Sales Manager

James J. Fiedler

*** **** *****

Austin, TX *****

Cell: 512/771-4700

E-mail: ******@***.***

Overview: Experienced executive in the consulting, computer, defense

systems, enterprise software, wired and wireless telecommunications

(including VoIP and OSS systems) and cable TV industries. Accomplished

manager in both Fortune 100 and startup environments, both in the US and

international marketplace, selling to SMB, as well as the Fortune 100,

Financial 50 and Public Sector. Program Mgmt experience in DoD, Telecom

(VoIP, SIP), Financial Services (NASDAQ, NYSE,). Extensive experience in

fund raising, IPO's and M&A's. Successful track record in growing both

profits and market share. Named to "Who's Who in American Industry" 4

times. Company/Industry spokesperson for general/business press, financial

and analyst meetings, and network/business TV.

Current Position: Partner, Johnson & Fiedler Associates

. Primary activities consist of valuation, due diligence, strategic plan

review and M & A reviews of technology companies for consulting firms,

fund managers and investment banks.

. CEO for networking company to fund, develop and launch 100 GE IP

switching systems

. Interim CMO for advertiser driven, consumer-based correlation driven

Inquiry System

. Specific accomplishments include the restructuring of a Russian

telecommunications company (via "spin-outs") into a telecom company

(TDM and VoIP), an ASP and a Software (multilingual "search engine")

company for a European consortium. ASP was for both wireline/wireless

customers.

. Testing of Europe's first 3G wireless systems (from Nokia and

Ericsson).

. Negotiated contracts with underlying carriers and OSS systems

suppliers for the resultant companies.

. Developed and executed "spin-off" plan of a major NAS/SAN technology

(including Storage Virtualization) from a US aerospace/defense company

to form a new corporation. This technology is now being used for both

defense/security applications and in the entertainment industry for

the storage and quick access of video archives.

. Secured, negotiated and successfully executed "next generation"

technology contracts for a software & technology company with the US

DoD and Department of Homeland Security.

. Assumed "interim" CEO position of Enterprise Software Company.

Completed product development, sales and marketing business plans and

venture funding round to launch company. Completed first sales to

Fortune 100 companies. Market and product feasibility of new VoIP &

WiFi products. Advisory boards of small technology companies in

Enterprise and security market spaces, as well as for venture capital

funds.

Career Experience:

10/96 - Chairman & CEO of Coyote Network Systems, Inc.

4/00 Chairman & CEO of Coyote Technologies, LLC

Recruited as Chairman and CEO position after company (f/k/a

Diana Corp, NYSE:DNA) had a major stock run and crash resulting

in 9 class action suits, a de-listing by the NYSE and a

financial crisis with a net worth of -$26M. Assumed management

of the parent (public) company as well as the technology

subsidiary f/k/a Sattel Communications (start-up portion). In

addition to settling the class action suits, we obtained "going

concern" opinions from our new auditor, sold our "non

strategic" assets, went from the OTC:BB to the NASDAQ National

market, completed 4 strategic acquisitions and launched a

"technology company" focused on telecommunications and Internet

(VoIP) communications technology.

Acquired IXC's and CLEC's that were based either on a specific

metro area, or a specific target population (ethnic,

geographic, called regions)

Negotiated contracts with underlying carriers and OSS system

suppliers.

Introduced "integration" of OSS systems to 7 Coyote owned IXC's

and CLEC's . Focused the company on the telecommunications

industry via Coyote Technologies (Sattel Communications) and

other strategic acquisitions, while divesting other

"non-strategic" elements of Diana (later renamed Coyote Network

Systems)

Accomplishments:

Raised over $50M in equity via domestic and overseas offerings

to accelerate Coyote Technologies' development and to acquire

companies synergistic to the corporate plan. Also raised over

$75M in Lease financing to support equipment sales

Completed 4 strategic acquisitions and investments in 3

strategic foreign partners in Europe and Asia

Completed Strategic Alliance with Ericsson for development of

new products ("Next Gen") for Ericsson and licensed sale of TDM

and VoIP Coyote products by Ericsson

Secured Carrier license in Japan, as well as establishing a

Japanese

Operations Center, complete with OSS systems

Established Engineering Center (Dallas) and Service Center

(Atlanta)

Negotiated OEM supplier contracts with 4 Industry leading firms

in areas including compression equipment, VoIP equipment,

wireless handsets and MTSO equipment.

