Solos Health Analytics mission is to leverage individualized machine learning and predictive analytics to develop health and wellness products that provide an early indication of potential illnesses.

Highly experienced CFO for multiple public and private companies. Focused on interim situations for profit improvement and turnaround roles.

Violin Systems provides extreme-performance enterprise storage at the price of traditional primary storage to help customers maximize the value of their business-critical data in ways never thought possible. Offering the market-leading highest IOPs with the lowest latency plus extensive data services, including data-protection, business continuity, and data reduction, Violin solutions enable businesses to improve their application performance and reliability while raising business service levels.Founded in 2005, Violin is headquartered in San Jose, California. Violin was acquired in April 2017 by Quantum Partners LP, a private investment fund managed by Soros Fund Management LLC.

I was an Independent Consultant to the Acquirer of Violin Memory. I joined during the due diligence process and worked with the Acquirer and a strong team from Alvarez & Marsal. Violin Memory was a publicly traded company that was in Chapter 11 bankruptcy; following an auction process the new Acquirer conducted its due diligence and completed the acquisition of the reorganized Violin Memory on April 21, 2017. I completed my consulting engagement on April 30, 2017 and became the CFO of the new, reorganized Violin Memory (now Violin Systems).

Goorin Bros. is a 120-year old 4th generation family owned business that is a leader in the headwear industry. It sells Hats & Accessories through an international wholesale channel, 36 company-owned stores and its e-commerce website. As CFO, my areas of responsibility were all Finance & Accounting, Inventory Planning, Production & Replenishment, IT and Supply Chain functions.• Conducted a strategic planning process and published the company’s first 5-year strategic plan.implemented monthly actual to budget review meetings for all profit centers and cost centers.• Lead the purchase investigation and acquisition of a hat manufacturer based on the east coast. Negotiated the purchase price, deal structure, financing and assimilation into the company. Arranged funding for the acquisition and a working capital line of credit for the new company.• Replaced the company’s banking relationship with a new bank facility that more than tripled the company’s credit line and availability under the borrowing base.

Nano-Tex is a VC backed technology company that develops and markets performance finishes utilizing nanotechnology for the apparel and home textile markets. Its primary method of commerce is selling chemicals that are applied in the fabric finishing phase of textile manufacturing. Originally joined Nano-Tex in June 2005 as CFO following their first round venture capital financing; I was recruited to take this nanotechnology company public. I was promoted to Interim CEO to correct an out of control cash burn rate and lead the restructuring of the company. I became the permanent CEO six months later. • Converted the cultural mindset of Nano-Tex from an academic R&D orientation to a business oriented technology company.• Swiftly reduced the cash burn rate by 50%. • Secured a 3-Year multi-million R&D grant from the U.S. Army to develop our Dry Inside technology on cotton baselayer garments.• Closed two US laboratories and opened a new 9,000 square foot lab in Shatin, Hong Kong. Hired a new R&D team primarily composed of scientists from mainland China with proven dyeing and finishing experience in addition to their PhD and Masters level academic qualifications.• Opened a wholly owned foreign enterprise (WOFE) in the PRC to address the fast growing China domestic market.• Sold the Company to a strategic buyer and managed the entire deal process. The transaction was completed in 3.5 months and accomplished the goals of our investor group.

Directed all Finance, IT, HR, Investor Relations, Patents & Legal functions for this fast growing educational toy, platform and software company. Joined the company in 2001, the year prior to the IPO, when the Company had just reached the break-even point. • Led the high profile IPO and listing on the NYSE in July 2002. LeapFrog was named the #1 IPO of the year on the NYSE.• Strong member of the six-person Executive Committee that lead the company to $680 Million in sales in 2003 with net income of $73 Million. • Put in place a global tax strategy based on a Macao structure that significantly reduced the company’s effective tax rate.• Having taken two companies through the IPO process before, I was particularly focused on the post IPO performance that would be demanded of the company. Our Chairman, CEO and management team were very open to establishing a street culture of under promising and over delivering. I lead the development of a strong long-term planning process and developed the systems to ensure we were good forecasters of our financial results.• Built a strong accounting close process where the monthly financial statements were issued within 5 business days of month end.• Kept a strong CFO hand on expense growth and balanced our 200% sales growth in three years with much greater bottom line profit growth. Strong internal partnering with Sales, Product Marketing and Operations leaders.• Implemented the original Sarbanes Oxley financial requirements.

