Successful managed and divested a business unit from Juniper to Private Equity company for $250m. Transitioned over 165 employees with a 97% retention rate. Provided strategy and vision, which defined the roadmap for the VPN, NAC and mobility portfolio. Increased cadence of product release by transitioning engineering team to SCRUM. This enabled high customer retention and brought 20% growth in new sales back to the business. Further acquired and integrated Mobile Spaces (a mobile container technology company) after close. ● Responsible for 200+ engineers, 100+ customer support engineers, 8 product managers, 6 technical marketing engineers and UX team. Budget over $37m.● Initiated and delivered complete FP&A and business analysis. Including customer size & vertical segmentation, created discount practices and process netting over $13.7m in additional revenue. Drove NSP’s down from 96% of the business at Juniper to 52% in one quarter.● Lead product, support pricing and packaging analysis. Informed and created change to the product and support packaging, which is now launched. Added new multi-tier support levels allowing for up-sell to new and existing customers. ● Delivered enhanced roadmap and vision that included an increase in velocity of releases and features. This included shipping a new hardware platform refresh to generate stronger sales in 2015/16. Generated over $15m in sales.● Created new support processes to improve customer experience. This included implementing an online customer portal with licensing, forums, case management etc. Achieved highest customer satisfaction in the products history.● Built new UX/CX function immediately improving our first time product install.● Transitioned team from waterfall development method to agile/scrum. This included selecting and installing new ALM tools to support move to agile processes. Increased productivity and release cadence to multiple releases a year.

General Manager and VP for the Pulse business at Juniper, which included Junipers VPN, NAC, Desktop and Mobility products. The product grossed over $140m in revenue worldwide. Achieved market share leadership for the VPN product while NAC was third in the market. Turned around product quality reducing customer found defects by over 50%. Reduced technical debt and increased innovation rates.● Responsible for 200+ engineers worldwide and 5 product managers. Budget $26m.● Restructured management team to drive strong product quality and innovation.● Established technical leadership in the team and brought focus to removing technical debt.● Improved product quality by establishing a new product lifecycle and best practices. Resulting in decreased customer found defects by over 50%.● Responsible for divesting the Pulse business from Juniper to a private equity company. This included everything from pitching the business, responding to due diligence and negotiating the terms/contract. Achieved a $250m sales price.

ItsOn is a startup working on mobile to cloud software, which allow carriers to provision voice, text and data services in new and innovative ways. Joined ItsOn after it’s initial A round to build out team and install best practices. ● Grew the team from 8 engineers to 30 high caliber engineers.● Took the product from an early stage proof of concept to a product in commercial trials with some of the largest mobile operators in the world.● Achieved product market fit through working with strategic customers.● Implemented Agile process (SCRUM) and best practices. Including implementing testing tools, methods and quality processes.● Establish vision and direction with product management, built out roadmap and institutionalized customer focus.● Built out NOC and defined service delivery practices achieving a 99.9% uptime.● Worked with executive team and sales to promote and sell the product.● Created a consumer MVNO mobile phone consumer offering. Implemented MVNO over the Sprint network and all the back office systems for billing, etc. Built website and website infrastructure to promote service. Sold services to end customers.● Pitched the company for a B round funding successfully raising $20m dollars from a tier one venture capital company.

Turned around McAfee Avert labs (research team) and product development teams. Created center of focus and excellence consolidating McAfee Avert Lab research teams from 25 countries over 5 continents to 6 sites globally. Envisioned and invented new cloud/AI based technologies that improved customer satisfaction and addressed a retention losses estimated at $40m quarterly. In addition, held P&L responsibility for the development of products worth $300m of gross revenue to the company annually and delivering technology to over 100 million desktops daily. ● Responsible for redefining the strategy of McAfee Avert Labs leading to first place placement competitive benchmarking.● Lead engineering and product management for McAfee’s Secure Internet Gateway, GroupShield, Anti-Virus Engine product lines delivering to over 100 million desktops worldwide.● Own all product localization increasing from 13 to over 27 languages with no budget increase. ● Responsible for an annual budget of $48m and a team of 450+ engineers, 8 product managers.● Full product line P&L responsibility for over $300m.● Restructured and re-aligned threat research, engineering and product management bringing in strong talent to deliver on goals and objectives.● Redefining the strategy of the Secure Internet Gateway product line refocusing on the SMB market segment.● Created and innovated new technology in the new anti-virus engine.● Selected to the GMT. A group of 20 executives within the company responsible for determining strategy and company direction.● Organized team to focus on closer to customer initiatives, improved product vision and strategy, implemented a more aggressive roadmap and product delivery.● Increased business by simplifying product line and pricing to enable channel to sell with less effort and friction. Improved revenues by $7m versus the first 6 months of 2006 versus prior year.● Increase productivity by implementing stronger visibility and metrics on products.

Defined and presented strategy and vision for the company delighting the board and investors. Restructure the Product Management and Engineering function to deliver on vision, innovation and quality, which was a problem at the time. Part of four-member executive operating team (CEO, CFO, COO and VP Product Development).● Redefined the strategy of the company’s product portfolio including software based, appliance based, SaaS email and web security products.● Created innovative products by driving new technology and features including a new appliance and SaaS products. ● Lead product based board level interaction, quarterly reviews and presentations. ● Delivered on OEM technology licensing and product licensing for both inbound and outbound opportunities. ● Managed a team of over 60 engineers and 4 product managers.

