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000-M48 | Lotus Web Content Management Technical Sales Mastery Test v2

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000-M48 - Lotus Web Content Management Technical Sales Mastery Test v2 - braindump

Vendor IBM
Exam Number 000-M48
Exam Name Lotus Web Content Management Technical Sales Mastery Test v2
Questions 30 Q & A
Recent Update February 14, 2019
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000-M48 exam Dumps Source : Lotus Web Content Management Technical Sales Mastery Test v2

Test Code : 000-M48
Test Name : Lotus Web Content Management Technical Sales Mastery Test v2
Vendor Name : IBM
Q&A : 30 Real Questions

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IBM Lotus Web Content Management

IBM Strengthens Its content material administration strategy | killexams.com Real Questions and Pass4sure dumps

IBM Strengthens Its content management strategy

enterprise will use Aptrix technologies in its content material construction part for Lotus workplace

  • by way of Stephen Swoyer
  • 07/30/2003
  • IBM Corp. recently moved to raise its portal, collaboration and content administration ideas when it purchased Aptrix, a content material administration software issuer.

    Australia-primarily based Aptrix is an IBM company partner; its content administration options enhance big Blue’s Lotus Domino, WebSphere application Server, and DB2 content supervisor items.

    in accordance with Mike Loria, director of the advanced collaboration group with IBM Lotus, huge Blue will use Aptrix technologies to increase its Lotus workplace providing with a new part, Lotus place of work content construction.

    “For lack of a much better metaphor, three key legs to that [Lotus Workplace Content Development] stool can be portal and internet know-how, collaboration, and content know-how,” Loria comments. “certainly, we already had the portal and the collaboration, however Aptrix gives us dynamic delivery of content … [that is] personalised and timely.”

    In early can also, Aptrix launched content material Server Domino edition 4, which is geared towards SMB (small and medium enterprise) and commercial enterprise customers. Aptrix also markets a content material Server edition for WebSphere.

    these days, corporations have turned to content material management servers to help them arrange, keep, and search documents, Loria spoke of. until now, WebSphere portal has offered simplest restrained content material administration capabilities: “within the portal, we had some primary content publishing services, however for probably the most part, we in fact did not have a web content material management ability.”

    Robert Lerner, a data warehousing analyst with present evaluation Inc., thinks that settling on up Aptrix became good. “Aptrix's internet content management technology fills a niche in IBM's content administration capabilities,” he points out. “[The] company lacked powerful net content management capability, which was being provided through such third-birthday party solutions as Aptrix's. furthermore, the integration will support IBM meet the expanding demand for tightly integrated finest-of-breed options that combine portal, content material management, and collaboration, and enhance its capacity to help its version of the On Demand atmosphere.”

    IBM has had a lot of success integrating a lot of its recent acquisitions, together with integration utility experts CrossWorlds and Holosofx. in this case, Loria suggests, because Aptrix is already an IBM business partner constructing solutions that help massive Blue’s items, the acquisition has been even smoother. “It’s somewhat simplified via the undeniable fact that they targeted our customers and our platforms, so if we were buying a corporation that basically focused a competitive platform … you definitely run into challenges.”

    current evaluation’ Lerner speculates that IBM has already largely completed the combination of the Aptrix technologies. “IBM turned into wise in announcing the supply of Lotus place of work content material development offering at the present. among different issues, the announcement signals that the acquisition is complete and that IBM has hit the street operating with the technology.”

    concerning the creator

    Stephen Swoyer is a Nashville, TN-based freelance journalist who writes about know-how.


    IBM isn't any. 1 in Portal application, record Says | killexams.com Real Questions and Pass4sure dumps

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    IBM makes use of Amazon To Leapfrog Microsoft On a way to The Blue Cloud | killexams.com Real Questions and Pass4sure dumps

    IBM is advancing its aggressive cloud computing strategy with a string of announcements this week. essentially the most contemporary turned into IBM’s partnership with Amazon net capabilities to enable access of its application to solution suppliers using Amazon’s cloud computing functions. The partnerships offers pay-as-you-go access to development and production versions of IBM assistance management database servers, IBM Lotus content management, and IBM WebSphere portal and middleware items through Amazon’s EC2 cloud computing carrier. The partnership makes sense as a result of Amazon has been an early chief within the cloud computing sphere, and IBM is making strides towards fitting the master of cloud computing. Microsoft is readying its own cloud-computing software service, windows Azure, so as to enable developers to create functions and applications which are supported by using Microsoft’s records centers.

