000-M48 exam Dumps Source : Lotus Web Content Management Technical Sales Mastery Test v2
Test Code : 000-M48
Test appellation : Lotus Web Content Management Technical Sales Mastery Test v2
Vendor appellation : IBM
: 30 existent Questions
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enterprise will consume Aptrix technologies in its content material construction fraction for Lotus workplace
IBM Corp. recently moved to raise its portal, collaboration and content administration ideas when it purchased Aptrix, a content material administration software issuer.
Australia-primarily based Aptrix is an IBM company partner; its content administration options enhance colossal Blue’s Lotus Domino, WebSphere application Server, and DB2 content supervisor items.
in accordance with Mike Loria, director of the advanced collaboration group with IBM Lotus, huge Blue will consume Aptrix technologies to extend its Lotus workplace providing with a current part, Lotus plot of toil content construction.
“For lack of a much better metaphor, three key legs to that [Lotus Workplace Content Development] stool can live portal and internet know-how, collaboration, and content know-how,” Loria comments. “certainly, they already had the portal and the collaboration, however Aptrix gives us dynamic delivery of content … [that is] personalised and timely.”
In early can also, Aptrix launched content material Server Domino edition 4, which is geared towards SMB (small and medium enterprise) and commercial enterprise customers. Aptrix moreover markets a content material Server edition for WebSphere.
these days, corporations absorb turned to content material management servers to attend them arrange, keep, and search documents, Loria spoke of. until now, WebSphere portal has offered simplest restrained content material administration capabilities: “within the portal, they had some primary content publishing services, however for probably the most part, they in fact did not absorb a web content material management ability.”
Robert Lerner, a data warehousing analyst with present evaluation Inc., thinks that settling on up Aptrix became good. “Aptrix's internet content management technology fills a niche in IBM's content administration capabilities,” he points out. “[The] company lacked powerful net content management capability, which was being provided through such third-birthday party solutions as Aptrix's. furthermore, the integration will back IBM meet the expanding require for tightly integrated finest-of-breed options that combine portal, content material management, and collaboration, and enhance its capacity to attend its version of the On require atmosphere.”
IBM has had a lot of success integrating a lot of its recent acquisitions, together with integration utility experts CrossWorlds and Holosofx. in this case, Loria suggests, because Aptrix is already an IBM commerce ally constructing solutions that attend massive Blue’s items, the acquisition has been even smoother. “It’s a bit simplified via the undeniable fact that they targeted their customers and their platforms, so if they were buying a corporation that basically focused a competitive platform … you definitely flee into challenges.”
current evaluation’ Lerner speculates that IBM has already largely completed the combination of the Aptrix technologies. “IBM turned into prudent in announcing the supply of Lotus plot of toil content material evolution offering at the present. among different issues, the announcement signals that the acquisition is complete and that IBM has hit the street operating with the technology.”
Stephen Swoyer is a Nashville, TN-based freelance journalist who writes about know-how.
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IBM is advancing its aggressive cloud computing strategy with a string of announcements this week. essentially the most coincident turned into IBM’s partnership with Amazon net capabilities to enable access of its application to solution suppliers using Amazon’s cloud computing functions. The partnerships offers pay-as-you-go access to evolution and production versions of IBM assistance management database servers, IBM Lotus content management, and IBM WebSphere portal and middleware items through Amazon’s EC2 cloud computing carrier. The partnership makes sense as a result of Amazon has been an early chief within the cloud computing sphere, and IBM is making strides towards fitting the master of cloud computing. Microsoft is readying its own cloud-computing software service, windows Azure, so as to enable developers to create functions and applications which are supported by using Microsoft’s records centers.
IBM is moreover proposing free Amazon computing device photographs of its utility applications for construction and verify applications, with a view to enable application developers to right away build purposes in line with IBM utility inside Amazon EC2. IBM moreover famed that its Tivoli carrier administration utility can live used on Amazon EC2 to attend customers ply the infrastructures within the cloud computing sphere.
