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Copyright (c) 2010 SummaLogic - All rights reserved
THE CFO’S GUIDE TO THE “CLOUD”
January 2010
Robert Keahey
WHITE PAPER
CONTENTS Executive Summary ............................................................................................................................................... 1
Cloud(s) Defined .................................................................................................................................................... 2
Cloud Characteristics ............................................................................................................................................. 3
Common Cloud Myths ........................................................................................................................................... 4
Myth 1 – Cloud Computing is Simply About Hardware and Software… ............................................................... 4
Myth 2 – Virtualization Equals Cloud Computing ................................................................................................ 4
Myth 3 – The Cloud is Cheaper ........................................................................................................................... 5
Myth 4 – The Cloud Solves Availability, Reliability and Scalability Problems ....................................................... 5
Myth 5 – Migrating In, Out and Between Clouds is Easy...................................................................................... 6
Five Key Questions the CFO Should Ask… ............................................................................................................. 6
1 – What is the corporation’s strategy for controlling the acquisition and utilization of cloud services? ............... 6
2 – Do the cloud providers offer standard service level agreement (and warranties), and do they offer sufficient
assurances for business availability and continuity? ............................................................................................ 6
3 – Who owns the burden of service initiation, integration and management, and are the costs properly
accounted for in the business model? ................................................................................................................. 7
4 – Who is responsible for data and information security, and what are the service provider’s policies with
respect to data privacy and use? ......................................................................................................................... 7
5 – How are intellectual property and licensing issues addressed in cloud services agreements?......................... 7
Summary ............................................................................................................................................................... 8
Glossary ................................................................................................................................................................. 9
Appendix A – Cloud Outages ................................................................................................................................ 10
About the Author ................................................................................................................................................. 11
About SummaLogic ............................................................................................................................................. 11
Table of Figures
Figure 1 - Cloud Computing Models ....................................................................................................................... 2
Figure 2 - Cloud Characteristics .............................................................................................................................. 3
SummaLogic The CFO’s Guide to The “Cloud” Page 1
EXECUTIVE SUMMARY
The “cloud”… It’s the hottest buzzword in town right now. Everybody is jumping on the marketing bandwagon
and promoting their products and services in the context of this latest IT and business model.
2009 was a pivotal year for cloud computing. While the adoption rate is still low (3-4%) among enterprises,
significant strides have been made in defining cloud computing, developing standards and delivering viable cloud
services – and migration services for moving to the cloud. We expect the buzz around the cloud to continue
through 2010 with significant adoption occurring in the 2011-2012 timeframe.
Much, if not all of the discussion around the cloud has focused on the Chief Information (CIO), Technology (CTO),
Marketing (CMO) and Security (CSO) Officer within the enterprise. But one key participant has been overlooked
in these discussions – the Chief Financial Officer (CFO). A lot of focus has been given to the technical and “social”
aspect of this new IT and business model. While the financial aspects have been touched upon – mostly in the
arguments over the cost of cloud computing/services – little focus has been given to the overall business impact of
this new model.
This white paper explores the aspects of the cloud that are of interest to the CFO – cost of ownership, risk
mitigation, business continuity and service level management. While this white paper is not intended to be a
“how to” guide for implementing cloud computing and service models, it is designed to prepare the CFO with the
basic knowledge required to understand the risk/rewards of cloud computing – and to arm him/her with the key
questions to ask during project/initiative reviews that require corporate expenditures for cloud services.
“Cloud computing represents a fundamental change in the relationship
between those who use solutions based on technology and those who
provide them. The result will reshape strategies from ‘budget’ to
‘business’ for both providers and consumers.”
Gartner Group
SummaLogic The CFO’s Guide to the “Cloud” Page 2
CLOUD(S) DEFINED
With all the hype surrounding cloud computing it has become difficult to determine what is a cloud and what isn’t.
While there are many different definitions for clouds, there are a few common models that have risen to the
surface over the past two years. Through the work of organizations such as the Open Cloud Consortium (OCC),
and the Open Cloud Standards Incubator (OCSI) group, the standards for cloud computing will continue to evolve,
but unfortunately are still at least 1-2
years away. In the interim, the industry
has somewhat agreed on the concept of
“private” versus “public” clouds as the
framework for defining clouds. Within
that framework there are generally three
categories of clouds:
Enterprise Clouds are computing
environments dedicated to a single
enterprise client. These clouds share
most of the features of the other cloud
models, but don’t suffer from some of
the risks associated with the other
models, such as security and availability.
