CORPORATE PROFILE: A cutting-edge health technology company specializing in AI-assisted health adherence solutions. Initially focused on the personalized health objectives of men and scientifically-backed lifestyle intervention as driver of biomarker enhancement.RESPONSIBILITY PROFILE: As the Founder and CEO, I oversee all aspects of the company, including recruitment, product development and strategic direction. I lead a diverse team of scientists and engineers to create innovative… Show more CORPORATE PROFILE: A cutting-edge health technology company specializing in AI-assisted health adherence solutions. Initially focused on the personalized health objectives of men and scientifically-backed lifestyle intervention as driver of biomarker enhancement.RESPONSIBILITY PROFILE: As the Founder and CEO, I oversee all aspects of the company, including recruitment, product development and strategic direction. I lead a diverse team of scientists and engineers to create innovative health technology solutions. Show less

CORPORATE PROFILE: A pioneering company in the web3 space, Drop Gaming developed cutting-edge online gambling products using smart contracts on six EVM chains and Solana. Our technology powered the gaming platforms of over 20 major web3 projects with over 2m players, operating on a B2B2C model.RESPONSIBILITY PROFILE: As the Founder I was responsible for the overall vision, strategic direction, and operational execution of the company. I led the development of innovative gambling… Show more CORPORATE PROFILE: A pioneering company in the web3 space, Drop Gaming developed cutting-edge online gambling products using smart contracts on six EVM chains and Solana. Our technology powered the gaming platforms of over 20 major web3 projects with over 2m players, operating on a B2B2C model.RESPONSIBILITY PROFILE: As the Founder I was responsible for the overall vision, strategic direction, and operational execution of the company. I led the development of innovative gambling technologies and built strong partnerships with key players in the web3 ecosystem.ACHIEVED IN THIS ROLETECHNOLOGY DEVELOPMENT / STRATEGY • Led the development of web3-based online gambling products, utilizing smart contracts across six EVM chains and Solana. Our products provided secure, transparent, and engaging gaming experiences. Developed the technology behind gaming platforms for over 20 major web3 projects, enabling them to leverage our solutions to enhance community engagement and sentiment.BUSINESS GROWTH / PARTNERSHIPS • Established and maintained strategic partnerships with major web3 projects, providing them with our gaming technologies to solidify community sentiment and enhance engagement between product releases. Operated on a B2B2C model, delivering high-value solutions to our partners while ensuring a seamless user experience for their communities.FUNDRAISING / EXIT STRATEGY • Secured venture capital funding to support the development and scaling of our technologies, driving significant growth and market penetration.Successfully sold the company’s technologies to a partner in January 2023, achieving a strategic exit that ensured the continued use and development of our innovations. Show less

CORPORATE PROFILE: A manufacturing company producing cutting-edge industrial measurement systems with 40 employees. RESPONSIBILITY PROFILE: For Red Meters, I reported to the CEO with OPEX and CAPEX oversight and 14 direct employees. I was in charge of building a tech team comprised of software and electronics engineers, identifying solutions to be integrated into product features, and developing a product from PoC to production within budget.ACHIEVED IN THIS ROLEPRODUCT… Show more CORPORATE PROFILE: A manufacturing company producing cutting-edge industrial measurement systems with 40 employees. RESPONSIBILITY PROFILE: For Red Meters, I reported to the CEO with OPEX and CAPEX oversight and 14 direct employees. I was in charge of building a tech team comprised of software and electronics engineers, identifying solutions to be integrated into product features, and developing a product from PoC to production within budget.ACHIEVED IN THIS ROLEPRODUCT DEVELOPMENT / STRATEGY• The CEO tasked me to bring a product’s development cycle up to speed. Over six months, I standardized a test process for data collection, coached engineers on experimental design to validate or exclude new features and recruited a data scientist to create a data-driven development approach. I led the team to produce neural net-based models to predict perfect algorithms, enabling continuous improvement. This increased accuracy from 85% to 99.8% and enabled shipment to waiting customers. I was promoted to CTO as a result.SERVICES OR PRODUCT OPTIMIZATION / EXPANSION• The CEO challenged me to devise a more practical remote access methodology in building an internal data recorder to gain a competitive advantage. I formed a new vision for the product as part of a broader smart sensor ecosystem. Over 270 days, I wrote the plan, hired/directed developers to incorporate a network-connected industrial sensor with cloud capability, and sourced a key client whose monthly fee validated the value proposition. This removed the need for eight new staff and $500K of overhead, and the product streamlined processes for the customer. Show less