Grew revenues from 0 in FY'96 to $5M in FY'98 to $43M in FY'99

(revenues included are ONLY from technology area i.e. none from

other portions of previous parent)

Raised Company's Market Cap from $5M-$25M (Diana) to

$300M-$400M (Coyote).

Created Strategic Plan and moved from the "classical switching"

business to position company as ASP (IP services provider to

target markets using telecommunications, wireless and Internet

interfaces).

Equipment and Long Distance operations (IXC companies) were

sold to other companies.

Recruited a Management team that made all of the above

possible!

9/95 - Chairman and CEO of Sattel Communications

10/96 CEO of a communications (switch) company founded as a joint

venture.

Originally hired (due diligence) to create and execute a

strategic marketing and business plan. Strategic marketing and

business plan completed in November 1995

Recruited President and COO, VP International Sales, VP US

Sales and Operations Director between 9/95 and 12/95. All of

the individuals were experienced and well respected executives

in the communications industry.

Initiated new strategic plan to be a major supplier for

Internet access by introducing a patented approach, which

reduced some access costs by 50-75%. Product originally had

71-74% gross margins, later increased to 81-84% in spite of

25%-35% price decreases.

Original plan called for sales increase from $300K to $37M

between 1995 and 1999 (accomplished).

8/94 -9/95 Partner, Johnson & Fiedler Associates

Primary activities consisted of valuation, due diligence,

strategic plan review and M & A reviews of technology companies

for major corporations, consulting firms, fund managers and

investment banks.

11/92 President, Summa Four Inc. (acquired by Cisco Systems)

-8/94

President of a small ($70M+) telephony networking company and

programmable Central Office switch manufacturer. Major

achievements for the company included:

Increased revenues 80%/ year for 3 years.

Increased operating income by 200% (from 12% to 21% as a

percentage of revenue).

Reduced voluntary turnover from approximately 45%/ year to

virtually zero while increasing headcount by 80% over a 2 year

period.

Launched marketing, sales and support operations in Europe and

the Far East.

Outsourced switch manufacturing except for final assembly and

test.

Conceptualized, researched and launched new product offerings

and supporting OSS systems aimed at the fast growing data

market in the U.S. and internationally.

Negotiated and completed master agreements with AT&T, IBM, MCI,

GTE, US Sprint, DEC, Bellcore, British Telecom, Unisys and

others.

Concluded agreements with all 7 U.S. RBOC's.

Began (1/93) and completed (9/93) an IPO which raised

approximately $40M and established an initial market cap of

approximately $125M.

Company was sold to Cisco Systems.

7/89 -8/92 Executive VP & COO- Timeplex, Inc. & Group VP Communications

and Network Group - Unisys Corporation

COO for a $300M+ subsidiary of Unisys. Timeplex was market

share leader in T-1 Private/Virtual Private networking

industry. Major accomplishments included:

Turned around market share loss (2nd in 1988-1989) and regained

world wide market share lead (26%) by 1991.

Captured Network contracts for virtually all US Government

Intelligence Agencies (NSA, CIA, DIA, DOSTN, White House)

Captured market share lead in Financial 50 Market including

major trading institutions, hedge funds and major bank centers.

Customers included UBS, Merrill Lynch, JPM, Bear Stearns, Citi,

Goldman Sachs, and others.

Expanded international business from 28% to 49% of Timeplex

sales.

Terminated unprofitable product lines and restructured U.S.

Sales organization toward the sale of VPN sales with the

necessary NMS and OSS systems.

Re-directed R&D efforts and re-established engineering

credibility within the company and major customers, as well as

with industry consultants and the media.

Initiated Timeplex entry into the high performance (FDDI) LAN

market. Within 12 months, Timeplex became the provider to the

largest FDDI LAN installation in the world (U.S. Strategic Air

Command).

Increased Timeplex annual profitability from $14M EBIT to $26M

EBIT and annual cash flow from -$30M to +$17M within 18 months.