Amazon elevated on the reasoning in the back of this deal on its web services blog:
“existing IBM customers can consume the licenses they’ve already purchased while nonetheless taking talents of the elastic nature of AWS to address spikes and peaks. These licenses continue their value and may live used to tackle consistent state processing needs, with more licenses available (on an hourly groundwork) within the cloud for peak instances. This lucid and inventive current model should silent lucid up one of the crucial uncertainty which may occasions potential clients to believe twice before leaping in to cloud computing. “
So the implication here is that IBM is using Amazon as service provider to play in the cloud computing sphere and is additionally pricing the transition in order that it is simple for current customers to swap to cloud computing. IBM has been making aggressive moves towards making its notice in the cloud computing sphere, together with its coincident partnership with Juniper Networks to present cloud computing features to IBM valued clientele, which they mentioned on previous this week. For greater guidance on cloud computing, please associate TechCrunch and TechCrunchIT for a circular desk dialogue and meeting on cloud computing on February 27, 2009.
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By Christopher Elias
LONDON, Aug. 31, (Business Law Currents) – A sequence of stock market glitches has prompted regulators around the world to insert current regulations to limit the impact of computer malfunctions on trading. Shielding markets from another Knight Capital disaster, the current rules search to defend market participants from malicious machines and risky robots.Stock market savior
Hoping to ride to the rescue of market participants are regulators in the U.S., Europe, Australia and Asia, which are hotly debating current rules to obviate further technology hiccups from impacting markets around the world.
Problems absorb arisen from a variety of sources including everything from sophisticated algorithm malfunctions to rather more mundane router failures.
In this year alone Knight Capital, Facebook, BATS, the Madrid Stock Exchange, the current York Stock Exchange and the Tokyo Stock Exchange absorb entire suffered at the hands of technology as outages and glitter crashes traverse the world’s exchanges.
With computers playing an ever greater role on stock markets, regulators are waking up to their potential dangers. Capable of executing millions of trades a minute, sophisticated technology now does much of what their human counterparts used to. However, with considerable quicken comes considerable responsibility, and, as the Knight Capital incident demonstrated, potentially considerable losses.
With computers trading securities in microseconds they are able to occasions sudden and acute changes in stock markets. Most recently a software glitch in an algorithm operated by Knight Capital was able to inflict $440 million of losses on the company in under an hour.Making the matrix
According to some surveys, lofty frequency trading firms – firms that operate computerised algorithms capable of trading in a fraction of a second – now account for 73 percent of entire equity orders (by volume) in the United States, 40 percent in Europe and between 5 percent and 10 percen of orders in Asia.
The largest high-frequency trading (HFT) firms in the U.S. involve Getco LLC, Knight Capital Group, Jump Trading and Citadel, entire of which search to compose razor-thin margins on a massive number of trades every day.
HFTs toil by placing enormous numbers of securities trades, hoping to compose individually tiny but collectively big margins on tiny discrepancies in the markets. Technology based trading systems are not confined to the HFT industry, however. A number of other algorithmic traders toil by employing a orbit of trading strategies on a much slower timescale.
Recently, however, fears absorb grown that algorithmic (including HFT) trading has the potential to occasions massive adverse effects to stock markets and their participants. Most notable was the recent software glitch at Knight Capital that almost plot the company out of business, as shareholders saw their holdings almost wiped out from a hefty rescue package from its competitors.Knight Capital
As fraction of software upgrades to the firm’s systems in preparation for the launch of the NYSE’s current retail liquidity program, Knight Capital inadvertently turned on an frail piece of software that flooded U.S. stock markets with errant trades.
The software problem caused Knight Capital to buy and sell about 150 different stocks over a term of 30 to 45 minutes, amassing a $7 billion position it later had to unload at a loss.
According to Knight Capital, the loss resulted from a technology issue at the open of trading at the NYSE on August 1, 2012. The issue related to an installation that day of trading software and resulted in Knight Capital sending numerous erroneous orders in NYSE-listed and NYSE Arca securities into the market. Although the software was subsequently removed, it resulted in the company realising a pre-tax loss of approximately $440 million.
As a result of the software malfunction, Knight Capital disclosed that it was the topic to litigation by parties alleging that they absorb been damaged by this technology issue, including its shareholders. Knight Capital moreover faces feasible SEC or other regulatory action over the issue.
