The Warren Company is a networked organization.  We have assembled a large network of world-class specialists that share our values, commitment, and approach to organizational excellence.

All the members of our worldwide team have global experience and extensive operational excellence in the real world. Most have one or more advanced degrees, many are multi-lingual, and a significant number are well published and considered thought leaders in their fields. Several teach part or full-time at the graduate or post graduate level. All share a powerful vision to innovate and collaborate. These consultants will bring extensive experience in both alliance and strategy, organizational development, and process facilitation. Additionally, they have broad experience with clients on both the private and public sectors, including NGO’s and government entities.

Here is just a sampling of a few of our associates:

 David N. Burt

Chairman of the Board, Supply Chain Management Institute

University of San Diego, School of Business Administration

David Burt is widely regarded as one of the thought leaders in purchasing, procurement, supply management, and supply chain management. His 1984 book, Proactive Procurement, laid the conceptual foundation for the metamorphosis from reactive purchasing to strategic supply management. Dr. Burt is author or co-author of 8 books, including the widely used textbook/professional book: World Class Supply Management^SM: The Key to Supply Chain Management, 7^th ed. His articles appear in the Harvard Business Review, Sloan Management Review, and several other publications in the U.S. and Europe. 

Five years ago, Dr. Burt was instrumental in establishing the Supply Chain Management Institute at the University of San Diego. The Institute oversees USD’s undergraduate and graduate programs in supply chain management, manages research programs, conducts the Annual Supply Chain Forum, and offers two blended on-line/residential graduate programs in supply chain management. 

 In the early 1980’s Dr. Burt began championing close working relations between customers, their suppliers and their supply networks. He has long recognized the contributions carefully developed and managed alliances can bring to all players. Dr. Burt has consulted with numerous firms including: IBM, Motorola, Southern California Edison, and Avery-Dennison. 

•  
• Gary E. Loblick   Innovation, Lean, and Alliance Process Specialist  
• GARY E. LOBLICK is a Senior Executive Coach specializing in Process Innovation, with unique skills in operational implementation of transformation, revitalization, and turnaround programs, spending the majority of his career in large and small manufacturing based industries. He has assisted with corporate expansions, manufacturing and operations improvements and re-vitalized dying companies or divisions. 
• Highly skilled in the implementation of Innovation Best Practices, he focuses on key leverage points that produce the fastest impact on bottom line profits, believing in the power of the team, continuous improvement, and learning organizations. As acting CEO/COO or Senior Coach, he is extremely effective in developing strategic alliances, and new marketing channels, having developed and successfully completed major alliances, technology transfers, and business development projects in Europe, Asia, Australia, and North America.
• Industries Served:
• Petrochemicals
• Manufacturing
• Plastics & Composites
• Telecommunications
• Power Utilities
• Results Achieved
• Often serving in the capacity of interim President, COO, or Executive Coach, Gary has harnessed the power of the team resulting in a complete turn around and profitable operations in very short periods of time. For example:
• Situation #1: Introduced Process Innovations and Alliance Relationships with customers and suppliers to accelerate growth resulting in:
• Reduction in WIP of 50%
• Improvement in throughput lead time from 8 weeks to 1 week
• Improved on-time delivery to customers from 11% to 83% in 6 months
• Created alliance relationships with customers resulting in long-term contracts
• Situation #2: Initiated major Process Innovations resulting in:
• More than $30 million increased cash flow with no new investment
• Reduced inventory by 50%
• Improved on-time delivery by 80%
• Improved productivity by reducing the labor-hours per unit by 30%
• Reduced the average throughput time per order by 65%
• Situation #3: Turned around failing business (had lost more than $11 million in 4.5 years), resulting in the record sales and profits in its first year:
• increasing productivity by 300%;
• improving product quality by an estimated 500%;
• rapidly developing and implementing new marketing and sales strategy which increased revenues by 400%. 
• Professional Credentials
• Gary graduated from the University of Alberta where earned his MBA, after a B.Sc. in Mechanical Engineering and Post-Graduate studies in Industrial Engineering. Gary is also a Professional Engineer.
• See more of Gary Loblick’s team and capabilities at the Winslow Group

 Steve C. Rogers -- Senior Consultant

• Career Accomplishments:

