Jim Cooke Email and Phone Number

Focused on helping Oracle’s largest and most strategic customers to understand the business value of transitioning their legacy technology environments to Oracle’s Platforms and Services. The BVS team is a group of seasoned management consultants with deep industry experience and a proven track record of helping thousands of Oracle customer’s maximize the value of their business transformation initiatives for more than a decade.

Angel Investor in Kaonetics Technologies Kaonetics Technologies, Inc. (KTI) seeks to develop products that make life easier, healthier and safer. Kaonetics products have potential applications in homeland security, the military, law enforcement, energy, healthcare and industrial processing.  These products are developed across two key technology platforms: 1) Directed Energy technology, which can: - detect and stabilize explosive devices - detect contraband wherever it is hidden - Break chemical bonds in a controlled fashion to efficiently extract hydrogen from salt water2) Circularly Polarized Antenna (CPA) The CPA provides a stronger signal in areas where interference would challenge a traditional antenna.

Our team of seasoned experts are focused on helping dis-intermediated incumbents by utilizing a unique execution model combining Marketplace Exchange/Anything-as-a-Service (XaaS) Philosophy + Consulting + Analytics based approach that can immediately reduce near term costs and speed time to market for new digital services while simultaneously providing a roadmap and associated services to enable the digitization of assets and the associated business models needed to generate new revenue streams from those assets. We help these firms manage the transition in an evolutionary way, as opposed to the revolutionary paths that can be disruptive to current revenue streams.

Cisco’s APTG (Application and Platform Technologies Group) was a Software and Services Business Unit in Cisco’s Services Organization that was responsible for incubation, production and scaling of Cisco’s business software and services solutions and platforms. This was a $200M business with a target of $1B in revenue by 2018. My roles in this organization were as follows:• Chief Architect - Responsible for the over-arching software architecture for Cisco’s software solutions, solution kits and software platforms for Cisco’s APTG.• GM Canada – Responsible for all APTG business in the Canadian theater across our entire portfolio of software. Also responsible for the APTG Innovation center based in Toronto, where we incubate and test new solutions, services and business models for global scale.• GM Marketplace Platform – Responsible for the APTG Marketplace strategy, revenue and portfolio of software and services.• GM Service Delivery Platform – Responsible for the Service Delivery Platform solutions strategy, revenue and portfolio of software and services. • GM Analytic Kits – Responsible for the APTG Analytic Kits strategy, revenue and portfolio of software and services.

• Responsible for developing and leading the Cloud Computing Practice for Cisco’s Internet Business Solutions Group/Cisco Consulting Services. My focus in this role was to build an organization to help Cisco’s Global 500 customers understand the financial and agility based benefits of making the transition to a cloud operating model. Our work was targeted at Business CXO’s and Division heads in addition to CIO’s and CTO’s, as they typically are the catalysts of the Cloud Operating Model transformation. This work consisted of the following activities:1. Understanding the Customers’ business drivers and market context in order to assess how a cloud-based approach could significantly impact the business value of their technology investments. This was accomplished through the development of economic benefit models showing both top line and bottom line benefits that could be achieved through these investments.2. Evaluating the current maturity level of the organization relative to their ability to adopt these new cloud operating models from the organizations business strategy down to the technical architecture level to determine how to best prioritize their cloud-based initiatives within the context of their strategic roadmap and the immediate business pressures involved. 3. Providing a recommendation for execution based on the discovery done in activities 1 and 2 that maximizes business value, while optimizing for ability to execute, in order to drive the highest achievable value from their cloud investments.4. Assisting the customer executives in preparing board-level presentations to help sell and procure funding for the recommended initiatives within the customer organization.