MARCH 2004 - JUNE 2006Relocated McAfee’s European headquarters from Amsterdam to Ireland. Negotiated grants and funding from the Irish Development Agency. Achieve a tax rate restructuring from 34% to 12% for around 50% of McAfee’s revenues. Lead the development of products worth $300m of gross revenue to the company annually. ● Responsible for the WebShield, GroupShield, Anti-Virus Engine, Macintosh and Linux desktop products. Delivering new technology and innovation to over 70 million desktops.● Redefined the strategy of the WebShield product line allowing McAfee to expand into new markets with the product.● Awarded President's Club (10% performers) 4 years in a row. ● Relocated the European BV from Holland to Ireland. Essentially restructuring the company’s tax moving from a 34% rate to 12% on approximately 50% of the company’s revenue. The relocation of our product localization, operations and finance functions happened from September 2004 until May 2005. This included hiring a team of over 100 individuals consisting of VP and director level hires through to line staff. Led executive interaction with the IDA, a government agency to procure employment grants and set-up assistance.

Strong leadership in the development and engineering of innovative market leading anti-virus products. Helped to establish the strategic technical vision for the business unit. Scope of responsibility included P&L for $300m revenues, budget responsibility of $21m and management of 170 staff in 5 locations across Europe, Asia Pacific and the US. Responsible for the WebShield, GroupShield, Anti-Virus Engine, Macintosh and Linux desktop product lines delivering to over 70 million desktops. ● Lead acquisitions and performed technical due diligence on companies worth over $105m. ● Key executive involved in the establishment of an offshore engineering center in India reducing operational expenditure by 15%. Included the initial setup of the office/build-out, senior staff hiring, establishing training and metrics to measure success. ● Improved productivity by 30% across engineering by implementing comprehensive project and individual metrics.● Reduced customer response time by over 50% with the introduction of a new sustaining engineering process and incentives on more effective and faster delivery. ● Improved same day call resolution by 21%. Accomplished by instigated better technical training for support teams and creating technology that reduced the number of times we touched the customer by 30%. This reduced support costs dramatically. Introduced technology for call deflection integrating a cross discipline team from support, IT and engineering. ● Identified, promoted key technologies and market areas to expand into, resulting in the acquisition of a small anti–spam company. Subsequent technology acquisition included URL filtering, PC booting technology and content filtering. In addition, identified new product opportunities in Instant Messaging, Groupware and Gateway platforms.● Created reputation with executive staff as best engineering team/site globally.● Instrumental in the re-engineering of the product lifecycle process to improve quality and speed.

Responsibility for the development and quality assurance of products with revenue of $200 million. Responsibility for a budget of $16 million dollars and staffing of 120 engineers. • Responsible for $7m of localisation budget and the localisation of the company’s product set even those not under my responsibility. Established stronger process to allow better interaction across remote sites. • Instrumental in building technical and business relationships with IBM, Lotus and Microsoft. Responsibility includes the main technical advocate for NAI at Microsoft and visa-versa. Managing the development support account including contract negotiation. • Evolved a product lifecycle to build on original. Introduced quality practices in development such as coding inspections and test script inspection. • Responsible for integrating a development team from a different business unit in a remote location. Established rapport and engineering process very quickly. Established them as one of the most successful engineering teams in the company.

Responsible for 60 development personnel based in the UK. • Introduced better planning practices through establishing best practice, better contingency management and stronger risk management. • Introduced coding practices and standards. Implemented peer reviewing and standardised on UML for design to improve product quality. • Strengthen the relationship with QA through cementing better understanding of responsibilities. Removed snobbery and introduced peer concept amongst the groups. • Building stronger relationship with support through regular meeting, better lifecycle deliverables and engendering trust between the two teams. • Introduce external product certifications within the engineering environment. These included Windows logo certification, IBM’s Server and Cluster proven and Lotus Ready which is now standard practice throughout the engineering team including those with no direct line responsibility.

Key player in integration of Dr Solomon’s acquisition into the Network Associates team, a transaction worth $696m. Responsible for the integration of a small team of developers into the company. Also pioneered the introduction of a formalized engineering process into McAfee. Grew development team to 15 developers. • Introduced a product lifecycle which has now evolved across the company as a standard practice. • Turned product quality around after acquisition. Removed quality issues from McAfee products and drove new ideas and features into a stale product. • Drove improvements in QA. Reviewed QA scripts, drove improvements, coached junior QA member in testing techniques such as boundary partitioning, functional decomposition and testing metrics.

Responsible for the development of the Microsoft Exchange and Lotus Notes Anti-Virus products with a team of 9 developers. Instrumental in driving the development of the Microsoft Exchange and Lotus Notes Anti-Virus products. This included the instigation of new features as well as improving old. Improved the coding practice within the team, produced project plans and ensuring milestones and deadlines were met. Also called upon to make technical presentations to distributors, customers and peers.