Sentences with phrase «global business development from»

Previously, Andrew ran ConsenSys» global business development from inception of the company, co-founded ConsenSys Enterprise, co-created the first Ethereum Blockchain - as - a-Service offering with Microsoft, and began the Enterprise Ethereum Alliance.

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

Out of all the books I have read around entrepreneurship, business, and leadership success, this has hands down had the most impact on the growth of myself, our business, and the development my own leadership skills as our team has grown from a startup to a global company with offices in London, Singapore, and New York.»

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

Clockwise from left: Hannah Grove, Chief Marketing Officer; Karen Keenan, Chief Administrative Officer; Liz Roaldsen, EVP, responsible for leading the Beacon digital transformation initiative; Lynn Blake, Chief Investment Officer of Global Equity Beta Solutions; (on monitor from Dublin) Susan Dargan, Management and future development, offshore business and Alternative Investment Services; (on monitor from London) Maria Cantillon, EVP and Global Head of Alternative Asset Managers Solutions; Martine Bond, EVP for Trading and Clearing; Kim Newell, EVP and head of Global Markets Europe, Middle East and Africa, State Street; Brenda Lyons, Head of the Specialized Products Group; Kathy Horgan, Chief Human Resources and Citizenship Officer; and Lori Heinel, Deputy Global Chief Investment Officer.

From kicking off a professional wrestling career back in the 1990s, to the present day, where WWE sees Levesque «revolutionizing the business» with his developmental training processes and global recruiting strategy, Levesque concluded the discussion with CNBC, by stressing how putting in the hard work and taking a gamble can lead to life - changing developments.

Moreover, looking «outside - in» means acknowledging that business does not operate in a vacuum, and that the private sector has a role to play in collaborating on the key global challenges of our time, from climate change to sustainable development.

Previously, he served as our Senior Vice President of Global Sales and Business Development from May 1999 to April 2009.

A survey of more than 5,500 business leaders from all over the world from the 2016 Global Opportunity Report revealed widespread support of the UN's new Sustainable Development Goals, including the ones relating directly to climate change (SDG 7, 11 and 13).

Second row standing from left to right: F. Robert Salerno, President & CEO, Cendant Car Rental Group; Richard Wistrand, Senior Vice President & Chief Fossil Officer, TXU; David Rader, Senior Vice President Finance and CFO, Frito - Lay Division, PepsiCo, Inc.; Mirian Graddick - Weir, Executive Vice President, Human Resources, AT&T; Lisa Martin, Vice President, Global Sourcing, Pfizer, Inc.; Theo Fletcher, Vice President, Supply Chain Compliance, Security & Diversity, IBM Corporation; A. Shuanise Washington, Vice President Government Affairs Policy and Outreach, Altria Group, Inc.; Bruce Perkins, Vice President, Manager, Supplier Diversity and Business Development Group, Merrill Lynch; Joyce M. Wichie, Director, Supplier Diversity, Worldwide Purchasing, Eastman Kodak Company; Dick Anderson, Vice Chairman, Planning & Administration, BellSouth Corporation; John D. Hofmeister, President and Country Chair, Shell Oil Company; Robert McCormes - Ballou, Director, Vendor Diversity, Office Depot; and Michael L. Eskew, Chairman and Chief Executive Officer, UPS.

From left to right: Francesca Martin, founder and director of BEE Drinks Global; Ivy Ng, publisher of the drinks business Hong Kong; Jude Mullins, international development director of the WSET; Darius Allyn, Master Sommelier; Amanda Longworth, head of Marketing & Wine Services, Berry Bros & Rudd, Hong Kong; Eddie McDougall, The Flying Winemaker; Ying - Hsien Tan MW, executive director of Taberna Wine Academy Pte Ltd; Jennie Mack, co-founder of AWSEC and Natalie Wang, online editor of the drinks business Hong Kong (observing).

«The global spirits business continues to surge and this event offers a unique environment in which to learn from the best to harness growth and development of your own business,» says Damian Riley - Smith, conference director.

SCOTTSDALE, Ariz., May 5, 2016 / PRNewswire / — RiceBran Technologies (NASDAQ: RIBT and RIBTW)(the «Company» or «RBT»), a global leader in the production and marketing of value added products derived from rice bran, announced today that it has entered into two agreements: a Memorandum of Understanding (MOU) with non-profit The Jack Brewer Foundation (JBF Worldwide) to develop rice bran based supplemental feeding programs currently assisted by JBF Worldwide at orphanages in Malawi and Haiti; and a business development agreement with Brewer + Associates Consulting, LLC (B+A) to collaborate on the planned launch of a new line of sports nutrition products with a portion of profits earmarked to provide rice bran based meal supplements for feeding programs covered by the MOU.

