Turnaround / Mergers & Acquisitions: Restructured the organization with strong vision and strategy, grew sales by 52% and executed a sale of the company in 17 months.Recruited by the Board as CEO/CRO to initiate a turnaround after 3 years of sales erosion and two failed attempts to sell the company. The first 90 days, built and communicated a strategy with objectives, process improvements, compensation restructuring, and a digital upgrade of all systems. Spearheaded execution despite initial executive level resistance. This strategy began to yield results across all segments of business within 60 days, enhanced visibility into sales forecasts, as well as enabling scalability. This turnaround unified the company, increased sales from $20M to $26.6M in first year, delivered a revenue run rate of $34M in year two, and decreased attrition by 60%; The company was acquired by the Eliassen Group as a result in May 2021, 17 months after being hired.

CORPORATE PROFILE: A $12B System Integrator and Engineering R&D Services company with +150,000 employees.RESPONSIBILTY PROFILE: Responsible for overall SAP Business P&L, Vision, Strategy, and GTM.ACHIEVED IN THIS ROLEScope of Responsibility & Achievement: I was recruited by the CEO and challenged to lead turnaround of an $600M acquisition of an SAP competitor. Investigation revealed an antiquated model, multiple years of revenue and profit erosion, and no strategic plan. The first 60 days, my team identified best practices and created a strategy for go-to-market. We rebuilt the SAP strategy and presentation, nearly tripled pipeline (highest level in 4 years) and restored the viability of the organization. Won SAP Pinnacle award for FY18 Global Partner of the year for Digital Strategy and the execution and was recognized in Gartner’s Magic Quadrant as an Industry Leader for SAP Application Services. • Sales Growth: Revenue growth is pacing at 16% for FY18, 3X industry averages.• Margins: Margin growth of 4.2% was achieved in the first 12 months.• EBIT: Drove improvements that grew EBIT 60%. HCL adopted this framework and strategy permanently and is now using it as the template for all Enterprise Application businesses.

RESPONSIBILTY PROFILE $40M Revenue Goal and 50 employees with 9 direct. Responsible for the Digital Transformation, Platform Strategy, UX/UI and Mobile.ACHIEVED IN THIS ROLESTRATEGIC PLANNING / EMPLOYEE & CUSTOMER ENGAGEMENT• Recruited by the EVP and commissioned to lead startup of a new Enterprise Digital Practice. The first 90 days, reviewed and aligned with corporate operations and built the go-to-market plan. Collaborated with HR and led recruiting, identified key processes, interviewed, hired, mentored, and empowered the sales team with clear vision and mission for delivery, acquiring orders within 100 days. This established Enterprise Digital services across all of HCL business units. Was promoted to Manage the Global SAP Enterprise business as a result of this achievement.

CORPORATE PROFILE: A $15B consulting company with 120,000 employeesRESPONSIBILTY PROFILE: $10M Revenue Goal. Responsible for building a digital practice around Platforms, Mobile and UX/UI.ACHIEVED IN THIS ROLEGO TO MARKET STRATEGY / REVENUE CAPTURE STRATEGY • Recruited by leadership and selected to lead client expansion into Digital Transformation. Created a roadmap and a targeted client base the first 30 days. Drove strategic relationships and contracts with suppliers of technology platforms and mobile tools and capabilities, establishing the practice. Increased the pipeline to $4M within the first 120 days and improved time to value for strategic projects within fortune 100 client base. Achieved $10M in net new revenue within 5 of Deloitte’s top ten digital clients.

CORPORATE PROFILE A $24B software company with 85,000 employees.RESPONSIBILTY PROFILE: Recruited by Global Head of Mobile and given $4M OPEX, $52M Revenue Goal and 9 direct employees. Developed a team to grow software licenses for the SAP mobile product portfolio, securing 52 contracts within the year. Led the sales organization to continue growth. Despite this success, product issues developed, and SAP made the strategic decision to exit the mobile business.

