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Technology business leader with extensive experience delivering world-class financial results at the executive level by creating products and services that attract and retain customers, excite and motivate employees, and satisfy and enrich investors.

Record of growing small businesses, transforming faltering organizations and leading mature businesses in profitable new directions.Veteran of high-profile mergers and acquisitions with an innate ability to manage cultural and financial change.

Respected as a forward-thinking, results-oriented and energetic leader who inspires teams to collaborate across all functions, achieve the highest levels of performance and adhere to the highest level of business ethics.

Selected by Via Satellite magazine as one of the top four CEOs in the satellite-communications industry.

Negotiations · IPOs ·Mergers and Acquisitions · Joint Ventures · Turnarounds ·

International Business · New Business Development · Entrepreneurial Businesses · Startup Operations ·

P&Ls · Profit Building · Expense Control · Sales and Business Forecasting · Channel Development ·

Strategic Planning · Business Planning · Change Management · Policy Development ·

Technology · Product and Program Management · Process Reengineering ·Operational Streamlining ·


Chief Executive Officer/President

High Tech ·Telecommunications ·Internet ·Software ·Hardware ·Services

Work experience

Jun 2007Dec 2008


OpX Capital Partners, LLC

Private-equity firm dedicated to acquiring and transforming middle-market (less than $200 million) companies in niche markets in the aerospace/defense, financial services, healthcare, IT, manufacturing, systems integration and telecommunications industries.

Founded partnership, raised capital, developed business strategy and plan, hired team of senior managers, and recruited well-known executives to advisory board. Managed senior staff including CFO, CMO and director of business analysis. Engaged external teams of experts in investment banking, debt services, auditing and accounting, industry analysis, legal, insurance, and technology support. Developed all operational plans, found and managed investment opportunities, and communicated with all stakeholders. Chaired business advisory board that reviewed potential acquisitions and presented opportunities to the group for approval. Managed $2.5 million expense budget, $5 million deal budget and $150 million capital investment fund.

·Completed startup planning and built external relationships within six months, allowing OpX to evaluate more than 10 investment opportunities and complete due diligence of a $100 million opportunity.

·Developed and delivered consulting services to clients that enabled them to achieve operational excellence.

·Based on continual evaluation of market conditions, company valuations and leverage conditions, recommended the delay and eventual closure of operations, saving partners several million dollars in operating and deal expenses and avoiding placing millions of dollars of investors' funds into a negative-trending situation.

Oct 2004Mar 2007


Leading provider of satellite communications networks, primarily to the U.S. Department of Defense, with $286 million annual revenue, operating budget of $240 million and a staff of 700 employees.

Chief Executive Officer and President

Transformed small, little-known company into a mid-sized corporation that became the preferred provider of complex satellite and wireless communications networks in government and commercialmarketplaces.Advised board of directors, advocated and promoted organizational change to support company mission, and generated employee participation.Facilitated communication of crucial information among board, staff, and community. Formulated policies and recommended strategic and operational plans to board. Decided or guided operational courses of action. Managed all human, financial and physical resources of the organization, including 11 C-level direct reports.

·Raised $346 million in capital, providing shareholders a 4,100% return on equity invested within 24 months through a private-equity placement under Rule 144A.

·Outperformed industry growth rates of 25 percent by producing growth of revenue and diluted earnings per share from $44 million and $0.02 per share in 2003 to $286.9 million and $0.42 per share in 2006.

·Built executive team and expanded workforce from 81 to more than 700 employees.

·Expanded product line from four communications networks to more than 40 in seven families; expanded into professional services and software solutions through three acquisitions, growing revenue by $50 million as a result.

·Grew project profit margins to more than 30 percent utilizing quality programs, ISO 9000, lean manufacturing and supply-chain management.

·Recognition: Best Business Development Strategy award (Frost & Sullivan, industry analysts); fastest-growing technology company (Atlanta Business Journal); Best Overall Marketing Program and Best Department of Defense Marketing Program (GovMark Council); Armed Forces Communications and Electronics Association (AFCEA) Award for Hurricane Katrina relief.