As diplomats and ministers at the 72nd United Nations General Assembly focus on advancing the Sustainable Development Goals, leaders from business, states and cities will participate in Climate Week NYC to demonstrate the resounding commitment to building a clean, resilient, inclusive global economy.

Previously, Torsten worked for more than 10 years at GlaxoSmithKline Vaccines where he was the Global Head of the Vaccines Transactions Team with responsibility for all vaccine business development activities ranging from collaborations, option and licensing contracts to mergers & acquisitions.

And even if it has been some time since he's worked in the electronics business, he held major jobs in the field: At Best Buy, from 2003 to 2006, he was responsible for areas like global technology and vendor management, global sourcing, and private label development.

Donlin served as chief veterinary officer in the Global Veterinary Business Channel of Hill's Pet Nutrition from August 2007 to March 2013, where she provided veterinary insights to drive development of innovative products and services to meet the evolving needs of the veterinary profession and pet owners.

And we employ these colleagues across almost every part of business — from global Research & Development to commercial operations.»

We are a team of experienced Travel Portal Designers & Travel Portal Developers which brings value to the global Travel Companies and Offline Travel Agents by providing complete travel portal development solutions such as Design, Architecture, Framework, Development, Integration of Complex GDS, XML & API, 6 Phases of product testing and deployment, We would advise to move from offline to Online business by providing complete Front Office, Mid office and back office solutions to our clients so that they can expldevelopment solutions such as Design, Architecture, Framework, Development, Integration of Complex GDS, XML & API, 6 Phases of product testing and deployment, We would advise to move from offline to Online business by providing complete Front Office, Mid office and back office solutions to our clients so that they can explDevelopment, Integration of Complex GDS, XML & API, 6 Phases of product testing and deployment, We would advise to move from offline to Online business by providing complete Front Office, Mid office and back office solutions to our clients so that they can explore global.

We are a gang of experienced Travel Portal Designers & Travel Portal Developers which brings value to the global Travel Companies and Offline Travel Agents by providing complete travel portal development solutions such as Design, Architecture, Framework, Development, Integration of Complex GDS, XML & API, 6 Phases of product testing and deployment, We would advise to move from offline to Online business by providing complete Front Office, Mid office and back office solutions to our clients so that they can expldevelopment solutions such as Design, Architecture, Framework, Development, Integration of Complex GDS, XML & API, 6 Phases of product testing and deployment, We would advise to move from offline to Online business by providing complete Front Office, Mid office and back office solutions to our clients so that they can explDevelopment, Integration of Complex GDS, XML & API, 6 Phases of product testing and deployment, We would advise to move from offline to Online business by providing complete Front Office, Mid office and back office solutions to our clients so that they can explore global.

It provides complete coverage of industry developments from a global perspective to the business traveller, the corporate and MICE Market, and the travel trade industry (tour operator, travel agents, airlines and hotels).

Markus Beyrer, director general of Business Europe, said the development of global carbon market would facilitate investments and innovations from private sectors to deliver cost - benefit solutions to climate change.

In 1997 Global Possibilities and UC Santa Barbara co-hosted the US Solar and Renewable Energy Policy Symposium entitled «The Back Burner Status of Solar» attended by leading experts from government, utilities, business and environmental organizations examining renewable energy markets, the current business climate, including transportation, land use planning and technology development.

Representing a global energy business in defence of a claim for additional development costs arising from migrating hydrocarbon contamination to neighbouring property.

Kiran's experience includes advising a FTSE 100 energy company on its global HR and payroll outsourcing, advising a FTSE 100 financial institution on a framework agreement for procuring IT services from a single supplier (including applications development and support and maintenance services), advising a central government department on the procurement of financial advisory services, advising a multinational infrastructure group on the procurement of its treasury management system using a cloud hosting solution, advising an international supplier of insulation, roofing and construction products on its procurement of an ERP system and advising an international packaging business on its terms and conditions for online selling to consumers.

