We are in the midst of a significant transformation:#1 = Explosion of Innovation = Speed + Frequency + Convergence#2 = Disruptive Innovation#3 = Platforms + Open Ecosystems = Digital EconomyAnd so much more - all at the same time. So, what’s broken? The More Disruptive the Innovation = The More Complex the AdoptionAs a Problem-First Incubator SM, Innovations Domain is designed for and dedicated to fixing new strategic business problems or existing problems in a new and unique way through the Acceleration + Application + Adoption of Innovation.As Fixers - we prototype one strategic business problem at a time - with full operational responsibility and financial accountability.For an overview of some the problems that we are currently incubating - please take a look at Innovations Domain's LI page and/or website.

Inspiredu, an educational non-profit in Georgia, was founded in 2020 due to a spinout from PowerMyLearning Greater Atlanta, a branch which was established in 2007. Inspiredu’s (formerly PowerMyLearning Greater Atlanta) mission is to help underserved youth develop the skills needed for education and career success through technology-based learning tools and engagement activities with their families, communities, and schools.

Since 2009, I have been an evangelist about the fundamental shift in the way companies are now adopting technology and how this is increasing the complexity surrounding the decisions being made about what technology to adopt - creating challenges for both the buyers and the sellers throughout the entire adoption process, end-to-end (problem, operational, technical, financial). Problem: The more disruptive the innovation = The more complex the adoption.I'm honored to have been given the opportunity to collaborate with senior executives at >70 different forums (so far). And it's just the beginning of this amazing journey that I"m on.

The problem we solve for B2B technology companies: Given the more disruptive the innovation, and the more complex the adoption, how do drive top-down executive customer acquisition for predictable, exponential market growth.Answer: Redefine your innovative technology as a solution to the buyer's perception and then align the buying process to support the necessary decisions to help them get to "yes." Social Gastronomy's℠ unique approach enables technology firms to drive more effective market adoption of their complex technology solutions. Social Gastronomy's unique IP assists companies to market like they sell by anticipating what particular problem the buyers really have underlying their pain, sell in the marketplace to reach buyers earlier in their buying process, and demonstrate to the buyers that the solution will solve their problem.We are a boutique sales and marketing consulting practice for integration of market adoption, problem selling, network selling, social marketing, digital marketing, lead generation, and sales and marketing integration. We have developed innovative, proprietary methodology for driving online BtoB executive-lead generation leveraging buyer buying process modelling, peer-to-peer communities, complex market analysis and unique decision support process and content.Some of our clients included: Adaequare, Allegis Group Services, Alliancesphere, Assurant, ATCC, Attunity, Avectra, Carestream Dental, Catavolt, Compendian, Comverse, Craneware, Desk.com, ethosIQ, Focus Brands, Manhattan Associates, MarketSource, Mitsubishi Electric, Orange Business Services, PGi, Predikto, Tensar, The Port Network, UPS, Verizon Wireless, XSI and others.

The Social Executive Council (SEC) is an invitation-only group for Executive Officer (CXO, President) or senior executives with P&L responsibility (VP and above). The SEC is incorporated as a non-profit global professional organization. Membership is free, but “by invitation” only. Social has provided us a lens into the world of our buyers and continues to transform the way buyers go-to-market to solve strategic business problems. It has also illuminated a significant gap between the way buyers enter the market and vendors go-to and evangelize within the market. This disconnect, our lack of visibility, and the barriers to buyer adoption are having a significant impact on business performance, including pipeline, revenue and market share. For that reason, as senior executives, we have the responsibility, the accountability, and through the Social Executive Council, the opportunity, to collaborate on developing the enterprise-wide business strategies necessary for us to understand, address and support the needs of our buyers throughout their entire life cycle with our organizations. Our objective is to explore the definition of social market leadership, as together we are leading the “Buyer Movement” in our respective markets. We propose the exchange of ideas around the development of strategy, execution, and measurement with the associated ROI. We host both online discussions and organize strategic events, including the Social Executive Council Member Showcase. Within the showcase, we tap into the collective knowledge of the members of our group to share their insights, expertise and experiences on an ongoing basis. Through these discussions, our goal is to empower a more substantive dialogue as we cross this chasm together.

Illuminate360 is a new generation Advanced Analytics SaaS company focused on helping enterprise organizations create competitive advantage from one of their most valuable assets....DATA. Illuminate360's InsightFactory enables clients to more rapidly identify significant value hidden in their data and efficiently operationalize it to effect long-term value.As a member of the leadership team, I am working with the executives @ global manufacturing organizations who want to lead their markets, not only by focusing on safety and quality, but by helping them build predictability into all aspects of their business, including all facets of production and supply chain optimization. My responsibilities include customer acquisition and revenue growth acceleration through the development of comprehensive go-to-market strategies based on the new paradigm for buyer adoption.

Today, asset intensive industries are heavily reliant on reactive maintenance which impacts customer needs, operations, and financial performance. Organizations are generating large amounts of data from equipment sensors and maintenance applications, but these operational systems lack the ability to predict future events like asset failures. At Predikto, we enable our customers to improve asset and operational performance by harnessing the power of their own data. We do this by leveraging our predictive analytics software engine which delivers actionable insights and warnings to enable customers to stop reacting to equipment failures.