CORPORATE PROFILE: A $42B technology distribution, logistics, and integration company with 24,000 employees.RESPONSIBILTY PROFILE: $40M OPEX, $5M CAPEX, $220M Revenue Goal and 75 employees with 12 direct. Responsible for the mobile business strategy and execution.ACHIEVED IN THIS ROLEDIVISION STARTUP / REVENUE SALES CAPTURE • Recruited by the President of NA operations to leverage scale and logistic services to build a focused, repeatable, and scalable Mobile Division and double revenue to $200M. Developed the plan, identified key areas for acquisition, and built a portfolio through supplier aggregation. Doubled the business within the year, and identified Brightpoint, a $5.2B public company and purchased it for $640M. This increased profit margins 50 basis points within the year. Today Mobile generates global sales in excess of $6B.

CORPORATE PROFILE: A consulting company focused on M&A due diligence and investigation, strategic operational and growth planning.RESPONSIBILTY PROFILE: Responsible for all aspects of the business from driving business development and sales to delivering the services, operations and execution.ACHIEVED IN THIS ROLESTARTUP • Identified an opportunity for a Business Strategy Consulting and Marketing company. Resigned from SanDisk and created a business plan. Recruited key strategic partners to deliver services, conceptualized proprietary software, and secured the first 2 clients booking $400k in revenue the first 6 months. This stimulated the client portfolio leading to engagement by International Venture Capital, Private Equity and Fortune 500 companies leading to M&A targeting that resulted in 3 acquisitions and 2 investments generating $100M.

CORPORATE PROFILE: A $5B flash memory manufacturer with 8,000 employees.RESPONSIBILTY: PROFILE: $2M OPEX, $50M Revenue Goal, $225M Revenue Delivered with 5 direct employees. Responsible for the business plan, GTM and Objectives for the new business unit.ACHIEVED IN THIS ROLEMARKET PENETRATION STRATEGY / STRATEGIC ALLIANCES • SanDisk wanted to build a Private Label business with the same companies it was suing for IP Infringement in multiple markets globally. Tasked by the CTO to write a contract, aligned with local laws and trade agreements to resolve all legal issues. Delivered the agreement, product portfolio, and pricing, which eliminated the legal claims, enabling market expansion. Delivered $225M, 4X of fiscal year goal while exceeding margin and profitability targets. The Private Label business now represents ~20% of all revenue and is one of the most profitable units.

RESPONSIBILTY PROFILE: $47M OPEX, $720M Revenue Goal and 80 employees with 9 direct. Responsible for the Mobile Retail Business Unit.ACHIEVED IN THIS ROLEEBIT GROWTH / MARKET SHARE CAPTURE / GLOBAL & INTERNATIONAL EXPANSION • Commissioned to grow the global Mobile Retail business through retail partner expansion and brand awareness. Developed a marketing plan with communications platform. Worked with Engineering on a technology roadmap, ensuring global distribution. Nearly tripled retail doors in 120 countries, achieving exclusivity in Verizon, AT&T and Best Buy, growing sales from $120M to >$700M. Shipped >50 Million microSD memory cards and owned a 42% global market share and 74% NA market share for Mobile MicroSD cards.

CORPORATE PROFILE: A >$20B technology and semiconductor distribution company with 12,000 employees. RESPONSIBILTY PROFILE: $200M Revenue Goal and 140 employees with 12 direct. Responsible for the Business Development and Engineering business around embedded computing technologies and services. ACHIEVED IN THIS ROLESTRATEGIC PLANNINGCreated and lead the technical marketing and engineering support strategy. The organization included Technical Marketing, Business Development and Engineering Services across Avnet Technology Solutions (ATS) Division. The Technical Marketing team provided marketing, product marketing, roadmap and white paper support, while creating and supporting training for all ATS business units and its channel partners. Managed the pre-sales and engineering design support across all business units, prototyping, first article development and manufacturing documentation. Organization was the primary product marketing and engineering interface to all key suppliers such as Intel, AMD, IBM, HP, Microsoft, Samsung and Seagate.