Industry Experience:
Extensive knowledge of the software industry – both in terms of large-scale complex product offerings and turnkey web-based offerings driven by underlying intelligence. Have managed software companies with both a perpetual software license, services and support business model as well as a more predictable monthly/annual subscription based model. Possess key leadership and board contacts at many public and private software organizations as well as at private equity and venture-backed firms, financial institutions, law firms, audit firms and benefits providers.
Functional Experience:
Chief Financial Officer for both a $300M public software company and a $20M private software-as-a-service provider. Chief Executive Officer of a real estate investment start-up.
Key Business Transactional Experience:
M&A – Deep experience in mergers, acquisitions and joint ventures, including identifying and analyzing strategic opportunities, negotiation of agreements and insuring compliance with applicable regulations. Led many corporate due diligence teams – both as the acquirer and the acquisition target, for both cash and stock deals. Primary financial responsibility for the $250M sale of a public company, including due diligence and negotiation of the definitive purchase agreement. Lead legal/financial negotiator and investor relations point-of-contact for the sale of a private company to a non-US based acquirer.
Capital Transactions – Participated in $250M offering of convertible preferred securities for a public software company. Responsibility for closure of bridge facilities and a Series D round of financing with venture-backed institutions. Successfully negotiated multiple credit facility arrangements, including new term and revolving debt. Secured new combined facilities of $5 million for a pre-profitable private company and a $15 million credit facility for a public company, including more favorable debt covenants. Performed a series of 3(a)(9) transactions to convert $75 million in existing subordinated debt to equity.
What is the most important skill you bring to a corporate board?
Financial and strategic leadership. Having been a key operational decision-maker at multiple organizations as well as having the role of Chief Compliance Officer, with corporate governance responsibility reporting directly to the board, audit committee and compensation committee, I understand the importance of maintaining synergy between the board and management. This balance must be maintained to make collaborative decisions that are in the best interest of the company and its shareholders. In addition, I meet the requirements of being a financial expert, allowing corporate boards and audit committees to maintain compliance with the requirements prescribed in the Sarbanes-Oxley Act of 2002.
