Executive-in-Residence for venture firm, Advisor and Board member for tech incubator, Advisor and Board member to major university entrepreneurship initiatives, and Colorado tech angel investing.

Switchfly, an enterprise software company serving the travel industry, provides a white-label platform to the airlines and financial services industries. The platform performs dynamic packaging of vacation travel, and integrates customer loyalty programs, such as points for vacation travel. Joined Switchfly as CFO, a turnaround situation. Recruited to the role by the Chairman and managing partner of L Capital, a private equity firm. Joined to develop viable business strategies, restructure operations, achieve profitability, and seek potential exit opportunities. Achieved early success in the business turnaround through a variety of actions, stabilizing revenues in 2019 at $32M while narrowing losses to less than $(1M). Undertook a swift and significant restructuring of the company, terminating 30% of the employees and most of the executive team including the CEO. Lead company through survival mode for the remainder of 2020 and into first half of 2021. Revenues declined nearly a third during 2020, to $23M, and net loss was mitigated to $(2.7M). Developed a recovery plan as the air travel industry began to recover from the COVID pandemic. Initiated new product development efforts to build an entirely new travel-related SaaS product, and successfully hired a new software engineering team. Cultivated a large enterprise go-to-market channel partner for planned new platform launch. Engaged a third-party firm to co-develop initial AI behavior prediction model to enhance the expected AI-enabled SaaS product. Developed new capital requirements for both the new product launch and rationalization estimates for the current platform migration. Managed to achieve first-ever positive earnings on $24M of revenues for 2021.

Served as CEO to PlanningEdge Corporation, a cloud software company in the supply chain planning space. Recruited new team to build an AWS cloud software platform, based on legacy system features and functionality in predecessor company RockySoft. Built go-to-market team and joined as CEO in June 2017 shortly after new platform cleared beta testing. Grew company to 40+ customers and nearly the first $1 million mark of recurring annual SaaS revenue. Led focused channel strategy and succeeded as a NetSuite “Built for NetSuite” partner. The majority shareholder passed away, and the estate executor subsequently forced liquidation of the company. Effected a wind-down of the company operations, and facilitated customer migration to alternate solutions.

Served as volunteer board member and last two-years as Chairman, supporting and encouraging entrepreneurship through programming for 80 students within the College of Business. Appointed to the university in August 2016 to run the Institute for Entrepreneurship, reporting to the Dean of the College of Business, developing a foundational roadmap and soliciting donors, ultimately helping the organization to realize an on-campus college of entrepreneurship program.

Served as CFO to Openwave Messaging and Openwave Mobility, formerly business divisions of Openwave Systems when acquired in April 2012 by Marlin Equity Partners, a private equity firm. Recruited to an interim role by former colleague, company chairman and Marlin Equity partner Bart Foster. Implemented effective financial management capability and played instrumental role to realign operations of both companies. Prepared Openwave Messaging to effect desired roll-up acquisition strategy, and Openwave Mobility for strategic equity investment by Cisco Systems. Instrumental to Openwave Messaging’s acquisition of competitor Critical Path in November 2013, essentially doubling the revenue run rate. Instrumental role to obtaining related acquisition debt in a leveraged capital structure, including the development and initial implementation of a detailed integration plan.Built effective teams in accounting, financial planning, legal and human resources, while also reducing the general and administrative spend. With acquisition closed and company integration planned, transitioned CFO roles to a hired VP of Finance and Marlin Equity operations personnel. Openwave Mobility empowers carriers to manage and monetize the growth in mobile video and web traffic. By analyzing the data network and individual subscriber habits, Openwave Mobility eliminates data congestion, while driving new revenues through real-time user engagement and personalized data plans.

See above description under Openwave Mobility for more detail. Served as CFO to Openwave Messaging, a leading global provider of software solutions, delivering a world class next generation converged platform with cloud and social integration capabilities. The company’s global customer base consists of leading communications service providers.

Ramtron International Corporation was a publicly traded (Nasdaq: RMTR) fabless semiconductor company focused on a proprietary F-RAM memory technology. Recruited into a turnaround role, characterized by operational challenges, severe product shortages, and related fiscal challenges a result of operating losses and insufficient liquidity. Positioned company for a secondary public offering, including a board-approved financial re-plan of 2H11 and reset of related financial guidance, and then successfully completed a $10M equity round in August 2011. Company sufficiently capitalized to support operations and evaluate strategic alternatives.

RPX provides a defensive patent aggregation service, which members benefit from reduced likelihood of patent litigation assertion by patent trolls. Joined start-up team with operations commencing August 2008, with $25M initial capital raise from Kleiner Perkins and Charles River Ventures. Reported to two founder Co-CEO's. Implemented unique financial framework and infrastructure in support of very high-growth environment. Based on company's early success, closed a subsequent $37M venture round of financing, led by Index Ventures in June 2009. Effected transition to the current CEO's appointed CFO beginning in August 2009. RPX completed IPO in May 2011.

