We are specialists in technology merger and acquisition (M&A) and business advisory services to software and IT services businesses. We represent both Sellers and Buyers in M&A projects in the UK, Europe, Israel and North America.

Responsible for the building up the M&A French and UK portfolio for Harris PSG. In this time we have vetted over 1200 companies in the Vertical Software market in the UK and France. I have met with over 60 companies and submitted , submitted over 9 term-sheet. Completed 2 transactions in in the UK and one in France for a total of $34 Million.

Led the Sales organization transformation of 13 Business units within the Harris PSG group .

Leverage the strengths of Desjardins Card Services and Desjardins Venture Capital to develop "Smart Money" in mobility both for mobile Banking and mobile Payment services.In the process of finalizing $3 million investment in a mobile Banking application developed locally.Successfully architect a $60 million dollar round of financing to repatriate ownership of GFI Solution and strengthen its position in payment environment.

Desjardins Capital is a fund that specializes in Venture and Buyout financing. I integrated the Venture Capital arm of Desjardins to complement the financial strength of the team with my strong operational, International and entrepreneurial experiences.It took the better part of one year in Desjardins to understand and learn how to bridge the objectives of an enterprise looking for capital and the objectives of an institutional Investor. I now posses a strong Modus Operandi on how to access this capital successfully and align the investor(s) and the operator's objective so that all parties will have a long term viable coexistence together and contribute to the creation of value for the enterprise.My deal flow was focused in two sectors: IT and service providers for the financial sector. Manufacturing suppliers for the Aerospace sector.

This winery has embodied the Spirit of its founder Dr. Francesco Bellini ( developed the 3TC drug, an anti-HIV/AIDS treatment ) which is: Innovation or in this case ENOvation, Perseverance in resolving complex problems that can benefit people. Let us not forget a great appreciation for good wines.Dr. Bellini often suffered strong reactions after drinking the highest quality wines and wondered WHY!!, Why can I eat grapes and have no unpleasant reaction and drink one glass of wine and feel sick. The Bellini's invested 22 Million euros over eight years to develop our Concept wines.Our wines were created for people who have a negative reaction to a single glass of red or white wine and could not enjoy a glass of wine with friends and family.Our wines are produced with minimal chemical intervention, both in the grape cultivation and its transformation into wine. The process has yielded great quality wines and zero chemical residues in the product. The sulfite levels in our wines are much less than the EU biological standard.Find out more at domodimonti.com

Based in Canada, Optosecurity Inc. is a leader in next-generation detection of physical threats. Optosecurity is a world-class threat detection technology company offering innovative security software for the Transportation and Critical Infrastructure markets.

The Alliance Mobilité Finance committee has the objective to help structure " The time to money process" for Quebec based companies. >Help find mobile initiatives in the retail and banking sector> Define the Investors community >Help forge government programs to stimulate the growth of MobilityOur objective is to Learn once and Teach as many Quebec based companies the best practices to be profitable and make the Quebec Mobile ecosystem thrive.

I took on a consulting contract to help Axon-id, specialist in developing business critical applications, to re-center their service offering in the financial sector.My key contribution was to assist the founders of Axon who brought close to 100 man-years of IT experience in developing large, business critical applications to focus their service offering in the financial sector (Banks, insurance companies, Credit Card Companies and Pension Funds).The result after my intervention was that the company redefined itself in this market and was able to get two significant contracts in the financial sector which insured an additional $100,000 of revenues per month and therefore returned to it break-even point. In addition the company has been recognized for its expertise in this market and now has access to multi-million dollar RFQs in this sector.

Mediatrix Telecom (revenues $10 million) Division of Media 5Pioneer in development of Voice over Internet Protocol (VoIP) devices. www.mediatrix.com.Mediatrix Telecom is a pioneer in VoIP, starting this activity in 1997. I was hired to reorganize the European operations with an objective to make it into a profitable operation. This was accomplished in less than twelve months by completely restructuring the sales force, target market and relocating the offices from Italy to Berlin. The revenues remained the same during the transition at about $3 million. Due to the success initiative I was invited to consult at Groupe Lagassé level and acted as VP of Sales and Interim Managing Director for an operation that was acquired from EADS Telecom. We transitioned this production unit into a medium size company (70Million euros) called LC&I and positioned it into the secured radio mobile market. I returned to North America in March 2007 to participate in the restructuring of the North American operations of Mediatrix where the CEO, PLM Director , the HR director and Myself activated a plan to reduce the loss from $13 Million to break even by 2008. This objective is on track to be achieved by end of 2008.

