In the late 1980s North Communications sought a target niche for its pioneering interactive network technology. The notion of networked interactive media was unknown and online transactions were a new and untried concept. North Marketing and Business Development identified the government sector as an area where the technology could both save money and provide better service. It found a strategic ally and

sales channel in IBM who was looking for a way to expand its product and service offering against a backdrop of declining mainframe computer sales. North's Interactive kiosks were the ideal public access offering for governments in any country.

North-IBM participated in "Reinventing Government" initiatives around the globe and deployed hundreds of networked, transactional interactive kiosks in countries as diverse as the United States, Malaysia, Singapore and Australia.

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Intel had just completed the corporate refresh of Pentium II. Because they had sold an enormous number of new computers to major corporations, the market was saturated. The company wanted to expand usage by developing a market for high-end, Internet connected personal computers in the home. I led a team focused on 'Hollywood' deals aimed at the development and distribution of rich entertainment media for the consumer PCs.

With broadband adoption in its infancy, and dial-up access limiting the amount of video that the normal consumer could access, there was little incentive for consumers to purchase a high-end PC for the home. As a result, film studios and television networks did see a persuasive business opportunity. I constructed a program comprised of technology assistance, developer relations programs, marketing, matchmaking and venture capital investment in support of the Intel initiative to catalyze the deployment of rich media for consumer consumption.

Over a three-year period, the program shifted the entertainment industry perspective of the consumer opportunity and resulted in every major media player initially deploying a marketing website and subsequently expanding it to encompass subscription and advertising models as well as an e-commerce component. Consumer demand for connected PCs increased by over 100% per year during this period.

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Capitalize on the success of the fledgling MTV Channel in the early 1980s by launching KitCat, a music video division for CTA, a successful Los Angeles based production company. The challenge the company faced was that record labels were unaccustomed to assigning budgets for this new promotional medium. KitCat convinced a smaller independent record label to use the funds previously allocated for life-size cardboard promotional "Stand-Ups" of bands that were placed at point of sale in record stores. KitCat under-promised and over-delivered with its first two projects shot on 35MM film

and finished on tape. The first was Mathew Wilder's "Nobody Gonna Break My Stride" and LaToya Jackson's "Heart Don't Lie." The videos from these unknown artists soon went into medium rotation on MTV.

Record labels soon recognized the value of the medium and created budgets to support it. KitCat's average video budgets grew from $20,000 to $60,000 and established artists would soon spend over $100,000, leading to the record breaking budgets of Michael Jackson's "Thriller."

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Obvious Technology, a privately held French technology company with U.S. offices, had spent three years and $12 million developing an innovative digital media product offering. The company needed to raise a round of finance to take the product to market. I developed the Private Placement Memorandum and was ready to begin raising $5 million.

September 11, 2001 happened. The market lost confidence and venture capital funding sources dried up. I helped restructure the company, closed the U.S. offices, developed a tactical plan and raised a small round of $500,000 from existing shareholders around a potential strategic deal with NagraVision. Helped negotiate a deal with NagraVision which would have resulted in an investment in Obvious of $10 million.

The deal with Nagravision fell through when the SEC vetoed a related acquisition. The deal making acted as a catalyst for additional commitment from existing shareholders which enabled the company to relocate to Switzerland and continue to work with NagraVision.

George Lucas, creator of Star Wars, planned a next generation shopping and entertainment destinations comprised of cutting edge retail, attractions, state-of-the-art cinemas and eateries and clubs. He needed to create an environment which would change mood according to the time of day or night.

The challenge was to build a best of breed technology and creative, cross-functional team comprised of Lucasfilm business units, such as ILM, THX Sound, Theme Parks and third party contractors. In addition, a system had to be developed whereby ideas were consolidated and evaluated by the group on a weekly basis prior to presentation to Mr. Lucas.

I built and led a team to design a technology package comprised of lasers, lights, televisions screens, interactive elements and audio which would allow this 'entertainment machine' to change the mood from morning through night. The initial venue was selected and detailed specifications and budgets developed. The design was refined to encompass lasers, lights and screens that would link the entertainment marketplace to surrounding sports and entertainment facilities to create synergies and drive traffic. In addition, creative deals were struck with radio syndicators and television outlets, which would both fund talent to appear in the clubs and pubs district in return for broadcast rights, and also generate content for the internal television network.