Following the trading glitch, Knight Capital was forced to accept a rescue package from Blackstone, Getco, Jefferies and others to avoid bankruptcy. The rescue, a de facto takeover, demonstrates just how costly the glitch was to the company, with shareholders suffering around a 75 percent dilution as a result of the rescue package.Japanese jitters
Technology was moreover responsible for problems on the other side of the Pacific recently, as trading in derivatives on Japan’s largest exchange was halted. A broken router in the TSE’s Tdex+ derivatives trading system, installed terminal November, affected entire trading of Topix futures, government bond futures and options for more than 90 minutes in early trading as an automatic switch to a backup router failed to toil properly.
The glitch comes six months after the TSE suffered a breakdown in its data distribution system that knocked out an entire morning’s trading of stocks, at the height of the third-quarter reporting season.
Similar technology faults were seen in Spanish equities, which were disrupted for more than four hours at the dawn of the month when a technical glitch hit the systems of stock market operator Bolsas y Mercados Espanoles SA (BME).
In April, BME switched to a new, faster platform better suited to high-frequency trading, although the changeover has not been without its complications. The temporary shutdown paused trading in the Ibex 35, Spain’s benchmark index, before having a knock-on impact on Smartpool and NYSE Arca Europe, who both host instruments that remove their main feed from stocks listed on the Spanish exchange.
These lofty profile problems supervene difficulties with company IPOs that saw trading in Facebook shares severely limited and BATS failing to tug off an IPO on its own exchange.
Such failings absorb led to a rush in regulator initiatives designed to curb some of the more obvious risks of technology based trading.Regulatory developments
Effective 1 May 2012, the European Securities and Markets Authority (ESMA) has issued guidelines on algorithmic and lofty frequency trading that search to protect markets within the European Union.
Covering regulated markets and multilateral trading facilities, it moreover applies to investment firms including those that operate algos as well as those firms proving direct market access as fraction of the service of the execution of orders on behalf of clients.
The guidelines are not restricted to the trading of shares but cover trading in an automated environment of any monetary instrument (as defined by MiFID).
Among other things, the guidelines require investment firms to:
In respect of trading platforms, the guidance includes that firms should:
In Australia, the Australian Securities & Investments Commission (ASIC) has plot forward similar draft rules on market integrity, although with a few nuances of their own.
As well as rules on testing, monitoring and cancellations, the ASIC is proposing a self certification process by which investment firms will live required to provide evidence of the systems plot in plot to control their algorithms (known as “AOPs” in Australia).
Part of these rules will contemplate the ASIC require annual testing by market participants of their automated operating process (“AOP”) systems, policies and software, to ensure that they continue to duty as expected.
Investment firms will live required to provide an annual notification to ASIC within 10 commerce days of conducting an annual review detailing the checks made and declaring that nothing came to the attention of the solid during the previous 12 months that would argue that the solid was unable to comply with the AOP rules.
Before using an automated order processing system, a market participant will moreover live required to obtain written representations that it has the commandeer organizational and technical resources, arrangements and controls in place.
The written representation must live provided by a person suitably qualified and sustain in algorithmic trading, involve the names of the people making the representation and set out the methodology used to calculate the commandeer security arrangements, testing preparation and system controls.
In July, Hong Kong’s Securities and Futures Commission (SFC) issued a consultation paper on the regulation of electronic trading. It famed that in line with other major international markets, it had observed that market players in Hong Kong are moreover using involved trading algorithms for the execution of sophisticated trading strategies.
At present, the SFC relies on the generic principles in existing codes and guidelines to regulate algorithmic trading and is considering adding specific rules for algos.
Much relish Europe and Australia, the HK rules plot the affliction on intermediaries to ensure that pre-trade risk management controls and post-trade monitoring exist to minimise the risk of glitter crashes. Pre-trade controls involve setting commandeer trading and credit thresholds for each client or proprietary account and alerting or preventing the entry of erroneous orders.
In a slight divergence from Europe and Australia, the rules extend pre-trade risk protections on algorithmic trading to entire internet trading provided to clients by brokers. This means that at least some of the risk management controls will extend to retail clients using internet trading services.
The SFC’s consultation moreover suggests that it will implement requirements for testing of algorithms prior to launch by suitably qualified persons.
Although the SEC produced an extensive report on the market events leading up to the ‘flash crash’ of May 6, 2010 formal rule making has been thin.
In November 2010, the SEC introduced SEC Market Access Rule (15c3-5), designed to eradicate unfiltered” or “naked access” to equity execution venues and requires brokers to establish pre-trade risk controls in entire cases but has made cramped formal regulations since.
