shmaes).

I am an innovator and a disruptor that has time and time again created new opportunities in terms of changing the industry, creating new market categories or creating new products and direction within a company. At the same time I never start from scratch. I build on assets and position today and find innovative way to take over a space with long lasting differentiators, barrier to competitors or hooks. I have done it time and time again. For example at IBM as a Research and manager I created the bases of voice and Multi-modal browser. This became VoiceXML used by every IVR out there today. From Research, I changed the strategy and product strategy of IBM software division to move away from DT-6000 IVR to adopt VoiceXML and Sip with WebSphere Voice and Telephony Browser. Today IBM has licensed much of my patents that cover Siri, Alexa etc. to Apple, Google Amazon and Nuance. AT IBM I also created the notion of Service Delivery Platform used by every Telco and Service provider today, then I made Oracle the IT market leader in the space and lead Huawei to become the overall number one in SDP and IPTV with a strategy building one over the other. My Huawei SDP story was a precursor of Telcos becoming Virtual operators in the cloud with a multinational SDP offering targeting operators with operations in multiple countries. Only Huawei managed to deliver on that and we captured all the major multi country operators. At Oracle I devised a strategy to force Blackberry to support us by standardizing at IETF with a consortium of players a standard mobile email as an evolution of IMAP. We were told it would not work. The RFCs were published the two companies to adopt them first were Google and Apple a year before the iPhone and Android came out. After that the differentiations had moved from mobile email to ecosystem, apps and touch screens and blackberry lost its advantage. I have continued to do this more recently. I am one of the father of NFV- Network Function Virtualization, which is with SDN and 5G one of the hottest topics in the industry. I created the concept at Huawei and implemented the first version at Ericsson with the IMS. At HP and its families of companies (HPE Software and Micro Focus), I managed over the last 6 years to transform a market leader but old portfolio into a revitalized containers based -set of suites that are pre-integrated and can run on premise on cloud or as SaaS and my approach has been recognized by analyst and customers and we manage to stop the bleeding to some competitors like Splunk and Service Now. Today we have reverted the trends with a lower TCO more sexy solution that Service now for example. Micro Focus is now trying to reuse my design and strategy to reinvigorate their whole portfolio beyond ITOM. I am also pioneering the concepts of autonomous IT/Ops where the cloud or data center runs itself (just like a car could drive itself).

My approach has always been to split my role 30% on inbound architecture where I am the Chief architect for R&D and help R&D make the right technology and design decision and review/ support them. My definition of success there is if engineers come to me to resolve their problems ahead of any review etc. The 30% devoted to outbound architecture which means driving pre and post sales, open doors and closing deals from a technical point of view with decision makers and evangelizing industry activities, standards and open source and the last 30 % are devoted to putting the pieces together, that is insight on what we have inside and what happens outside to give input to technical strategy that it be product features to add or deprecate, investment to make partners or M&A to consider etc. The last 10% are devoted to exploring the next big thing to disrupt and take over the world. It is the secret of my success so far. Examples of the success of such combinations include:

- At Oracle, after a meeting with Globe Telecom in Philippines, a simple discussion with their CTO, resulted into inventing a new solution to target obsolete IN investment by allowing development of new services on SIP servers and interoperability across IN systems. The solution was widely successful and resulted into acquisitions like Convergin then Acme Systems by Oracle and a big imitating solution in the form of NGIN platform at Huawei (Software and Network Companies).

- At Oracle, arguing with BT CTO on the value of Oracle Enterprise application and Communications portfolio, I was challenged to prove the value proposition over be spoken best of breed solutions. I came up within two weeks with a solution that resulted into the biggest deal at Oracle (at least while I was there) of Oracle first if integrated this way and the creation of new line of product and group: Oracle AIA (Application Integration Architecture) that allowed integration of Oracle (and others’) applications by orchestrating end to end use cases. This end to end integration pattern was the solution that Oracle used to integrate all their applications and acquisitions (while waiting for Oracle Fusion...) and a precursors to Oracle Cloud Integration. It is also the model that we adapted and evolved at HP/HPE to finally integrate our ITOM applications and the basis our ITOM Suites and IT4IT.

I have managed multinational teams with as many as 50 direct reports across the world. Since Oracle I have been CTO in charge of annual revenue of roughly 1.2 to 3.5 Billion dollar annually and R&D team dotted line to me from 80 to 6500 (which was at Huawei).

I am also on the boards, advising several startup the most successful example being Qik that implemented Mobile Video at the onset of 4G and where I helped them define the solution and target Telcos. We were the flag ship for 4G of T-Mobile sprint and AT&T who ran pages in newspapers advertising the service. We lost Verizon to skype who could not deliver and acquired Qik. Up to recently, mobile video chat (not messaging), in Skype was based on the technology I had shepherded design.