Executive Chairman of the Board of Dover Microsystems

I founded this company to fill the "oversight gap” in the cybersecurity stack. This is where an independent system checks and approves of each instruction the execution system (i.e. host processor) is performing. To be successful, I had to build a high-performance team of 18 while establishing an inclusive culture with frequent communication that aligned the team with company goals in a fully remote environment with minimal turnover. My team and I proved product-market fit in both commercial and DoD. I led all board meetings and spearheaded all investor relations. The company secured a multi-million-dollar valuation two years after closing Seed I and Seed II for $8 million in new cash in two tranches. We reached $15 million total invested after pivoting to individual angel investors during the pandemic and pursuing the DoD as a customer. One proud moment was closing a large AFWERX contract for US Air Force Nuclear Weapons Center Small Business Innovation Research (SBIR) “direct to phase two” program by winning a contract after a highly competitive process, including a “pitch day” to a panel of AF officials. We generated $6 million through a “plus-up” in the federal DoD budget from the Massachusetts senate offices of Warren and Markey by hiring an experienced lobbyist and pitching to our Congressional delegation. Through pointed leadership, I demonstrated our technology stopped 95% of cyberattacks by personally developing a comprehensive analytic framework and obtaining endorsement using MITRE’s Common Vulnerabilities and Exposures cyber attack data. I stretched cash flow during the pandemic by influencing the entire team to take 25% pay cuts (30% for the management team) over two years with zero attrition.As a result, we continued to close and attain sales deals. We also raised millions in convertible notes from 82 individual investors by applying to 16 angel groups and going through the screening process, pitch session, and final decision meetings.

Speak at hospitals, schools, universities, civic groups, commercial keynotes, and, a TEDx talk. 2009 Mass General Grand Rounds talk2010 First American Title Insurance keynote2010 Naval War College keynote2010 ESPN Corporation keynote2011 Netflix Corporate keynote2011 Lesley University graduation2013 BU School of Rehabilitation Drench lecture2014 Pan-Mass Challenge Heavy Hitter speaker2016 TEDx Paris2019 Vertex Pharmaceuticals keynote2022 San Jose Sharks “Teal Talk” keynote

Not just survivorship but thrivership for those who have been knocked down in life by a disability. Insurance won't get someone a sitski, running leg, bicycle adaptations, paddle boarding leg, or adaptive rowing equipment. The Who Says I Can't Foundation will. That is how someone whose self-esteem can collapse from a physical disability gets to rebuild it and with it their entire life. We focus on children who have recently suffered some type of disability and we work with them and their families plus their care givers to find the right time and the right high challenge activity that best suits them. Then we get that equipment created to their specific needs and dimensions. And we stay with them to make sure they are successful with the equipment. This is all pretty expensive and we are small so our annual fundraiser and random donations are essential to us doing more.Recent fundraiser on June 3, 2022 at the Wayside Inn in Sudbury, MA netted us $13,000. Same place next year when the date will be June 9, 2023.For information about the foundation or to buy cool schwag please see http://www.whosaysicant.org

Funded by DARPA, I was part of their Embedded Entrepreneur Initiative designed to help contractors explore non-defense (commercial) potential for the work performed under a DARPA contract. I worked with the BBN/Raytheon team on DARPA's Searchlight program to find commercial interest in the technology they developed over the four years of the contract.

In this role, I managed the spinout process and negotiated contracts to incubate a DARPA CRASH program into a new startup. I oversaw a multi-million-dollar annual budget and led a team of nine to build a proof of concept (POC) of the first Inherently Secure Processor (ISP) that stopped exploitation of a host processor. I recruited and hired core team members and developed communications between constituent groups and lead executives. With that team, we enabled the company to access a potential multi-billion-dollar serviceable addressable market and achieved commercial readiness by demonstrating within one year that technology could block the most extensive bug ever to plague the Internet (Heartbleed).We obtained strong DoD interest by presenting ISP to Vice Admiral Benedict, responsible for the strategic nuclear navy, who gave the nod to include our product in the 15-year systems update for the fleet of Ohio Class nuclear submarines. Simultaneously we closed a deal for $75 thousand NXP to do a paid evaluation of ISP.I facilitated entry into the market with the protection of a strong patent portfolio by spearheading the negotiations for the spinout (Dover) to have an exclusive worldwide license to the foundational IP we developed while at Draper. Lastly, I reduced the incubation period to two years from an initial three-year plan by demonstrating the technology appealed to defense and commercial sectors and gaining commitments from prospective seed investors, proving the viability of raising investment capital.