    IBM is also proposing free Amazon computing device photographs of its utility applications for construction and verify applications, with a view to enable application developers to right away build purposes in line with IBM utility inside Amazon EC2. IBM also noted that its Tivoli carrier administration utility can be used on Amazon EC2 to help customers handle the infrastructures within the cloud computing sphere.

    Amazon elevated on the reasoning in the back of this deal on its web services blog:

    “existing IBM customers can use the licenses they’ve already purchased while nonetheless taking talents of the elastic nature of AWS to address spikes and peaks. These licenses continue their value and may be used to tackle consistent state processing needs, with more licenses available (on an hourly groundwork) within the cloud for peak instances. This clear and inventive new model should still clear up one of the crucial uncertainty which may cause potential clients to believe twice before leaping in to cloud computing. “

    So the implication here is that IBM is using Amazon as service provider to play in the cloud computing sphere and is additionally pricing the transition in order that it is easy for current customers to swap to cloud computing. IBM has been making aggressive moves towards making its mark in the cloud computing sphere, together with its contemporary partnership with Juniper Networks to present cloud computing features to IBM valued clientele, which we mentioned on previous this week. For greater guidance on cloud computing, please join TechCrunch and TechCrunchIT for a circular desk dialogue and meeting on cloud computing on February 27, 2009.


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    Regulators globally seek to curb supercomputer trading glitches | killexams.com real questions and Pass4sure dumps

    By Christopher Elias

    LONDON, Aug. 31, (Business Law Currents) – A series of stock market glitches has prompted regulators around the world to introduce new regulations to limit the impact of computer malfunctions on trading. Shielding markets from another Knight Capital disaster, the new rules seek to defend market participants from malicious machines and risky robots.

    Stock market savior

    Hoping to ride to the rescue of market participants are regulators in the U.S., Europe, Australia and Asia, which are hotly debating new rules to prevent further technology hiccups from impacting markets around the world.

    Problems have arisen from a variety of sources including everything from sophisticated algorithm malfunctions to rather more mundane router failures.

    In this year alone Knight Capital, Facebook, BATS, the Madrid Stock Exchange, the New York Stock Exchange and the Tokyo Stock Exchange have all suffered at the hands of technology as outages and flash crashes traverse the world’s exchanges.

    With computers playing an ever greater role on stock markets, regulators are waking up to their potential dangers. Capable of executing millions of trades a minute, sophisticated technology now does much of what their human counterparts used to. However, with great speed comes great responsibility, and, as the Knight Capital incident demonstrated, potentially great losses.

    With computers trading securities in microseconds they are able to cause sudden and sharp changes in stock markets. Most recently a software glitch in an algorithm operated by Knight Capital was able to inflict $440 million of losses on the company in under an hour.

    Making the matrix

    According to some surveys, high frequency trading firms – firms that operate computerised algorithms capable of trading in a fraction of a second – now account for 73 percent of all equity orders (by volume) in the United States, 40 percent in Europe and between 5 percent and 10 percen of orders in Asia.

    The largest high-frequency trading (HFT) firms in the U.S. include Getco LLC, Knight Capital Group, Jump Trading and Citadel, all of which seek to make razor-thin margins on a massive number of trades every day.

    HFTs work by placing enormous numbers of securities trades, hoping to make individually small but collectively large margins on tiny discrepancies in the markets. Technology based trading systems are not confined to the HFT industry, however. A number of other algorithmic traders work by employing a range of trading strategies on a much slower timescale.

    Recently, however, fears have grown that algorithmic (including HFT) trading has the potential to cause massive adverse effects to stock markets and their participants. Most notable was the recent software glitch at Knight Capital that almost put the company out of business, as shareholders saw their holdings almost wiped out from a hefty rescue package from its competitors.

    Knight Capital

    As part of software upgrades to the firm’s systems in preparation for the launch of the NYSE’s new retail liquidity program, Knight Capital inadvertently turned on an old piece of software that flooded U.S. stock markets with errant trades.

    The software problem caused Knight Capital to buy and sell about 150 different stocks over a period of 30 to 45 minutes, amassing a $7 billion position it later had to unload at a loss.