Freshfields, which opened its Freshfields Global Centre (Europe) in Manchester in July 2015, to accommodate legal services staff, as well as elements of HR, IT, marketing and business development, will move to 80,000 sq ft of state - of - the - art offices at One New Bailey, near Spinningfields, from 2017.

Attending from Elevate this year: Mark Redmayne, VP Business Development Matt Todd, Managing Director, Legal Business Solutions John Rowley, Global Customer Success Director, Cael LPM Ashly Suedkamp, Director, Legal Services Marilyn Primiano, Director, Legal Services Michael Dunn, Director, Legal Services

In this report from On The Road, hosts Adriana Linares and Kimberly Sanchez speak with Clio Senior Vice President of Global Sales Steven Silberbach and Clio Vice President of Business Development George Psiharis about the law firm index report and what this data reveals about the legal marketplace.

Monica Ralli is an experienced marketing professional with a background in organisation transformation gained from senior leadership roles in B2B marketing, business development and sales in the professional services sector drawn from legal sector, engineering consultancy, international banking, global consultancy and now as Chief Marketing Officer of Hay Group, a global management consulting leader in people and business performance.

Monica Ralli is an experienced marketing professional with a background in organisation transformation gained from senior leadership roles in B2B marketing, business development and sales in the professional services sector drawn from legal sector, engineering consultancy, international banking, global consultancy and most recently as Chief Marketing Officer of Hay Group, a global management consulting leader in people and business performance.

One blog post in particular, from ConsenSys's Head of Global Business Development Andrew Keys, gave some insight into the rapid rate of Chinese adoption.

Bradley Zastrow, director of global business development at Dash Core, said in a statement, «The remittance market into South America is huge — Brazil and Colombia alone are estimated to reach $ 8.2 billion in 2017 according to the latest forecasts from the World Bank.

Forward - looking information is subject to known and unknown risks, uncertainties and other factors that may cause the actual results, level of activity, performance or achievements of the Company to be materially different from those expressed or implied by such forward - looking information, including but not limited to: risks related to changes in cryptocurrency prices; the estimation of personnel and operating costs; general global markets and economic conditions; risks associated with uninsurable risks; risks associated with currency fluctuations; competition faced in securing experienced personnel with appropriate industry experience and expertise; risks associated with changes in the financial auditing and corporate governance standards applicable to cryptocurrencies and ICO's; risks related to potential conflicts of interest; the reliance on key personnel; financing, capitalization and liquidity risks including the risk that the financing necessary to fund continued development of the Company's business plan may not be available on satisfactory terms, or at all; the risk of potential dilution through the issuance of additional common shares of the Company; the risk of litigation.

• Directors and Senior Management led training and development • High growth business with opportunity to move into management, open new business areas or even set up new offices — we reward success • Winner of Sunday Times 4th Best Small Company to work for 2017 & recognised as Investors in people Bronze award — a truly great place to work • Excellent earning potential, as well as opportunity to build long term wealth through profit centre and partnership opportunities What we offer • # 20,000 starting salary with industry leading commission & benefits • Rapid career development that is based on merit and ability rather than tenure • A full and detailed training scheme with hands on, proactive training by a Director or Senior Manager • Company trips to Las Vegas, Miami, Ibiza, Marbella, Skiing and more • Opportunity for international relocation to one of our global offices — as well as «work abroad» weeks where you can work from one of our international locations

Sales / Curriculum Development / Global Marketing Manager / Sales Program Manager / Contract Design Quickly promoted through sales / marketing teams from individual performer to leader of worldwide business units.

Supervising the global business development and operations from company's oversight of operations and management

Software industry professional with extensive marketing strategy, field marketing, product marketing, communications, brand management, lead generation, business development and partner marketing experience with companies ranging from start - ups to multi-billion dollar global market leaders.

Communitech supports tech companies at all stages of their growth and development — from startup companies, to rapidly growing SMEs, to large global players — to create greater numbers of successful global businesses for Ontario and for Canada.

SUMMARY * BSEE / MBA seeking Senior Executive Business Development Role * Created and directed Global Sales & Marketing Teams - successfully engaged with Apple, Cisco, Dell, Google, HP, IBM, Lenovo, Microsoft, ranging from $ 4M to $ 40M + * Successful start - up experience - as Co-founder took six years from startup to NASDAQ IPO on $ 3.5 M investment * Business Development - closed key design wins of $ 70M, $ 53M, $ 43M, and $ 40M * St...

