Provide Executive and Board Advisory.

Blockstream is the global leader in Bitcoin and blockchain technology. Our CEO and co-founder, Dr. Adam Back, invented the algorithm that Bitcoin mining is based on, proof of work (cited in the Bitcoin whitepaper). Blockstream Mining provides enterprise-class Bitcoin mining services to institutions and investors around the world. I'm responsible for the overseeing Sales and Business development for the Mining business.

Responsible for defining, building and deploying effective and targeted, scalable programs to accelerate AMS business growth. The sales specialist position is a quote driven role to help expand and grow the AMS business.• Define, build and deploy enterprise focused sales strategy and campaigns to support the AMS offering.• Engage, support and scale business development, sales, technical support (SAs), and professional service teams across AWS to be capable of delivering the AMS value proposition to enterprise customers and partners.• Coordinate with other AWS product offerings to integrate AMS into their solutions to provide operational excellence. • Engage in senior level (CxO) customer meetings to discuss business issues, operational gaps and explore how AMS can be utilized to help resolve.• Serve as an evangelist for the new AMS service offerings within AWS, and externally.• Handle legal negotiations for service contracts with customers. • Develop standard market intelligence framework and dynamic analytic modeling to be utilized by the AWS Sales, Specialist and marketing teams.• Establish metrics to measure and track related to adoption of the service, and field seller awareness with a continual focus on improving the approach based on those measurements.

Responsible for the North American business relationship, for the US and Canadian Deloitte member firms, which include; developing the GTM strategies, resource alignment, solution development, core initiatives, pipeline development and management.• Handled all large strategic deals (25M+) with Deloitte lead consulting partners (LCPs). RFP development, legal negotiations, and delivery excellence. • Grew AWS alliance revenue, through Deloitte influence and channel reselling, from $21M to over $200M in two years. • Drive joint GTM efforts with Deloitte Consulting, from prospecting through management of technical implementation. That include industry and cross-industry initiatives utilizing AWS advance services such as Connect, IoT, AI/ML, Forecast, Redshift, Lex, etc.• Strategized with Deloitte Cloud Leadership on resource alignment.• Built and managed a team of area Partner Sales Managers (PSM) that were fully dedicated to Deloitte. • Developed North American Marketing plan and manage key regional campaigns and initiatives. • Co-Manage weekly pipeline sales calls with Deloitte Sr. Partner. Team pipeline calls included Deloitte cloud sales executives (CSE) and AWS regional partner sales managers (PSM). • Responsible for aligning AWS worldwide industry business development teams with Deloitte’s industry leads to build common strategies, identify top use cases for solution co-development, and determine target accounts to drive sales initiatives.

Responsible for the development of the AWS cloud economics group that included maturing TCO modeling and business case strategy and approach• Created custom complex models that not only gave cost savings for infrastructure but also included human capital efficiency and business value analysis. Reviewed client models for gaps and/or built new models to show the total value of migrating to AWS, which include infrastructure savings, resource productivity, business value, cost of change, and the incremental benefit schedule based on migration strategy.• Performed 100+ TCO and business cases for C-level executives, directly influencing over $500M in AWS revenue, with a win ratio of 80% with prospects engaged.• Led client and partner cloud value workshops to educate on cloud benefits and cost optimization. Clients included the largest global banks, technology, insurance and media companies. • Collaborated with GSIs and ISV to build their cloud business case models and go-to-market strategies. Was mentioned in Deloitte’s Cloud Value Calculator (CVC) release and was a primary contributor to TSO Logic TCO platform, which AWS eventually purchased. • Developed a Resource Productivity Model for AWS that demonstrated the customer’s staff efficiency to help show value beyond infrastructure.

Major Initiatives / Responsibilities• Velocity - Lead strategy and the program management office for the rebuild of Morgan’s electronic trading plant (Velocity Program). Responsible for program structure, budget, data center selection, contract negotiations, executive level reporting, and delivery. • Data Center Consolidation. Defined application and host migration strategy and managed a large cross-division team in migrating 10k+ applications from 18k+ host from 5 data centers into two new data centers. • Managed divisional risk and compliance issues (RADAR) for the Algo division.• Member of the CTO cloud council group helping define cloud strategy and review of new innovative technologies.Cost Savings Initiative • Achieved $15+ million annual telco reoccurring savings, which exceeded the $12 million target set.• Negotiated a 40% cost reduction on existing third party datacenter space saving the firm $2+ million annually.• Negotiated a new contract, for additional data center space, with a different third party provider, achieving a 30% reduction from previous contract rates saving the firm close to $1 million annually.