During his 30 year career at Procter and Gamble, Steve worked in every global business unit, handled direct and indirect spends, and had functional roles in Purchasing, Manufacturing, and Marketing with both domestic and global responsibilities. For various units he led the redesign of P&G’s supply chain, led the expansion of global sourcing, and had global responsibility for P&G’s Sourcing/Purchasing training system, supplier related corporate governance/internal controls, non-agricultural commodity derivative risk management and sourcing methodology development/external benchmarking. He is one of only four P&G Purchases executives awarded the inaugural Phoenix Award for lifetime mastery in Purchasing at Procter and Gamble, where he is viewed as the “father” of P&G Strategic Sourcing, having delivered over $1 Billion of hard savings in his 30 year career, and was the global skill owner for the skills of Sourcing Strategy and Supplier Relationship Management until his retirement.

• Areas of Expertise:
• Supply Chain Management, including manufacturing engineering, quality assurance, purchasing, and distribution/customer service
• Purchasing Skill Development, Purchasing governance/controls, Commodity Risk Management.
• Supply Innovation & Alliances, Contract Manufacturing & MRO, Material Sourcing
• Career Achievements:
• Led the development and implementation of P&G’s global Supply Chain Re-design for Folgers
• Developed Strategic Sourcing on global scale including methodology development, sourcing team establishment, strategy development and execution and continuous cost reduction/value improvement efforts
• Trained over 400 people worldwide per year to rebuild the organization that lost 40% of its people in less than 12 months due to a global footprint change, without reduction in results
• Created and implemented a worldwide Purchasing governance system
• Conceived, developed and implemented a commodity risk management system that reduced corporate commodity price risk over 26%;
• Led the development of e-procurement methodologies into P&G’s purchasing system.
• Led an organization of 75 sourcing people that delivered savings of $1.8 Million per person on a $3.2 Billion spend and lowered material cost as a percent of sales to its lowest lever since 1987. 
• Led global material strategy teams that delivered year on year cost reductions of $100-125 Million each year over the five years, despite general market increases in two of those years. 
• Implemented quality system redesign resulting in consumer noticeable improvement to the best statistical quality level in 20 years (10X improvement), downsizing effort that reduced cost 15% and moved to rapid changeover manufacturing system that reduced cost $8-9 Million. 
• Education: Mr. Rogers has a BS & MS in Industrial Administration, from Purdue University, and currently serves as adjunct professor at Xavier University.
• Publications: Mr. Rogers has been published in Purchasing Magazine, Supply Chain Management, and World Class Supply Management.
• Professional Honors: Member Institute for Supply Management, American Management Association Supply Chain Council, Procter and Gamble Phoenix Award 2004 (Delivered more than $1B hard savings during career, and Sourcing methodology development and implementation), Supply and Demand Chain Executive Magazine 2004 “Pros to Know” Award,Great Minds of the 21^st Century compendium, 2004 

Ted R. Ramstad

Senior Consultant, Global Supply Management

• Areas of Expertise:

Ted Ramstad leads Global Supply Management and is active in bringing best and breakthrough practices in Integrated Supply Chain Management for major clients. Ted is nationally known in the field of supply management, e-commerce, reengineering and best practices in the procurement or supply function. Assignments have focused

• Vendor and Alliance Management,
• Integrated Supply management,
• Outsourcing and Supplier Rationalization
• Strategy Development, Capability Building and Reengineering through implementation with performance measurements. 

Ted has wide ranging background encompassing Supply Management, Manufacturing and Engineering. His advice and counsel have led to significant and even revolutionary changes in these areas and includes the introduction and implementation of a Corporate Purchase Card along with best practices processes in 1991 at one of his previous employer (Scott Paper Co.).

• Corporate Employment & Achievements:

Ted spent most of his business career with the Scott Paper Company where his last assignment was Director of Worldwide Procurement Processes, Systems, Accounts Payable, Capability Development in which capacity he managed procurement of a multi-million dollar worldwide commodity. Ted held numerous other positions at Scott Paper including Director of Manufacturing and Technology for the Pacific Region (residing in Hong Kong). In the Pacific he directed Manufacturing, Procurement, and Technology in nine countries (14 plants) and served on the Board of Directors of Thai Scott and Sanyo Scott. In this capacity he managed the construction of eight new paper machines in record time and at one of the highest capital efficiency rates in the industry. This was accomplished utilizing a new concept of supplier team delivery (STD) utilizing the resources of the core supply base and standardization with one engineering firm. In his career at Scott he was also Manager of Corporate Engineering Services, and General Manager. In his last procurement assignment he reengineered procurement and accounts payable resulting in dramatic cost reduction and restructuring. These reengineering savings were in the millions (dollars), allowed a 75% reduction in staffing of procurement and accounts payable and reduced inventories over 50%.

