Successful Engagements

HARRIS CORPORATION

Engaged to restart their telecom switching manufacturing business after having incurred several years of operating losses and an unsuccessful attempt to market the business through an M&A firm. Led rapid turn around of this business back to profitability in the first year after several years of major losses. Sales increased from $20 million to $100 million in three years by becoming a player of consequence in vertical markets.


• Introduced "Voice Frame", the first computer telephone integrated switching platform focused on the emerging operator service provider market with a transaction based business model.

• Introduced a small central office switching system for emerging nations, a new market created with the privatization of the state owned telephone companies in Central and South America.

• Introduced a new switching platform as a critical component for a new air traffic control air to ground communication system, awarded by the FAA to Harris Corporation and it's joint venture companies.Contract value to Harris was $1.8 billion.

• Capitalized on the expanding economy in the People's Republic of China by negotiating technology transfers that resulted in significant revenue generation of generic product for a number of years, followed by royalty income thereafter.

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DIGITAL TRANSMISSION INC.

Repositioned this telephone equipment manufacturer after having acquired the rights to the Rockwell 580 Switching system (PBX).


• Raised capital from a successful public offering and successfully penetrated the emerging "ENHANCED 911"market with an integrated voice/data solution for municipal public service answering points by positioning the PBX as an application processor behind the Bell Operating companies central office switching machines and marketing the product through the Bell Operating companies.

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ROGUEWAVE SOFTWARE, INC.
(currently a division of Quovadx)

Engaged to lead the restart of this publicly traded global software and consulting service company experiencing massive management and employee turnover, saddled with unprofitable acquisitions and a rapidly declining market for it's core products. Improved the company's cost structure while optimizing the core business, providing a solid base on which to build and market the company at an acceptable value for it's investors.


• Achieved five consecutive quarters of increased sales over the same period of the prior year in a declining market for it's core C++ development tools caused by the competition from JAVA,
a new programming language to the development community.

• Protected and perpetuated the core business by repackaging the product suite and changing the business model from telemarketed development tools to major account software deployment fees, targeting IT executives. Average transaction increased from under $1K to over $100K.

• Introduced the company's first large scale object oriented solution focused on the financial sector, aimed at achievement
of T+1. Awarded a contract valued at $4.6 million from J.P. Morgan Chase.

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ARISTACOM INTERNATION INC.

Engaged by venture capital board to restart this distressed computer telephone integration software and service company that incurred significant operating losses and negative cash flow from it's inception.


• Achieved profitability and positive cash flow in the first year.

• Obtained funding for new product development and marketing assistance from IBM.

• Executed exit for it's VC investors, Seven Rosen Funds and Institutional venture Partners (IVP).


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LINE-4, INC.

Executed exit strategy, of employee buy-out of
VC investors (Landmark Capital and St. Paul Venture Capital) for this telecom/computer software and service company.

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NORTEL NETWORKS COMPUTER HARDWARE DIVISION

Assigned to turnaround this ailing computer hardware business, formerly (Data 100 and Sycor Corporation) manufacturing and leasing mid range and Remote Job Entry (RJE) computer systems, while planning a controlled exit from this business that had reached the peak of the product life cycle and having the majority of it's leases expiring in less than one year.


• Protected cash flow and stabilized a profitable service organization by reversing the erosion of the installed base.

• Formed installed base sales team from the existing sales organization, authorized to reduce lease renewal rates and offer improved terms on equipment leases.

• Protected service revenue by introducing a very attractive lease to purchase conversion program.

• Significantly reduced manufacturing costs by placing emphasis on refurbishment rather than new production to capitalize on off lease warehouse inventories returned after lease expiration and carried at no value.