Insitu, acquired by Boeing in September 2008, is a leading high-tech autonomous systems company, producing unmanned aircraft systems used by the military for surveillance operations. Recruited by lead venture investor Battery Ventures to this high-growth opportunity, located in the “Gorge” area near Hood River, Oregon. As CFO, significantly improved pricing and related gross margins through renegotiation with Boeing, the company's primary channel partner at the time. Initiated and concluded a $25 million round of venture financing, positioning the company for an acquisition or potential IPO. Initiated the implementation of a new, comprehensive enterprise resource planning (ERP) system, which included forming and hiring a new MIS team. Developed and implemented a financial forecasting capability, allowing the executive team to better plan and accommodate a hiring ramp. Built a finance team to expand capabilities necessary for supporting significant growth rate.

Led the company’s financial restatement related to discounted stock options, enabling the company to regain SEC compliance and NASDAQ listing requirements. Inherited delinquent SEC 10Q filings due to ongoing stock option investigation and a new audit firm engagement contingent upon appointment of a qualified CFO. Lead teams to a four year restatement, including fifteen year stock option restatement, and completed within targeted four months. Developed a SOX financial control matrix. Company maintained an early-lead to providing integrated system-on-chip solutions for the IPTV, high definition DVD and other media players, and HDTV markets. Revenues for fiscal year ended January 31, 2007 were $91 million, and $36 million in first quarter of FYE08. Started the process to re-establish “street” confidence, and credibility to achieving financial expectations. Resigned to pursue the Insitu CFO opportunity, which dialogue had originally begun in late-2006.

Publicly-traded semiconductor microprocessor company characterized by a challenging fiscal situation, competitive market segment dominated by Intel, and waning investor confidence. Quarterly cash burn rate in excess of $20 million since its high-profile IPO late-2000, and a cash balance of $65 million at end of September 2004. Played catalytic role to rationalize product business strategies and develop alternatives, resulting in a migration to an intellectual properly license and engineering services business. Restructured March 2005. Net losses cut from $107M in 2004 to $6M in 2005. Implemented an operational planning function, and strategic planning framework for evaluating alternative strategies. Restored credibility with public investors and financial analysts. Successfully set street expectations through periods of crisis. Rebuilt accounting team, transitioned audit firm, and cleared previously-disclosed SOX material weaknesses.

Recruited by Oak Investment Partners to CFO Securant Technologies, an access control software with promising product technology in an expanding market. Inherited a challenging fiscal and managerial situation, joining the company after it had exhausted its cash resources, having three-months earlier completed a $31 million venture round. Developed and completed a company reorganization to cut the operating burn rate in half. Instituted new management accountability and communication processes as well as financial controls and systems, financial planning capabilities, and human resource and system requirements. Managed “dual-track” financing strategy, seeking new financing as well as potential acquirers, which efforts ultimately led to sale of the company to RSA Security, a NASDAQ internet security company (“RSAS”). Joined Oak as a CFO-in-Residence. Interim CFO to Knowledge Networks, an information research firm of 200 employees based in Menlo Park. Executed with a newly-recruited CEO a re-architected business plan, lowering the cash burn rate from $6 million per quarter to $3 million while preserving top-line revenue. Implemented operational process and accounting and financial and strategic planning process, while completing a new $15 million equity round sufficient to take the company to profitability. Interim CFO to Talisma Corporation, a customer interaction management software firm of 350 employees. Seattle-based with primary operations in Bangalore, India. Starting in late 2002, played significant role to manage a company of nearly 500 employees and to create a company capable of executing a roll-up strategy. Was instrumental to revamp the company’s operations and planning capabilities on a global scale. Completed objectives of the assignment after sixteen months.

Played an instrumental role toward building a successful top-tier enterprise software competitor in the integration software space. Completed a successful $44 million IPO in June 2000, and a $25 million mezzanine financing in August 1999. Implemented highly successful financial management and accounting practices, evidenced by completion of an IPO underwriting and SEC due diligence, and achievement of quarterly results exceeding external expectations. Built a public-company G&A team, focused on strategic and financial planning, accounting, information technology, legal, human resources, facilities, and corporate development.Revenues $51 million for calendar 2000, up from $19 million in 1999. Employed 330 at end of year 2000, up from 200 prior year end. One-third of revenues from Europe.

Played instrumental role in three successful acquisitions valued at more than $1 billion, including the acquisition of Symbios for $775 million. Acquisitions positioned the company for the ensuing semiconductor upturn, and related 4th best performing S&P 500 stock in 1999. Completed public equity and debt financing transactions totaling nearly $2 billion, including a $725 million syndication financing the acquisition of Symbios, and subsequent refinance in 1999 with a $335 million convertible debenture. Managed global treasury and cash management requirements, including foreign currency, offshore financing, tax strategies, treasury-related accounting and systems requirements. Mentored by a world-class CEO and two world-class CFO’s, and a head of Corporate Development. Started as Assistant Treasurer; promoted to Treasurer in November 1996. Revenues $2.1 billion in 1999, up from $1.3 billion in 1995.