• Responsible for developing the service portfolio and leading the IT Advisory Practice for Cisco’s Internet Business Solutions Group. This group was tasked with providing consulting to Global 500 CXO’s on their use of technology to improve their organizations’ productivity and profitability. Our focus was working with CIO’s and CTO’s on IT strategy, alignment to business imperatives, and technical architecture. We worked with more than 90 Global 500 CXO’s on activities ranging from restructuring IT governance models to infrastructure consolidation. Most of our work revolved around IT-driven business transformation – essentially this entails:1. Understanding the business drivers and IT imperatives in order to assess how IT investments can impact these business and IT priorities and what economic benefits could be achieved through these investments.2. Evaluating the IT organization from strategy down to the technological underpinnings of the company. This allows me to determine how to best recommend prioritization of IT investments to optimize the application of technology to business imperatives. These activities are focused on accelerating “time to business value” and “investment to business value” ratios for IT’s impact on the business.3. Assisting the customer executives in preparing internal presentations to help evangelize and secure funding for the prioritized initiatives within the company.

• Responsible for creating, incubating, growing and leading the Enterprise Architecture organization at Cisco. As part of this role, I was responsible for approving all software and hardware investments to ensure consistency across the architecture – essentially a $1B portfolio of assets. The focus of the team was to significantly increase the value impact of IT on Cisco’s business. This needed to be accomplished with the utmost efficiency, and urgency, however, innovation could not be sacrificed in the interests of cost. In benchmarking the effort against top companies undertaking similar efforts, we very quickly moved to the forefront in this space. We achieved the following during my tenure:1. Established a federated governance model for the distributed management of the architecture. 2. Delivered numerous foundational technologies such as an integration framework and infrastructure containerization strategy that served as a critical foundation to key initiatives. 3. Created an Enterprise Data Management team which oversaw creation of our Customer Master and CRM Business Intelligence solutions. 4. Built an application development framework that paved the way for the implementation of an Agile development model that dramatically improved throughput while simultaneously minimizing costs. 5. Implemented an infrastructure architecture benchmarked by Gartner to be 10X more efficient than best-in-class at the time.6. Captured and reported the business value of our work efforts which, when combined, saved Cisco over half a billion dollars during my tenure.

• Responsible for optimizing our field services organizations’ operations. Our core metric was “issue to resolution” time compression. We had contracts at this time that required us to have a part on-site to a customer within 1 hour globally, so inventory optimization and logistics systems were mission critical, and were prioritized as our most important core systems as part of our companywide Y2K assessment. I took over a team of 5 people and, driven by dramatic business growth, grew the group (from 5 to 106 people) and budget (from $700K/yr to $21.7M/yr) by 3000% over a 3 year period. Even as we grew so dramatically, the team was still able to deliver on several mission critical initiatives as well as numerous tactical projects and requests. Also provided 24X7 support with resources in Amsterdam, Tokyo, Sydney and Raleigh, North Carolina. I was also responsible for all vendor management and relationships. Including, but not limited to, RFI, RFP, Purchases, Negotiations, Licenses, Discounts, Maintenance and partnerships.

PositionInformation Systems Project Manager working in the Customer Service Information Technology Group. (March ’96 – April ’97) • Interim IS Manager for Customer Service (CS) IT - Managed the CS-IT group for 4 months in an interim role. I managed a team of 23 employees and contractors, performed reviews, hiring, firing, budget management ($4M annual budget) and was responsible for ensuring that all Client Funded Projects were completed on time and on budget. In addition, was also responsible for relations with the business partner (VP of Customer Service) as well as support and tactical activities; all while still maintaining my responsibilities as a project manager for Electronic Commerce and for the CS portion of the Multisite Project (Splitting of the Oracle apps architecture).

PositionInformation Technology Project Lead working in the Sales and Marketing , Order Entry and Manufacturing Information Technology Groups. (March ’93 - Feb ’96)

Development Projects • Materials Components Data Warehouse Project - My responsibilities on this project were to lead the data capture team in developing data requirements, data filtration algorithms, interfacing with the data warehouse group, interfacing with the VAX group, developing detailed design, overseeing programming and testing efforts and addressing implementation issues. Also participated in re-engineering the database design. Budget for project was over 4 million dollars. • Country of Origin Tracking Pilot - Worked closely with the world wide materials strategy group to develop requirements for reporting country of origin information for components. Strong analytical skills and business knowledge were crucial on this project, as the customer had little or no comprehension of how systems functioned. • Global Where Used Project - As project manager, I was responsible for all aspects of the project from requirements through post-implementation analysis. Project was budgeted at $80,000 and had an ROI in the first six months of 285%.