I was the lead board member who recruited Dan to take over as CEO of a NASDAQ-listed global tech company. His immediate challenge was to address numerous financial and operational challenges. Under Dan’s leadership the company was restructured and reorganized for cost efficiency, he top-graded the senior executive team, developed a strategic plan to target investment in products and go to market. Additionally, the company was re-capitalized through a successful private placement, issuance of a new convertible bond, divesting a non-strategic operation to raise cash, and eliminated all bank debt. Dan methodically transformed the company resulting in a $2B+ increase in shareholder value and common shares reached a 20-year high during his tenure.

I joined the board of a NASDAQ-listed global technology company when Dan was CEO. Early in his tenure the 2007-2009 global economic crisis caused a significant reduction in revenue due to customers’ capex pullback. In response, he took immediate action by balancing cost reductions with targeted investments to ensure the company would emerge from the downturn with a competitive edge. Post recession, the company posted 11 consecutive profitable quarters and generated strong free cash flow for the first time in the company’s history. The company ranked #1 or #2 in their peer group for revenue growth, profitability, return on equity and return on assets. Shareholder value increased 250% and common shares reached a 10-year high during his tenure.