologies for financial consolidation and reporting, balanced scorecard, budgeting, and forecasting processes and technologies.Managed selection and outsourcing of Safeco Insurance’s $10.4B investment portfolio to third-party manager (Blackrock). Tasks included selection, contract negotiation, legal review, asset transfer, and accounting transition. Achieved project milestones and Board approval ahead of aggressive deadline.Initiated, pursued, and acquired marquis new clients including, Nordstrom, Safeco, and Washington Mutual. Negotiated, and executed 3 strategic partnerships. Generated $7MM+ of incremental revenue within 3 years.Managed 14-person project team to implement new SEC financial consolidation and reporting processes and technologies (Hyperion) at $400+MM public REIT. Scope included 185 legal entities, 6 countries, 7 currencies, and 2 segments; enhanced reporting integrity and improved cycle time by 65% (est).Turned-around troubled Call Center reengineering project. Successfully managed project through completion of all deliverables, including selection and implementation of 3 call center technologies, physical reconfiguration, organizational design, and process reengineering of QA, performance management, and call routing. Efforts contributed to $26+MM in first-year benefit (actual measured).

Division Controller for the $1.7 billion Server Operating System (OS) Division. Rebuilt division finance organization and team to provide performance analysis, revenue forecasting, pricing, licensing, marketing sizing, marketing program analysis, competitive analysis, cost analysis, and accounting support for Server OS business and the Embedded OS business.

Tektronix was a publicly-traded $2.1B high-technology firm with three businesses that designed, manufactured, and sold test & measurement equipment, color printers, video servers, and other broadcast equipment before being broken-up and divested.Finance Manager FP&A (1998-1999)Project Manager, Strategic Initiatives (1997-1998)Controller, Product Development (1997-1998)Key member of turn-around team. Also responsible for worldwide strategic planning, budgeting, forecasting, reporting, and all financial analysis and analytic tools. Developed strategic options to restructure the division for divestiture. Key member of due diligence team. Efforts directly contributed to divestiture of x-terminal business, spin-out of video conferencing business, and ultimate sale of Video & Networking Division.

Internal Auditor, Treasury & Financing Operations (1996-1997)Area Controller, Livonia Transmission Plant (1995-1996)Conducted business and internal control reviews for Ford Credit Treasury Operations (headquarters), country-level operations (e.g. Brazil, Argentina, Poland, South Africa, Venezuela, etc.), and regional accounting service centers (e.g. Europe). Scope included Cash Management, Debt, Investments, Securitization, Banking, Receivables, Accounting, and Joint-Venture operations.

Captain (1991-1992)First Lieutenant (1989-1991)Second Lieutenant (1987-1989)Flew 93 combat sorties in Operation Desert Storm. Accomplished over 1500 flight hours and managed 21 inflight emergencies without accident. Managed joint-service and multi-national training exercises in Japan, Korea, Guam and the Philippines. Managed daily activities of 24 squadron navigators.