ACHIEVEMENTS CONTINUEDNEW MARKET PENETRATION• I realized that a flagship product was not being sold in the Oilsands industry, a lucrative market with few competitors, so the CEO called upon me to penetrate this market. I gathered a list of target companies, built scripts, led discovery calls, secured a partnership with a reseller, provided product training/presales advisory for Suncor (the end client), and negotiated a pilot to drive customer confidence. This strategy successfully… Show more ACHIEVEMENTS CONTINUEDNEW MARKET PENETRATION• I realized that a flagship product was not being sold in the Oilsands industry, a lucrative market with few competitors, so the CEO called upon me to penetrate this market. I gathered a list of target companies, built scripts, led discovery calls, secured a partnership with a reseller, provided product training/presales advisory for Suncor (the end client), and negotiated a pilot to drive customer confidence. This strategy successfully penetrated the Oil sector with a 50% increase in company revenue.EFFICIENCY / COST REDUCTIONS• The proof-of-concept product was costly and required enhancements, so the CEO engaged me to intervene. First, I implemented a new electronics test bench with novel software for data capture during testing, which provided access to a stable analytic platform to create usable algorithms. Electronics were integrated into all products based on this architecture. This increased the data capture rate, enabled the addition of custom features, improved margins, and reduced costs 15X/93%.MERGERS & ACQUISITIONS• When Red Meter leadership sought to exit via sale or Joint Venture, the CEO called upon me to identify key acquisition targets. I networked with SunTrust, connected with the investment banking division, collaborated with STRH to demonstrate investment readiness, and crafted a business plan featuring a discounted cash flow-based valuation, which garnered interest from several Fortune 500 companies. The JV process was started with a confidential company at 9-digit valuation on significantly improved terms than the previous investment. Show less

CORPORATE PROFILE: A $30M telecommunications, technology, and infrastructure supplier with 120 employees. RESPONSIBILITY PROFILE: In this role, I reported to the Group CEO with a multi-million-dollar OPEX and CAPEX, and 39 employees (with six direct). I was responsible for translating company objectives into technologies to build or buy, managing and scaling development and network teams, and vetting technologies and partners to engage.ACHIEVED IN THIS ROLEVALUE… Show more CORPORATE PROFILE: A $30M telecommunications, technology, and infrastructure supplier with 120 employees. RESPONSIBILITY PROFILE: In this role, I reported to the Group CEO with a multi-million-dollar OPEX and CAPEX, and 39 employees (with six direct). I was responsible for translating company objectives into technologies to build or buy, managing and scaling development and network teams, and vetting technologies and partners to engage.ACHIEVED IN THIS ROLEVALUE PROPOSITION DEVELOPMENT / CREATION• VoIP hardware systems had a slow sales cycle, profitable margins existed only for recurring services, and capturing sales was hindered by a CAPEX barrier. I was given a board-level mandate to craft a new approach. The next 60 days, I arranged meetings with multiple finance companies, formed a new leasing model, recruited a pilot reseller to lease VoIP systems to small businesses, and enabled the reseller to self-serve. This reduced the sales cycle by 66%, improved close rates by 20-45%, and increased margins. The company began to lease other services as a result.PRODUCT INNOVATION• Networking infrastructure required updating, but this was an expensive task ($900K) and possessed significant downtime risk. The Group CEO commissioned me to devise a solution. Over 90 days, I repurposed existing technology to create a cloud-based solution, then led the team to replace the existing core. I also added new features, including replacing the Java routing engine with a scalable SEMS system. These efforts increased efficiencies with only a 10% increase in costs, elevated margins by 75%, enabled additional sales, and eliminated the need for 24/7 monitoring. Show less