    According to Knight Capital, the loss resulted from a technology issue at the open of trading at the NYSE on August 1, 2012. The issue related to an installation that day of trading software and resulted in Knight Capital sending numerous erroneous orders in NYSE-listed and NYSE Arca securities into the market. Although the software was subsequently removed, it resulted in the company realising a pre-tax loss of approximately $440 million.

    As a result of the software malfunction, Knight Capital disclosed that it was the subject to litigation by parties alleging that they have been damaged by this technology issue, including its shareholders. Knight Capital also faces possible SEC or other regulatory action over the issue.

    Following the trading glitch, Knight Capital was forced to accept a rescue package from Blackstone, Getco, Jefferies and others to avoid bankruptcy. The rescue, a de facto takeover, demonstrates just how costly the glitch was to the company, with shareholders suffering around a 75 percent dilution as a result of the rescue package.

    Japanese jitters

    Technology was also responsible for problems on the other side of the Pacific recently, as trading in derivatives on Japan’s largest exchange was halted. A broken router in the TSE’s Tdex+ derivatives trading system, installed last November, affected all trading of Topix futures, government bond futures and options for more than 90 minutes in early trading as an automatic switch to a backup router failed to work properly.

    The glitch comes six months after the TSE suffered a breakdown in its data distribution system that knocked out an entire morning’s trading of stocks, at the height of the third-quarter reporting season.

    Similar technology faults were seen in Spanish equities, which were disrupted for more than four hours at the beginning of the month when a technical glitch hit the systems of stock market operator Bolsas y Mercados Espanoles SA (BME).

    In April, BME switched to a new, faster platform better suited to high-frequency trading, although the changeover has not been without its complications. The temporary shutdown paused trading in the Ibex 35, Spain’s benchmark index, before having a knock-on impact on Smartpool and NYSE Arca Europe, who both host instruments that take their main feed from stocks listed on the Spanish exchange.

    These high profile problems follow difficulties with company IPOs that saw trading in Facebook shares severely limited and BATS failing to pull off an IPO on its own exchange.

    Such failings have led to a rush in regulator initiatives designed to curb some of the more obvious risks of technology based trading.

    Regulatory developments

    ESMA guidelines

    Effective 1 May 2012, the European Securities and Markets Authority (ESMA) has issued guidelines on algorithmic and high frequency trading that seek to protect markets within the European Union.

    Covering regulated markets and multilateral trading facilities, it also applies to investment firms including those that operate algos as well as those firms proving direct market access as part of the service of the execution of orders on behalf of clients.

    The guidelines are not restricted to the trading of shares but cover trading in an automated environment of any financial instrument (as defined by MiFID).

    Among other things, the guidelines require investment firms to:

  • Provide a feed of the firm’s orders in as close to real time as possible and require systems that monitor these orders. ESMA also proposes that firms have staff members present who can monitor these systems on a continuous basis and be able to respond to enquiries from competent authorities or trading venues;
  • Establish a governance and compliance process to consider the commercial, technical, risk and compliance considerations that out to relevant to electronic trading systems, including trading algorithms;
  • Develop testing methodologies for new algorithms that might include performance simulations/back testing or offline testing within a trading platform testing environment;
  • Place limits on the number and value of trades being placed by a new algorithm;
  • Be able to block or cancel orders that do not meet set price or size parameters.
  • In respect of trading platforms, the guidance includes that firms should:

  • Make use of clearly delineated development and testing methodologies prior to deploying an electronic trading system, and prior to deploying updates;
  • Develop standardized conformance testing to ensure that systems being used to access a trading platform have a minimum level of functionality that is compatible with the platform’s electronic trading system and will not pose a threat to the fair and orderly trading on that platform;
  • Have the ability to limit access, cancel or amend transactions and prevent the excessive flooding of the order book at any one moment in time, through limits per participant on order entry capacity;
  • Have throttling limits to prevent capacity limits being breached;
  • Have effective arrangements to prevent Ping Orders (small orders design to ascertain hidden orders on dark platforms), Quote Stuffing (entering large numbers of orders and/or cancellations to camouflage trading strategies), Momentum Ignition (entry of orders or a series of orders to start or exacerbate a trend) and Layering and Spoofing (submitting multiple orders on one side of the order book to extract a trade at a certain value on the other side of an order book).
  • Australia

    In Australia, the Australian Securities & Investments Commission (ASIC) has put forward similar draft rules on market integrity, although with a few nuances of their own.

