User:Gerard Scally

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http://www.school-for-champions.com/science/experiments/expfriction1.htm gravity coefficient of friction Gerard A. Scally PO BOX 97 Riderwood MD 21139 Day And Eve. Phone 410-905-0267

Signature

E-Mail-- HYPERLINK "mailto:jeliza2@juno.com" _jeliza2@juno.com_ Date – 4/5/05

Curriculum Vitae

EDUCATION: College: Arizona (Flagstaff) BS Chemistry --- Magna Cum Laude (3.71-GPA) '82 Graduate School: University Of Pennsylvania 83'- 84' Moore School Of Engineering/Bioengineering COMPLETED 1 YEAR OF A 1 YEAR PROGRAM-DID NOT COMPLETE PROPER COURSES Research: Co-authored paper on Freezing Point reduction as function of bacterial concentration on citrus crop. Undergraduate research in T and B Cell co-operation in the immune response.

Work: JATO Jeferson Adams Townhall Association NFP Task—Create neighborhood homepage system 12/03 to present Veterans Home Mortgage Inc /Madison Funding. Task -- Financed Home Mortgages. 3/ 97’-12/04' Prudential Securities Inc. Task -- Financial Advisor. 8/96’-1/97’ CADD Software (Network Imaging Systems Corp.) Task -- sold CADD related software to the mechanical & AEC marketplace. 11/ 94'-8/96' Helped Start Manufacturer's Network Corp. (MNC) Task -- designed specialized Electronic Purchasing and Automated Quotation system in response to DOD "Broad Area Announcement"($1,500,000 contract issued to MNC-95’). 1/94-6/95' General Business Software (ProCom Solutions) Task -- sold BUSINESS SOLUTIONS software.12/ 92’-1/94’ HELPED START SPEED MAP CORP. Task—researched Digital Mapping for sales to traveling public. 93' Metal Business Software (Enmark Systems) Task -- sold "Metal Products" industry software. 1/91'-11/92' HELPED Start MetalNet Inc. Task -- develop, sell, operate purchasing HELPED information network for use in the "Metal Products" industry. Serviced customers such as JOHN DEERE, NUCOR STEEL, USX and others. 1/89'-1/91' Mat'l Handling Engineers (Yankee Engineering) Task -- Production Coordinator/Purchasing/Sales.1/86'-1/89' Toxicology Laboratory (Maryland Medical Labs) Task – Immunoassay, Titration for certain Biomolecules (Morphine etc.). 9/82'-9/83’ I have an Undergraduate Degree in Chemistry/PRE-MED. I have taken all standard courses including Physical Chemistry, Organic Chemistry, Biochemistry, Chemical Applications of Group Theory, etc, I also have taken almost all undergraduate Biology courses. These include: IMMUNOLOGY COMPARATIVE ANATOMY , MICROBIOLOGY, GENETICS, VERTEBRATE MORPHOLOGY. I also have Electronics and Mathematics thru Differential equations. KSA’s KSA #1

Knowledge of and Skill in the identification, interpretation and application of laws, rules and regulations applicable to Technology Transfer”

KSA #2 Ability to advise on, coordinate and analyze complex scientific and/or business and legal matters. KSA #3 Ability to negotiate and present complex scientific or legal issues orally and in writing KSA#4 Skill in the use of automated databases and the Internet

I have an understanding of most sciences including Chemistry, Biology(Immunology), some BioEngineering, and Mathematics through Differential Equations. My experience with Technology Transfer has to do primarily with new technology based business creation and development. I have written and adapted business contracts and agreements where many entities agree to participate. Besides writing Beta Test Agreements my strengths are in finding participants and proceeding to the negotiation room. I would very much like to assist in Promoting CRADA OPPORTUNITY’s. (SEE SPECIALIZED EXPERIENCE BELOW)

                                                      Development History

The Following refers to new technology growth experience gained while assisting in the start-up of three companies (METALNET INC., SPEEDMAP INC., MANUFACTURERS NETWORK CORP.). These companies were all "first of their kind" trying to employ technology and innovative concepts. Again, I would very much like to assist in promoting CRADA OPPORTUNITY:

    The first company I helped  was METALNET INC.(1989-1990).

It was a centralized inventory database for the entire metal/steel industry. It was important to learn the rudimentary structure and chemistry of all metal products as the database required differentiation based transport opportunities and climate etc. 1989 the concept of competing companies (sell-side) jointly using the same information database was new. In order to promote acceptability, a strategic partnership was critical. I established a relationship with Henry Peterson, a well known and respected former president of U.S. Steel Supply (the largest steel distributor in the United States). Together we visited steel mills across the nation and succeeded in getting the acceptance and commitment of some of the largest steel mills. This was 1990. My job was to explain to Mr Peterson and other CEO’s what “databases were” and how they could identify exact product under exact conditions and who was responsible for database creation and maintenance.

   After the acceptance by the sell-side component(mills), we had to establish buy-side trust.  I contacted the largest  news-trade magazine in the industry(Metal Center News) ,  and organized interviews / news articles that explained our technology database goals and how  METALNET could jointly help both the mills and their customers. These articles featured pictures of me and the software.  An original  test group was established and we

operated/tested this company for almost 1 1/2 years. A combination of the Peterson partnership and "Metal Center News" expositions provided mills and steel warehousing the needed impetus and interest to try the product.