Joined this Benchmark Venture Capital backed start-up company after a $40 Million infusion in a second VC round. The company was the last remaining player in the customer relationship management (“CRM”) space focusing on online restaurant reservations and marketing tools. Led the company at acquiring a mature CRM company that more than doubled the annual sales volume and positioned the business for profitability. Responsible for all Finance, MIS and purchasing functions.

Audit & Compensation committee chairman

After 13 years of corporate retailing experience, I founded a specialty retail concept called Four Green Fields. My vision was for a Fine Irish Home & Gift Store. For three years I performed and managed all aspects of this retail operation – from initial concept, site-selection, build-out, POS system selection, store management, sales associate hiring & training, merchandising, launch of a second location and all marketing. The business operated for 9 years, from 1998 through 2007, generated annual sales in excess of $1 Million per annum and was cash flow positive from inception.

Led all Finance, Distribution and MIS functions in this specialty retailer’s period of rapid growth from a 60 store regional chain to 500 stores in four countries. Additionally, I had two years of responsibility for our apparel sourcing and manufacturing functions worldwide. Guided the company from a small, venture capital backed retailer through a high profile Goldman Sachs led IPO and 5 subsequent years of record growth in sales and profits. • I was recruited to Gymboree on the eve of their IPO. They had already selected a lead underwriter and were commencing drafting sessions. After two weeks on the job, I informed the Chairman that the company was not ready to go public, due to the lack of sophistication of its financial systems and forecasting. The company was in high growth mode, but could not forecast accurately its future performance. I asked for six months to get the systems in place, build the right team and ensure that the company did not fall on its face post IPO. The decision was supported and we ultimately went public 7 months later at 3 times the original valuation and were able to swap out lead underwriters for a top tier firm.• Part of the senior team that managed six years of annual growth rates of over 40% per annum. Our net income exceeded 10% per year, the highest of publicly traded retailers.

Led all Finance, Distribution and MIS functions at this 170 store, $300 Million specialty retailer of women’s apparel. Installed financial budgeting disciplines and re-engineered company’s cost structure during period of significant merchandise transition. Lead financial officer in successful secondary stock offering, with international tranche, with Goldman Sachs underwriting. Built my teams to a high level of operational excellence.

Led all finance and MIS functions at this $100 Million upscale furniture retailer. Lead financial officer in the Shearson Lehman Hutton led IPO of this previously leveraged buyout Company. Initiated annual budget process and long range planning models. Instilled a strong financial achievement mentality through the LBO stage and post public offering stage

As Assistant Controller, I reported to the VP – Controller and was responsible for the monthly reporting of our divisions financial package to Household International. Our subsidiaries consisted of VONS Super Markets, T, G&Y Stores, Coast to Coast Hardware Stores, Ben Franklin Stores and a Furniture Division (comprised of Huffman Koos, Colby’s Home Furnishings, Barker Brothers and American Furniture). I was the lead financial member coordinating the sale of our Furniture Division to the Sussex Group, Ltd.

Spent 3 years with this Big Four public accounting firm, progressing from entry level auditor to Senior (In-Charge) Accountant. Primary audit accounts were Marriott International, M&M MARS, Washington Real Estate Investors and AMTRAK. Trained as a hospitality accountant, real estate industry accountant and consumer goods accountant.

Presidential Budget Systems Analyst in the Air Force Data Services Center