Mentoring growth stage SaaS co-founders and companies through JumpCloud’s association with Endeavor Colorado.

As the company's first Chief Product officer, I was responsible for the inception, productization and initial launch to market of JumpCloud's Identity and Access Management (IAM) and device management/MDM offering, Directory-as-a-Service . Hired and created JumpCloud's product management, marketing and user experience practices/teams. Deeply involved in JumpCloud's strategic business growth initiatives including venture capital raises (Series A-D) as a member of the executive leadership team.

At Galvanize, I will be leading Study Hall sessions focusing on the concept of 'Product' within start-ups.

Account management position located in Popkin's (now Telelogic/IBM) original New York City offices. Moved into field and technical sales work before departing to Embarcadero to take on a full time product management position.

* Lijit Networks (acquired by Federated Media) is a search and advertising technology platform supporting over 30,000 websites around the world. We focused on supporting publishers with a greater understanding of who their audiences are (demographics, psychographics, interests, etc.) and paired those publishers with brands who would help monetize their websites through richer, more accurate advertising by ensuring the right brands would be interfaced with the right audiences for demonstrably better ad efficacy. My role as VP of Products was to work with large publishers to understand their needs for publishing analytics tools and monetization strategies. These were then synthesized into road maps and chronologically laid out for engineering to execute upon. * Abstract: * Products Team Formation * Web Design Resource Management * Product Road Map Ownership * Product Release Management * Board Interfacing * Presentational Speaking * Customer Interfacing * www.lijit.com

* As Director, my focus was on managing the team responsible for delivery of a set of products related to software modeling, business process analysis and data architecture including products such as ER/Studio, Enterprise Repository, EA/Studio, Schema Examiner and Describe. Team management, technology vision, partner ecosystem growth, M & A analysis and the fundamental responsibility for product line revenue growth were key tenants of this position. * Abstract: * Group Product Oversight * Product Design & Architecture * Engineering Management * Sales force Enablement/Training * Domestic Team Management * Presentational Speaking * Product Marketing

* Prior to this role being established, Embarcadero had no full time product management resource. It was a classic start up scenario wherein engineering resources literally worked hand in hand with customers as they fielded support inquiries. As the company expanded and the competitive pressures increased, the need for dedicated focus on product road map, vision, competitive differentiation and most importantly the customer became an obvious need. I established the company's first "product lifecycle methodology" to ensure engineering was directed properly, our sales force was educated and motivated on the product line and most importantly customers were continually greeted with progressive releases which met or exceeded their expectations. * Abstract: * Product Life-cycle/Release Management * Product/Feature Specification & Design * Engineering Management * Customer Management * Product Advisory Council Management * System Engineering & Sales Force Training * Product Marketing Training * Market/Financial Analyst Briefing

When appointed to CTO, my responsibilities were to oversee the overall product and technology vision and execution for our Identity Access (IAM) and Device Management platform. This included the restructuring of the engineering org from its startup roots and scaling from 75 employees to >200 in the engineering, DevOps, and security operations groups. As CTO I also lead various strategic and corporate development initiatives and key external-facing activities.

As JumpCloud's CSO, my role is to work deeply with our CEO, board and senior leadership team to define, communicate and lead the execution of various core initiatives the company requires to ensure its continued and successful growth trajectory. These initiatives are myriad and tap into the many years of executive experience I've been honored to serve in product R & D, marketing, operational and other senior leadership positions. My areas of strategic influence range from internal initiatives to refine and assist with product, marketing, customer success, sales strategies and team development/hiring, to external demands such as corporate development / M & A, partner & analyst relations, market development and field evangelism.

* At Embarcadero (acquired by Thoma Bravo via go-private transaction), my job as a chief evangelist was simple: to travel the globe growing our user community but even more critically, work directly and strategically with our 3 million plus users to understand their needs to ensure they become the best at what they do every day when designing, building and ultimately running software applications. The position was essentially the next ‘evolution’ to the wonderful positions I’ve served here at the Company; the last 12 + years having been spent designing and building product in our R & D group as a product manager, then leading a team of passionate product manager’s to do the same. * Abstract: * Global Responsibility * Customer Advisory Board Owner * M & A Due Diligence * Sales Force Enablement/Training * Global Team Management * Presentational Speaking * Market/Financial Analyst Relationship Management * Embarcadero positional growth from 1997 through 2009 listed below.

* The Vice President -Product Management position at Embarcadero principally owns the visionary leadership of product development at the company. The core group is responsible for the creation and articulation, both internally and externally, of the company’s product line in a manner that speaks to its future, its competitiveness and mostly its benefits to customers upon adoption. * Abstract: * Board Interfacing * Member of ‘Go-Private’ Team * Product Road Map Ownership * Market/competition analysis * M & A Due Diligence * Sales Force Enablement/Training * Product Marketing Training * Global Team Management * Presentational Speaking * Market/Financial Analyst Relationship Management

At LinkSmart's COO, I was responsible for all day to day business operations, corporate development, strategic planning and board management. This included working with out investment teams, Foundry Group and Costanoa Ventures, through to our acquisition by VigLink, Inc.