Experience

TDP Data Systems

• United States
• Business Consulting and Services
• 1 - 100 Employee

• CEO

  • 2016 - Present

  CORE PROBLEM: Many corporate functions are paralyzed or stymied by data asymmetry and/or data overload, and therefore fall short in contributing to and producing growth in EPS. KEY SOLUTION: Accelerate business development and corporate decision-making for EPS growth by providing data-driven, augmented human decision-making in real time. By doing this, TDP has provided augmented human decision-making over 3,500 times through managed services provided to global 2000 corporations. This directly contributed to increasing their rate of strategic decision-making, and to their rate of concluding business development, sales, and M&A globally for financial impact. Show less



PARC

• United States
• Research Services
• 400 - 500 Employee

• Breakthrough-Innovation Consultant for New Business Development

  • Mar 2014 - Jul 2015

  Core Problem: For its commercial offerings, PARC positioned its R&D capabilities across its hardware and software labs as point solutions being sold into corporate middle management. Key Solution: Helped lead a PARC strategy reboot transitioning its business model from selling point solutions to a “valued-advisor” solutions model targeting strategic innovation challenges at the C Suite level for Fortune Group and Global 2000 companies. PARC’s new sales process focused on delivering a range of technology solutions tied to new industry business models being driven by the Internet of Everything and accelerating technology advances. Developed the business process to cut through to the Global 2000 C-Level for agile business development and to mitigate risk for both PARC and the potential client. Led the partnership and product strategy, proof of concept, and beta tests with clients reducing PARC’s business development/sales cycles by over 70%, that produced strategic engagements with global industry leaders such as Daikin Industries, Ltd of Osaka, Japan. Show less



The Decision Platform

• Acting CEO and Investor

  • 2013 - 2013

  Core Problem: 53% of college graduates are under or unemployed with an average of $29,000 in student-loan debt. Key Solution: Founder of a startup benefit corporation focused on combining Big Data analytics, predictive algorithms, cognitive research and content to a multi-screen, Mobile Platform-As-A-Service and Enterprise app to help users make better decisions sooner. Created vision, formed team, raised initial seed round capital, developed prototype architecture, and initiated alliances with enterprise companies and other institutions including University of Southern California. First application of platform: helping secondary students to align their educational and vocational paths. Show less



2ergo group plc (a Microsoft partner company)

• Director and Senior Vice President of Global Business Development and Strategy

  • 2009 - 2013

  Core Problem: 2ego needed to generate new mobile business lines to augment its premium SMS services and mobile-internet site businesses. Key Solution: Oversaw a strategy shift to a managed-services business model, faster and more directed product innovation, and partnered with Microsoft R&D. Directly led the partnership and product strategy, proof of concept, and beta test with Microsoft, 3M and Wendy’s International enabling 2ergo to provide an innovative, mobile solution closing the retail loop with consumers throughout their shopping journeys. Show less



Mobile Entertainment Forum

• Civic and Social Organizations

• Special Advisor to the Global Board

  • Jan 2010 - Dec 2010

• MEF Americas Board Chair

  • 2008 - 2010

  Core Problem: MEF America's business model to generate revenues was broken.Key Solutions: Switched from a high-risk/high reward events model to driving revenue growth through increased corporate memberships. Expanded the board of directors and increased their involvement in high-visibility initiatives to better the mobile entertainment industry. Expanded the footprint of MEF Americas to Canada and Latin America to drive memberships and revenues.



Microsoft

• United States
• Software Development
• 200 - 300 Employee

• Head of Business Development for MSN Mobile

  • 2005 - 2009

  Core Problem: Microsoft’s Media Services business unit (previously Web TV) needed to generate new business lines to offset its $800 Million television-ISP access business, which was mature and in decline. Key Solutions: Provided vision and leadership working with engineering and product management to reset the business focus from TV media services to mobile and broadband video services. Formed a mobile ecosystem including mobile network operators, device manufacturers and content owners. Developed a strategic alliance with the Associate Press and its 6,000 member syndicate to distribute and monetize online video. Show less



News Corporation

• United States

• Vice President and Founder Mobile Entertainment for 20th Century Fox

  • 2002 - 2004

  Core Problem: 20th Century Fox TV saw the growth of international revenues slowing and wanted to augment it with new revenues from mobile entertainment. Key Solutions: Provided the creative and business vision to translate Fox’s entertainment properties such as The Simpsons and Family Guy to a managed service for mobile devices based on story arcs. Developed a start-up plan, built a team, and partnered with content owners, mobile developers, publishers, device manufacturers and mobile network operators to form a global ecosystem for mobile content and services. Show less



The Walt Disney Company

• United States
• Entertainment Providers
• 700 & Above Employee

• Managing Director for Disney Interactive Asia Pacific

  • 1996 - 2002

  Core Problem (2000-2002): Disney Interactive saw emerging mobile and broadband media beginning to put pressure on its existing revenues from PC CD-ROM and video games. Key Solutions: Partnered with mobile developers, publishers, device manufacturers and mobile network operators to establish a global ecosystem to launch Disney’s first managed service for mobile devices. Partnered with the founder/owner of Square Soft to launch Disney’s first streaming broadband channel. Core Problem (1996-2000): Disney Interactive’s start-up, regional division in Asia Pacific lost the confidence of the board. Key Solutions: Reset business strategy to self-publishing and licensing, built a team, and established partnerships with video-game/mobile publishers and distributors in Japan, Korea, China, Singapore, Malaysia, India and Australia. Show less



PepsiCo Restaurants International (Tricon)

• Director of Finance and Strategic Planning

  • 1991 - 1996

  Core Problem: KFC needed to grow faster than McDonalds in undeveloped Asian markets. Key Solutions: Led and managed the strategic planning process to secure $200 Million in corporate capital for KFC store expansion. Managed and improved board relationships with KFC Japan’s major shareholders—PepsiCo and Mitsubishi—to impact strategy and execution for the mature Japanese market, freeing up capital. Core Problem: KFC needed to grow faster than McDonalds in undeveloped Asian markets. Key Solutions: Led and managed the strategic planning process to secure $200 Million in corporate capital for KFC store expansion. Managed and improved board relationships with KFC Japan’s major shareholders—PepsiCo and Mitsubishi—to impact strategy and execution for the mature Japanese market, freeing up capital.



GE

• Brazil
• Engineering Services
• 1 - 100 Employee

• Marketing & Business Development Manager for General Electric Appliances

  • 1989 - 1991

  Core Problem: GE Appliance needed to accelerate international growth to drive worldwide sales and profitability. Key Solutions: Supported executive team by providing financial analysis for M&A transactions in France (Thompson), India (Godrej), China (Wanbao), and Japan (Toshiba) to add manufacturing and distribution capability. Identified supply-chain business partners and negotiated commercial contracts with Samsung, Matsushita, Sharp and Sanyo for GE Appliance’s leading efforts to outsource finished goods from offshore manufacturers for GE Appliance’s Microwave Oven/Air-conditioning business unit. Show less


United States Air Force
• United States
• Defense and Space Manufacturing
• 700 & Above Employee
• Captain

  • 1981 - 1986