Built for the Asset Finance and Leasing industry, Leasepath is the premier choice for Origination and CRM software built on the Microsoft cloud.Originating finance (loan) and lease contracts can be a cumbersome process, with incomplete data from Sales, nearly infinite pricing variables, interfaces with internal and external systems, and Credit Underwriting delays or inconsistent criteria. Leasepath is the solution.Leasepath Customer Engagement (CRM) enables sales to track and automate follow-ups to ensure you win more deals. Then the powerful Origination (LOS) workflow kicks in to complete a smooth process of pricing, quoting, application and underwriting – with all parties collaborating in real time and documents both collected and created with full automation.

Provided executive leadership in the Americas operation for $90M market cap company. Led global corporate functions of investor relations, governance, strategic planning and corporate development for the 1500-person global business.CONTRIBUTIONS SNAPSHOT** 80% stock price increase, 20% gross margin improvement, swinging net income from a $4.98M loss to $4.3M profits on $61M revenue** Produced a 15% gain in profits in a single year through effective cost control measures with zero lost productivity** Built first global sales pipeline with CRM; moved the company to a cloud ERP ** Rebranded company with new marketing, logo, website and sales support materials.** Moved revenue line from 0% to 27% SaaS in 18 months, projecting all remaining maintenance move to SaaS in another 18 months** Moved legacy product to a new cloud deployment architecture, building a $14M product pipeline from $0, winning new clients and upgrading legacy clients for higher profitabilityHIGHLIGHTED CHALLENGE:Took over the Americas operation of Nasdaq-traded, family-run company being run like a lifestyle business for 20 years, challenged with shedding major clients rapidly and losing significant revenues.KEY CONTRIBUTIONS AND RESULTS:- Primary liaison to investor community, navigated founders through positioning the business as a growth FinTech company. - Attracted significant new investors representing up to 14% of stock ownership- Capitalized on untapped business / product strengths, sourced four acquisition targets, and spearheaded a global ERP and CRM selection and rollout for better governance and planning.- Improved company credibility after launching campaign to work with top analyst groups and 4 global SI partners- Eliminated client defections and retained global blue-chip clients such as JPMorgan Chase Bank, Hyundai, Ford, Nissan, and Terex- Aligned team on customer service principles- New customer signings generated for first time in almost 10 years

Provided strategic guidance to the executive leadership team. Directed an acquisition representing a significant pivot in revenue opportunity for the corporation and was a voice of reason and stability during two frivolous lawsuits against the company. Improved corporate governance, creating proper global systems/controls where there were none. Member of Compensation, Nomination, Audit and Governance committees.

P&L Authority of the largest portfolio valued at $30M of the $70M company. Staffed and oversaw operations for > 175 onshore and offshore staff members. Managed an international portfolio of client delivery projects which delivered efficiency and ROI to the operations, spanning core product implementations and large-scale integrations, to custom application dev and maint. Key executive in client delivery engagements, SI Partnerships, contract negotiations.CONTRIBUTIONS SNAPSHOT** $8.2M or 12% of new revenue growth on $70M top line in first year** Acquired 3 new customers representing $12M on a total of $70M in revenue with 17% revenue growth in one year** Personally led the acquisition of company’s first customers in Mexico and CanadaHIGHLIGHTED CHALLENGE:The company’s products were immature in market and delivery teams lacked structure. Employees covered up issues by saying yes to everything and throwing more people at a project vs. solving the root cause.KEY CONTRIBUTIONS & RESULTS:- Turned around organization by defining a new “Partner” role, which optimized revenue opportunities and partnerships yielding:- Acquisitions of Majesco’s first customers in both Mexico and Canada and the largest customer in company’s history while simultaneously building the first SI relationship (IBM), which led to more sales.- Consistently acknowledged by founder and exec team for getting them on the right track- Launched and upsold existing clientsHIGHLIGHTS: Transformed company culture from covering up issues to effectively resolving them due to implementing Account Leadership Team (“ALT”) structure for each client and inspiring transparency and honesty in communication, service, and delivery. Commended for changing the way they worked and getting to positive results.Conferred with client executives, prioritizing objectives and driving support of company’s enterprise technology solutions. Steered collaboration between customers, onshore and offshore teams.