    As well as rules on testing, monitoring and cancellations, the ASIC is proposing a self certification process by which investment firms will be required to provide evidence of the systems put in place to control their algorithms (known as “AOPs” in Australia).

    Part of these rules will see the ASIC require annual testing by market participants of their automated operating process (“AOP”) systems, policies and software, to ensure that they continue to function as expected.

    Investment firms will be required to provide an annual notification to ASIC within 10 business days of conducting an annual review detailing the checks made and declaring that nothing came to the attention of the firm during the previous 12 months that would indicate that the firm was unable to comply with the AOP rules.

    Before using an automated order processing system, a market participant will also be required to obtain written representations that it has the appropriate organizational and technical resources, arrangements and controls in place.

    The written representation must be provided by a person suitably qualified and experience in algorithmic trading, include the names of the people making the representation and set out the methodology used to calculate the appropriate security arrangements, testing preparation and system controls.

    Hong Kong

    In July, Hong Kong’s Securities and Futures Commission (SFC) issued a consultation paper on the regulation of electronic trading. It noted that in line with other major international markets, it had observed that market players in Hong Kong are also using complex trading algorithms for the execution of sophisticated trading strategies.

    At present, the SFC relies on the general principles in existing codes and guidelines to regulate algorithmic trading and is considering adding specific rules for algos.

    Much like Europe and Australia, the HK rules place the burden on intermediaries to ensure that pre-trade risk management controls and post-trade monitoring exist to minimise the risk of flash crashes. Pre-trade controls include setting appropriate trading and credit thresholds for each client or proprietary account and alerting or preventing the entry of erroneous orders.

    In a slight divergence from Europe and Australia, the rules extend pre-trade risk protections on algorithmic trading to all internet trading provided to clients by brokers. This means that at least some of the risk management controls will extend to retail clients using internet trading services.

    The SFC’s consultation also suggests that it will implement requirements for testing of algorithms prior to launch by suitably qualified persons.

    U.S.

    Although the SEC produced an extensive report on the market events leading up to the ‘flash crash’ of May 6, 2010 formal rule making has been thin.

    In November 2010, the SEC introduced SEC Market Access Rule (15c3-5), designed to eliminate unfiltered” or “naked access” to equity execution venues and requires brokers to establish pre-trade risk controls in all cases but has made little formal regulations since.

    Rule 15c3-5 requires brokers to establish, document, and maintain a system of risk management controls and supervisory procedures reasonably designed to manage the financial, regulatory, and other risks, such as legal and operational risks, related to such market access.

    Specifically, the rule requires broker-dealers to limit the financial exposure of the broker or dealer that could arise as a result of market access and to ensure compliance with all regulatory requirements applicable with market access.

    The financial risk management controls and supervisory procedures must prevent the entry of orders that exceed pre -set credit or capital thresholds, or that appear to be erroneous.

    According to Rule 15c3-5 it may be appropriate for broker-dealers to fine-tune these thresholds on a sector or industry as well as an exchange by exchange basis. For example, it may be reasonable for a broker to set a credit limit for a customer of $1 million with individual market centre credit limits of $200,000 (for five exchanges or ATSs).

    Rule 15c3-5 does not, however, specify what would be an appropriate credit or capital limit for clients and instead devolves responsibility to brokers to determine what would be a reasonable restriction.

    On an annual basis, the CEO or equivalent of the broker-dealer will be required to certify that the risk management controls and supervisory procedures comply with Rule 15c3-5 and that a regular review of procedures and systems had been conducted.

    In March 2011, the CFTC Technology Advisory Committee recommended introducing pre-trade risk controls for firms providing direct market access for clients. These include ensuring that customers do not take on excessive risks through placing quantity limits on individual orders, introducing price collars (ensuring prices are too far away from current market rates), execution throttles, message throttles and kill buttons.

    The Financial Industry Regulatory Authority (FINRA) has also stated that it expects firms generating orders by the use of trading algorithms to have written policies and procedures in place that are reasonably design to ensure that such trading complies with applicable rules, regulations and laws, including anti-manipulation provisions.

    Fearing the machines

    Despite these regulatory developments a number of companies disclose the threat that flash crashes and market glitches may still pose to their businesses. For example, Abbey National Treasury Services Plc, part of the Santander Group, notes in its €2 billion German Note and Certificate Programme that the events such as the Flash Crash in New York on 6 May 2010 could mean that the value observed for notes that link to securities might not reflect the true value of the underlying assets.

