Ryan Project Funding is focused on assisting developing countries to reach their potential through our emerging nations program.Our Mission is to Positively Impact The Economy And Environment, Improving the Quality Of Life For All Citizens of a nation through infrastructure development, modernization or replacement due to natural or man-made devastation. Sustainable Job Creation is central to all of our projects. Focus: Power, Transportation, Communication Infrastructure, Humanitarian, And Environmental Projects• Financial StrategyLarge Scale Funding (in excess of $1bn USD) For Infrastructure Projects That Will Stimulate The Economy & Create Jobs By Rebuilding, Providing or Updating Infrastructure. Smaller projects will be considered.• RPF Will:Structure Funding To Meet Immediate & Long Term Funding For Infrastructure Projects• Requirements: Development Done In An EnvironmentallySound Manner & Creates Sustainable Jobs.

Fuelcor International, Inc. is a global licensing and consulting firm that delivers a patented and highly energy efficient system to manufacture transportation fuels from carbon emissions.The inventor is Dr. Severinsky, the inventor of the Hybrid Synergy Drive train used in Prius and every other hybrid vehicle. Fuelcor technology is an innovation that disrupts the traditional and costly process of exploration and extracting of crude oil. We manufacture enhanced synthetic oil and refined fuels from the waste emissions of coal and gas. Fuelcor technology is the only energy efficient and economically viable solution to produce synthetic fuel while reducing carbon emissions and global heating. Fuelcor is the most efficient and cost competitive process when compared with all known extraction, sequestration, and conversion technologies. Carbon dioxide is a cause of global warming - a catastrophic problem. Fuelcor is the only process that profitably reduces carbon emissions while producing fuels from CO2 and CO at a price per bbl lower than traditionally extracted crude.The following is a partial list of benefits emanating from use of a Fuelcor plant:- Fuel independence and lower fuel cost- A cleaner and healthier environment- Economic stability tied to 50 year life cycle of a Fuelcor plant- Costly & inefficient exploration & extraction is replaced by manufacturing- Energy security is established due to national fuel production- Enables the emission free use of traditional coal.Fuelcor is the only profitable solution to industrial level carbon emissions..Visit us at www.fuelcorinternational.com

Technology Transfer

I was charged with the short term task of designing and establishing an international marketing and sales strategy for this highly successful +$bn US automotive corporation. I developed the marketing plan and then implemented it. Additionally I provided strategic advice on how to proceed in a global market. I lived in the UK, Dubai, and India during this period.

This task was done CONCURRENTLY with a number of other projects over the thirteen year period. The other projects are listed below this item. In this project I assisted the President in expanding the business and securing outside financing for a closed social network system focused on the alumni needs of private educational organizations, associations and corporations.

I was recruited to manage and resolve an anticipated turnaround situation. The bottom out was averted and in less than two years the company was diversified with the majority of its new revenue based solely on my business development efforts - primarily acquisitions and new product development. The company was successfully rebuilt and is currently profitable with its main product being online document imaging and management systems for large organizations (example – Post Katrina Records Reconstruction - New Orleans Public School System).

Raedel is a provider of web based financial tools for the insurance sector. In my role as President, I was responsible for corporate financing, creating new service and product opportunities, developing strategic partnerships, and identifying possible acquisitions.

In the capacity as EVP of Business Development for 1eEurope. My primary role was the creation, financing, and execution of a pan-European acquisition program of internet based companies . I had sole responsibility for planning and promoting the acquisition initiative throughout Europe. I was responsible for target identification, negotiation, legal and financial analysis, coordination, and transaction closure. Additionally, I had the task of identifying and securing investors to finance the company. I successfully attracted and closed over $40 million in financing for the venture from sources in the Czech Republic, Saudi Arabia, the UK and the US. 1eEurope acquired nine companies during this period. I resided in London, Paris and Berlin from 1997 through 2001. I had committed to the Board that I would stay with the company for a four year period, unless it had not met targets, then I would stay until the task was completed. I stayed the four years.

I was recruited for the position of President of the Advanced Data Services Division of this publicly traded company by the President of the parent organization, eSpire Communications (NASDAQ). This new division was to become the internet product based corporate arm of the company. As the cornerstone of the development plan, I identified and completed the acquisition of profitable, strategically positioned, Internet Service Providers. Additionally, I developed and executed the financing and operating plan for the growth and roll-out of eSpire internet based products and services in the US. When the senior management of the parent company departed eSpire to form 1eEurope they requested that I join them in founding the new venture.

Essential Orbital Services, Inc. supplied satellite based communications networks. The company focused on identifying the need, creating client awareness, network design, proposal creation, completing the sale, sourcing the financing, and then implementing satellite based networks and information services in Eastern Europe, Central Asia and Russia. The projects of the company were centered on developing a state of the art communications and information infrastructure that would support national/regional growth and stability. I was the sole negotiator for all Ministerial level agreements. I resided in Moscow during this period.

I was recruited by British Aerospace Communications, Ltd to assume the role of President of the US based Business Development division. My charter was to lead a team to identify targets, structure the deal, and secure financing for these information and communications based acquisitions, joint ventures, and strategic alliances for British Aerospace Communications worldwide. I resided in the UK and US during this period.