Rule 15c3-5 requires brokers to establish, document, and maintain a system of risk management controls and supervisory procedures reasonably designed to manage the financial, regulatory, and other risks, such as legal and operational risks, related to such market access.
Specifically, the rule requires broker-dealers to limit the monetary exposure of the broker or dealer that could arise as a result of market access and to ensure compliance with entire regulatory requirements applicable with market access.
The monetary risk management controls and supervisory procedures must obviate the entry of orders that exceed pre -set credit or capital thresholds, or that issue to live erroneous.
According to Rule 15c3-5 it may live commandeer for broker-dealers to fine-tune these thresholds on a sector or industry as well as an exchange by exchange basis. For example, it may live reasonable for a broker to set a credit limit for a customer of $1 million with individual market centre credit limits of $200,000 (for five exchanges or ATSs).
Rule 15c3-5 does not, however, specify what would live an commandeer credit or capital limit for clients and instead devolves responsibility to brokers to determine what would live a reasonable restriction.
On an annual basis, the CEO or equivalent of the broker-dealer will live required to certify that the risk management controls and supervisory procedures comply with Rule 15c3-5 and that a regular review of procedures and systems had been conducted.
In March 2011, the CFTC Technology Advisory Committee recommended introducing pre-trade risk controls for firms providing direct market access for clients. These involve ensuring that customers Do not remove on extreme risks through placing quantity limits on individual orders, introducing expense collars (ensuring prices are too far away from current market rates), execution throttles, message throttles and assassinate buttons.
The monetary Industry Regulatory Authority (FINRA) has moreover stated that it expects firms generating orders by the consume of trading algorithms to absorb written policies and procedures in plot that are reasonably design to ensure that such trading complies with applicable rules, regulations and laws, including anti-manipulation provisions.
Fearing the machines
Despite these regulatory developments a number of companies disclose the threat that glitter crashes and market glitches may silent pose to their businesses. For example, Abbey National Treasury Services Plc, fraction of the Santander Group, notes in its €2 billion German Note and Certificate Programme that the events such as the glitter Crash in current York on 6 May 2010 could live of value that the value observed for notes that link to securities might not reflect the honest value of the underlying assets.
For example, Abbey notes that during the glitter Crash, the market moved significantly downwards before subsequently correctly shortly afterwards. While its securities may involve provisions to allow the postponement of valuation in the event of inevitable disruptions in the market, not entire significant market movements will live covered by these provisions. There may therefore become a disconnect between the value assigned to the relevant assets versus their actual value.
Similar disclosures were made by investment funds that warned that acute market movements could impact upon their strategies.
Factorshares S&P GSCI 2X autochthonous Oil Premium stated that it might invest in substitute futures or monetary instruments if the market for a specific Index Futures shrink experiences emergencies or disruptions, such as a trading halt or glitter crash.
MA Managed Futures funds disclosed that a glitter crash could undermine the effectiveness of its stop-loss orders. It famed that stop-loss orders may live executed at a much lower flat than the desist expense if the market is falling rapidly, experiencing above middling volatility, or undergoing a so-called “flash crash”. The outcome of these would live to lock in big realized losses.
Funds and others will live hoping that these latest regulations can indeed ensure an OK computer for all.
(This article was first published by Thomson Reuters’ commerce Law Currents, a leading provider of legal analysis and tidings on governance, transactions and legal risk. Visit commerce Law Currents online at http://currents.westlawbusiness.com)
LotusÂ® Learning Management System (LMS) provides scalable, configurable platform for creating and managing classroom-based and e-learning activities, curriculums, and courseware across enterprise. It helps organize and track required materials, students, and resources. Software moreover integrates with other Lotus products so that learning environment can live enhanced with collaborative tools such as instant messaging, live virtual sessions, and discussion databases.Original Press Release: IBM Lotus Learning Management System V1.0.5 Builds on IBM's Leadership in Enterprise Learning Management Solutions
IBM Lotus® Learning Management System (LMS) is a scalable, highly configurable platform for creating and managing classroom-based and e-learning activities, curriculums, and courseware across the enterprise. Whether the training is to live delivered online or in person, the award-winning Lotus LMS helps organize and track the materials, students, and resources required.
