R P F, Inc.: April 1988 - Present

Management consultant specializing in situations requiring immediate interim top level management CEO/COO/CFO. Turnaround specialist. Continuation of previous career. Recent assignment (9/94 - 2/96): Interim CFO of three public (NASDAQ) companies: Dart Group Corporation (DARTA), Trak Auto (TRKA) and Crown Books (CRWN). Treasurer of DARTA, TRKA, CRWN same period. Unofficial COO of DARTA from 1/95 through 2/96. Reported to outside directors during most litigious period in Companies' history. Actively involved with Board of Directors in all aspects of negotiations with various Haft family members. Played key roll in final settlement with Ronald Haft. Original seven month agreement extended to seventeen months.

1996 – 1998: President of Arbinet (now “Arbinet theexchange”). Assisted founder in stabilizing and growing the Company at its earliest stage. Organization, planning, strategic relationship building. IPO candidate.

1998 – 2001: Co-founder Switch and Data Faciliites Co., a carrier neutral co-location provider. Grew company to 34 sites and 150 employees. Raised over $180 million in equity. IPO candidiate.

Beginning July 24, 2001: Serving as Chairman and Chief Executive Officer, Netsilica, Inc.

Contract diagnostic, valuation enhancement studies for companies of interest to banks, insurance companies, creditors, investors.

The Palmieri Company¹: 11/73 - 4/88: Synopsis

Chief Financial Officer public (NYSE & OTC) and private companies:

1983 - 1987: Chief Financial Officer: Baldwin United Corporation

(Public NYSE)

$9.5 billion company, 220 subsidiaries and affiliates. Complex mix of a wide range of companies including real estate, insurance, banking. Reorganized as Debtor-in-Possession. Full responsibility for all public reporting - preparation and publishing of 10Q's & K's. Managed SEC relationship from beginning through reorganization.

Served as active Director on Boards of all major subs. Served as a Director and Chairman of the Audit Committee of Empire Savings & Loan, Denver Colorado from 1983 to 1987, a $2.0 billion state chartered, federally insured savings bank. Sold for $40 million cash.

October 1987 - April 1988: Chief Financial Officer: Crazy Eddie Inc.

(Public OTC)

Takeover of a consumer electronics company. Found all Chief Financial Officer's files missing or destroyed. Uncovered $65 million fraud. Worked closely with investigative team including FBI to help determine how fraud was perpetrated.

Implemented systems required to produce essential management information previously unavailable to the Board and management. Rebuilt finance shop, systems, controls, and procedures from scratch. Made directly responsible for warehouse operations, chain wide distribution, and chain wide security in addition to all CFO duties.

Arranged $30 million emergency credit line from Fidelity Bank, Philadelphia, after the fraud was uncovered.

June 1989 - January 1990: Chief Financial Officer: Crazy Eddie Inc. (Public OTC) - Debtor-In-Possession. (Palmieri related, but under contract as RPF, Inc.)

At request of management, creditors, and court asked to reassume position of CFO (Debtor-In-Possession). Analysis indicated orderly liquidation. Responsible for overseeing all financial management, banking and reporting during liquidating Chapter 11.

1973 - 1983: Various major real estate workout, development management and related assignments including:

Vice President Finance - Penn Central Properties: Development, and sale of a wide range of real estate including hotels, major NYC office buildings, industrial parks, raw land, strip centers etc. Responsible for the division's business plans encompassing 10,000 properties, and 50,000 rental accounts.

Chief Financial Officer LSI Inc. (Levitt Homes): Workout and divestiture of Levitt Homes. Divested many losing operations and deals. Established meaningful business plans reporting systems and controls. Established a finance shop of appropriate size and function. Dismantled and replaced in-house computer department costing over $1.0 million per year with outside service bureau costing less than $200,000 per year.

Specific asset responsibility on troubled real estate of Teamsters Pension Fund and assets acquired from First National Bank of Chicago.

McKinsey and Company, Inc.: 4/70 - 11/73

Management consultant. High level public and private consulting in a wide range of companies and US government agencies. Identified key factors for success, developed plans for, managed required change.

U. S. Army: 1968 - 1970

Officer. Adjutant General Corp. Instructed senior military and civilian DOD personnel at US and overseas installations on the management applications of operations research and automatic data processing. Guest lectured at the US Army War College, Carlisle, PA., 1969, 1970.

Instructor, Purdue University - Indianapolis Campus, Data Processing Department. With Army permission taught evening undergraduate classes. Offered permanent position.

Standard Oil Company of New Jersey (Now Exxon): 1967 - 1968

Business analyst. Coordination and Planning Department. World headquarters, NYC.

PERSONAL

MBA Columbia University Graduate School of Business June 1967. (Dean's List)

BS Industrial Engineering Lehigh University June 1965. (Cum Laude)

Married. One child.

Instrument rated commercial pilot, single & multi-engine fixed wing and helicopter.

Adjunct Instructor MBA program: Saint Joseph’s University

¹The Palmieri Company

The Palmieri Company specialized in turnaround of troubled companies and assets, managing them to create or restore value. Financial services, real estate development and disposition, major hotel operation and then sale, consumer electronics, banking, insurance, R&D, are among the industries and clients served.

My specific responsibilities were primarily as a financial officer, often as a director. Assignments always included organization and staffing analysis: strengths, weaknesses, cost reduction/work simplification in addition to my standard CFO responsibilities: financial analysis, capital needs and structure, planning, control, management reporting, cash management and the treasury function - including investment strategy and management, banking relationships, debt structuring including obtaining and negotiating, tax matters, management information systems (MIS), coordination with the outside auditors and audit committee of the Board. In assignments where necessary, responsible for public reporting (10Q's & K's) and all SEC matters.

In addition, responsible for review and restructure of all property, casualty and other insurance programs to secure best coverages and value.