TCOM was a telecommunications based information distribution firm whose main product was high volume, high value, electronically originated & transmitted first class laser printer generated paper mail - with a guarantee of overnight delivery. The "final mile" to the office or home was completed by our partner, the USPS. I was solely responsible for corporate financing, creating new service & product opportunities, and developing strategic partnerships. I sourced over $24 million dollars in financing in less than four months to completely fund the project. I personally guaranteed the companies financial commitments prior to financing.A successful creation of a service such as this had never been done before. It had been attempted by the USPS under the name ECOM, but was a failure. I saw the concept as sound, verified the industry need and price sensitivity, understood why the USPS had failed and then created a business model. I built the TCOM system on leading edge technology. Where critical changes in USPS operations were required & new procedures needed, I had them implemented. To assist in rapidly cutting through the USPS bureaucracy, I recruited two retired & respected Postmaster Generals to my Board - Generals Ben Baylor & Bill Bolger. This, plus the fact that the USPS needed profitable products, assisted in gaining cooperation from the USPS.TCOM launched on time and on budget. During the first year of operation major clients with large constituencies - such as airline frequent flyer clubs, credit card companies and banks - came on as clients. I then led the company to expand its service line to less expensive, but more widely used products. Cadillac's are excellent, but more people buy & drive Toyota's.As originally contracted, I moved on from TCOM after three years to my next start-up. Though it was unforeseen & unplanned the product I had created in 1978 eventually caused the erosion of over 1/3 of USPS business - Dialcom's Email service.

As a member of a group of successful entrepreneurs (“The Century Club”) we donated $1 Million to begin the entrepreneurship program at George Mason University. I served as Chairman of the Domestic Incubator at the Entrepreneurship Center of GMU for one year. This was concurrent with other industry positions, as I was a volunteer.

I founded Dialcom & executed a business plan leading to fifteen years of steady growth & profitability. Dialcom was "reinvented" every four years. That was the innovation cycle I wanted the company on to preclude the product offerings from becoming outdated in a rapidly evolving market. Dialcom always maintained & continued to grow the prior services, but added a totally new & innovative product every four year cycle. The first four years were spent on geographic & product expansion of the company. I identified, negotiated & successfully completed the highly leveraged acquisition of six remote computing companies to rapidly and profitably grow Dialcom. By 1974 we were nationwide with a strong set of basic business offering such as payroll, accounting systems, engineering support products & other industry specific services. We now embarked in 1975 on the second innovation cycle - we designed and implemented a CRM system, though we referred to it as a Constituent Management System ("CMS"). Our first client was Congressman David Emory of Maine. In slightly over one year we had 240 of the 435 House of Representative offices under contract. Concurrently we moved this product out to corporations, associations & any organization that had a communicating constituency.In 1978 we moved on to the next and final innovation cycle. Dialcom designed & created the first commercial Email service. We quickly became the world leader in electronic mail. By 1982 Dialcom enjoyed 35% US & 98% International Email market share. International expansion was accomplished through joint ventures with the governments in all major telecommunications consuming countries. I developed and negotiated all international revenue-sharing licenses. Business growth & profitability was constant through these intense periods of geographic & product expansion. Cash flow from operations always supported growth.I negotiated the sale of Dialcom to ITT in 1982 & remained as CEO through 1985.

CONCURRENT with the Presidency of Dialcom & at the request of the Board of Dialcom I became the founding President of Source Telecomputing. Dialcom supplied the computing, networking & was the software supplier for Source Telecomputing. The Source grew out of a Dialcom need - we had 40 or 50 computer systems running 7X24 with full operation teams, air handlers, lighting & other necessary functions for a fully operational computer center. At 9 PM EST the machines were effectively idle - but all operations & expenses were being incurred. The problem was simple - our clients were all at home. There was only one solution that I could visualize & that was to bring a new & innovative service to their homes that they would use that would keep the computers of Dialcom in revenue producing mode. Out of this came "The Source" & the start of the Age of Information.With a business partner, William Von Meister and a financier, Jack Taub, we conceived, financed, designed & implemented “The Source”, a consumer oriented information service. This was the first consumer based online information service. At our formal launch in New York City, Issac Asimov accepted our request to be the keynote speaker. He saw "The Source" as a major change in how mankind could access and use information - "the start of the information age." This was one of the high-points in my personal life - to sit and talk about the future with Issac Asimov and to have him praise what we had done."The Source" was truly innovative. In addition to information distribution, we completed the first online sale & purchase of product. As far as we know, the first online meeting, courtship & eventual marriage occurred through the service (I met the husband a decade later and he still had the original copies of all Email between he & his bride to be).“The Source” was the predecessor of AOL. After achieving almost complete market share in its first two years of operation, “The Source” was sold to Readers Digest.

Immediately after joining CSC I was seconded to the Joint Chiefs of Staff at the Pentagon as the Special Assistant for Strategic Mobility - overseeing transportation modeling to aid in the war effort.

I was recruited at New York University in my 3rd year. After graduation I joined NSA and became a member of a small handpicked group that took part in a three year intense training program focused on deep familiarity with multiple computer systems, programming languages and becoming a Certified Computer Systems Professional.