    The partnership with Peterson amounted to an agreement to share a percentage of the company at almost no cost.  I had to inform MIS departments of each Steel Mill about acceptable and required mechanisms for data transfer.  They had to be trained on how and when data could be created and how to merge(Download and Upload Software).  After almost two years of testing , it was clear that centralized inventory posting was not enough to significantly impact buy-side or sell-side  business.   The tests were stopped and the corporation closed .

     The second business I helped test was SPEEDMAP INC.(1992-1993).  In 1992,
I became intrigued by a digital map drawn by a micro-computer.  I researched the technology and decided that if  a small computer could quickly draw digital maps from any location(i.e.airport) to any destination(i.e.hotel/business etc.), the Airline/Travel industry could sell it/FAX it  to travelers buying airplane tickets. This was before the Internet.  It was envisioned as the first "public accessible" digital mapping product. 

I decided on the product name FAXMAPS and applied for a Trade Mark(TM).

     In doing the technology assessment, I discovered that all current digital mapping products used census bureau LONG-LAT data (every road segment has a longitude-latitude coordinate-TIGER FILES) as a base.   ETAK CORP.  from California,  had purchased the census track data and was busy improving it.  It was not possible to be sure of  ETAK's operating strategy or the vulnerability of  data licensors  intellectual property(i.e.FAXMAPS).  Needing protection, I searched for and discovered PlanGraphics Inc.  A company familiar with both ETAK and digital mapping.   I presented FAXMAPS to John Antenucci (president of PlanGraphics) who was personally involved with management at ETAK.  Antenucci decided to go forward with SPEEDMAP INC. 
 
     John Antenucci and I were able to sign a Third Party agreement to write software for a Beta-Site.  Antenucci was  aware that he only had a short "window of opportunity" to get the business started since without a market presence the life-cycle was extremely short.  ETAK  agreed to license the data but the license and start-up costs far exceeded the first year earning potential/pro forma.  I suggested he solidify some customer account agreements  before they went into production but Antenucci wanted to hire a CEO and proceed in a different fashion.    ETAK was already beginning to produce some of the digital mapping that is currently found on the Internet and the life-cycle of the SPEEDMAP product opportunity was finished .

    The Third company was Manufacturers Network Corp(1994-1995). This

company was METALNET reinvented. A former Management person at Bell Atlantic, Clyde Heintzelman wanted to begin a company based on the METALNET concept. From my experience with MetaNet, I suspected that buy-side interest would drive the behavior of sell-side manufacturers. In order to improve market acceptance, I discussed with Mr. Heintzelman the idea of changing inventory posting to actual bidding and buying across all Maintenance, Repair and Operation (MRO) items (the FIRST EBAY). We were looking for funding and decided a possible funding source was the United States government We established a partnership agreement with EDI corp., (A government contractor with its own Electronic Data Interchange(EDI )product) and Manufacturers Network Corp. was created and answered a "Broad Agency Announcement" from ARPA(DARPA). Manufacturers Network applied for a grant, and as part of our proposal we showed a reduction of commercial rates (charged by EDI and others) as "IN KIND" contribution to the effort. ARPA liked the idea and agreed to fund it. As part of our proposal, I wrote and signed Beta-Test agreements with companies like Proctor and Gamble, Black and Decker, the City Of Baltimore and 20 others. A contract was issued to Manufacturers Network Corp. in March 1995. Shortly after signing the contract, ARPA lawyers decided "IN-KIND" reductions in commercial rates were now unacceptable cost-share contributions and Manufacturers Network Corp. could not proceed without funding.

Since 1995 my experience with technology became centered on SCIENCE. My business desires changed to developing NON-PROFITS. I am familiar with current neurological research regarding Oligodendrocyte growth and Myelin repair.(see SPECIALIZED EXPERIENCE). The basis for this interest began with B and T cell experiments I performed as an undergraduate.

                                       NEGOTIATION EXPERIENCE

METANET INC. and MANUFACTURERS NETWORK CORP. were industry specific product information dissemination companies, dependent on their relationships with both Sell-Side and Buy-Side customers. The sell-side customers had to trust that we were independent of favoritism while responsive to their needs. Therefore, I wrote BETA TEST contracts that gave them the freedom to retreat for any reason but provided a business opportunity that was very attractive. The contract experience may be of use in writing CRADAs ,CDAs, CTAs and MTAs.

     In order to convince Steel Mills of our dedication to the effort , we had to agree to Steel Mills METALNET CORP(1993) had to transfer computer files from the Sell-Side to our central database. The Sell-Side collaborated with us to make sure their customers got specific information when they needed it.  It was in our mutual interest that the system be efficient.   Every Seller had a different computer system with different updating protocols.   Timing and maintenance were critical.   When we failed to receive data effectively, we agreed (written Support Agreement) called them(Sell-Side).  When our computers wouldn't communicate they called us.  Collaboration with the Buy-Side was even more important because their large numbers  paid our bills..

If Buy-Side customers wanted to query Mill data they would call us and we would alter code to support it. A very important part of the METALNET business was continual contact with both Buyers and Sellers.

     MANUFACTURERS NETWORK Corp.(1995)organized one of the first E-Commerce Beta-Tests in the country.  Unlike METALNET, it involved automatic

quotation and purchasing (EPAQ) . All parties were interested in streamlining the quotation and purchase of Maintenance, Repair and Operation(MRO) items. I signed Proctor & Gamble, Black & Decker, the City of Baltimore and many other significant companies to ascertain if the system would work. I also got interest from a few National Banks to possibly test credit and transfer funds. We were able to get major companies to work together to test a product that could help them all.