A TV Show That Tells the Story of Overcoming the OddsIn each hour episode I introduce three different characters on location and tell their story using interviews with them, family members and doctors. Family photos and videos helps tell the story. I then participate with the subject in whatever athletic endeavor they are undertaking. Whether it's climbing a mountain, open water swimming or mountain biking, I say "Who Says I Can't" and gives it my best shot.We pitched this to networks and almost got it picked up. But they wanted people to get embarrassed or hurt to be a true "reality" TV show. And we wanted instead for this to be motivating, inspiring, and positive. So we put the episodes we completed up on YouTube. Each of our three guests (Maureen McKinnen, Kelly Bruno, and Hugh Herr) has two segments: a 60 Minutes style interview and then the sports action.

As a technical director, I identified trailblazing opportunities, wrote winning proposals, and worked as a principal investigator on several DARPA programs, including AACE, PERFECT, MRC, and co-PI on the CRASH (cybersecurity) program. BAE asked me to take on the creation of a spin out of technology developed for army fleets of vehicles to be applied to ocean shipping where it could prevent million-dollar losses by predicting cooling device failure in refrigerated shipping containers.I led a navy transition program for our MRC work into a field-deployed operational system in Hawaii proving strong DoD demand for the DARPA MRC’s highly secure networking capabilities midway through the program.I secured a $25 million contract on the DARPA CRASH project after co-leading a successful proposal writing effort. Subsequently I led a team of 25 and managed a multi-million-dollar budget on that program which was the precursor to Dover. I was selected by the DARPA CRASH program manager to identify the commercial viability of inherently secure processors immune to cyberattacks.I obtained access to a multi-million-dollar annual market in medical devices and proved commercial viability by visiting major medical device manufacturers to showcase a working prototype. We achieved an 8% profit rate on a $80 million in total DARPA funding over six years by winning all four DARPA proposals, an unheard-of result for technical directors during that time. I positioned the company favorably for increased DARPA business by delivering working prototypes on three major DARPA contracts and building strong execution teams.

As managing director, I created and oversaw the IT Ventures unit in the US for the UK-based Angle Technology Group with a team of three, including a chief technical officer and chief finance officer. I developed relationships with technology transfer officers at most major universities in the northeast. We created Aguru (CGI for Hollywood movies) and Mogility (mobile apps) with technology from local universities and research labs. I oversaw a multi-million-dollar investment for each approved startup, including staff payroll and operational budgets of the newly created companies. My team and I obtained financing from two VCs to continue to build Aguru, subsequently sold to a CGI firm for an undisclosed amount. Ultimately, there was a 2X ROI to the parent company on the sale of Aguru.

The focus was problems in parallel computing such as real-time encode and decode of full resolution HD.264 image streams for the TV broadcast industry. We built a very high performance 300-core MIMD parallel chip and became the first to support such high bandwidth image processing in a single chip replacing many boards full of FPGAs and DSPs. Had early design win with Main Concepts who build the board resold by Apple for professional editing and video production.

Founder and CEO with the original team that started Webspective. Market was XML & Web services monitoring for real-time business intelligence. Shifted to CTO as we brought in outside CEO so I could focus on product and customers. Evangelized and explained the business value of our technology. Investors were Polaris and General Catalyst from whom I raised two rounds of financing.

GeoTrust is the second largest certificate authority behind only Verisign. Also provides a managed security service to allow companies to outsource their complex security administration functions. Company founded by Dave Chen, Jothy Rosenberg, Dave Remy. Sold to Verisign in 2006 for $125M.

NovaSoft was number four in the document management space. I came in as CTO and was elevated to CEO 8 months later. Shifted the company to content management and introduced the concept of certified content and sites to help counter the new scourge of phishing. Sold the docman business to Cimage. Bought the new IP from the investors to form GeoTrust.

Webspective was among the first companies to recognize that the Web was not just for marketing presentations. It was part of a companies vital IT infrastructure and as such needed to be managed. Webspective started with Load Balancing so a large site could utilize all the servers in a farm in a balanced way. Webspective had Fidelity as an early customer and investor and was then bought by Inktomi for $106M.

Managed all development for Borland's Languages division. Included Delphi, C++ and JBuilder. Was 2nd Java licensee from SUN's Eric Schmidt and Bill Joy and created Jbuilder from scratch in spite of much doubt about Java being "just a fad" from colleagues. Shipped 8 shrink wrap products in 5 years bringing in over $300M in revenue. Ended tenure as GM of new Enterprise Tools division overseeing acquisition of Open Environment (in Boston) to move languages from a product for independent contractors to one for large enterprises.

As employee 12 led the software team building developer tools for a new supercomputer architecture.

Taught advanced computer science courses, directed 12 graduate students (3 PhD candidates), led research projects related to VLSI design and supercomputer architecture.

Started from scratch at new organization building out their software tools division principally by turning my PhD work into a viable commercial-grade chip design tool suite.