Enterprise Clouds typically focus on IaaS
and PaaS models and are usually
designed, deployed and managed by the
enterprise itself, but may often be
outsourced to global IT providers such as IBM Global Services, EDS (HP), CSC or Perot Systems (Dell). In terms of
service level agreements (SLA), these are normally negotiated as part of the contract and are usually very
stringent.
Utility Clouds are similar to Enterprise Clouds, but are designed to support multiple clients (multi-tenant) within
the same infrastructure environment. Utility Clouds usually provide a fixed hardware and software architecture to
which the customer must adhere. This normally provides economies of scale and lower cost, but also introduces a
degree of risk related to lack of agility. Customers normally utilize this type of cloud to extend their dedicated
infrastructure (IaaS and PaaS) – utilizing their own applications and management tools within the environment.
Examples of Utility Cloud providers include Amazon (EC2, AWS, S3), Rackspace, Savvis, RightScale, TerreMark,
3Tera, Joyent, Elastra, Enomaly and GoGrid – with a cast of hundreds of other small to medium providers. SLAs
for Utility Clouds are usually fixed, with very little room for negotiation.
Services-Based Clouds are the largest sector within the market and offer a wide variety of capabilities. These are
not your typical services and focus more on PaaS and SaaS models – whereby the client utilizes the providers
application or platform (via APIs or SOA) as a way to outsource core applications (e.g, CRM, email, etc.), or to
leverage services that have been developed by others (e.g., Netflix, Facebook, Salesforce.com) to create new
offerings or extend the functionality of current offerings. These services are usually offered on a pay-per-use or
subscription basis and can dramatically reduce the capital requirements for new services as well as improving time
to market by eliminating the need to develop new capabilities (including the infrastructure to deliver them).
Private Public
IaaSPaaS
SOA-basedAPI-based
SaaSPaaS
Utility Cloud(Multi-Tenant)
Services-Based Cloud(Global User)
Enterprise Cloud(Dedicated)
Clo
sed
Op
en
IaaS – Infrastructure as a ServicePaaS – Platform as a ServiceSaaS – Software as a ServiceAPI – Application Programming InterfaceSOA – Service Oriented Architecture
IaaSPaaS
Cloud Computing Market 2012 - $42BSource: IDC
FIGURE 1 - CLOUD COMPUTING MODELS
SummaLogic The CFO’s Guide to the “Cloud” Page 3
Examples of Services-Based Clouds include Google Apps, Salesforce.com, force.com, Microsoft (Azure and
OfficeLive), Facebook, Twitter, NetSuite, Netflix, among a cast of thousands of similar players. SLAs for Services-
Based Clouds are usually less stringent (if provided at all, e.g., Salesforce.com basic contract) and are offered on
more of a “best effort” basis since the service is often provided at no charge (as a way to extend the market for the
service – e.g., Facebook and Netflix).
CLOUD CHARACTERISTICS Each of the cloud computing models have unique and at the
same time, overlapping functions. The following diagrams
depict a basic set of business issues that should be considered
when defining cloud strategies:
Capital Requirements – The amount of capital resources
that will typically be required to realize the business objective
enabled by the cloud computing service.
Elasticity Potential1 – The ability of the cloud service to
provide business capacity based on the current demand.
Reliability – The degree to which the cloud service is
available and provides the business service according to
defined service level agreements.
Security – The level of both physical and data security
provided by the cloud service provider to ensure business and
data integrity and confidentiality.
Manageability – The degree to which the customer can
monitor and control the environment that enables the
business service.
Variety of Services – The ability of the cloud service provider
to provide additional value-added business services (e.g.,
development platforms, subscription services, etc.)
Extensibility – The ability to quickly add new services to
support new business objectives.
Risk of Lock-In – The risk associated with selecting a
particular cloud service architecture that results in the
inability to transition without significant expense.
As seen from the analysis, Services-Based Clouds provide a high
degree of flexibility in obtaining services at a lower cost entry,
but at the same time suffers in the critical areas of reliability2,
security and manageability. The one advantage of Services-
Based Clouds is that they provide the opportunity to consume
services based on the demands of the business as opposed to
signing up for a fixed amount of resources.
