In my role with AT&T, I was intimately involved with the transformation of its carrier network from analog to digital. At Nortel, I was the President of the first Data Business Unit and was architect of the $9 billion Bay Networks acquisition that led Nortel into data. Additionally, I was the President of Enterprise and eCommerce Business Unit and served as the first Chief Marketing Officer (CMO). While in this role at Nortel, I was intimately involved with the incubation of Entrust and subsequently served as the chairman of the board in the 1998 IPO of Entrust, Inc.
In 2001, I joined Entrust as President and CEO and later that year returned as chairman of the board. The company was significantly larger than today – home to more than 1,200 employees. And we were falling behind – losing approximately $30 million per quarter. We made hard decisions. We focused intensely on improving not only our financial performance, but more importantly, on growing and expanding our portfolio of industry-leading products and services. What we accomplished during our years as a publically-traded company was no small feat. Ultimately leading to a go private under Thoma Bravo in 2009. Between 2009 and 2013, we innovated more than any other time in the company’s history and delivered over 30% product revenue growth and 34% EDITDA return. This made Entrust TB’s first and one of the best performing investments in the industry.
As Silent Circle’s President and CEO, I quickly re-positioned the consumer privacy company into an Enterprise Privacy Platform (EPP) focused business. This included creating the marketing category, building the products, and re-building the sales, service and marketing functions. In addition to a financial re-engineering of the company, I completely over hauled the entire product suite, to include: re-engineering and delivering a new, award-winning, Blackphone in nine months; developing an unified multi-device Silent Phone+ app for iOS and Android from two separate apps; creating a true “SAAS” enterprise management capability; migrating from a carrier based network with internal data centers to a cloud based AWS infrastructure. The customer service function was also re-set to handle enterprise client support with the associated metrics required of an enterprise.