CoreSpeed’s branded online community and enterprise social media platform incorporates Web 2.0 social media tools to provide collaboration and communications around traditional customer, prospect, employee, supply chain and partner touch-points. Community users create personalized dashboards to connect with people, content, and enterprise systems and to improve relationship interactions. Identity allows for more efficient discovery and organization through increased context and relevancy.It enhances corporate websites, CMS, CRM, support knowledge bases, intranets, project management tools, etc. The end result is real business benefits; a cohesive customer relationship, better cross-selling opportunities, improved organizational productivity, and a framework for building a stronger ROI on existing enterprise systems. CoreSpeed has built CoreCommunity, an online learning lab and thought leadership center (www.corespeed.com/community).

Global Leader of Enterprise Quality Assurance Solutions Built the consulting services business for Tescom through direct sales efforts and through a new partnership program. All sales activities were with new clients leveraging my personal network, industry relationships, partners and prospecting. All of the contracts signed were project and program based. The projects included work in the following areas: Application Lifecycle Best Practices, Compliance, Governance, Independent Validation and Verification (IV&V), Methodology, Metrics, Program Review, Quality Maturity and Risk Strategy. Some of the contracts include:  Operational System Support and Loan Origination System projects driving over $1M in revenue in the first year. Oracle Applications project with Phase I revenue of $665,000.  Loan application system project generated $350,000 in revenue. Georgia Technology Authority Specialized Consulting Services contract for independent validation and verification project for $250,000 in revenue.Some of the clients included: Acuity SPG, Beazer Homes, Chevy Chase Bank, Compuware Corporation, Georgia Department of Transportation, Global Payments, Gulfstream Aerospace, KPMG, Lanier Worldwide, Inc., Nelnet, Inc., Newmerix Corporation, Ricoh Corporation, TELUS and others.

Industry Leader of Enterprise IT Solutions Built a new sales region for Compuware based on their suite of solutions for enterprise IT organizations.  Signed one contract for Compuware’s Application Reliability Solution (CARS), which generated >$1M in software and professional services in the first year. Signed two contracts for Compuware’s development solutions, for a total of $350,000.

Technology Leader of Enterprise Testing and Performance Management Software Built a revenue generating sales region for Segue Software’s enterprise testing and application performance management tools.  Signed three contracts with Fortune 500 clients, which generated $600,000 in sales the first year.  Added over 25 new enterprise accounts in the banking, electronic, computer services, government, financial services, healthcare, manufacturing, software, storage, and telecommunication verticals. Signed partnership agreements with strategic consulting and technology partners in the region.

Developed and implemented a sales strategy for the penetration of Mercury Interactive’s enterprise testing and application performance management tools into the Fortune 1000 sector.  Achieved sales of over $1.5 million in less than a year.  Signed two major contracts, each for between $300,000 and $450,000 in sales in the first year. Added 15 new accounts. Awarded the Regional Sales Manager of the Quarter Award.

Technology Leader of Diagnostic Tools and Software Part of a start-up team to establish a U.S. subsidiary for a VC funded company based in Dublin, Ireland. Built and managed a network of manufacturers representatives serving the semiconductor and thin film industries. Developed a sales and marketing strategy for their plasma diagnostic sensor technologies. Achieved sales of $1 million, 50% above quota. On target to sell $3 million the second year.

Industry Leader of Analytical Instrumentation and Software International Sales Manager 10/1995 – 2/1999 Developed a sales strategy for the global expansion of MEECO’s instrumentation for the microelectronics industry. Built and managed the regional sales team and expanded the representative and distributor network to execute the strategy worldwide. Exceeded the first year team quota by 50%, with sales of $7.5 million.Marketing and Business Development ManagerIdentified the market opportunities and developed a business strategy for the microelectronics industry.  Initiated and oversaw the development and market introduction of a new trace moisture analyzer, which contributed over $3 million in revenues the first year.  Successfully completed the market launch, including brochures, press releases, technical papers, direct mail, sales and distributor training programs, and end-user presentations. Global Accounts ManagerResponsible for the development of long-term global relationships with the key multi-national accounts.  Negotiated three OEM global purchase agreements. Each over $500,000 in revenues per year. Regional Sales Manager Developed and executed a sales program to establish MEECO as the market leader of moisture analyzers in the U.S. microelectronics industry. Exceeded first year quota by 100% with sales exceeding $2.0 million.

Industry Leader of Activated Carbon Solutions Project Manager Led a project team for the selection, conversion, and implementation of a new network computer system to improve the functional operations of the company.  Achieved all technical, financial and schedule targets.Customer Service Manager Responsible for all operations of the Customer Service group. This included overseeing the daily operations, staffing, performance results, and financial objectives.  Reengineered all processes within the group. Redefined job functions, new methods of operation, established new procedures to make the group responsive to the needs of the marketplace. Regional Sales Manager Executed a program to exceed forecasted sales through distribution channels in a seven state region.  Exceeded quota each year, achieving record sales for the region of $5.5 million.