    For example, Abbey notes that during the Flash Crash, the market moved significantly downwards before subsequently correctly shortly afterwards. While its securities may include provisions to allow the postponement of valuation in the event of certain disruptions in the market, not all significant market movements will be covered by these provisions. There may therefore become a disconnect between the value assigned to the relevant assets versus their actual value.

    Similar disclosures were made by investment funds that warned that sharp market movements could impact upon their strategies.

    Factorshares S&P GSCI 2X Crude Oil Premium stated that it might invest in substitute futures or financial instruments if the market for a specific Index Futures Contract experiences emergencies or disruptions, such as a trading halt or flash crash.

    MA Managed Futures funds disclosed that a flash crash could undermine the effectiveness of its stop-loss orders. It noted that stop-loss orders may be executed at a much lower level than the stop price if the market is falling rapidly, experiencing above average volatility, or undergoing a so-called “flash crash”. The effect of these would be to lock in large realized losses.

    Funds and others will be hoping that these latest regulations can indeed ensure an OK computer for all.

    (This article was first published by Thomson Reuters’ Business Law Currents, a leading provider of legal analysis and news on governance, transactions and legal risk. Visit Business Law Currents online at http://currents.westlawbusiness.com)


    Software provides enterprise learning management solution. | killexams.com real questions and Pass4sure dumps

    Press Release Summary:

    Lotus® Learning Management System (LMS) provides scalable, configurable platform for creating and managing classroom-based and e-learning activities, curriculums, and courseware across enterprise. It helps organize and track required materials, students, and resources. Software also integrates with other Lotus products so that learning environment can be enhanced with collaborative tools such as instant messaging, live virtual sessions, and discussion databases.

    Original Press Release: IBM Lotus Learning Management System V1.0.5 Builds on IBM's Leadership in Enterprise Learning Management Solutions

    Overview

    IBM Lotus® Learning Management System (LMS) is a scalable, highly configurable platform for creating and managing classroom-based and e-learning activities, curriculums, and courseware across the enterprise. Whether the training is to be delivered online or in person, the award-winning Lotus LMS helps organize and track the materials, students, and resources required.

    Lotus LMS is also designed to integrate seamlessly with other Lotus products, such as IBM Lotus Virtual Classroom, IBM Lotus Domino(TM) V5, and IBM Lotus Instant Messaging and Web Conferencing, so that the learning environment can be enhanced with valuable collaborative tools such as instant messaging, live virtual sessions, and discussion databases.

    What's new in Lotus LMS V1.0.5

    As the next maintenance release of the product, Lotus LMS V1.0.5 addresses various customer requests to further enhance the stability and reliability of the application. A few feature enhancements are also available such as:

    · The addition of new Web service APIs to extend the current application. Some of the new APIs available will allow external systems to:

    - Create classroom-based course masters and offerings in LMS

    - Export courses and enrollments from LMS

    - Create resources (for example, instructors and classrooms) in LMS

    - Create new profiles and profile categories in LMS

    · Certification of new releases of currently supported platforms (IBM WebSphere® V5.1).

    · The addition of IBM Tivoli® Directory Integrator V5.2 as part of the LMS package. This component facilitates the integration with multiple LDAP directories and can be used to ease the implementation and maintenance of the learning system.

    Key prerequisites

    LMS servers (Learning server and Delivery server) support the following operating systems:

    · Microsoft(TM) Windows 2000 (as of R1.0.3, Microsoft Windows NT(TM) Release 4.0 is no longer supported)

    · AIX® V5.1, or later (PowerPC® RISC architecture - IBM pSeries®)

    · Sun Solaris V8, or later (UltraSPARC 32/64 architecture - not on Intel(TM))

    · Linux(TM) V2.2, or later (Intel 32/64 architecture with SUSE 7.2, or later, and Red Hat 7.2, or later, only)

    · Linux Advanced Server 2.1

    Planned availability dates

    · September 30, 2004: Electronic software delivery

    · October 15, 2004: Media and documentation

    At a glance

    IBM Lotus LMS is a strategic blend of advanced administrative and technical features, which include:

    · Continued support of industry standards. Lotus LMS supports SCORM and AICC specifications for content interoperability. These enable organizations to use conformant third-party courseware and the courses they have already created in-house, protecting customers' investments in third-party courseware libraries.