ServiceMesh (purchased by CSC) was a startup company that offered solutions to enable large enterprises to move into the Cloud. Member of the executive management team responsible for the global professional services organization and North American sales. • Defined the strategy for the global sales organization, which included, structure, pipeline management, sales compensation, sales cycles, and methodology. • Created the strategy on how to manage the global product management group. Activities included recommending structure, process, compensation and skill set alignment.• Collaborated close with product development and marketing to ensure product stayed relevant to client’s requirements. Constructed the product offerings for the Professional Services organization that focused primarily on enabling organization to move into the cloud. The professional service organization is made up of 5 practice areas that include security, technical, operational, financial, PMO and sourcing.

• Head of financial vertical professional services sales and delivery.• Established a highly trained staff of Sales Executives, pre-sales engineers and architects that specialized in different functional areas (SME’s). Functional areas included High Frequency low latency application trading, low latency networks; Cloud computing, storage and Market Data.• Worked in partnership with the financial vertical VP of to transform the vertical to be more efficient. The restructure enabled the financial sales vertical to exceed targeted quotas quarter over quarter growing the vertical to over 60% of Savvis’ total revenues. Approximately $600M of the $1B in total.• Managed and exceeded a professional services sales quota of $130 million (portion of the $600m associated to the Financial vertical sales). These team structures collaborated together on account strategy that included revenue forecast, service quality, resource forecast, and profitability.• Engineered the delivery organizational structure to provide resource resilience and continuity.• Managed the financial delivery organization that was responsible for post-sales delivery and operational support. The delivery team deployed and managed solutions sold for many of the largest major investment banks.• Directly supported the sales organization, in a sales overlay capacity, exposing them to executive level relationships.• Influenced product direction through close collaboration with the top financial customers and a highly trained group of SME’s specifically selected for their vertical specialty.

Project – Sr. Program Manager – IB Equities IT (EQIT)• Equities Global (7x) Capacity Program – Set up and managed the capacity program that included managing cross-functional and multi-cultural global program teams, defining program strategy and processes, educating teams, developing governance structure, building a Share Point capacity portal for management transparency, and provided budget forecasting and management of $90M expenditure. Program Nominated for America Financial Technology Award (AFTA) for best IT team. • ARMOR – Established the program strategy, setup, and the management of a third-party data-center build-out in record time to support Credit Suisse’s high frequency and low latency trading. Project - Sr. Program Manager - Global Infrastructure CTO group (TIS). • Global Consolidated CMDB & License Management – Developed and syndicated the business case to three divisional CIOs (Investment Banking, Asset Management, and Private Backing) that demonstrated a $22 million a year savings; defined program governance and key milestones; managed three core projects under the program; responsible for a budget of $11 million; and involved in the negotiations of an agent-less discovery tool (Tideway) that saved the firm over $3 million in licensing fees. Project - Release Management - Global Foreign Exchange (GFX) and Emerging Markets Group (EMG)Responsible for release strategy, release planning, monitoring development efforts, resource management, test strategies, executive reporting, and delivery of releases.• Coordinated with infrastructure to ensure there were no existing release collisions for project planning purposes• Worked with the GFX and EMG Global desk COO to define business requirements and release priorities • Developed project plans and functional requirements documents for major releases• Maintained release “Lights On” BOW budgets for GFX and EMG which include over 250 requests

Developed project release strategy and managed the conversion of $5.4 billion 401k business. Project was delivered on-time and in-budget.Scope included designing and implementing the strategies to move AXA Financials $5.4 billion 401k business to a third party vendor for administration. • Oversaw 17 separate AXA-IT project plans for in-house code development, monitored internal and external development efforts, and tracked milestones to ensure production release dates were achievable and met

• Managed the relationship between AIG Technology and AIG's largest business unit Domestic Brokerage Group (DBG). DBG constituted 60% of AIG Technologies revenues with a budget of $150 million• Oversaw the delivery of 80+ simultaneous projects which included disaster recovery, business continuity, server consolidations/migrations, storage solutions, infrastructure upgrades, enhanced performance monitoring, etc...• P&L responsibility for DBG expenditures with AIG Technologies (AIGT).

• Infrastructure Optimizations – Defining strategies for system migrations, server consolidations, relocations, environment standardization, systems economics, service cataloging, application packaging and deployment, etc…

Directed all aspects of the Global Windows/Intel Infrastructure group, which was comprised of 2000 servers and 12k desktops. Managed diverse group of 150+ professionals with a budget of over $50 million.