Lotus LMS is moreover designed to integrate seamlessly with other Lotus products, such as IBM Lotus Virtual Classroom, IBM Lotus Domino(TM) V5, and IBM Lotus Instant Messaging and Web Conferencing, so that the learning environment can live enhanced with valuable collaborative tools such as instant messaging, live virtual sessions, and discussion databases.
What's current in Lotus LMS V1.0.5
As the next maintenance release of the product, Lotus LMS V1.0.5 addresses various customer requests to further enhance the stability and reliability of the application. A few feature enhancements are moreover available such as:
· The addition of current Web service APIs to extend the current application. Some of the current APIs available will allow external systems to:
- Create classroom-based course masters and offerings in LMS
- Export courses and enrollments from LMS
- Create resources (for example, instructors and classrooms) in LMS
- Create current profiles and profile categories in LMS
· Certification of current releases of currently supported platforms (IBM WebSphere® V5.1).
· The addition of IBM Tivoli® Directory Integrator V5.2 as fraction of the LMS package. This component facilitates the integration with multiple LDAP directories and can live used to ease the implementation and maintenance of the learning system.
LMS servers (Learning server and Delivery server) back the following operating systems:
· Microsoft(TM) Windows 2000 (as of R1.0.3, Microsoft Windows NT(TM) Release 4.0 is no longer supported)
· AIX® V5.1, or later (PowerPC® RISC architecture - IBM pSeries®)
· Sun Solaris V8, or later (UltraSPARC 32/64 architecture - not on Intel(TM))
· Linux(TM) V2.2, or later (Intel 32/64 architecture with SUSE 7.2, or later, and Red Hat 7.2, or later, only)
· Linux Advanced Server 2.1
Planned availability dates
· September 30, 2004: Electronic software delivery
· October 15, 2004: Media and documentation
At a glance
IBM Lotus LMS is a strategic blend of advanced administrative and technical features, which include:
· Continued back of industry standards. Lotus LMS supports SCORM and AICC specifications for content interoperability. These enable organizations to consume conformant third-party courseware and the courses they absorb already created in-house, protecting customers' investments in third-party courseware libraries.
· Easy-to-use authoring. The powerful yet intuitive Authoring utensil allows instructors, or topic Matter Experts (SMEs), to create courses with minimal technical training; SMEs can create curriculums and custom courseware with no programming skills.
· Seamless collaboration between students and teachers. As the leader in collaboration software, Lotus software helps provide a robust environment within LMS for students and instructors to interact online. Lotus LMS features, such as threaded discussions and chats, are based on Lotus' synchronous and asynchronous collaboration technology. In addition, Lotus LMS is designed from the ground up to interoperate with IBM Lotus Virtual Classroom to deliver a complete e-learning solution. It moreover provides tense integration with IBM Lotus software tools and portals.
For ordering, contact:Your IBM representative, an IBM commerce Partner, or the Americas summon Centers at 800-IBM-CALL Reference: YE001Related Thomas Industry Update
Adobe acquires Macromedia - SharesUnder the terms of the agreement, which has been approved by both boards of directors, Macromedia stockholders will receive, at a fixed exchange ratio, 0.69 shares of Adobe common stock for every participate of Macromedia common stock in a tax-free exchange. Based on Adobe’s and Macromedia’s closing prices on Friday, April 15, 2005, this represents a expense of $41.86 per participate of Macromedia common stock. Upon the proximate of the transaction, Macromedia stockholders will own approximately 18 percent of the combined company on a pro forma basis.
Adobe acquires Macromedia - StaffIn the combined company, Chizen will continue as chief executive officer and Shantanu Narayen will remain president and chief operating officer. Stephen Elop, president and chief executive officer of Macromedia, will associate Adobe as president of worldwide sphere operations. Murray Demo will remain executive vice president and chief monetary officer. Dr. John Warnock and Dr. Charles Geschke will remain as co-chairmen of the Board of Directors of the combined company and Rob Burgess, chairman of the Macromedia Board of Directors, will associate the Adobe Board.
Adobe acquires Macromedia - Powerful coerce for innovation“Both Macromedia and Adobe are passionate about creating and enabling considerable experiences across a wide orbit of devices and operating systems,” said Stephen Elop, president and chief executive officer of Macromedia. “Our combined teams will live a powerful coerce for innovation around cutting-edge platforms for delivering content and applications.”
