Robert Land

Public Company; 1001-5000 employees; Health, Wellness and Fitness industry

June 2005 – March 2007 (1 year 10 months)

I joined i-Trax, (a publicly traded holding company) in June 2005 as a member of the leadership team with the goal of re-positioning iTrax's core aquisition, CHD Meridian Healthcare. CHD Meridian was the largest corporate healthcare service provider in the US.

As the CIO for the corporation, my role involved developing and executing a unified information technology strategy, overseeing IT compliance, transforming the corporation to operate in a cloud computing based architecture and leading people through difficult change and transition. In addition, I had executive responsibility for numerous clients in support of the company’s sales and customer experience disciplines. I left iTrax prior to the Walgreens Co. acquisition and merger into their Take Care Health Division.

March 2003 – May 2005 (2 years 3 months)

Outercurve was one of the first RIM Blackberry remarketers In the US. The company was focused exclusively on the financial services industry. After acquiring Outercurve out of bankruptcy, I was part of a management team that set out to recapitalize and reposition the company as a Blackberry application service provider.

My role focused on navigating the strategy, technology, product development, marketing and global expansion of the business.As a result it required me to travel and live between various parts of the world including London, Saudi Arabia and Dubai.

We launched InfoEdge, a technology driven service that extended the Bloomberg and Reuter’s financial desktop along with the Wall Street Journal and Financial Times web news service to a Blackberry. The service freed brokers, analysts and investment bankers from their desks and provided anywhere, anytime access to critical alert driven market-changing information.

As part of a planned exit strategy, the company was sold to a private concern based in the UAE in 2006.

August 2001 – October 2002 (1 year 3 months)

InteliHealth is an industry leading Internet health portal and wholly owned subsidiary of Aetna in association with the Harvard Medical School.

The impact of the dotcom bust impaired the company’s existing strategy of selling web-based health content and digital advertising services. My role at InteliHealth focused on leading the approach for innovating the strategy, marketing and business development functions for the purpose of achieving sustainable revenue growth.

Searching for new revenue producing options, we identified an opportunity to leverage InteliHealth’s information and technology assets to retain existing Aetna customers and attract new corporate accounts. This shift spawned the development of an Internet based, on-demand health and wellness service marketed as “Simple Steps to a Healthier Life”.

With the launch of Simple Steps, my focus shifted to supporting the selling efforts of regional Vice Presidents in retaining and closing new business for Aetna. Today, Simple Steps continues to serve as a key component to Aetna’s marketing strategy. I left the company at the time InteliHealth was being formally merged into Aetna.

January 1998 – June 2001 (3 years 6 months)

In 1998, I launched OnlyBrands.com, an Internet marketing company that developed a portfolio of over one hundred plus vertical “OnlyBrands” web sites. One of the most popular and successful properties was OnlyMusicians.com.

The best way to describe OnlyMusicians.com is to compare it to MySpace for unsigned music Artists, but with a carefully architected technology framework where an Artist could have their own site within a site along with the ability to participate in local music scenes, sell their digital music offering and promoting the bands live shows. OnlyMusicians.com competed predominately with MP3.com but our focus was showcasing and feeding talent to A&R executives.

At it’s peak, OnlyMusicians.com had approximately 14,000 independent Artists from twelve countries as participants in the service. The company was sold along with the associated e-commerce technology assets to one of the largest online retailers of musical instruments in 2001.

November 1982 – June 1997 (14 years 8 months)

In 1983, I launched Adaptive Strategies, Inc. as an information technology systems integrator focused on developing “interoperability” solutions that used the PC as an access point to information across the enterprise. The company's distinct advantage and ultimate success was predicated on bringing together the best technical talent available, delivering tangible and fixed priced solutions to complex business situations and remaining focused on servicing our customers.

By 1990, Adaptive Strategies had developed a solid reputation with the top Fortune 1000 companies within the financial, pharmaceutical, healthcare, and insurance sectors. It was at this point of the company’s evolution that the service model transitioned to implementing large scale Enterprise Networking and Client/Server Computing solutions. Then came the call from Microsoft that changed everything.

In 1991, Adaptive Strategies was selected as one of the original nineteen Microsoft Solution Provider Partners. The company's revenue growth prompted an opportunity to expand the business operations nationally opening offices in New York, Chicago and San Francisco.

The company was acquired by a publicly traded holding company in June 1995.

Public Company; 10,001+ employees; HPQ; Information Technology and Services industry

1980 – 1982 (2 years)

My role involved the management of commercial accounts and the marketing of the VAX Computing and Rainbow PC products within the Mid Atlantic Region.

Public Company; 10,001+ employees; CPB; Food & Beverages industry

1977 – 1980 (3 years)