CEO and President @ From 2013 to Present (2 years) Greater New York City AreaBoard Member @ From 2014 to Present (1 year) Bedford, MAVP and General Manager, Professional Division @ Full P&L responsibility for all activities related to GenArts core enterprise media software department, including GenArts sales force, product management and marketing teams. Select responsibilities and accomplishments include: Sales: - Managed team of inside sales representatives led by inside sales manager complemented by targeted outside presence. - Sales conducted in 100+ countries and through multiple channels (direct, resellers (750+ partners) and distributors) - Sales covered complex product portfolio of 15+ products all with multiple licensing options (permanent license, upgrades, maintenance and rentals) Marketing - Led marketing efforts for all high-end products via multiple key areas: Lead generation for sales force (web generated, partner generated and trade show driven), branding and product marketing Product Management - Led PM efforts for all high-end products, primarily Sapphire, the leading Special Effects Suite for the top content creators globally - Drove product strategy for future Sapphire releases and other GenArts products New Business Development - Created new opportunities and partnerships in new markets through strategic and partner development (Example: Entry into Chinese video market via close relationship with key domestic product supplier, China Digital Video) From 2012 to February 2014 (2 years) Cambridge, MA, USAVice President of Sales and New Business Development @ Managed GenArts sales force, directed marketing support and managed a few other areas of key importance to the company including new business development, corporate development and strategy. Selected accomplishments include: Sales Management - Increased revenue by 45% by building and managing highly structured and metrics-driven proactive sales team (new concept for GenArts), including designing sales motion and lead rating system, hiring and training sales people and creating sales strategy - Managed a team of sales reps and marketing resources as needed - Created and launched multiple sales and marketing programs to support sales team - Designed and led installation efforts for sales and marketing metrics and accompanying systems to enable tracking, reporting and continuous improvement. As a result, GenArts tracks metrics on demand generation, sales person activity, sales pipeline and conversion New business development, corporate development and strategy - Spearheaded entry into new business areas for the company such as consumer – including P&L responsibility, designing business strategy, implementing early execution and staffing business - Managed ongoing M&A efforts which have so far resulted in the successful acquisition of 3 companies including, SpeedSix and Tinder, two UK-based competitors and Wondertouch, a US-based competitor. Efforts include all aspects of the M&A process: Evaluation of possible targets, valuation and negotiation, due diligence, legal execution and eventual integration into operations - Developed M&A strategy and accompanying strategic growth plan From 2011 to 2012 (1 year) Cambridge, MA, USADirector of Sales @ See above for combined description of role and responsibilities From 2008 to 2011 (3 years) Cambridge, MAConsultant @ Assisted clients in a variety of industries with a broad range of business problems from cost reduction to growth strategy. Selected projects and accomplishments include: - Assisted major healthcare company with broad cost reduction efforts, specifically focusing on fulfillment operations. Project included determining optimal fulfillment method (in-house vs. outsourcing), conducting feasibility study of options and subsequently helping client execute proposed strategy. Project resulted in several million dollars of cost-savings for client - Created growth strategy for fine chemicals company. Project included identifying and analyzing attractiveness of new growth markets, ability of client to succeed in these markets and evaluation and prioritization of possible targets - Conducted full strategy review for elite, top tier hedge fund. Project included determining attractiveness of the underlying markets of that each investment strategy (equivalent to business units), exploring where client could be best succeed given core capabilities and skills and what investments were needed to close capability gaps - Developed full-potential analysis of major clothes retailer. Project involved creating customer insight & segmentation analysis, determining key drivers of store-level productivity/profitability leading to a recommended geographic footprint and establishing action plan to regain profitability - Worked with several private equity firms to establish attractiveness of possible targets, including growth rates, competitive dynamics and regulatory factors of underlying markets From 2007 to 2008 (1 year) Investment Banking Analyst @ Transportation, Infrastructure and Services Group (TIS) and Technology, Media and Telecom Group (TMT) Selected deals and assignments: - Assisted several technology companies in evaluations of potential M&A targets, including determining valuation, possible competitive bidding situation and optimal timing for deals - Analyzed airline sector and performed extensive valuation of the €3.7bn Air France / KLM merger, only major European airline merger ever, resulting in an official documented opinion to KLM shareholders on the fairness of deal - Prepared comprehensive business review of transportation conglomerate, P&O, including optimal financial structure & division-level valuations leading to $600m divestment of shipping joint venture P&O Nedlloyd to Royal Nedlloyd and ultimate $8bn sale of P&O to Dubai ports World - Developed acquisition/operating model with consulting company for a private equity consortium in their €4.1bn purchase of ISS, the market-leading cleaning company - Led due diligence sessions, created marketing and documentation materials, and coordinated with capital markets and legal departments as part of $150m high yield bond issue by UK transportation company Sea Containers and Danish rail company DSB’s €1bn bond program - Performed detailed valuation, synergy, financial/strategic impact and interloper analysis for TUI which led to their $3.0bn purchase of CP Ships From 2003 to 2005 (2 years)

MBA @ Harvard Business School From 2005 to 2007 BA, Economics (Concentration: Financial Markets); Minor: Mathematics @ Colby College From 1999 to 2003 General Course Diploma, Economics and Mathematics @ The London School of Economics and Political Science (LSE) From 2001 to 2002 Frederik Rasmussen is skilled in: Sales Management, Sales Operations, Sales Strategy, Mergers, Acquisition Analysis, Process Management, Management Consulting, Strategic Planning, Business Strategy, Strategy Development, Business Analysis, Corporate Development, New Business Development, New Business Launch, Strategy, Marketing Strategy, Mergers & Acquisitions, Product Management, Entrepreneurship, Management