Adobe acquires Macromedia - IntegrationThe two companies are developing integration plans that build on the cultural similarities and the best commerce and product evolution practices from each company. “While they anticipate the integration team will identify opportunities for cost savings by the time the acquisition closes, the primary motivation for the two companies’ joining is to continue to expand and grow their commerce into current markets,” said Chizen.
Adobe acquires Macromedia - AcquisitionThe acquisition, which is expected to proximate in drop 2005, is topic to customary closing conditions, including approval by the stockholders of both companies and regulatory approvals. The transaction will live accounted for under purchase accounting rules. Due to the absence at this time of estimates of the acquisition-related restructuring costs and the allocation of the purchase expense between goodwill, in-process R&D, other intangibles and equity-based compensation expenses related to SFAS 123R, Adobe is currently unable to provide GAAP estimates on future earnings.
Adobe acquires Macromedia - Break-even in the first 12 monthsThe transaction is currently expected to live break-even to slightly accretive to earnings in the first twelve months after closing on a non-GAAP basis. The company’s target of wreck even-to-slightly accretive to earnings on a non-GAAP basis assumes no adverse impact from the loss of deferred revenue in the first twelve months following the proximate due to purchase accounting.
Adobe acquires Macromedia - Stock repurchase programAdobe moreover announced its Board of Directors has approved a post-acquisition stock repurchase program of $1 billion. “After a review of the combined companies’ monetary position, their Board concluded that the repurchase program is consistent with their overall commitment to deliver value to their stockholders,” Chizen added. The repurchase program is in addition to the Adobe’s existing stock repurchase programs and is expected to commence following the completion of the acquisition. The repurchases will live funded from available working capital.
Macromedia Management Team:-
Stephen A. Elop - Chief Executive Officer : Stephen Elop is CEO of Macromedia. Since joining the company in 1998, Elop has held a number of positions including chief operating officer, where he was responsible for executing on growth opportunities across its designer/developer, commerce user and consumer markets. As executive vice president of worldwide sphere operations, Elop was responsible for sales, operations, and services functions. Prior to that, Elop held posts in the Web/IT department at Macromedia and was generic manager of its eBusiness division. He previously worked as senior vice president of systems and CIO for Boston Chicken, Inc. He moreover served as director of Lotus evolution Corporation's Consulting Services Group, with responsibility for Canada and the Midwestern United States. Elop earned a Bachelor of Computer Engineering and Management degree from McMaster University in Ontario, Canada in 1986.
Betsey Nelson - Executive Vice President and Chief monetary Officer : Betsey Nelson is executive vice president and chief monetary officer of Macromedia. Nelson joined Macromedia in 1996 to lead mergers and acquisitions, and has served as the company's CFO since 1997. She is responsible for entire of the company's administrative functions, including investor relations, finance, human resources, legal, information technology, and existent estate. Prior to joining Macromedia, Nelson spent eight years at Hewlett-Packard, where she held a variety of positions in both finance and corporate development. Nelson holds an M.B.A. in Finance with distinction from The Wharton School at the University of Pennsylvania, and a B.S. in alien Service from Georgetown University. Nelson currently serves on the board of Macromedia and CNET Networks, a leader in Internet technology and publishing.
Kevin Lynch - Executive Vice President and Chief Software Architect : Kevin Lynch is the executive vice president and chief software architect for Macromedia. Lynch has been instrumental in shaping the Macromedia product family since joining the company in 1996. Most recently, Lynch has led the MX initiative at Macromedia, currently as generic manager for MX products, which unified its tool, server and player software. As chief software architect, Lynch is responsible for ensuring Macromedia products are practical, powerful, and enjoyable for their customers. Lynch's career has enabled him to participate in the emergence and rapid growth of the personal computer industry that began in the late 1970s, through the graphical user interface revolution in the 80s, to the convergence of content, applications, and communications on the profoundly networked systems of today. Lynch defined and led the initial evolution of Macromedia Dreamweaver, one of the company's core products which leads the market among professional web developers. Prior to joining Macromedia, Lynch pioneered a navigational user interface for handheld communicators at generic Magic. He moreover designed the user interface and developed the first Macintosh release of FrameMaker for Frame Technology. Lynch studied interactive computer graphics at the University of Illinois, working with artists and engineers in the Electronic Visualization Laboratory. While he was in school, the first Macintosh was introduced, and Lynch began at his first startup as vice president of product development. He developed and shipped some of the first Macintosh applications, including a graphical adventure game in 1984, a 3D graphics package in 1985, and a desktop publishing application in 1987, which introduced user interface elements in common consume today.