1 Defined as “potential” since most cloud environments currently do not have the capability to reliably scale
up/down in an on-demand fashion. 2 See Appendix A – Cloud Outages for examples
012345
Capital Requirements
Elasticity Potential
Reliability
Security
Manageability
Variety of Services
Extensibility
Risk of Lock-In
Services-Based Cloud
012345
Capital Requirements
Elasticity Potential
Reliability
Security
Manageability
Variety of Services
Extensibility
Risk of Lock-In
Utility Cloud
012345
Capital Requirements
Elasticity Potential
Reliability
Security
Manageability
Variety of Services
Extensibility
Risk of Lock-In
Enterprise Cloud
FIGURE 2 - CLOUD CHARACTERISTICS
SummaLogic The CFO’s Guide to the “Cloud” Page 4
Utility Clouds offer a more well-balanced set of capabilities, but with a slightly higher cost of entry, which is
normally associated with the development (hardware, software, testing tools, etc.) of the business applications
that will run in the utility environment. But at the same time, the Utility Clouds provide a higher degree of
reliability and security, based on standard infrastructure models, common operational practices, and more robust
SLAs.
Enterprise Clouds provide the reliability, security and manageability expected for “mission critical” business
services, but at a significant cost of entry. This is due to the fact that in private clouds the customer normally3
owns the infrastructure (and associated system architecture responsibility) and simply outsources the operation
of the environment to a third-party. On the other hand, since the customer normally maintains control of
business and systems architecture, the risk of being locked-in to a particular service provider is reduced. The
downside of this model is that Enterprise Cloud providers usually can’t satisfy the dynamic scalability
requirements required by the customer since the acquisition cost of additional customer-specific infrastructure is
prohibitive. Additionally, since the customer controls the business and system architecture, the service providers
can’t or don’t provide a wide variety of services from which the customer can quickly construct new
business/service capabilities.
COMMON CLOUD MYTHS As with any new technology or capability, there is a high degree of “hype”, which often leads to a variety of
misconceptions. Cloud computing is no different in this respect. Before selecting a strategy upon which your
future business success depends, the following myths should be considered.
MYTH 1 – CLOUD COMPUTING IS SIMPLY ABOUT HARDWARE AND SOFTWARE…
…so it’s just another IT purchasing decision. While the hardware and software vendors would like for you believe
this, the fundamental premise of cloud computing is about service. Cloud computing is simply a means to an end,
and the focus of your cloud strategy should be driven by your business (and subsequently IT) strategy, and should
be outcome based. The customer/user of your cloud-enabled products or services should not be aware of or
concerned with the underlying technologies – which should be abstracted from the customer/user through service
interfaces. With the shift to service-focused IT, the role of the CFO becomes even more important in ensuring
that meaningful value propositions are developed that accurately reflect the business drivers of corporate cloud
initiatives.
MYTH 2 – VIRTUALIZATION EQUALS CLOUD COMPUTING
Like cloud computing, virtualization has received the lion’s share of attention and hype for the past few years. But
the two are not necessarily synonymous and are often confused. Virtualization technologies do play a key role in
enabling certain types of cloud computing services such as IaaS and some PaaS models, but virtualization is not
an absolute requirement for all types of cloud computing services – especially those services that are enabled via
APIs and SOA. Therefore it is critical to clearly understand the project aspects and costs associated with
virtualization and prevent unnecessary or unrelated hardware and software costs to be included in cloud
computing initiatives.
3 In some outsourcing agreements the service provider may acquire the assets from the customer and provide the
service on a “per unit” basis. Even in these cases there is still a fairly high capital cost associated with the development and maintenance of new and existing applications.
SummaLogic The CFO’s Guide to the “Cloud” Page 5
MYTH 3 – THE CLOUD IS CHEAPER
It depends… This is one of those areas that CFOs detest, and while we would like to present a binary answer for
this area, it actually does depend on your cloud strategy. If you are looking for a one-to-one replacement for your
existing IT service delivery infrastructure, then the answer is “no” – cloud computing will not necessarily save you
any ongoing operational costs. But if you are looking to build new service delivery infrastructure capabilities, then
you can definitely avoid capital outlays by acquiring IaaS and PaaS capabilities from a utility cloud provider. But
you must examine the total cost of ownership of the new service delivery model, including planning, transition,
operations and continuous improvement costs. Depending on the business model for which the new service
delivery capability is being deployed, the operational costs (data management, security, monitoring,
management, et al) may actually be higher than deploying dedicated infrastructure.