• After leaving Scott, he was also Vice President of Dun and Bradstreet & Vice President and one of the founders of Intellisource, a newly formed company that specializes in outsourcing and reengineering. Intellisource was initiated by Dun & Bradstreet with eight founders in 1993 and was bought out by the original founders in 1995.

• Education:

Ted is a graduate of the University of Washington with a Bachelor of Science in Chemical Engineering and an advanced degree in Industrial Management. Ted is a board member of the Integrated Supply Management Department for Western Michigan University currently establishing a graduate program for Integrated Supply Management and is an active member of the Open Buying Internet (OBI) Consortium and the Supply Chain Management Board for University of San Diego. He also serves as a Program Director for The Conference Board managing their executive conferences for Supply Chain Management, Strategic Spend Management, Strategic Alliances and Logistics.

• Personal:

He currently resides in Savannah, Georgia with his wife Sandy of 35 years. Ted enjoys boating, fishing, golf, consulting with his daughters for their career enhancement in the business world.

Gerry Dehkes
             Senior Consultant
              Alliance Partnering Systems

Gerry Dehkes takes a hands-on, holistic approach to making alliances and partnerships work for each partner. “I use a concept we call 3-D Partnering to build and operate alliance partnerships with a balanced focus on the product, the market and the people involved in the venture.” From experience gained over twenty years as an Alliance Executive and Alliance Manager, Gerry has developed and proven a unique set of partnering processes, tools, techniques and contacts that will help Enterprises increase their partnering success.

Prior to working as an alliance professional Gerry was Group Senior Vice President of Channels and Alliances for Telcordia Technologies, the leading provider of Operating System Software for the Telecommunications industry. Gerry was asked to come in to overhaul the company’s floundering alliance program and build a new “Elementive Partner Program” to complement a new marketing campaign being rolled out by Telcordia. He restructured the program and moved it from within one business unit to Global Sales, putting the team onto sales compensation. The results were clear; in the first 15 months new partnerships were formed or existing relationships were overhauled with IBM, HP, Capgemini, Dimension Data, T-Systems and over 30 SI, ISV and product partners, while sales through and with partners grew by more than ten-fold.

Prior to joining Telcordia, Mr. Dehkes was Vice President of Strategic Alliances for Lucent Technologies, one of the world’s leading network equipment manufacturers and parent of the famed Bell Laboratories. Gerry took over a team managing the company’s most important and complex strategic partnerships, including IBM, Sun, HP, Accenture, Deloitte Consulting, EMC, Avaya, and CGEY. The team was recovering from an earlier period of neglect, when it had sat in a corporate strategy organization and atrophied to a single alliance manager. Gerry restructured the program, consolidated two, competing organizations, and moved the entire program into the global sales organization and onto sales compensation. He introduced a new methodology for building and managing strategic alliances. The new approach effectively developed alliance offers with product and service organizations, aligned partners with Lucent strategy, and featured close collaboration with the field sales organization. In two years, Lucent’s worldwide alliance revenues grew over ten-fold while Lucent’s overall revenues fell amidst one of the most difficult markets in Telecom history.

Before being named Vice President of Strategic Alliances, Dehkes was Director of Strategy, Business Development and Programs for Lucent’s consolidated channel organization that delivered over $5 billion in annual revenues. He also created the channel strategy for a new, start-up division that grew into a $500+ million business in 12 months, exceeding goal by 35%.

Before joining Lucent, Mr. Dehkes held several partnering, marketing, strategy andfinance positions with NCR Corporation in the United States and Europe. As Director of Market Strategy and Alliances for NCR Worldwide Services he led strategic and operational planning, where he identified growth opportunities for a $2.4 billion services business, developed and implemented a Services partnering strategy, and then forged alliances supporting Scaleable Data Warehouse, High Availability Transaction Processing, Networking, Year 2000, and Global Project Management service offers with key partners like Ericsson, Computer Horizons, Bull, Cisco, and SAS. Mr. Dehkes joined NCR’s fledgling alliance team in 1987 where he developed alliance processes and programs. The six step Partner Process Gerry co-developed has been described by the Information Technology Services Marketing Association (ITSMA) as “a unique example of a well-thought-out process based on quantitative research and an information database” and “truly a best practice”. From 1990 to 1993, he directed NCR’s European alliances program and industry planning from London.