David Mendels - Executive Vice President and generic Manager : David Mendels is executive vice president and generic manager at Macromedia. Mendels joined Macromedia in April 1992 and has held numerous sales, marketing, and generic management positions. Mendels has played a major role in the evolution of Macromedia's product and commerce strategies for more than ten years. Mendels began his career at Macromedia in the international department. He moved to Japan to lead Macromedia's sphere operations there and led entire sales and marketing in Japan. Mendels was instrumental in setting up Macromedia Japan KK. After returning to the United States in 1995, Mendels held positions running commerce evolution and alliances as well as generic management of a number of Macromedia product groups. Currently he serves as generic manager for Macromedia’s MX products, including Flex, Flash, Dreamweaver, and ColdFusion. In that capacity, he has overall responsibility for the commerce unit and directly manages product marketing, product management, and product development. Mendels earned a Masters of Arts Degree in Japanese Studies from the University of California at Berkeley in 1991 and a Bachelors Degree in East Asian Studies from Wesleyan University in 1988.
Tom Hale - Senior Vice President and generic Manager : Tom Hale is senior vice president and generic manager at Macromedia. In this role, Hale is responsible for products such as breeze and Contribute that target the commerce user. Hale joined Macromedia in 1995 as a product manager. Since then, he has held executive roles in product management, marketing, and commerce strategy for the company, including the launches of Studio MX, DevNet, and electronic licensing at Macromedia. Hale is passionate about changing the route people consume the Internet as fraction of their daily life. Prior to joining Macromedia, Hale was director of sales and marketing at Fauve Software. Hale earned a Bachelor of Arts degree from Harvard University in 1990.
Alan S. Ramadan - Executive Vice President, generic Manager of Mobile and Devices : Al Ramadan is the executive vice president and generic manager of mobile and devices at Macromedia. Ramadan previously served as CMO at Macromedia from 2002 to 2003 and was a member of the board of directors for Macromedia from 1999 to 2001. Prior to joining Macromedia, Ramadan was chairman of Quokka Sports, after serving as its co-founder, president, and CEO from 1996 to 2000. For his role in founding Quokka Sports, he was recognized by Time Magazine as a member of the Top Fifty Time Digital Cyber Elite and Upside Magazine named him one of its "Elite 100". From 1992-1995, Ramadan served as CEO of Fluid Thinking, the technology ally for the Australian America’s Cup Challenge. In 1990, Ramadan was founder of OzWare, an Australian software evolution company, which won OEM software contracts with leading Unix vendors including AT&T, Pyramid, and Sequent. Previously, Ramadan was a regional manager of a consulting and services company specializing in applied mathematics consulting and software development. Prior to that, he was a mathematician and computer scientist at BHP Steel. Ramadan graduated from Monash University in 1983 with a dual degree in computer science and applied mathematics. He graduated from Stanford University’s Executive Program for Growing Companies in 1995. An accomplished sportsman, Alan has represented Australia in baseball and yachting. He now represents the world in pushing the envelope in digital convergence.
Don Hunt - Senior Vice President and generic Manager : Don Hunt joined Macromedia in September, 2004, and serves as the company’s senior vice president of worldwide sales. In this role, he is responsible for developing and executing a worldwide sales strategy across designer/developer, commerce user, and consumer markets. Prior to joining Macromedia, he served as senior vice president of worldwide sphere operations for MatrixOne and senior vice president of worldwide operations for Genesys. Hunt moreover previously served as: vice president and generic manager for North America for Informix; vice president for North America and Latin America for Open Market; and director of North American ISVs for Sun Microsystems, Inc. He has more than 23 years sustain in sales. Hunt holds a Bachelor of Science degree from Salem state College.