Application development and testing is an area that can enjoy the financial benefits of cloud computing services.
With the movement to agile development models that are geographically dispersed, the utilization of on-demand
(elastic) computing services that grow and shrink as your project mix changes can definitely reduce the capital and
operational costs associated with maintaining dedicated development environments.
MYTH 4 – THE CLOUD SOLVES AVAILABILITY, RELIABILITY AND SCALABILITY PROBLEMS
The fundamental premise of cloud computing is that it
transfers the responsibility of providing adequate and
reliable resources (IT and service instances) to the
cloud provider – thereby relieving the consumer of the
worry (and capital expense) associated with
maintaining these resources. In the Enterprise Cloud
model, this is typically true – since the underlying
business model is closely related to the outsourcing
model that has been in place for many years. Even
with these models the consumer must ensure that the
service includes provisions for service elasticity due to
seasonal demands, flash crowds and global events
which may cause abnormal stress on your business
applications. These contingency provisions usually
command an additional (usually premium) pricing
structure and require close management to ensure that
they adequately meet your demands.
As you move to the Utility and Services-Based Cloud models, the ability to lock in SLAs that provide guarantees of
performance becomes much more difficult, if not impossible. Utility Cloud providers will normally warrant the
performance of their compute, networking and storage (IaaS) and hosting/development platform (PaaS), but
again, as in the case with Enterprise Cloud providers, scalability is usually defined as an add-on service and must
be negotiated as part of the contracting process. Services-Based Cloud providers (SaaS and API/SOA-based) tend
to provide even less guarantees of performance, leaving you at significant risk in the event of service provider
failure.
GOOGLE AND PARTNERS DO NOT WARRANT THAT (i)
GOOGLE SERVICES WILL MEET YOUR
REQUIREMENTS, (ii) GOOGLE SERVICES WILL BE
UNINTERRUPTED, TIMELY, SECURE, OR ERROR-FREE,
(iii) THE RESULTS THAT MAY BE OBTAINED FROM THE
USE OF GOOGLE SERVICES WILL BE ACCURATE OR
RELIABLE, (iv) THE QUALITY OF ANY PRODUCTS,
SERVICES, INFORMATION, OR OTHER MATERIAL
PURCHASED OR OBTAINED BY YOU THROUGH
GOOGLE SERVICES WILL MEET YOUR EXPECTATIONS,
AND (V) ANY ERRORS IN THE SOFTWARE WILL BE
CORRECTED.
Google Applications Terms of Service
http://www.google.com/apps/intl/en/terms/user_terms.html
SummaLogic The CFO’s Guide to the “Cloud” Page 6
MYTH 5 – MIGRATING IN, OUT AND BETWEEN CLOUDS IS EASY
Just like the many differences in vendor-specific IT technologies, there are as many or more variations between
cloud architecture and vendors. As seen earlier, there are different models for clouds (Enterprise, Utility,
Services-Based), and identifying the business drivers and developing the right strategy for migrating your mission
critical applications to a cloud is the critical first step. Once you have selected a particular cloud strategy, model
and service provider(s) there a several business and technical issues that must be considered when deciding to
move to a new model: security, data migration, management and control, technical integration, and very
important (but often overlooked), process and culture.
The area of cloud strategy, migration and management has led to the birth of a new class of “as a service”
offerings – Integration as a Service. Companies like ServiceMesh, Sun Microsystems (Cloud Strategic Planning
Service), HP (Cloud Discovery Workshop and Cloud Roadmap Service), Cast Iron Systems, and Symplified offer a
variety of planning, integration and migration services to determine if your business services, systems and
applications are “cloud eligible”.
FIVE KEY QUESTIONS THE CFO SHOULD ASK… While there are many elements (most in continuous state of flux) of the cloud computing equation, there are a
few key questions that every CFO should consider – and feel comfortable with the response – when reviewing
initiatives that affect the corporation’s ability to deliver services and have the potential to alter its brand
perception.
The five questions shown here, while somewhat simple in their context, form the basis for further discussion –
ultimately leading to a level of assurance that all the CxOs within the corporation are in sync when it comes to
developing a new service delivery capability.