Led management group in preparation, presentation and

negotiations with potential buyers/investors/bankers after

Unisys decision to divest Timeplex. Negotiations resulted in

the sale of Timeplex to a Swiss company (Ascom), which closed

on 9/30/91. Prepared, presented and led senior management team

in negotiations with syndicating banks and U.S. government

(FOCI hearings).

As requested, I oversaw the transition of the company to Ascom

over a 10 month period through August, 1992.

UNISYS Corporation (Formerly Sperry/Burroughs)

Blue Bell, PA

1987-1989 Vice President, U.S. Group

Staff Vice President responsible for Marketing, Strategic

Planning and Applications development ($80M/year development

budget) for the U.S. business groups of Unisys ($3.5B/year in

revenue). U.S. groups encompassed five Line of Business

Divisions, indirect sales channels and Service Operations.

Architected re-organization of Marketing and Line Divisions to

"flatten" organization and cut SG&A by $150M/year.

Negotiated OEM agreements for the sale of complimentary

equipment from other vendors by the 2,000 salespersons in the

U.S. group.

Reduced and focused R&D to concentrate on "repeatable" product

offerings in five specific market areas.

1986-1987 Vice President, Communications Industry Group

Vice President responsible for Marketing, Program Management

and Development for the Communications and Airlines Systems

Group ($300M/year in revenue).

Revamped strategic approach to focused segments of the

Communications and Airlines marketplace.

Achieved sales, revenue and profit goals (110% orders, 120%

revenue and 200% of PBT).

Launched new marketing and development programs ($20M in R&D)

in communications and networking applications, which

corresponded to the new strategic approach. Initiated the

movement of OSS systems from dedicated platforms toward

"shared" systems

Sperry Corporation

Blue Bell, PA

1984 -1986 Vice President, Public Sector Group

Responsible for Sales, Marketing, Program Management and

Development for the Public Sector Business Group ($350M/year in

revenue; $130M/year in PBT).

Established a segmented vertical marketing approach

encompassing 6 market sub-segments in order to obtain desired

focus and sales productivity.

Consistently achieved all financial goals (sales, revenue, R&D

budget, and profit).

Chosen as "Task Force Leader" to establish the U.S. marketing

and sales organization resultant from the Burroughs-Sperry

merger in 1986.

Established plan for "Line of Business" organizations within

the U.S. for Unisys.

1982 -1984 Jerrold Division of General Instrument Corporation (now part of

Motorola)

Vice President & General Manager

Responsible for worldwide Sales, Marketing, Service and

Engineering for the leading CATV equipment supplier in the

industry ($350M -$400M/year in revenue).

Restructured sales and marketing to provide coverage of both

geographical (smaller) and national (larger) customers.

Introduced indirect sales channels to the organization.

Consistently achieved all goals and grew market share from 35%

to 47% in two years.

Established first successful "self-funded" field engineering

service group in the industry.

Increased ROR from 16% to 22% in the two year period.

Acquired two related companies (Broadband supplier and OSS

provider) and successfully merged their personnel with

virtually no loss of personnel.

1969 -1982 Sperry Corporation

Field Director, Northeast U.S.

Commercial and Manufacturing Region

Responsible for sales, marketing, service and system's

engineering within vertically/ geographically oriented region

of the U.S. ($110M/year in revenue).

Consistently achieved all financial goals (sales, revenue, and

profit).

Reorganized geographically oriented branches along industry

oriented lines.

Marketing Director - Eastern U.S.

District Manager - New Jersey

Regional Sales Manager - Northeast U.S.

Regional Systems Manager - Northeast U.S.

Program manager - General Dynamics (Trident Program) & NASDAQ

projects

System Development -NASA projects (Apollo 11 & 13), NASDAQ

project & other Government projects

1967 -1969 Xerox Corporation

Physicist/ Systems Programming and Engineering

(on loan to NASA)

Education

1964 -1967 Kent State University Kent, Ohio - Earned BS in Math and BA

in Physics in 3 years. Completed Dissertation in "Theory and

Use of Nth-tagonal numbers in Crystallography" concurrently.

Later received multiple honorary PhD's.

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