Reports to the CPO with direct oversight for product, sales engineering, customer training, advanced engineering and sales enablement.• Recruited to create The UC Line of Business / GTM strategy and grow the Collaboration/UC revenue.• Achieved 80% revenue growth in year one - $100MM annually• Fully responsible for a $130MM P&L.• Achieved 300% growth in UCaaS license over 24 months • Galvanized due diligence efforts and presentations for M&A serving as the primary product leader to analyze and advise on potential partnerships and acquisitions. • Heavy cross-functional collaboration with sales, sales operations, finance, marketing, customer success, training.• Responsible for ensuring all new UC products are launched in a manner that allows sales to understand how they function, how to sell it and how it relates to the competition.• Participates on/in industry panels, CIO roundtables, agent advisories, Channel Partners product expert speaking engagements, etc.• Participated in quarterly board meeting reporting out on product penetration rates, revenue growth and product churn.

Reported to the CEO with oversight for sales, sales training, partner onboarding, sales engineering, implementation and support. • Launched all efforts to build and grow Momentum’s channel sales organization. Grew sales personnel from two account managers to 75 sales people ranging from channel managers, sales engineers and sales support for the retail sales organization.• Grew Momentum’s revenue for the retail channel from $0MM to $70MM in 4years. Achieved positive retail EBITDA within two years of launch date. • Expanded Momentum from a small, regional CLEC to a nationally recognized UCaaS/ Collaboration provider.• In an expanded role that included Enterprise Sales, led sales during a shift to a multi-channel strategy to enable higher growth. This included building a Customer Success organization, account management and instituting a TBR model for these teams.• Developed Momentum’s “Bird’s Eye View” implementation process. This process allowed Momentum to seamlessly engineer, quote, sell and install a customer without the usual headaches associated with UC installs as well as scale as the business grew.• Participated in quarterly board meeting reporting out on sales bookings vs revenue growth, sales head count retention and customer install and churn.

CTP (formerly Denver Telecom Professionals) is Colorado's premier professional association that brings people together from companies and organizations within the communications and technology industries. Target sectors include Telecom, Cable, Satellite, Internet, Mobile, and New Media. CTP’s membership covers all disciplines of this dynamic industry including executives, financiers, engineers, entrepreneurs, attorneys, consultants, managers, sales and recruiters. Our members come from all areas of communications, from established companies to exciting startups.CTP was launched in 1998 and currently has over 2,500 associates. We have relationships with the area’s major technology, telecom and broadband education programs and partner with other professional organizations to conduct joint events. We conduct educational programs, networking events, excellent training and career seminars, and other special events.

Reported to the SVP – Sales with oversight for sales, sales engineering, plant construction • Established the western US Enterprise Fiber Team.• Achieved efficiencies of $7M on a $47M budget by developing and using an “Enterprise Passing’s Model” to penetrate and expand the fiber footprint in Denver, Salt Lake City, Seattle, Portland and San Francisco. • Led 5 sales directors and a total 105 sales personnel.

• As EVP, I led all sales (direct, indirect and inside), operations and support. Responsible for the full customer journey from identification to hand off to billing. • Catapulted revenues by $20MM in 3 years by leading and coaching the sales team to deliver exponential improvement in sales • As a leading Broadsoft provider at the time, we expanded from Denver into Albuquerque, Phoenix and Salt Lake City.• Sold to Megapath • Reported to the CEO

Formulate all sales and marketing strategic planning initiatives for this $35 million VOIP provider encompassing 6 divisions. Established strategic partnerships/joint ventures and work collaboratively with operations, training, finance, IT and operating divisions to determine product life-cycle strategies, create effective marketing programs, establish new product introduction/launch strategies and resolve post –launch problems. Managed a 77 person regional sales team and 20 service and operations professionals through 5 direct reports. Reported to the President of Sales.• Delivered immediate and impressive results; growing revenue from $1.4 million to $2.3 million annually. The Los Angeles / Orange County Branch was the top producing branch in 2007• Designed and initiated a strategy that enabled the LA office to reach EBITDA positive by the target date of 18 months.

Held accountability for all sales and marketing initiatives in the Dallas/Fort Worth Metroplex for this VOIP provider, generating $2.3 million in annual revenues. Developed both long-range and short-range marketing plans, formulated sales strategies with a dual focus on increasing market share and margin in both Dallas and Fort Worth. • Recruited and hired 43 new account executives, increasing the sales force from 32 to 66. This lead to the Dallas Market being the to grossing market in all 11 Cbeyond markets in 2005 and 2006.• Establish 16 new channel partners that generated 24% branch total annual revenue. This lead to the Dallas Indirect Sales team becoming the top grossing Channel Sales team in the company in 2006.• Established a sales management –training program to further the management education of our young sales management. Out of the 6 sales managers that took part in this training program, 2 are VP of Sales and 3 are Directors

Held full recruiting and hiring responsibilities. Formulated and maintained monthly recruiting budget. Managed three sales managers each with ten to twelve sales reps. Each sales manager was held accountable for identifying and pursuing high potential prospective clients. Grew Denver from 4.5% market share to 8.2% market share.• Recruited for three sales teams, established performance metrics, introduced a sales based incentive program and grew revenues to $840k in the first year.• Established the Community Association Program for the Denver market. Negotiated with the Denver Board of Realtors and the Denver Home Builders Association to give them a monthly revenue stream for every one of their members that transferred service.

Responsible for leading twenty eight Marines in the repair of navigation systems, radios, GPS units and COMSEC units in the CH-46, CH-53, Huey and Cobra helicopters (Honorably Discharged).