1 – WHAT IS THE CORPORATION’S STRATEGY FOR CONTROLLING THE ACQUISITION AND
UTILIZATION OF CLOUD SERVICES?
This probably the most overlooked question when it comes to cloud services. With the ability to acquire services
with the use of a credit card, it is becoming increasingly difficult to control how services are acquired – and the
potential downstream affects on costs, quality of service and brand management. Additionally, for those
agreements that are properly initiated, what provisions are in place to prevent overspending? Much like the
controls that have been put in place for office supplies, the CFO must strike a careful balance between business
agility and corporate bureaucracy…
2 – DO THE CLOUD PROVIDERS OFFER STANDARD SERVICE LEVEL AGREEMENT (AND
WARRANTIES), AND DO THEY OFFER SUFFICIENT ASSURANCES FOR BUSINESS AVAILABILITY
AND CONTINUITY?
As seen from the Google example above in Figure 2, many cloud services do not offer stringent SLAs and
warranties. Granted, these can be obtained through supplemental negotiations (even with Google), but with the
ability to acquire services at all levels in the organization, it is critical that the enterprise has a clear and concise
policy with regards to the minimal acceptable level of performance and risk mitigation and management. Given
that line of business services are now comprised of multiple delivery models, this area requires careful oversight.
SummaLogic The CFO’s Guide to the “Cloud” Page 7
3 – WHO OWNS THE BURDEN OF SERVICE INITIATION, INTEGRATION AND MANAGEMENT,
AND ARE THE COSTS PROPERLY ACCOUNTED FOR IN THE BUSINESS MODEL?
With the diversity of cloud models, it quickly becomes obvious that there is no “one size fits all” solution. This is
also true for the diversity of methods for planning, execution and management of cloud strategies. This leads to
the necessity for a new set of methods, processes and tools (including third-party relationship and associated
management) to successfully execute a cloud strategy. Historically this function has been handled by IT, but with
the shift to business-oriented services enabled by clouds, a new structure is required – one that blends lines of
business and IT into a single delivery model with a common focus.
4 – WHO IS RESPONSIBLE FOR DATA AND INFORMATION SECURITY, AND WHAT ARE THE
SERVICE PROVIDER’S POLICIES WITH RESPECT TO DATA PRIVACY AND USE?
Much has been written about the use of customer’s data (e.g., Facebook). Who owns the data in the cloud? You?
Your customers? Your cloud service provider? Do they use customer's data to promote their business interests
like offering advertisements based on the data content, selling the customer behavior/information for third party
marketing, etc., and if so, what are the potential brand implications for your company? Additionally, are there
any data locality issues (governance, security and privacy) regarding the storage and maintenance across
geographic boundaries?
5 – HOW ARE INTELLECTUAL PROPERTY AND LICENSING ISSUES ADDRESSED IN CLOUD
SERVICES AGREEMENTS?
Like data, the issue of intellectual property is becoming an increasingly visible component (issue) in cloud services.
The question of to what extent and for what purpose cloud services can be used is an area that is not clear in most
cases. This requires careful consideration when adopting a Services-Based Cloud approach, especially when using
APIs and SOA models. Are the guidelines, policies and limitations for allowable use clearly defined?
An outgrowth of the virtualization aspect of cloud enablement is the issue of license management. With the
ability to quickly deploy new “virtual” instances of service delivery infrastructure, the policies around proper use
and control of software licenses becomes more important. And this extends to third-party providers, who may
put your business at risk if they violate licensing and intellectual property rights.
SummaLogic The CFO’s Guide to the “Cloud” Page 8
SUMMARY Cloud computing is here to stay – at least for the foreseeable future. As stated earlier, it’s not just about hardware
and software. Cloud computing is a new model for business service development and delivery. As such, it
requires new planning, operational and measurement policies, practices and tools.
There are numerous advantages to cloud computing – first and foremost is its promise of agile business services.
But with that agility comes risk, which must be closely monitored. These new service delivery models now put the
management of your brand into the hands of your customers – they have the tools (and the clout) to reshape your
image. So one misstep in service delivery can have catastrophic consequences.
Historically the planning and execution of IT service delivery models was in the hands of the CIO, CTO and CSO.
