inTEAM provides innovating software and consulting solutions to K-12 school nutrition programs, including several first-of-their-kind web and mobile applications for menu planning, point of sale, payments, inventory management, mobile ordering, procurement, and eLearning.inTEAM's newest application, GDSN Connect, gives school districts, purchasing co-ops, and state agencies simplified access to product specs directly from manufacturers through the Global Data Synchronization Network (GDSN). GDSN Connect also integrates with the major K-12 back of the house software applications as a Data as a Service (DaaS) model so districts can seamlessly keep all their information accurate and up to date electronically in the software they currently use. With additional GDSN-based procurement tools, GDSN Connect saves K-12 operators time and money through their entire operations.inTEAM's back of the house software application, CNCentral, was the first web-based solution approved by USDA for menu compliance and six-cent certification. It is connected to GDSN to access product data and has fully integrated modules spanning menu compliance, production records, and purchasing & inventory to eliminate redundant data entry and errors with the goal of simplifying school lunch. It is also seamlessly integrated with inTEAM's parent and student facing mobile app, Choosi, which was the first app to allow families to place online orders for healthy meals at school.

KidsChoose was a startup with a vision of connecting K-12 schools with kids and parents and to encourage healthy behaviors eating and activity. The first product, Choosi, was the first mobile app to allow kids to customize and pre-order reimbursable meals in their school cafeterias and earn valuable rewards for adopting healthy behaviors. KidsChoose merged with inTEAM Associates in 2017

Advised and consulted with several small technology companies to develop their business strategy and commercialization plans, including successfully submitting and winning SBIR Phase 1 and 2 awards. Industries and products include EEG systems, medical devices, and education technology solutions.

Brain Biomarker Analytics (BBA-Health) is a start-up dedicated to creating disruptive technologies and solutions in the neuropsychiatric field. Building upon years of clinical research and scientific development using quantitative electroencephalography (qEEG) to monitor the brain activity of patients suffering from depression and licensed from UCLA and others, BBA-Health is developing innovative tools for physicians to use in the battle against depression. These tools will change the entire paradigm for how depression is managed, ultimately having the potential to reduce the suffering of millions of people who deal with depression every day.

The UCLA Business of Science Center (BSC) provides business and entrepreneurial guidance to UCLA faculty on commercializing life science technologies, prepares graduate students for non-academic careers, and acts as a catalyst for enhanced industry/university relations.• Responsible for managing and mentoring an entrepreneurial organization comprised of full-time post-doctoral fellows and graduate student volunteers• Developed and launched three new programs to expand the services the BSC provides to faculty and students, including a course on medical device innovation and product development which resulted in the invention of five new medical devices that addressed clinical needs observed within the UCLA Health System• Raised over $400,000 in funding from new sources which provided financial stability for multiple years and a foundation upon which to secure additional support for new programs

• Negotiated multiple business contracts to create new revenue streams potentially worth $10+ million annually• Managed the sales/outreach team, increasing the number of K-12/collegiate athletic departments and youth sports clubs we work with by 300% within twelve months • Developed the business plan and financial model for a new business opportunity that blended the food and beverage space, driving alignment on sales forecasts and operating budgets across the executive team, ultimately providing a clear picture of the capital and human resources required to launch this new product• Implemented standardized financial and HR processes within the organization, providing consistency and clarity to both management and our vendors, customers, and employees

• Led three R&D teams across two continents through a newly implemented product development process, resulting in the most successful-to-date checkpoint status by an HP-Scitex printhead division• Drove the cost-benefit analysis of multiple product design options and persuaded management to adopt the path that resulted in an accelerated program schedule and the most efficient use of engineering and production resources• Initiated the design of an upgraded production quality system and secured the resources required to implement this system, reducing manufacturing escalations and improving engineering response time

• Led an eight-person multi-disciplinary team across two continents that identified and resolved systems integration issues related to the durability of an environmentally-friendly latex ink• Conducted internal customer focus groups to verify product performance against customer requirements; persuaded program managers to reduce overly aggressive performance targets based on the results, avoiding a delay in product introduction• Directed problem solving efforts to understand the root cause of and develop solutions for printer throughput issues; invented a new printhead cleaning method which increased throughput by 120%

• Managed a cross-functional team of ten multi-national employees in the design, delivery, and stabilization of a $1 million manufacturing line, achieving 100% performance against production targets. Relocated to Singapore for one-year as part of the project• Developed and implemented an innovative new quality control strategy that saved $2.6 million per year• Invented and installed a new testing algorithm that reduced print cartridge yield loss, saving $700,000 annually

• Managed project priorities for team of 15 engineers and technicians and presented weekly production status updates to management; resulted in successful transfer of manufacturing line to Singapore to reduce costs and free resources • Reduced production costs by 30% by driving 20+ improvement projects that decreased yield loss and increased equipment uptime