My experience spans the entire procurement and supply chain management functions, from contracts, spend management, outsourcing and global supplier alliances to leading cutting - edge warehouse management and business development.

General Electric (Stamford, CT) 2007 — 2008 Corporate Consultant — Infrastructure Systems & Network • Designed, developed, and engineered GE Treasury system's development, QA, Production, and DR environment • Hardware: Sun Fire V220, V480, V880, V1290, V6140, V6800, V6920; Sun Enterprise T2000, T5120 (Solaris 10: LDOMS, ZFS, RAID, Zoans, Containers), E10K, E15K, E25, M4000, M8000, M9000; HP ProLiant with Linux 5.0 (EMC and 3 PAR SAN) • Built servers from racking, cabling (Ethernet / fiber), connecting to network, setting serial connection to Avocent ports, and setting up server to the network through DNS • Performed massive installation of Solaris servers using both Jumpstart and Blade Logic and Red Hat using both PXE boot and BladeLogic servers to global distributed network of more than 6000 servers • Installed and configured Solaris 10 OS, recommended patches, hardening software, LDOMS, ZFS, and Container on Sun server • Installed and configured Emulex LPFC, EMC Power path, Navisphere, Veritas Volume Manager, Veritas Cluster Server, Veritas Volume Replicator, and Veritas Net Backup in heterogeneous environment • Partitioned and mirrored disks using Solaris LVM, disk suites, Veritas VxVM, mirrored root file system and set up alternate boot device and dump device • Installed application software for ITG, IDM, and Tibco etc. • Created and adjusted Oracle projects on oracle 9i and 10g • Configured operating systems, LDOMS, ZFS, RAID, network Multi Pathing, Cisco Switch 6309, Brocade Switch, EMC DS41000 fiber switch, EMC, 3 PAR and HITACHI SAN, DNS, NIS, NIS plus, LDAP • Created LUNs for EMC, 3 PAR, HITACHI SAN and set up RAIDS • Created zoning of Cisco 6309 switch • Provided connectivity of Ethernet ports and fiber channel by patching Ethernet ports from server panel to switch, and by patching fiber from server to Brocade switch then to EMC DS41000 switch through Cisco switch6300, 6309, Big IP • Performed alternate boot testing, crush dump testing and cluster testing • Vendor liaison for Cisco, HP, IBM, EMC, Symantec, Oracle Sun, and Red hat Linux resolving hardware and software issues • Scheduled changes and upgrades communicating with business owners and support team • Architected Disaster Recovery System conducted testing and resetting the systems as needed • Performed zoning and provisioning configured EMC / Power path LUNs on UNIX servers upon client's request • Resolved issues with NIS, NIS +, DNS, VxVM and VCS among other SA tasks • Created network topology of the internet and intranet security environment using Visio 7.5

McDonald's Corporation (Oak Brook, IL) 2001 — 2008 Business Insights Analyst (Year — Year) • Architected a complete web analytics strategy in a timely, efficient, and cost effective manner • Spearheaded process from acquiring back - end hardware needs, software evaluation and selection, legacy data migration and profile development • Devised visitor engagement methodology to fully understand and educate business stakeholders on visitor interactions within rich Internet applications • Defined the success of global promotions by evaluating the marketing plans • Created, developed, and executed reporting for business stakeholders regarding KPIs, ROIs and user behavior Business Insights Analyst (Year — Year) • Architected a complete web analytics strategy in a timely, efficient, and cost effective manner • Spearheaded process from acquiring back - end hardware needs, software evaluation and selection, legacy data migration and profile development • Devised visitor engagement methodology to fully understand and educate business stakeholders on visitor interactions within rich Internet applications • Defined the success of global promotions by evaluating the marketing plans • Created, developed, and executed reporting for business stakeholders regarding KPIs, ROIs and user behavior business stakeholders on visitor interactions within rich Internet applications • Defined the success of global promotions by evaluating the marketing plans • Created, developed, and executed reporting for business stakeholders regarding KPIs, ROIs and user behavior business stakeholders regarding KPIs, ROIs and user behavior insights

Prior to CrowdStreet, Tore was instrumental in leading the product, sales, marketing, and business development efforts for Janrain, taking them from early stage rapid growth phases to becoming the recognized leader in the social identity space with a full user management platform and global enterprise customers.

He manages an active real estate portfolio worth $ 7 billion and oversees a business development team responsible for attracting and retaining companies from startups to global enterprises to the District.