After 22 years in the industry as a sales, marketing, and product management executive as well as engineering manager I joined SBI as a Senior Partner focusing on growth within B2B companies (public & private). My primary focus is large GTM transformations, including assessing the talent across all GTM roles. Success in major transformations requires a balance between performance conditions and the talent we put into those conditions. Buyer behaviors are continuously evolving at a rapid pace, and our GTM teams need to adjust accordingly. Lack of rapid evolution causes our growth rates to fall behind the market and our competitors. Specific areas of GTM focus:• Due Diligence for many of the top 60 Private Equity firms.• Sign to close & value growth lever realization based on disciplined execution and cross functional accountability.• Growth transformation programs that support exceeding the market & competitor growth rates. • Implementation of Commercial productivity & sustainability programs driving enterprise value targets.• Return on Marketing investments via systematic campaign design, build, execution, and measurement.• Gross and net retention programs to support best in class retention rates, increasing overall Enterprise value. • Work closely with C-suite executives to implement transformation strategies enabling them to outpace the competition.• Advise companies seeking to improve growth rates by executing evidence based best practices across Corporate, Product, Pricing, Marketing, and Sales functions.Typical Positions held:• Chief Transformation Officer – implementing GTM transformation programs to drive Enterprise value improvements within the PE & Public technology vertical.• Chief Revenue Officer - Implementing Commercial sustainability programs to increase pipeline growth, increase conversion rates, average deal size, and shorten sales cycle length, while providing greater visibility into leading, lagging and behavioral metrics.

I was hired as the Executive Director of International Business Development and was promoted to Executive Director North American Sales (west) then VP of Sales North America. The quick climb was directly related to exceeding sales objectives. As VP of Sales I was responsible for over 80% of the company’s revenue. The responsibilities & results:• 2010; 141% of sales plan when I decided to join SBI• 2009; 219% of sales plan, team closed the 3 largest deals in the company’s history: 457% of quota when big deals were included• 2008; 186% of Sales plan, promoted to VP of Sales & Account Management• 2007; 173% of Sales plan, promoted from Executive Director of International BD to Executive Director Western Regional SalesDuring this period of time:• Transformed sales organization into a highly effective, results driven, collaborative team • Built an inside sales team • Build a key account program• Implemented a big deal cross functional teamIn each position, I exceeded quota and made President’s Club

I was hired to transition Telcordia Technology’s (now part of Ericsson) Global Professional Services business unit from a cost center to a profit center. After a brief period of time I was asked to turn around a Global Number Management business unit that was not growing and losing money year over year. The results:• Increased revenue by 12% in the first full year• Reduced cost by 13% in the first full year• Assumed business unit mid-year, turned an negative 11% PBT loss into a 4% PBT gain exceeding stretch objectives• Reduced software development cost by 43% over 2 years while growing top line revenue by 10% during same period• Managed global channel partner program, reducing total partners while increasing overall channel revenue

I was hired as the VP of Professional Services. After a brief period of time, I was handed the responsibility for global customer services as well as global logistics. I was also the Key Account Manager for the company’s largest account.My goals were to exceed revenue targets, reduce cost, reduce customer churn and increase the maintenance margin. The results: • Restructured North American services organization increasing project P/L by 22% and billable utilization by 31% • Managed services sales team, increasing support contract sales by 42%• Increased support contract renewal percentage by 39%• Increased support margin by 36%• Modified RMA process & procedures, reducing cost by 22% annually• Redesigned global logistics model reducing costs by 41%

I was hired as a Senior Program Manager responsible for managing multi-billion dollar engineering projects across the globe. In this role, I consistently delivered large projects on schedule and under budget. These projects included building manufacturing facilities, as well as large projects in the oil & gas industry for some of the largest companies in the world. My reputation was built on the ability to execute projects across multiple business units and exceed projects objectives.

I was responsible for managing; power plant operations, maintenance and increasing overall plant efficiency. My objectives year over year were: • Increase plant efficiency, at the time the plant was running at less than 89%. I helped increase the efficiency above 97.5% in 12 months• Developed plant troubleshooting guidelines and training certification program. This program contributed to the plant efficiency increasing from 89 to 97.5%• Reduce outage/plant downtime cost: established & implemented down time planning and control program, reducing down time costs by 50%• Increase the partner/contractor time management program. This program increased project completion percentage by 48%

Third Assistant Engineer –responsible for operating, maintaining and troubleshooting all ship board engineering systems

Technical Service Engineer – responsible for troubleshooting root cause in order to increase power plant operational efficiency in some of the largest power plants in North America