(Montreal, Canada)Largest and most influential incubator in Quebec, Incubating 40 technology start-ups a year. www.ceim.org . I was hired to develop a new department that would augment the value of CEIM’s services to its start-ups cli-entele in the current post-bubble economy. The Sales Intelligence department’s mission was to help start-up companies finance themselves through sales rather than investment or government subsidies. In my tenure, I had a direct involvement with 57 companies in my portfolio of which 55 of them reached a breakeven or profitability. The revenue growth of the first 15 companies went from $3 million to $12 million in 24 months. I defined new value added services that would help our clients generate sales revenues within 90 days, which is the average Time To Bankruptcy (TTB) for them. The services consists of: 1) defining detailed sales processes for clients to get their next customers within the TTB time frame. 2) Assist customers in the hiring sales people with the appropriate profiles. 3) Get cold calls campaign off the ground by providing a call center that can execute 1000 calls in two weeks. In the first eleven months of operations the Sales Intelligence department generated $185,000 of contributed profit to CEIM and 12 new customers.

In 2002 we merged the three existing companies into one company called eNGENU!TY Technologies Inc. This action was done to counteract the ongoing negative market conditions in the commercial Aerospace, Automotive sector and Telecommunication market. In this transition I reverted to managing the worldwide sales organization after this rationalization effort.

In 2000, I was promoted to General Manager of Virtual Prototypes, with Profit and Loss responsibility. The operation had 107 employees. All the operational functions reported to this position except for Finance and administration, which reported directly to the holding company called Engenuity Technologies. We dominated our market niche and became the defacto standard in the Aerospace industry. The biggest concern we faced was market saturation for the existing product suite. During this period Virtual Prototypes in partnership with Technology Partnership Canada financed the DaVinci technology initiative. This technology initiative was meant to launch our company in new and larger markets. In 2001, the Virtual Prototypes’ revenues decreased to $16.7 Million Cdn, while eNGENU!TY’s total revenue increased to $23.1 Million Cdn. We implemented cost cutting initiatives to preserve cash and return to profitability. These initiatives reduced cost by 25% per quarter and we were able to generate a profit in our last quarter.

June 1997- November 2002 (Montreal, Canada)Virtual Prototypes Inc. (2001 revenues $23.1 Million. Renamed eNGENU!TY technologies 2002)Software Company which Develops Rapid Prototyping tools for complex Human Machine Interfaces (HMI) and Simulation Software for the Automotive and Aerospace Industry. www.virtualprototypes.caI lead the sales, marketing and technical services organization. This organization included 12 salespeople, 9 marketing people and 19 technical people. I opened sales offices in the UK, France and Germany. During my tenure in this position, the company’s revenues increased by an average of over 30% a year, reaching $17.2 Million CDN in 2000. From 1997 to 1999 the turnover for my organization was less than 5%. I was made a member of the executive team in 1998. In 1999 I was part of the executive team, which brought the company public. With the capital raised in the IPO, Virtual Prototypes acquired two companies Xtend Inc and LOOX software. Virtual Prototypes also became the largest shareholder of a third company called Esterel Technologies. I was nominated to the board of Esterel Technologies in 2000 to represent the company. Another significant achievement was the creation of two Technology Advisory Boards (TAB). One TAB for the Automotive sector and the other for the Aerospace sector. The TAB members were chartered to influence the direction of our product development efforts. The Aerospace TAB consists of 7 companies; Lock-heed, Boeing, British Aerospace, Alenia, Elbit, Marconi and Thales. The Automotive TAB includes: DaimlerChrysler, Motorola, Magneti Marelli, Visteon and Johnson Control. The Aerospace members paid $250,000 USD for the membership and the automotive members paid $100,000 USD.

PRESCIENT TECHNOLOGIES (A STONE & WEBSTER Company)Start-up Company, Knowledge Based Engineering Tools (Boston, USA)I was hired to help define and implement a sales and marketing organization for Prescient Technologies (‘95 revenues were $3.5 million) with the objective to go public in two years with the help of the parent Com-pany Stone & Webster and their investment banker’s GoldmanSachs. Prescient technologies was incorporated in 1996 and inherited four disparate technologies and a consult-ing services organization which marketed its services in four disparate markets. During that year we divested ourselves of three technologies that were consulting intensive, we decentralized the sales organization, productized a knowledge base engineering software and focused on the Automotive and Aerospace industries. These initiatives increased our revenues to $4 million US, the product margin increased from 27% to 42% and we reduced the sales cycle from 9 months to three months. We were able to break even at the end of the year even though our head count increased from 39 employees at the end of 1995 to 53 employees at the end of 1996. The following list of customer represented the most significant new customers: Honda, Hyundai, Siemens, Peterbuilt, Gulfstream, Raytheon Beech, Boeing, Lockheed Martin, Rockwell, Rhor, Chrysler, Freightliner, Sikorsky, Bell Helicopters, Westland Helicopter.