From 1993 to 1995, Gerry led NCR’s Worldwide Partnership Programs team where he managed a worldwide team of marketing professionals and over $21M in annual alliance investments. He led a team that conceived and implemented the "Partnering to Win" partner attraction and sales force synergy programs, reaching 260 partners and 1200 sales associates worldwide. His team also produced Partner Conferences worldwide that attracted over 1000 partners annually.

Mr. Dehkes has spoken on partnering and trained alliance managers in twenty-six countries around the globe. Partnering with Cranfield University in the United

Kingdom, Gerry developed a series of two week advanced training programs for experienced partner managers. His work has been cited in publications ranging from Peter Drucker’s Leading Beyond the Walls to Keith Patching’s Management and Organisation Development to Business Finance magazine. He is a member of the Association of Strategic Alliance Professionals. Mr. Dehkes earned his MBA and BS from the University of Minnesota’s Carlson School of Management. He makes his home in rural Hunterdon County, New Jersey. In 2007, Gerry was elected and currently serves as the President of the NY/Tri-state chapter of the Association of Strategic Alliance Professionals, serves on ASAP’s Marketing committee and has earned the ASAP Certificate of Achievement in Alliance Management (CA-AM).

William T. Lundberg
Senior Consultant
Strategic Alliance Development

SUMMARY:

Over 20 years’ experience in Strategic Alliances, Business Development, Association and Conference Management, and Venture Financing for the IT, Communications, Bio-Pharm, Green Energy, and Manufacturing industries. Major focus on creating alliances for innovations in emerging technologies, entrepreneurial leadership and business development.

EXPERIENCE & ACHIEVEMENTS:

As Founding President and Executive Director of the ASSOCIATION FOR STRATEGIC ALLIANCE PROFESSIONALS (ASAP)
(www.strategic-alliances.org) from 1998 through 2008, Mr. Lundberg led the creation of the international association for the professional development of strategic alliance managers and executives. He successfully realized the vision for creating a global organization in the newly emerging profession of alliance formation and management that acts as the central organization advancing the state-of–the–art of alliance management globally. As part of this effort he led the organization to: Enroll over 1,800 members; Create 7 US and 5 International Chapters and 3 Industry and Functional Special Interest Councils, including the Association’s “Green” and Bio-Pharmaceutical Councils; Developed and managed strategic relations with over 30 Fortune 200 companies who are the associations’ Global Corporate Sponsors, including such companies as Cisco Systems, IBM, Eli Lilly and Company, HP, Novartis, GlaxoSmithKline, Xerox, Starbucks and other leading firms. As President and Executive Director, he also led the creation of an extensive series of Alliance Management Professional Development programs and initiatives including the development of: Alliance Management Best Practice Guides and Workbooks: An On-line Members Resource Library; On-line Alliance Best Practice professional development webinars, assisted in the development of the association’s professional certification program, and; Created and produced the association’s 10 Annual ASAP Global Alliance Summit Conferences.

As Alliance Director and Senior Conference Producer for CAMBRIDGE HEALTHTECH INSTITUTE, CHI , Mr. Lundberg managed the strategic alliance between CHI and Association of Strategic Alliance Professionals and developed and managed a series of Environmental and Bio-Pharmaceutical Industry Leadership conferences including: “The Advanced Biofuels Development Summit” (2008 and 2009); “The ASAP-CHI Bio-Pharm Alliance Summit” (in cooperation with the Association of Strategic Alliance Professionals); “Collaborative Innovation in Biomedicine“ and “Integrating Effective Alliance Management and Project Management”.

As Founder and President of Alliance Associates and Assistant Director, Client Services for Venture Economics, both of Wellesley, MA , Mr. Lundberg assisted major corporations in the development and management of their alliance and corporate venture investment programs and assisted emerging technology companies in the development of their financing strategies and developing strategic alliances. As part of this work, he researched and conducted due-dilligence on emerging technology companies, developed and conducted training workshops on corporate venturing and strategic alliances; Assisted emerging technology companies in developing strategic alliances and venture financing. His work included assignments for medical IT peripheral and software companies, as well as major corporations. He also produced technology and business development conferences for the bio-pharmaceutical and IT industries.