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P&L Authority of $24M capital and $56M operating budget. Drove all enterprise technology solutions, including application portfolio management over 150 applications, representing over 450 unique deployments across 5 hospitals, 5 clinics, 10 admin locations. Strategically drove innovation & effective resource utilization. Supported 100’s of thousands of patient encounters annually. Built new app dev department. Instituted ALM (app lifecycle mgmt) and coding best practices, quality measures and tools.CONTRIBUTIONS SNAPSHOT** Project delivery productivity increased by 356% within 6 months with no new budget** Improved employee engagement from 59% to > 70% in 1 year** Used governance to stop unapproved projects** Improved Help Ticket SLAs through rigorous attention to service metrics and getting 100% of staff ITIL certified** Built a culture of openness, public praise, private coaching and greater teamworkHIGHLIGHTED CHALLENGES:Inherited underperforming team built on blame, mistrust and fear. The culture lacked a nurturing, trustworthy, environment where employees could raise issues and receive support. KEY CONTRIBUTIONS AND RESULTS:- Conferred with exec peers on new IT governance model ensuring greater transparency of the IT demand pipeline and allowing for clear prioritization across the organization.- Reorganized department of 4 Directors, 12 teams, 80+ staff, consultants, offshore sister company.- Built delivery confidence and velocity by instituting a fundamental disciplines program. Capitalized on quick win projects to build trust.- Restored positive perception of leadership by improving communication and defining clear success criteria.KEY PROJECTS AND RECOGNITION:  Achieved Meaningful Use Certification for EHR Built and deployed company’s first Patient and Physician Portals for alerting and results reporting CRM For Patient Relations (PRM) -Won 2013 Best Use of Microsoft Technology in Healthcare Award

Independent Consulting to CIOs and IT Directors needing support in providing excellent support to their stakeholders. Specializing in IT strategy consulting, large program negotiation and implementation and providing liaison support between IT and Business stakeholders.I founded this boutique Strategic IT consulting company, working with multiple clients and focused on delivery of key client objectives through solid execution of plans and a clear focus on the ‘Business of IT.’Client and Key Achievements: Magazines.com  See belowClient and Key Achievements: Cancer Treatment Centers of America  See belowClient and Key Achievements: Confidential (Insurance Solution Vendor) January 2011 – March 2011 Provided strategic advisement on the startup of a new software product line. Provided strategic industry insight, developed initial project plan, provided executive deliverables and provided client team oversight while managing according to the approved plan. Led strategic positioning, market focus and key differentiating capabilities. Further details withheld due to the confidential nature of the engagement.Client and Key Achievements: Cando Networks April 2010 – 2011 Principal, founding shareholder and IT lead for the startup business. Provide thought leadership on technical aspects of video content delivery via the web using streaming content from CDN. Led selection of technology partner for content storage and content secure streaming. Provided project management of the delivery team for phase I of technical implementation (prototype). Business remains startup and is targeted for launch in 2012.

 Acted as an Interim IT leader and PMO, helping revamp the IT department through mentoring, refocusing some staff and 'supporting changes' where necessary. Provided leadership to the team in a rebuilding phase, where most of the former IT staff were removed and an entirely new team were brought in over a 3 month period.  Strategy alignment consulting to move toward digital product distribution and leading the process and selection of a new ecommerce solution to enable the desired growth of the business.  Led the implementation of the new ecommerce system, coordinating internal business and IT groups as well as external consulting partners. Controlled scope and costs through active forecasting and reporting, saving 30% of project total budget in one major project case. Installed new processes and methodologies for IT/Development management, prioritization, planning and communication. Used strategic planning frameworks to help executive team launch new product/sales initiatives.