ACHIEVEMENTS CONTINUEDREORGANIZATION• Post-acquisition, the CEO retained me to foster synergies among five tech teams and consolidate them into a single unit. I proposed and implemented a new tech stack to remove redundant technologies, created a migration plan, revamped training, optimized roles, and built out new capabilities. This successfully consolidated the teams, platforms, and services from a unified source and reduced OPEX costs by 30%. This strategy became SOP and was used… Show more ACHIEVEMENTS CONTINUEDREORGANIZATION• Post-acquisition, the CEO retained me to foster synergies among five tech teams and consolidate them into a single unit. I proposed and implemented a new tech stack to remove redundant technologies, created a migration plan, revamped training, optimized roles, and built out new capabilities. This successfully consolidated the teams, platforms, and services from a unified source and reduced OPEX costs by 30%. This strategy became SOP and was used to integrate the company’s subsequent acquisitions.ATTRITION REVERSAL• After an acquisition, the Group CEO charged me to retain a lead software developer who desired to make a career change. I met with the developer to understand the situation then offered him a promotion to a leadership role, funding for relocation, and additional resources related to the product. This retained the developer, who rewrote the product from the ground up and integrated it into the portfolio. The greater team was then educated on the product, which prevented a similar future scenario. Show less

CORPORATE PROFILE: A telecommunications, technology, and infrastructure supplier with 7 employees. RESPONSIBILITY PROFILE: With Telux, I had full P&L and seven direct employees. I led technology creation/innovation, managed the business, and ultimately prepared for and executed its sale.ACHIEVED IN THIS ROLELEGACY MODERNIZATION• The UK reseller VoIP market was nonviable for smaller resellers, as two major companies impeded market penetration through high setup costs… Show more CORPORATE PROFILE: A telecommunications, technology, and infrastructure supplier with 7 employees. RESPONSIBILITY PROFILE: With Telux, I had full P&L and seven direct employees. I led technology creation/innovation, managed the business, and ultimately prepared for and executed its sale.ACHIEVED IN THIS ROLELEGACY MODERNIZATION• The UK reseller VoIP market was nonviable for smaller resellers, as two major companies impeded market penetration through high setup costs and license fees. I resolved to build a product to enable smaller players to enter the sector. Within two years, we outsourced a Russian dev team to produce major components of the open-source architecture for a distributed VoIP platform. I created the business plan, raised funding, led building/testing, and hired a sales and support team. This product led to an exit, which secured several clients. Show less

CORPORATE PROFILE: A $10M telecom / wireless ISP with 200 employees. RESPONSIBILITY PROFILE: As CTO and Co-Founder, I reported to the CEO with a $4M OPEX, $5M CAPEX, and 15 direct employees. I was responsible for designing a business model, recruiting a team, architecting end-to-end network topology/deployment, negotiating government grant use, and selecting hardware/network monitoring systems.

CORPORATE PROFILE: A $1.5M provider of VoIP services to expatriates in Cyprus with four employees. RESPONSIBILITY PROFILE: With an $800K OPEX, $50K CAPEX, $1.5M Revenue Goal, and two direct employees, here I was responsible for building the VoIP platform/billing system and selecting and managing carrier partners.

CORPORATE PROFILE: A PE-backed telecom group worth $250M focused on growing through acquiring 10-20 small telecom companies per year. RESPONSIBILITY PROFILE: With CGI, I reported to the CEO and assisted the board in building new networks and selecting and valuing a business for acquisition.