As Co-Founder and Vice President, Corporate Development & Strategic Relations for WebEnable, Inc. of West Concord, MA, an early leader in the Java-based Sales Automation Software market, Mr. Lundberg helped: Launch the company; Developed the company’s product and marketing strategies; Wrote the Business Plan; Sourced, negotiated and structured initial financing, alliances and reseller agreements and sales; Recruited top management candidates and members of the Board of Advisors.

As Vice President, Business Development for Scientific Dimensions, Inc. of Lexington, MA, Mr. Lundberg helped lead the company’s business commercializing technology based on research and development from a network of leading research centers in the Former Soviet Union. During this time, Mr. Lundberg created ten member "Technology Commercialization Advisory Committee" of leading corporate venturing executives and venture capitalists; Identified potential licensees and corporate partners and negotiated partnering and licensing agreements to create joint-ventures, strategic alliances and spinoffs to commercialize the company's technologies.

 EDUCATION

• BOSTON UNIVERSITY, Boston, MA   Masters of Business Administration
• HARVARD UNIVERSITY, GRADUATE SCHOOL OF EDUCATION, Cambridge, MA Masters of Education
• UNIVERSITY OF MASSACHUSETTS, Amherst, MA, Bachelor’s of Arts: English

• PUBLICATIONS, HONORS AND BOARDS

• Founder’s Award, Association of Strategic Alliance Professionals, Inc, ASAP, 2008
• Energy Voyager Corporation, Board of Advisors, 2005-2008
• Managing Editor, “ASAP Alliance Professional Development Guide, 2007
• Editor, “A.S.A.P. Best Practices Guidebook on Alliance Formation and Management”, Association of Strategic Alliance Professionals, Inc.,
• Co-author, "Best Practices in Alliance Formation and Management", (A Multi-Client Study), The Warren Company

Mike Nevin
Senior Consultant
Specializing in
Alliance Best Practice & IT Systems

Mike is an outstanding strategic alliance expert specializing in international alliance development and optimisation. Extensive experience gained through working with over 120 Fortune 500 clients in the last 6 years. Mike has helped many ‘blue chip’ multinational organizations to grow their businesses successfully through the development of strategic relationships. He has a unique combination of alliances and IT systems, and helps with installation of Supplier, Partner, and Customer Relationship Management Systems

Areas of particular skill, knowledge and experience

• Alliance benchmarking using a unique best practice database of over 43,000 entries
• Alliance strategy formulation and execution
• Alliance diagnosis
• Alliance IT Systems
• Keynote speaking
• Senior executive coaching
• Alliance mediation at the highest level

Some of Mike’s recent alliance achievements include: 

• Designing and implementing alliance portfolio optimization program
• Benchmarking and optimizing alliance relationships
• Developing and codifying a world class best practice framework
• Developing advanced alliance training course
• Assessing and improving ISV relationships worldwide
• Developing, defining, and delivering alliance strategy in enterprise networks
• Benchmarking alliance performance leading to the implementation of a world class partnership program
• Diagnosing and improving key strategic alliances for healthcare
• Developing alliance competency programs
• Helping re-engineer supply chain with key strategic partners
• Conducting benchmarking surveys of alliance practice
• Developing a range of alliance best practice tools and techniques

Some of Mr. Nevin’s recent clients include:

• SAP, IBM, Rolls Royce, Microsoft, Oracle, IBM, Capgemini, Siemens, British Telecomm, GlaxoSmithKline,

Prior to his alliance consulting practice, Mike has served as senior executive with in the IT industry, where he:

• Managed 100 – 130 staff directly and remotely in Europe and North America.
• Improved utilization (i.e. client billable time) from 45% to 75%+ sustained over a two year period
• Rationalized consulting strategy into 4 key practices resulting in greater commercial awareness for staff and clarity of service offerings to clients
• Designed and introduced a recruitment program which delivered full candidate utilization within 4 weeks
• Developed, introduced and managed a personnel program which reduced staff turnover from 27% to less than 4% within 3 months sustained over 2 years
• Initiated strategic alliances throughout Europe resulting in multiple business leads of over $5m
• Reduced organizational internal costs by over 40% with no consequent reduction in business or morale
• Generated intellectual collateral and multiple methodologies for the first time ever resulting in assignment profitability improving from 17% to averaging over 40%
• Introduced, recruited and managed a cost effective associate program
• Designed developed and integrated a new IT / Business alignment service offering
• Drafted and delivered a 3 year IT Strategy to a top 5 retail banks
• Redesigned and implemented new IT platform for legal practice with 150 staff
• Reduced cost and improved effectiveness of IT function
• Delivered new $5m branch automation project to time and budget.
• Reduced cost and improved productivity of IT. Costs from $6 to $3m per annum. Delivered projects up 300%.
• Improved IT production service from 98.2% to 99.98%. 
• Enhanced core systems improving mortgage turnaround from 4 weeks to 5 days.
• A new mainframe was introduced 'seamlessly' over one weekend with no business unit noticing.
• Designed and developed a new MIS system.
• Designed and delivered a new call centre system in 90 days. Designed to manage $100m it operated at $300m with no serious malfunction.
• Provided strategic review of the information systems of a major UK Bank presented to the groups Board. The review led to a series of three major assignments outlining a strategy for a new general ledger, a new IT platform, and a balanced scorecard performance measurement system.
• In addition he conducted:
• A gap analysis assignment determining the information needs of a major UK retail bank and aligning the MIS and IT systems to support the new MI portfolio. The work included a migration strategy to help the client manage the change.
• A strategic review for a residential housing subsidiary of the National Bank of Greece. The work entailed identifying for the client a suitable operating strategy covering; IT systems, organization structure, interest rates management, control systems, and distribution strategy. The presentation to the main board resulted in the redevelopment of the subsidiary on the recommended lines.
• A review of the tele-banking operations at a major UK retail Bank. The work delivered an integrated program of 12 projects to deliver full tele-banking capability for the client within an extremely aggressive time scale.
• A process review of the arrears operation of a top 10 building society. The work examined all operational aspects of the arrears function and mapped them against an industry model specifically produced for the assignment.
• A re-engineering assignment to redesign the mortgage application process in a major UK Building Society. The work used a best practice approach to teach the internal O&M department a methodology for process improvement using the mortgage application process as a pilot.

QUALIFICATIONS:

• Honours Law Degree Hull University (LLB Hons),
• Fellow of the Institute of Bankers (FCIB),
• Myers Briggs (MBTI) qualified levels I and II

MEMBERSHIPS: Member of Institute of Directors, Member of BCS Elite (British Computer Society Effective Leadership in Information Technology), Associate of Ashridge Management College, Member of UK Institute of Management (IOM), Guest lecturer in Strategic Alliances at Imperial College, Warwick University and Cranfield University, Member of the Strategic Planning Society, Practicing Member of the British Psychological Society.

Tom Halle, CSAP

Strategic Alliance Advisor
302 Washington Street, Suite 315
San Diego, CA 92103
(619) 5505400 desk
(650) 8928671 mobile

tom@tomhalle.com

Tom Halle is a veteran of the high tech industry, with eighteen years as a technologist and entrepreneur, and an additional ten years building high growth commercial and technical alliances for global leaders in the information & communications technology industries.

Tom has created groundbreaking partnerships with companies such as IBM, Microsoft, Nokia, Motorola, VMware, BMC, Unisys, EDS, CSC, Siebel, Check Point, and Symantec, delivering a wealth of new products and customer value, breaking into new geographies and vertical markets, shutting out market and portfolio competitors, and generating hundreds of millions of dollars in new revenue.

The key to Tom’s effectiveness is a profound ability to penetrate large organizations, find and develop insider relationships and secure rule-breaking support, drive continuous forward movement irrespective of the partner’s degree of investment, and quickly achieve aggressive results for both sides. Frequently, executives in the partners’ organizations then point to these alliances as the model for others to follow.

Tom holds a Bachelor of Business Administration with Distinguished Honors from Arcadia University, has completed his coursework for a Ph.D. in Economics from the Fox School of Business & Management at Temple University, and has undergone extensive traditional and multicultural negotiation training. Tom is active in the professional community, currently serving in leadership positions with ASAP Southern California, the San Diego MIT Enterprise Forum, and the Consortium of Alliance Service Providers.

In 2009 Tom was awarded the CSAP/Certified Strategic Alliance Professional designation from the Association of Strategic Alliance Professionals, the highest level of certification currently available in the strategic alliances profession and held by less than 40 individuals worldwide.