 Acted as Interim Director IT Applications group, overseeing a team of 40+ technical staff and analysts, plus consultants from various vendors. Total of 126 applications oversight, and at any given time was overseeing 40+ active projects. Some projects had dedicated PM’s while others were led by Analysts with lesser PM skills. Member of the IT Senior Operations executive team. Accountable for an average of 250 functional changes per month plus major system upgrades on a regular basis, including the core EHR system (Eclipsys/Allscripts Sunrise Clinical Manager SCM), SIS and RIS. Led negotiations with vendors for everything from SCM upgrade resourcing to Patient Portal realignment with CTCA-specific needs. Provided oversight and methodology controls for several key vendor selections for applications ranging from Marketing Campaign Management to Patient Accounts’ online bill pay. Held hiring, performance review, compensation review responsibilities. Led launch of the FOAK remote patient monitoring program through a new joint venture with Intel/GE Medical (now called “Care Innovations”), using the Intel Health Guide. Responsible for initial pilot program launch in unrealistically short timeframes, but deadlines were met. Responsible for aligning vendor team with hospital teams across multiple sites, and engaging the leadership from Nurse Care Management, IT, Hospital CEO and CMO, Marketing and reporting up to the CLIC Clinical Leadership team. After successful launch of project, proceeded with integration of device with CTCA’s EHR (first ever EHR integration) and a successful launch devices to first patients all on time. After this launch, moved on to build the Business Benefits Case by gathering data on how the use of the device would generate new revenues, save money, increase patient retention and engage payer reimbursement.

 Led startup of the Cisco Unified Messaging project, including launch of the project with the consulting division of Cisco. Project was oversold and skillsets on both teams (Cisco and CTCA) was lacking. Through regular checkpoints, milestone management, active project planning and CSF tracking, escalated need to add more talent to the team to meet deliverables. This project collapsed site-specific call managers into one centralized call manager, offered significantly enhanced telecommunications capabilities including Unified Messaging, Presence, Mobility, IP Communicator and Single-Number Reach. Acted as Manager of this Network Management team during this period, as their current Manager was unable to transition from a solid hands-on worker to a team organizer and manager. Despite having no prior Network Management or Infrastructure experience, provided the team strong leadership, identified areas of weakness, organized training for members, identified where new team members were needed, mitigated major risks by securing the Network Switches with the first ever centralized storage of Configurations, identified e911 regulatory compliance issues and selected a strategic solution, oversaw the implementation of hundreds of “brand standard” network compliance measures, led the team to clean up wiring in closets that were unmanageable, oversaw wireless network assessment and upgrade to new hardware and technical implementation specifications (layout, installation) to provide uniform wireless access across a/b/g/n bands and separating data from voice on different bands.

P&L responsibility for $13M+ North America operation, including budgeting, forecasting and compensation planning. Create strategic technology partnerships. Participate or lead in key acquisition targets. Lead key global customer relationships, sales and strategy to create or grow the account. Lead executive consulting engagements to win new clients through industry studies, CBA studies and strategic selling. Hand-picked by CEO to lead Sales coordination and negotiations on global strategic opportunities, bringing together leadership from multiple operating regions and often multiple vendor partners to create game-changing sales propositions.Key Achievements:► Member of Technology Board, collaboratively guiding the strategic planning for technology products across 7 countries.► Built the corporate presence of the technology products from new entrant to top-2 solution provider within 2 years by creating an industry-aligned vision and working with analysts and partners.► Successful Executive Account Management across multiple clients where there are often multiple concurrent programs, keeping those client programs on target and developing new business in support of client strategies and inquiries.► Led or assisted in identifying and closing acquisition targets to fill strategic needs in the corporate vision, with the most significant one being a $52M acquisition to launch the company into the North American BPO business.

Provide industry leadership to bring the company’s products and services into the global spotlight and align the company on a single value proposition. Worked with Sales and Marketing to create campaigns and other lead-generating activities. Supported sales in executive presentations, ensuring company value proposition was clearly understood. Used influencing capabilities to bring new directions to core technology toolsets, user interfaces and development models. Worked closely with global development team to oversee the enhancement and replacement of core technology products. Other CEO special projects.Key Achievements:► Created Product Marketing team from ground up, hiring SME’s and marketing experts.► Developed strategic product roadmaps for multiple product lines based on industry needs and trends.► Created a truly market-driven product mentality by highlighting industry trends, thus overcoming long-held technology-only mindsets and enabling the company to create relevant product upgrades.► Led startup and operations of offshore software technology subsidiary. Traveled globe to select site, negotiate with partner on incorporation, ownership and governance. Member of Board. Executive sponsor for this unit into the rest of the global Innovation Group business.

