Working with the founders of this burgeoning start-up to establish long-term structures that work best for all parties.

Assisting the founder of this ambitious start-up to find the right balance of people, money and direction to turn the corner in this new space.

Interested in Board work to take advantage of my public CFO background in tech; and start-ups where I can contribute to the long-term success of the company.

Business Planning and Operations Support for Product Sales GroupPlanning, Sales Force Development, Business Readiness, & Sales ProductivityTrusted Advisor to Sales HeadResponsible for Russia & CIS, based in Moscow

Field Controller and Finance Advisor to Services Sales Team for all of US/Canada. About 20 reports covering all Segments of the business.Trusted advisor to Sales Leader• As Theater Controller, focused on 2 directions: 1) developing & empowering the Controllers and Financial Analysts, and 2) major change management, primarily rationalizing Multi-Year compensation and moving Attach Rate from currently low levels to world-class, a $400M opportunity. Multi-Year changes will be implemented in 2007 and Product has accepted the primary responsibility of Attach as one of their Delta Initiatives.

Executive Mgmt / Full Financial responsibilities• While chief-cook-and-bottle-washer for this security software start-up, worked with the founders to move Perfigo to profitability in a little over 2 years. Also worked with SVB to initiate a line of credit such that additional VC investment was not required. And we worked with one of the national accounting firms to position Perfigo accounting and control practices such that we could either go public or be acquired. Cisco acquired Perfigo in November 2004, and I stayed on to transition systems and follow through on accounting.

Strategic Advisor (Part-Time, 2001-2002)• Provide continuity for strategic initiatives and reporting structure analysis. Participate in the Executive Pricing Committee and support European and Latin American Operations in changing business operating model.Chief Strategy Officer (2000-2001)• Identified and acted as a change agent after company merger. Maximized the company’s capabilities, while gaining acceptance from personnel and partners.Chief Financial Officer (1999-2000)• Initiated a 12-month plan to completely transform the finance function, with the implementation of an Oracle ASP model. Outsourced accounting and FP&A to Arthur Andersen in a partnership, which also implemented Hyperion’s full-suite of analytic and planning systems, resulting in a product showcased for modern performance management systems. Assumed role of CTO and had CIO as direct report.

• Coordinated worldwide financial planning and control with autonomous regions for a consolidated view at corporate headquarters and initiated new planning processes, profitability analyses and management control reporting.• Worked closely with European CFO and President of European Operation to develop turn-around plan and provide international perspective at US headquarters.• Advised COO on development of significant changes to strategies, which resulted in repositioning world’s largest technology distributor to become a supply chain broker and distributor of information.• Coordinated speed and traction meetings, along with assisting in restructuring IT development plan.

Management consulting assistance to companies in developing countries: Indonesia, Guatemala, Armenia•Worked with the dominant pickup and delivery company in Indonesia to move from a 5 city network, to cover 85% of the Indonesian population, & positioning with int'l carriers•Developed a worldwide strategy for a machine tool integrator to take their product from Armenia to Russia, the FSU, Iran, and Latin America.•Successfully marketed an Armenian Java framework developer into the US; implanted them as an outsourcer. They went on to become the complete development arm of Lycos Europe.• Initiated a project to expand the reach of a package delivery company in Guatemala, and to move to a level above the competition. When an opportunity presented itself, I designed a strategy and plan for the company to successfully bid to privatize the post office in Guatemala. The company won the bid against international competitors, and is now the operator of postal service in Guatemala.

•Evaluated hundreds of opportunities for acquisition. Conducted due diligence, negotiated deals and presented opportunities to Board of Directors.•Concluded four acquisitions ranging from $4 million to $100 million in a two-year period. •Designed and presented development alternatives to CEO and served as CEO advisor for evaluation of current business units.

Director, Financial Planning & Control (1979-1983)• Redesigned the integration of strategy, pricing, control, and profitability analysis systems in FedEx during its highest growth periods. Introduced manpower planning and control methodologies. Initiated a program review mechanism, which integrated program commitments into the budget control systems. Enforced profitability analysis integration with new proposed projects. Developed weekly MIS, which predicted profitability and indicated where deviations originated. Met with CEO or COO weekly to advise on new requests and identify problem areas that needed correction.Supervisor, Operations Research-Financial (1977-1978)• Integrated sophisticated operations research models on flight schedules, with financial costing models in order to evaluate operating alternatives. Through detailed financial modeling of corporation, showed how the corporation could transition between two very different modes of operation.

Business, Marketing and Systems consulting; developed new documentation system; oversaw systems implementations and new code development