Jan 2001Sep 2004


Largest privately held software and professional services company specializing in managing mission-critical IT assets, which grew to $400 million during tenure. More than 2,000 employees in 42 offices worldwide. Clients encompassed 83 percent of Fortune 500 companies and 73 percent of Global 100, including 3M, Bank of America, Coca-Cola, Ford Motor Corporation, Johnson & Johnson, McDonald's, Nestlé USA, Procter & Gamble, Prudential Financial, Sara Lee and Sprint.

President and Chief Operations Officer (2001-2004)

Shaped strategy, grew overall business organically and through acquisitions, expanded solution offerings, overcame market downturns, reshaped culture, and led change to evolve company from a leader in the mature market segment of mainframes to a leader in new and emerging market segments.

·Achieved turnaround from 17 percent operating loss with one product line to 15 percent operating profit with four product lines in the Enterprise Infrastructure Management market, with no debt and a $160 million cash reserve.

·Reduced annual operating costs by $130 million through improved operational effectiveness, increasing customer satisfaction rating to 94 percent, lowering maintenance cancellations to 2.5 percent, and garnering the Silver Award for Business Excellence from the Malcolm Baldrige National Quality Program.

·Introduced new offerings in the Enterprise Infrastructure Management market, generating over $100 million in revenue in three years.

·Led and managed M&A process that resulted in purchase of Candle Corporation by IBM for more than $600 million in total consideration.

Mar 1999Jan 2001

VP and General Manager EMEA

General manager of operations reporting to president/COO, managing six VPs and five directors in areas of sales and marketing, consulting, product/program management, operational planning, HR, and finance.

·Achieved financial and cultural turnaround – lowering costs by 45 percent, growing revenue by 17 percent and enabling company to reduce effective tax rate from 78% to 35%.

·Produced $15 million in revenue by expanding sales coverage to Spain, Italy, former Eastern Bloc countries, Russia and Africa.

Aug 1995Mar 1999

Vice President and Group Executive

Directly managed product planning and marketing, research and development, product launch and promotional marketing, acquisitions and alliances, and channel development. Managed customer support and services, corporate marketing and communications, IT, security, and HR during six-month transition. Administered $150 million budget and served as unofficial chief of staff to president, facilitating senior management team meetings and driving quarterly operational plans and measurements.

·Improved customer satisfaction by 20 percent and lowered product defect rates by 80 percent by deploying end-to-end product delivery and go-to-market process to ensure quarterly product delivery.

·Developed corporate-wide strategic plans resulting in revenue growth of 17 percent, 19 percent and 19 percent in each of three consecutive years.

·Generated $20 million through new business initiatives in UNIX and PC system management, application service-level management, middleware management, and Lotus Notes management made possible by organic expansion and five M&A transactions.

·Led corporate transformation to reinvent processes, solution offerings, culture and image, resulting in 48 percent reduction in voluntary turnover, 84 percent overall employee satisfaction, 80 percent improvement in product cycle times, reduction of maintenance cycle time by a factor of four, and 60 percent improvement in DSO (50 days).

Apr 1992Aug 1995

Director IT / Cooperative Processing

MCI Communications Corporation merged with and into TC Investments Corp., a wholly owned subsidiary of MCI WORLDCOM, Inc. which in turn was acquired by Verizon. Previously, MCI Communications Corporation and its majority owned subsidiaries provided long-distance, local, and wireless telecommunications services; and information technology services.

·Led the organizational and physical consolidation of resources to build, deploy and support all solutions utilizing distribute computing and networking saving over $100M in expense

Aug 1981Apr 1992

Group Manager of Service Delivery Support Systems

·Built and managed the information system infrastructure and applications to support worldwide software and hardware services

·Created new technologies to enable remote support of hardware and software enabling a $600 million new business offering at 65 percent margins

·Managed the development of automated system and network management to reduce staff by 90 percent and prototype for marketable solution

·Created the delivery model for Digital’s computing and networking outsourcing business

·Created the model for lights-out computing positioning

1980Jul 1981

Assistant Director Computing Services

Jun 19761980

Director Computing Service and Inistutional Reasearch

Concord College