(Montreal, Quebec)World’s 2nd largest printing Company, I was mandated to investigate new digital technologies that would allow faster time to market of printed material. The plan was to use digital downloading of artwork directly to the presses and create a “Print on demand Process”. My tenure was extremely brief due to the clash with upper management’s ethics and morals.

1993-1995 (Milan, Italy) World’s largest system integrator for Computer Aided Design/Engineering/Manufacturing softwareIn partnership with Rand Technology Canada, I helped create and manage their first international operation called Rand Italia. They provided the initial seed capital and I earned sweat equity if I met certain financial objectives. We started as a two-man operation and after the first full year of operation Rand Italia generated 2.5 Billion Lira ($2.5 Million Cdn) in revenues, a margin of 43% and operating income of 16%. We were profitable after our first year of operation. Our company grew to 4 employees by the end of our first fis-cal year. In 1995, our revenue doubled to 5 Billion Lira ($ 5 Million Cdn), our Gross Margins increased to 45%, and we increased our pretax profit to 20%. We had 11 employees and expanded to three offices to cover the Northern Italian market. This experience added many additional facets to my business acumen, I learned how to manage cash, deal with Banks, lawyers and accountants. I successfully structured a succession plan.

Leading software developer of Computer Aided Design/Engineering/Manufacturing software (BOSTON, USA)I lead a three-man team responsible to develop the Latin American market. We increased the Mechanical CAD software revenues from $500,000 to $3.5 million USD. In 1993, we formed a 51% owned Joint Ventures with our largest distributor in Brazil. This ensured Computervision a long-term presence in the local market and a better control of the business. In 1993 we were the top-performing department by exceeding our revenue and operating income targets by 200%. The major customers were Fiat do Brazil, Pirelli, Tramontina and PetroBras.I decided to leave Prime/Computervision to start my own company.

(TOKYO, JAPAN)In 1992, I was asked by the President to be part of a task force to revue our Japanese subsidiary performance which was losing money. We defined 64 product enhancements with the help of our top 5 customers (Nikon, Matsushita, Mazda, Toyota and Pioneer) to make the product more attractive to the local market. Our Japanese subsidiary increased its 1992 revenues by $24 million because of the new partnership we developed with these clients.

(MILAN, ITALY) I was promoted to Business Control Manager for Southern Europe (Italy, Spain, Portugal, Greece and Yugoslavia). I set pricing strategies, uplifts and discounts policies between indirect and direct sales organiza-tions to guarantee subsidiary profitability. I was part of a team that negotiated the Purchase Volume Agreements (PVA) with FIAT S.P.A. for $250 million over five years. Our revenues grew from $39 mil-lion to $70 million in 1992. Our Operating income was 19% of revenue. I also was nominated to the European Pricing Steering committee. The committee was chartered to unify all the European pricing for the impending ECU market. Our Major Customers were Fiat, Alfa Romeo, Bugatti Auto, Whirlpool, Selenia Aerospace and Pirelli.

I was promoted to lead the marketing group in our Italian Subsidiary. I was responsible for all the marketing parameters: pricing, promotion, distribution and functionality for all the mechanical Computer Aided De-sign software products in the Italian market. The products became the market leader for the high end Me-chanical CAD industry. We increased revenue from $20 million USD in 1989 to $39 Million USD in 1991. Our 40% growth was twice as much as the growth of our industry in Italy. We developed Concurrent Engineering and Just-in-Time strategies for our large customers. This initiative helped us to the successfully deploy our technologies in companies such as Fiat and Whirlpool.

I was hired to develop the Eastern Canadian market, which included Quebec and the Maritimes. I re-ceived a top salesman award for the Canadian operation. I was promoted to Large Accounts Representative in 1989. The following is a selected list of customers I worked with: Bombardier, Canadair, Northern Tele-com, Pratt and Whitney, Philips, Canadian Railways.

Canadian software company leader in NC Machining softwareI was hired as a sales representative in a small family owned Software Company. I learned about NC-machining software, Computer Aided Drafting, plastic-injection analysis software. Most of the sales were made in the Canadian market place.