"It feels like 1984 all over again" I keep telling people.Back then, I was a paid software developer on dBase III at the age of 14. Three years later at 17 I started a technology consulting business called "Pace Consulting". Those were the days.40 years later I have held leadership and technology-related roles in almost every company I've worked for, across a number of industries including professional services, retail, enterprise software, creative agencies, and manufacturing.I have seen massive change and huge advances, but it's nothing like what's happening today.Pace Innovation is a return to where I started, but with the benefit of four-decades of experience and the excitement of a whole new era of computing with generative artificial intelligence.

Element Manufacturing is a contract engineering and manufacturing company specializing in industrial applications - we build things for people who build things. Some of the largest global manufacturing companies depend on Element for fixtures, tooling, and complex mechanical solutions to make their manufacturing processes safer and more efficient.

Assisting companies with payment automation from any ERP system to any Bank.

What a great little company. I was proud to be a part of it. DMF has a 50-year legacy in manufacturing highly engineered rail-gear products. DMF had a full machine shop, fabrication, welding, paint, assembly, and testing under one roof. We also had a full staff of engineers and highly competent salespeople ready to respond to any customer request or situation. Even though they are a long-term organization, DMF does not rest and is constantly improving both their products and methods to stay in the lead.I was lucky enough to lead the team into its current phase of growth. There was a lot to do, from upgrading our 30-year old ERP system to modernizing manufacturing practices. The leadership there is excellent and I would highly recommend it to anyone wanting to join an established small company in manufacturing.

At OnPoint we are re-defining patient engagement. OnPoint focuses on the patient experience, specifically the very painful process of understanding the cost of healthcare and the myriad complexities of paying for it. Using the OnPoint platform, healthcare providers can deliver personalized, data-driven communications to patients (text and video) and numb the confusion of insurance, co-pays, final bills, etc.

Wardlaw Digital was the first of its kind in the Insure-tech space. Our Bluejay Video Engagement platform allowed insurance carriers and agencies communicate with customers through high-end personalized video.

SelectMethods is an innovation studio and a collection of growing companies, including PivotalCX, Wardlaw Digital, and OnPointPX. Don't ask how we get it all done, we'll just tell you we work our butts off.

This experience was a "ground-up" build of a business development, sales, and support function we finally branded as the "customer success" team. In three years, Regal went from a single channel partner to over 10 financial institutions including some of the largest bank and credit card companies in the world.In sales, we grew mid-double digits every year, "up and to the right" just like you want it while keeping headcount low, which we accomplished through heavy automation and integration of the sales process.------RegalPay solves the two biggest barriers to adopting electronic payments. The first is integration, the second is vendor enrollment.RegalPay connects over 60 ERP/Accounting systems to all of the major banks. It handles ACH, Wire, Commercial Credit Card, and Check payment types. Instead of exporting files and uploading them manually, a few clicks pulls the data from the accounting system and sends those payments to the bank automatically and encrypted for security. There is no double-entry, no file-handling, and more importantly ZERO modifications to the customer's ERP system.Every day RegalPay checks the bank for settlement files and downloads them for reconciliation.For Vendor Enrollment, RegalPay provides a dashboard to show the customer their payment types by vendor count and an "opportunity cost" indicator. It allows them to send a batch list of files to their bank's enrollment team on a regular basis. Coming soon - an "easy" button that will kick off an outsourced enrollment workflow.For a list of the ERP systems and banks we integrate to please message me or call at 1.866.606.4183