    · Easy-to-use authoring. The powerful yet intuitive Authoring Tool allows instructors, or Subject Matter Experts (SMEs), to create courses with minimal technical training; SMEs can create curriculums and custom courseware with no programming skills.

    · Seamless collaboration between students and teachers. As the leader in collaboration software, Lotus software helps provide a robust environment within LMS for students and instructors to interact online. Lotus LMS features, such as threaded discussions and chats, are based on Lotus' synchronous and asynchronous collaboration technology. In addition, Lotus LMS is designed from the ground up to interoperate with IBM Lotus Virtual Classroom to deliver a complete e-learning solution. It also provides tight integration with IBM Lotus software tools and portals.

    For ordering, contact:Your IBM representative, an IBM Business Partner, or the Americas Call Centers at 800-IBM-CALL Reference: YE001

    Related Thomas Industry Update Thomas For Industry

    Adobe acquires Macromedia in all-stock transaction | killexams.com real questions and Pass4sure dumps

    Adobe acquires Macromedia in all-stock transactionAdobe and Macromedia - Combining“Customers are calling for integrated software solutions that enable them to create, manage and deliver a wide range of compelling content and applications - from documents and images to audio and video,” said Bruce Chizen, chief executive officer of Adobe. “By combining our powerful development, authoring and collaboration software - along with PDF and Flash - Adobe has the opportunity to bring this vision to life with an industry-defining technology platform.”

    Adobe acquires Macromedia - SharesUnder the terms of the agreement, which has been approved by both boards of directors, Macromedia stockholders will receive, at a fixed exchange ratio, 0.69 shares of Adobe common stock for every share of Macromedia common stock in a tax-free exchange. Based on Adobe’s and Macromedia’s closing prices on Friday, April 15, 2005, this represents a price of $41.86 per share of Macromedia common stock. Upon the close of the transaction, Macromedia stockholders will own approximately 18 percent of the combined company on a pro forma basis.

    Adobe acquires Macromedia - StaffIn the combined company, Chizen will continue as chief executive officer and Shantanu Narayen will remain president and chief operating officer. Stephen Elop, president and chief executive officer of Macromedia, will join Adobe as president of worldwide field operations. Murray Demo will remain executive vice president and chief financial officer. Dr. John Warnock and Dr. Charles Geschke will remain as co-chairmen of the Board of Directors of the combined company and Rob Burgess, chairman of the Macromedia Board of Directors, will join the Adobe Board.

    Adobe acquires Macromedia - Powerful force for innovation“Both Macromedia and Adobe are passionate about creating and enabling great experiences across a wide range of devices and operating systems,” said Stephen Elop, president and chief executive officer of Macromedia. “Our combined teams will be a powerful force for innovation around cutting-edge platforms for delivering content and applications.”

    Adobe acquires Macromedia - IntegrationThe two companies are developing integration plans that build on the cultural similarities and the best business and product development practices from each company. “While we anticipate the integration team will identify opportunities for cost savings by the time the acquisition closes, the primary motivation for the two companies’ joining is to continue to expand and grow our business into new markets,” said Chizen.

    Adobe acquires Macromedia - AcquisitionThe acquisition, which is expected to close in Fall 2005, is subject to customary closing conditions, including approval by the stockholders of both companies and regulatory approvals. The transaction will be accounted for under purchase accounting rules. Due to the absence at this time of estimates of the acquisition-related restructuring costs and the allocation of the purchase price between goodwill, in-process R&D, other intangibles and equity-based compensation expenses related to SFAS 123R, Adobe is currently unable to provide GAAP estimates on future earnings.

    Adobe acquires Macromedia - Break-even in the first 12 monthsThe transaction is currently expected to be break-even to slightly accretive to earnings in the first twelve months after closing on a non-GAAP basis. The company’s target of break even-to-slightly accretive to earnings on a non-GAAP basis assumes no adverse impact from the loss of deferred revenue in the first twelve months following the close due to purchase accounting.

    Adobe acquires Macromedia - Stock repurchase programAdobe also announced its Board of Directors has approved a post-acquisition stock repurchase program of $1 billion. “After a review of the combined companies’ financial position, our Board concluded that the repurchase program is consistent with our overall commitment to deliver value to our stockholders,” Chizen added. The repurchase program is in addition to the Adobe’s existing stock repurchase programs and is expected to commence following the completion of the acquisition. The repurchases will be funded from available working capital.