Product Management and Program Management.

Created corporate strategy for new insurance claims solution, utilizing Business Case and CBA tools to align the Executive Steering Committee on the same vision. Responsible for vendor selection and due diligence processes for several system selections. Led a combined IT, Business and Consultant staff of ~150 people. Designed program structure and led program of 12 interrelated project and operational teams. Responsible for contract negotiations, fulfillment and SoW’s on both software and professional services agreements. Carefully monitored program scope, and in instances of partner underperformance, renegotiated for full delivery at no/lower cost. Played a key role as the corporation created its first PMO, setting standards and selecting tools for delivery of IT and enterprise projects. Accountable for meeting scope, cost and time objectives set by executives for each project.

Senior Product Marketing Manager Boulder, CO | October 2000 – May 2001Sole responsibility for a new product line called EcoCast, which enabled e-bill distribution and aggregation over the internet, allowing consumers to manage their bills via the web. Successfully developed branding and positioning for EcoCast product line and successfully brought the newly developed product line to market. Business Development: Targeted new strategic partners and led company in developing and negotiating technology and business partnership agreements. Product Marketing: Developed Sales and Marketing materials, including presentations, positioning statements, white papers, RFP responses and company collateral. Product Management: Responsible for all aspects of product management, including overall project scheduling, product functionality, training materials and documentation. Coordinated collaborative efforts of Quality Assurance, Documentation, Training, Professional Services and Sales groups to ensure successful rollout of new product releases.Product Manager Boulder, CO | February 1999 – September 2000Led a team of Product Managers responsible for web-based B2B and B2C EBPP (electronic bill presentment and payment) product lines. Envisioned, developed and prioritized product requirements based upon market and client needs and resource availability. Authored, implemented and executed Product Management Life Cycle (PMLC) process for entire company, which included process and deliverable definition, master schedule management and executive escalation and communication. Provided marketing strategy for Competitive Intelligence program, developing product positioning versus major competitors.

Senior Business Analyst PlusGSM, Warsaw, Poland Liaison for the IT department to Marketing, Strategy, Customer Operations and Revenue Assurance departments. Developed clear functional requirements and analyzed business case justifications to ensure end product met functional objectives. Coordinated all procedural, functional and technical changes to Customer Care and Billing System. Ensured IT and other department Directors’ schedule and cost expectations were met.Project Manager of Cross-Site Initiatives Project, European Business UnitEuropean Business Unit, Madrid, Spain & Warsaw, PolandImplemented Lotus Notes tools and procedural changes to management and administrative activities across 5 European locations, decreasing redundancy of work and maximizing effectives of resource placements, saving the BU an estimated $2 million annually. Conducted regular meetings with top management and administrative staff to identify areas of inefficiency. Supervised the business unit’s ISO 9001 quality practices and a cross-site metrics program.Other Consulting Experiences Mannesmann Mobilfunk & Airtel, Duesseldorf, Germany & Madrid, SpainBusiness Development lead on winning bid for new rating system at Airtel in Madrid. Managed and delivered all presentations, securing client acceptance of proposal. Group Lead for the implementation of Mannesmann Mobilfunk’s new rating system, world’s largest GSM cellular telecom provider at the time. Effectively maintained new Client/Server Unix based system. Designed and implemented architectural and procedural changes for three RTSP teams, keeping the system running with record speed and consistency. Member of the Mannesmann Technical Tools team, in charge of writing, testing, and running emergency software and DB fixes. Secured ISO 9001 certification for AMS Europe as a lead member of the core Quality Steering Committee. Directly involved in the successful certification of the Duesseldorf and Lisbon offices.