With the convergence of business and IT, the role of the CMO, and more particularly, the CFO have become much
more important in ensuring the viability of these new approaches to providing real-time, global services to a new
breed of very demanding customers.
While there are hundreds of business and technical questions that must be answered to ensure a successful
deployment of a new service, this white paper focuses on a few key questions that the CFO, as a custodian of
corporate assets, should always ask when approving new strategies and additional resources. While they are
fairly high level in nature, these questions get to some of the key issues that, without proper consideration and
oversight, can result in significant impact to the enterprise’s bottom line – and reputation.
SummaLogic The CFO’s Guide to the “Cloud” Page 9
GLOSSARY Application Programming Interface (API) – a language and message format used by an application program to
communicate with the operating system or some other control program such as a database management system
(DBMS) or communications protocol. APIs are implemented by writing function calls in the program, which
provide the linkage to the required subroutine for execution. Thus, an API implies that some program module is
available in the computer to perform the operation or that it must be linked into the existing program to perform
the tasks.
Infrastructure as a Service (IaaS) – a computing environment in which dynamically scalable and virtualized
computation and storage resources are offered as a service. This service abstracts the number of service
consumers from the need to invest in low-level hardware, such as servers and storage devices.
Platform as a service (PaaS) – provides operating system and application platform–level abstractions to service
consumers. PaaS provides system resource–management functions to schedule processing time, allocate
memory space, and ensure system and application integrity within a multitenant environment. PaaS application-
development tools enable service consumers to build cloud applications that run on the hosted platform.
Service Oriented Architecture (SOA) – defines how two computing entities, such as programs, interact in such a
way as to enable one entity to perform a unit of work on behalf of another entity. Service interactions are defined
using a description language. Each interaction is self-contained and loosely coupled, so that each interaction is
independent of any other interaction.
Software as a service (SaaS) – refers to applications that are hosted by third-party service providers, usually
accessed through web browsers or installed desktop applications interacting with the hosted applications. In
some cases, SaaS providers also offer web services to allow enterprises to integrate data and business processes
with SaaS applications.
Web Services – automated information services that are conducted over the Internet, using standardized
technologies and formats/protocols that simplify the exchange and integration of large amounts of data.
SummaLogic The CFO’s Guide to the “Cloud” Page 10
APPENDIX A – CLOUD OUTAGES The following are examples of cloud service outages that occurred during 2008 and 2009. This information is
provided to simply show the types and frequency of outages, and is in no way intended to represent an opinion or
indictment of the service provider’s ability to deliver and/or the quality of the service.
Service Date(s) Outage/Impact
Rackspace
June 2009 July 2009 November 2009 December 2009
Multiple hardware and power failures, resulting in $2.5 million and $3.5 million in service credits issued
Twitter August 2009 Denial of service attack disables service for several hours
PayPal August 2009 Online payment services disrupted for over an hour due hardware issues
T-Mobile/Microsoft Danger October 2009 Multi-day outage for Sidekick users and possible
loss or corruption of data
Google Mail March 2009 August 2009 September 2009
Multi-hour outages resulting in loss of access to mail services
Microsoft Azure January 2009 March 2009
Multi-hour outages resulting in loss of access to Azure hosted applications
Amazon EC2, S3, AWS
February 2008 July 2008 February 2009 December 2009 January 2010
Multiple, multi-hour outages due to hardware/software failures, power failures, denial of service attacks
Salesforce.com January 2009 One hour outage due to core network device failure
ma.gnolia.com January 2009 Multi-day outage resulting in data corruption and loss
SummaLogic The CFO’s Guide to the “Cloud” Page 11
ABOUT THE AUTHOR Successfully identifying, analyzing and creating compelling value propositions for emerging technologies that drive
both top and bottom line value for global enterprises of all sizes is Robert Keahey’s expertise.
Mr. Keahey, who holds an Information Technology Infrastructure Library (ITIL) V3 Foundation certification, brings
to his clients a successful track record of innovation, strategic technology and business planning and
development, superior service delivery and operational know-how complimented by a variety of information
technology industry experiences. He has a network into high level executives in the information technology
industry and has partnered with key players such as Microsoft, Sun, Cisco, EMC and Oracle to develop industry
leading capabilities. He also has relationships with numerous venture capital firms and has assisted in the
evaluation, development and acceleration of the business plans of several of their portfolio companies.
Visit his blog at www.robertkeahey.com
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