Led the SDR, Sales, and Customer Success team at SpendHQ, achieving 84% increase in revenue in addition to performing the critical business-scaling activities of hiring people, implementing tooling and processes, which allowed this small internal startup to leave it's mothership.During that time we:1. Established a repeatable lead generation process by hiring, training, and managing a 2-person Sales Development team.2. Implemented a sales and contract workflow, with automation and integration of all components.3. Upgraded web site, branding, sales collateral.4. Designed, produced, and directed the highest performing webinar our hosting company had broadcast to date. See https://www.youtube.com/watch?v=pfiKAoR3IvA5. Implemented a "customer success" role, reporting to VP of growth. They were in charge of keeping our promises.The task at SpendHQ was to figure out how to organize and establish a revenue growth roadmap and get the leads and prospects flowing, automate a sales process, and test various SaaS pricing approaches. There was a marketing resource in place, and a partial FTE role for sales development, while appointment setting was outsourced. Within a year, we had increased the quantity and quality of leads and put the company on a path of success which continues today. We established a more defined sales process and flow, created an in-house SDR team for lead-gen, and dedicated a resource to customer success. Along the way, we upgraded branding and outsourced marketing with better results. -----SpendHQ is a first-class spend analysis solution - built by sourcing professionals for sourcing professionals. It's both a managed data enrichment service AND a web-based visualization tool that helps companies understand where their opportunities are to source strategically, capture and minimize "maverick" spend, and ensure compliance with preferred vendors.Take a look at www.spendhq.com!

I enjoyed my experience at Oracle, learned a lot, and had great success. * FY13 - 118% of quota• FY12 – 192% of quota (+ Earned Oracle Club)• FY11 – 170% of quota (+ Earned Oracle Club)• FY10 – 92% of quota• Added several high-profile new logos: Autotrader, Manheim Auctions, BIC, Cox Media, Suniva, ThyssenKrupp Elevator• Mentor to new Sales Directors• Consistent follow up and follow through with new customers to ensure satisfaction and quality.• Responsible for enterprise accounts in Southeast region.

• Increased deal pipeline over 400%• Responsible for selling Navisite services direct through Oracle On Demand Sales team. Accompanied reps to all prospective opportunities to deliver and sell PeopleSoft hosted solution.• Responsible for recruiting, training, and management of OEM Channel Sales Reps globally.• Responsible for managing the street-level relationship between Navisite and Oracle.• Responsible for expansion into Europe and closed first European partnership deal between Oracle and Navisite.

• Ranked #1 or #2 by total revenue both years. • Top Pro-Services Rep 2005 • Closed largest deal in Surebridge history (Keybridge-$6.7M)

• Manage top 5 largest accounts in total client portfolio • As Lead Client Partner managed team of pre-sales support resources responsible for prospect qualification, needs analysis, project scoping, solution architecture, proposal development, and solution presentation.• 100% success rate at leading service recovery/troubleshooting efforts for top “at-risk” accounts.

I started at Wash Depot as one of four senior managers when we only had 7 locations and few million in revenue. By the time I left we had almost 100 locations and much more in revenue.Running a national, multi-site retail operation is complex. It is highly dependent upon good systems and technology to ensure that management is receiving timely information and each individual location is supplied with the necessary materials and inventory to do business.At the time, our POS system was not designed for multi-site, so we had to build specialized software and servers to poll each site and consolidate that information into a daily operations report that was due on the CEOs desk by 9am every morning. I hand-built the servers and coded the software that made this work.As we grew, our legacy back-office ERP system became more and more strained, and because it was 1999 we were also facing a rather serious "Y2K" situation as it was known then.My final project at Wash Depot was a full software selection and replacement. We chose and implemented PeopleSoft, and it was that project that launched me on the path of becoming an enterprise software expert.

I was both in store and home-office operations at Wal-Mart. I was there in the last final years of Sam Walton, Don Soderquist, and other famous Wal-Mart notables. Men of renown for sure. I loved them dearly.I transitioned to the home office after spending two years as an assistant manager while I finished college at Harding University. My store was #157 and I was an assistant manager intern and later promoted to the assistant manager position at our new SuperCenter.Because of my knowledge of store operations and high marks as an intern, when I graduated college I was recruited to come to Bentonville to recruit other college students to fill the manager ranks in the store. I recruited close to 100 new assistant managers, almost four times as much as the other 12 recruiters.College recruting is seasonal, so because of my technology background I found a project during the off-season to build a "just in time" recruiting and hiring system for the "People" Division at Wal-Mart. It was a rather elaborate Visual Basic/Excel contraption that factored in the multiple variables that determine how many new managers we should hire every month on a regional basis. It used inputs such as new store growth, attrition, training timeframes, etc and just spit out a magic number.Because of the accuracy of this solution and inefficiency of the process that existed before, this little piece of software resulted in tens of millions of dollars in savings to Wal-Mart and made me a hero for a short time.