Meet Touchpoint:- The first to successfully support chain-wide tablet POS / KDS rollouts across large brands. - Single brand deployments of multi-thousand tablets - In-field uptime of 99.99% in rough environments, with bad internet We're proving our solution day in and day out with tech that franchisees love Cloud powered Tablets are the inevitable future. POS, KDS, Loyalty, LineBusters, Kiosk: they all will be cloud powered tablets. Hardware POS is in its death throes and tablets will win. The revolution started from the bottom up as small merchants stopped buying legacy hardware POS and jumped onboard with cloud POS (square, toast, revel). But a funny thing happened: those first tablet POS vendors couldn't meet the stringent demands of enterprise. They lack features, reliability or both. Witness: none of them have any large deployments. So who will service the chains with the cloud and tablet revolution? Hey that's us! Touchpoint.io Want more throughput? Touchpoint is helping staff deliver mind-blowing throughput for Quick Service, Fast Casual and Drive Through. We routinely enable drive throughs to perform over 2000 orders a day. Kitchens find that they can process more order fasters and more clearly with our smarter KDS system. We're bent on helping franchisees succeed. And with out new Peak Rewards system, we're honored to enjoy the highest loyalty participation numbers in the industry. Higher than SBUX and PNRA. Guests love Touchpoint Peak Rewards. And because we have the broadest reach, highest guest participation and best data, we are learning to understand and predict guest behaviours at the deepest levels. But we're just getting started.We're hiring talented folks who want to push the envelope, lead change and yet have a servant's heart. We're looking for forward-thinking Brands who want to be break the shackles of legacy technology and capture hearts with personalized guest experiences that set them apart. Join us!

Redline customers asked if we could accelerate databases. The box couldn't, but we decided to tackle the problem for ourselves, by rethinking the stack. The result is a super flexible platform that is fast, secure, easy to deploy, and Just Stays Up. Touchpoint is built on it. Other capabilities include * Massive personalization * Real time processing of big data* Machine learning* Fine-grained ACLs on data elements* Collapsed architecture tiers (load-balancing, replication, app logic, etc.)* Reduced lock contention in distributed system* Decreased latency of random reads / writes Over the years, we expanded patent portfolio with dozens of networking, computer system, payment, and mobile restaurant / ipad POS and advertising-related patent applications.

(sold to Juniper Networks, $132M)Our team developed a high performance load-balancer that became Network World's highest rated product of the year. Devices retailed for $15K - $60K, with deployments up to $1M. Prevailed against the dotcom crash and 9/11, and ultimately secured over 300 enterprise customers in financial, healthcare, travel, retail, and energy. Learned the sales process from great mentors. Nine figure exit to Juniper Networks.Granted 6 patents in computer networking technology.

Grew Online revenue from $800K/yr to $100M/yr. in just 6 months. Along the way, we had some ideas for improving website performance, so we later founded Redline Networks to see if we could make it come true.Went to Dell because it was actively selling online, but found out that, at the time, "online" meant a web page connected to a printer. Humans literally hand typed printouts into the Dell Order Management System. Our nickname for those people was "Texas Middleware". Now we could call it a "minimum viable product".But I worked in Asset Recovery Business unit (aka returns division) which meant we had our own factory, own sales site, and own rules. So we built the first realtime online sales engine, with marketing, pricing and inventory management. It was deployed in the factory with line workers who used barcode scanners to track everything in the system. Business reports that used to be assembled from 5 different databases (and had been 4 days old) could now be real time. Online inventory was live data, and our Dynamic Pricing could react to inventory and demand. We designed and built everything from scratch. It worked so well that it transformed the Returns division from a financial drag to a profit center, contributing to the EPS number.

After a German board member explained that "The internet will go away. It is only a fad." we started to look for a new place to work. I had been developing concepts fix broken communication and motivations between manufacturer (e.g. Mercedes Benz), finance (MBCredit Corp), dealer (MB of SF) and customer (person who wants to feel great about buying a car.) If anyone is casting about for ideas, this space is still largely unexplored and would be fertile area for modern development. Oh, and what was the board member's compelling evidence the internet would go away? "If Germans can see how cheaply Americans are buying their cars, I'll never be able to sell in Germany again." Gotcha.

ISN was web based when Amazon was still doing orders via telephone. I was blown away that I could open Netscape, enter the right ip address and do business tasks like order processing anywhere with network connectivity. This was much better than the SAP systems we had a BMW. And (cough) before firewalls.ISN was expanding from selling computer parts to building a B2C auction, but were planning to continue using EDI for communication with supplier. Instead, that Stanford girl and I went web crazy and we built the first (?) web based integrated inventory management system for suppliers, and web based customer service tools. These should have been separate companies, not internal tools! (See www.forbes.com "Diller wants HSN to lease First Auction back-office machinery for web retailers.")

I started the X5 project and became the product manager: talk about a dream job for a car nut! I was lucky enough to land in a group that had some money to produce a 1-off show car for Geneva. There was just one other person on the team (my boss) so I asked if we could do a production car instead. He immediately said said no, but then asked what I was thinking. The answer was easy: "We need to build an SUV that dives like a BMW, not a truck. It should have a 5- or 7-series interior, not fake wood-grain like the Jeeps. People want SUVs for active lifestyles and kids, but the market is constrained by lack of a quality product. A BMW SUV will be a huge success." It seems obvious now, but the problem at that time was that BMW Marketing (who typically defined the cars) had just issued a 400 page report that concluded there would "never be a market for SUV's over $30,000." So getting to yes was harder than having someone see your point of view; for the project to move forward, the marketing department needed to basically recant. Ouch. How it all played out is a great story that's more fun to share in person, but the first generation X5 defined a new category, ended up contributing something like €34B of revenue and probably helped BMW avoid a takeover. Along the way I worked directly for Board Members to try to make Land Rover not fail. Helped acquire Designworks/USA and helped build a new business plan. Then, I met a Stanford girl and couldn't be in Germany anymore.