Jonathan Gay - Chief Technology Officer : Jonathan Gay is chief technology officer for Macromedia. In this role, he is responsible for helping the teams across Macromedia develop and invest in current technologies that will enable Macromedia customers to build next generation experiences on the Internet. Gay was formerly the vice president of technology and helped define the glitter technology agenda as well as leading engineering groups developing current technologies around glitter including video, glitter Communication Server and breeze Live. Prior to Macromedia, Gay founded FutureWave Software in 1993, where he created the software that eventually became Macromedia glitter and continued to lead the product through its early evolution at Macromedia. At FutureWave, Gay led the evolution of the SmartSketch drawing software. SmartSketch evolved into a web animation product called FutureSplash Animator, released in 1996, which became Macromedia glitter 1.0 after it was acquired. Gay started his programming career pile the Macintosh computer games Airborne!, shadowy Castle, and Beyond shadowy Castle. They were the first Mac games with digitized sound. shadowy Castle was the first Macintosh game for which a professional artist created the animation. He moreover led evolution of Aldus Intellidraw, an illustration program for Macintosh and Windows. Gay graduated from Harvey Mudd College with a B.S. in engineering.
Robert Urwiler - Senior Vice President, Customer care and Chief Information Officer : Robert Urwiler is senior vice president of customer care and chief information officer for Macromedia. In this role, he is responsible for leading the company’s global customer back duty and being the “first and best” user of Macromedia products across their internal information technology ecosystem. Most recently, Urwiler served as chief information officer at Peregrine Systems in San Diego. Previously, he held technology management positions at Scientific-Atlanta, PricewaterhouseCoopers, and Sprint. Urwiler holds a Ph.D. in information systems from Nova Southeastern University and a master's degree in technology management from Mercer University. He is a member of the Society for Information Management (SIM), the CIO Collective, the CIO Executive Council, the Council of Communications Advisors, and various technical and customer advisory boards.
Penny Wilson - Senior Vice President of Global Marketing : Penny Wilson is senior vice president of global marketing at Macromedia. In this role, she is responsible for directing corporate marketing, industry marketing and communications. Over the past five years at Macromedia, Wilson served as senior vice president of industry solutions and was instrumental in the rebuilding of macromedia.com. Prior to joining Macromedia, she served as president of Extend Media and president of Alias|Wavefront. Wilson previously served as Vice President Global Systems for Merrill Lynch. She has over 23 years of international sustain in the lofty tech industry. Wilson holds an honors Bachelor of Science in Computer Science and commerce Administration from University of Guelph, Ontario.
Ray Martinelli - Senior Vice President, Human Resources : Ray Martinelli is senior vice president of human resources at Macromedia. In this role, he is responsible for leading the company’s global Human Resources function. Before joining Macromedia, Martinelli served as vice president of human resources for Juniper Networks and led a global HR organization responsible for recruiting, benefits, compensation, training, and employee communication. He was instrumental in the creation of the company’s HR processes and infrastructure, helping Juniper scale from 500 employees to over 3000 worldwide. During his career, Martinelli has held a sequence of HR leadership positions at various companies, including Computer Curriculum Corp. and Apple Computer. With over 20 years of human resources experience, he began his professional career at Esprit de Corp. where he built a global HR organization that supported more than 2000 employees. Mr. Martinelli holds a bachelor of arts degree in organizational communications from Sacramento state University and a master of science degree in organizational evolution from Golden Gate University.
Les Schmidt - Senior Vice President and generic Manager : Les Schmidt is senior vice president and generic manager of cross company initiatives at Macromedia. In this role, Schmidt and his team design and lead efforts that require diverse resources to achieve company objectives. Schmidt, passionate about customer experiences, continually focuses on optimizing the process of buying, using, and owning a Macromedia product as well as delivering considerable experiences on mobile devices. Schmidt joined Macromedia in 2003 to lead the redesign of the macromedia.com website to coincide with the launch of the MX 2004 products and introduced the Synchronous evolution process to Macromedia. Prior to joining Macromedia, Schmidt has held CEO, COO and CFO roles at various technology companies including Quokka Sports, MECON, Inc., The Learning Company and Applied Immune Sciences. His only hiatus from the high-tech world was to serve as chief operating officer for the San Francisco 49ers during the 2001 and 2002 seasons. Schmidt has a degree in political science and economics from Antioch College and a master’s degree in taxation from Golden Gate University.
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is specialized in Architectural visualization , Industrial visualization , 3D Modeling ,3D Animation , Entertainment and Visual Effects .