I oversee daily operational practices for corporate finance firm with global interests in renewable energy, green tech, technology, fine art, and leisure/high-end and commercial and residential property transactions. Perform diversified duties and develop, manage and pitch/sell projects from conception to financing.The following are highlights of the value I bring to the organisation: For each project, analyze business operations, trends, costs, revenue, financial commitments, obligations, competition and market to project future revenues and expenses. Then present and negotiate.Sample of Projects include: Sourced properties for UK funds in regards to Purpose Built Student Accommodation (PBSA). Engaged to purchase 2 top UK leisure resorts, London Airport hotels and 5* city hotels. Sourced buyer of German Beer Company and underlying property valued at €300m. Currently engaged in sourcing 200MW renewable energy and forestry for UK pension fund. Sourced, negotiated & coached EU pension fund re €115m windfarm + £15m UK microwind deal. Raised seed capital for Fintech company and VC investor for automobile Greentech provider. Consultant to 3 (Hutchinson) regarding new mobile phone business streams / strategic direction.  Brokered purchasing of Boeing 747-800 and sale of 737-800’s & Airbus A320s to US/Japan lessor. Fine Art, discreetly sourcing buyers and sellers at high end re Picasso, Modigliani, Monet, Van Gogh, Gauguin, Renoir, Matisse, Klimt, Bacon, Warhol, Pollock, Haring, Hockney, Koons, Scully et al.

Brought in by owner, Dublin private equity firm IIU, as member of the senior management team primarily to focus on re-engineering the organisation and evaluating the future potential for the nine year old networking equipment company with expertise in quality of service (QoS) and operations in six locations around the world comprising 160 personnel. The following are highlights of the value I brought to the position: Conceptualised and initiated aggressive internal redeployment/growth plans, coordinated core projects, determined budgets and integrated Go-to-Market strategies to focus on core strengths of software and licensing.  Introduced “Out of the Box” options to consider reposition solutions & IP, which included Licensing & Clean Tech. Developed IMs for selling the company and valued of the wireless division for potential spin off and presented same to potential acquirers, including private equity firms and technology companies.  Provided consultancy and advice to Owner and Chairman and SMT on the restructuring, resourcing, commercial terms, licensing control procedures, manufacturing ordering and delivery processes.  Devised and managed projects and budgets to reposition the organisation with capabilities to partner with Tier-1 chip and telecommunications partners and pivot more nimbly, as required.

I sourced and raised initial seed capital and assisted the CEO in positioning Brandmail beyond the prototype phase and into production, scoping product requirements from US based ISPs and key US brands. Set up European HQ and held responsibility to build a high performance team and conducted all hiring of in-theatre sales engineering and operational staff while overseeing filing of intellectual property rights, established corporate group structure, developed Go-to-Market strategy, and assisted in raising angel, government, and VC capital. Directed business development activities in Europe, particularly Ireland, Germany, Switzerland, Austria, Spain, Scandinavia, UK and France; engaging with United Internet (1&1), Telefonica, FT/Orange, BT, Virgin and Eir. Successfully product launched with UTV Internet and 14 sending brands such as Amnesty, PaddyPower, MyHome, IrishJobs, Quinn, Budget Travel along with back-end ISPs and also MTA and ESP partners. Established processes for new business development and strategic partnerships (eg. Deutsche Post) and led same in the field and provided financial support and analysis to pivot and attain organisational objectives.

Delivered exceptional service and dedication throughout tenure with company, and held positions in Marketing, Engineering and Finance with increased responsibilities across different disciplines, deliberately and out of my comfort zone. Produced excellent results across both marketing and technology business groups; led diverse finance & re-organisation projects; and integrated global solutions that aligned with near term / longer term market objectives in sync with wider Cisco Group.

Product & Technology Marketing Organisation (PTMO) Competitive Leadership Team – Wireless LAN and Optical/Metro Ethernet (2003-2006);WW Competitive Leader – Optical Networking Group (2002-2003)• Led project management of Competition focused global virtual teams up to 150 Sales Engineers (SEs), AMs and PMs with accountability for all competitive activities and global strategic planning for wireless and optical.• Introduced Competitive Action Plans (CAPS) against Cisco’s primary and secondary optical and metro Ethernet competitors in both Service Producer and Enterprise markets, across all global markets. Pitched same to field.• Devised and project managed large scale projects such as “Open Skies” a global automated competitive assistance network designed to help sales executives sell metro Ethernet and optical solutions in the field.• Led, devised and worked with Tech, Sales & Product Marketing to launch “How to Sell Optical” VODs versus competitors. Helped sales by pitching to key account customers in Cisco San Jose Executive Briefing Centre.

Business Operations Manager – Optical Networking Group (2000-2002)Head hunted from FP&A to deliver strategic planning, management, and integration of Cisco’s 5 optical acquisitions; integrated strategic procedures to build over 850 personnel across four locations into one cohesive and focused team; facilitated development of marketing initiatives for strategically positioning optical product portfolio within larger Cisco solutions that ensured achievement of all objectives. Presented Group quarterly plan to CEO John Chambers & his Staff.• Successfully directed cross functional teams and leveraged industry knowledge in a highly matrixed environment to build roadmaps for each market; delivered all benchmarks that supported profitability, and established company presence and operations within the market destinations.• Pitched Group position and go-forward plans to key customers and partners in Cisco Executive Briefing Centre.Lead Program Manager – Global Partner Engineering (2000)In charge of day-to-day management re the sourcing and development of an EU based international R&D, Testing, & Customer Reference Facility. Led the development of initial 250 person operation to plan for over 5,000 associates in greenfield EU location to provide key services & technologies to support global tax, theatre sales & global engineering. • Identified and sold engineering project opportunities within Cisco and worked with G&A stakeholders in regards to facilities, compensation/benefit plans, recruitment, financial systems, legal structures, sales filtering, funds management, global tax modelling, social security issues, and public relations strategies.

Group Financial Controller – Human Resources (1999-2000)In charge of Group financial management worldwide and provided advisement to SVP HR and C-staff with key responsibility for management of annual budget of $250M and operations of 1,465 personnel worldwide. Oversaw multiple global projects and partners with other Cisco groups to develop solutions in e-learning, WW University relations, on-site crèche construction, vendor contract evaluations, and WW staffing initiatives across all global ops theatres. Devised & led successful Cisco Irish Intern to San Jose Initiative, seeding Irish educated engineers within Cisco.Corporate FP&A Group Controller (1998-2000)Reporting to COO and CFO, as part of 3-person team drew up and owned entire company growth plans (15,000 HC/$12B to grow to 30,000 HC in 24 months) across all technology, sales, and support groups. Owned and partnered with all group controllers to deliver then revolutionary “One Day Close” initiatives whereby all groups results were reported by lunchtime Day-1 to CFO and staff. Prepared CEO book to present on quarterly Wall Street conference call.

Independent TV & Film production company

Primarily high tech Purchase Price / M&A throughout western United States

Offshore Company secretarial, accounts preparation and audit