    Macromedia Management Team:-

    Stephen A. Elop - Chief Executive Officer : Stephen Elop is CEO of Macromedia. Since joining the company in 1998, Elop has held a number of positions including chief operating officer, where he was responsible for executing on growth opportunities across its designer/developer, business user and consumer markets. As executive vice president of worldwide field operations, Elop was responsible for sales, operations, and services functions. Prior to that, Elop held posts in the Web/IT department at Macromedia and was general manager of its eBusiness division. He previously worked as senior vice president of systems and CIO for Boston Chicken, Inc. He also served as director of Lotus Development Corporation's Consulting Services Group, with responsibility for Canada and the Midwestern United States. Elop earned a Bachelor of Computer Engineering and Management degree from McMaster University in Ontario, Canada in 1986.

    Betsey Nelson - Executive Vice President and Chief Financial Officer : Betsey Nelson is executive vice president and chief financial officer of Macromedia. Nelson joined Macromedia in 1996 to lead mergers and acquisitions, and has served as the company's CFO since 1997. She is responsible for all of the company's administrative functions, including investor relations, finance, human resources, legal, information technology, and real estate. Prior to joining Macromedia, Nelson spent eight years at Hewlett-Packard, where she held a variety of positions in both finance and corporate development. Nelson holds an M.B.A. in Finance with distinction from The Wharton School at the University of Pennsylvania, and a B.S. in Foreign Service from Georgetown University. Nelson currently serves on the board of Macromedia and CNET Networks, a leader in Internet technology and publishing.

    Kevin Lynch - Executive Vice President and Chief Software Architect : Kevin Lynch is the executive vice president and chief software architect for Macromedia. Lynch has been instrumental in shaping the Macromedia product family since joining the company in 1996. Most recently, Lynch has led the MX initiative at Macromedia, currently as general manager for MX products, which unified its tool, server and player software. As chief software architect, Lynch is responsible for ensuring Macromedia products are practical, powerful, and enjoyable for their customers. Lynch's career has enabled him to participate in the emergence and rapid growth of the personal computer industry that began in the late 1970s, through the graphical user interface revolution in the 80s, to the convergence of content, applications, and communications on the profoundly networked systems of today. Lynch defined and led the initial development of Macromedia Dreamweaver, one of the company's core products which leads the market among professional web developers. Prior to joining Macromedia, Lynch pioneered a navigational user interface for handheld communicators at General Magic. He also designed the user interface and developed the first Macintosh release of FrameMaker for Frame Technology. Lynch studied interactive computer graphics at the University of Illinois, working with artists and engineers in the Electronic Visualization Laboratory. While he was in school, the first Macintosh was introduced, and Lynch began at his first startup as vice president of product development. He developed and shipped some of the first Macintosh applications, including a graphical adventure game in 1984, a 3D graphics package in 1985, and a desktop publishing application in 1987, which introduced user interface elements in common use today.

    David Mendels - Executive Vice President and General Manager : David Mendels is executive vice president and general manager at Macromedia. Mendels joined Macromedia in April 1992 and has held numerous sales, marketing, and general management positions. Mendels has played a major role in the development of Macromedia's product and business strategies for more than ten years. Mendels began his career at Macromedia in the international department. He moved to Japan to lead Macromedia's field operations there and led all sales and marketing in Japan. Mendels was instrumental in setting up Macromedia Japan KK. After returning to the United States in 1995, Mendels held positions running business development and alliances as well as general management of a number of Macromedia product groups. Currently he serves as general manager for Macromedia’s MX products, including Flex, Flash, Dreamweaver, and ColdFusion. In that capacity, he has overall responsibility for the business unit and directly manages product marketing, product management, and product development. Mendels earned a Masters of Arts Degree in Japanese Studies from the University of California at Berkeley in 1991 and a Bachelors Degree in East Asian Studies from Wesleyan University in 1988.

    Tom Hale - Senior Vice President and General Manager : Tom Hale is senior vice president and general manager at Macromedia. In this role, Hale is responsible for products such as Breeze and Contribute that target the business user. Hale joined Macromedia in 1995 as a product manager. Since then, he has held executive roles in product management, marketing, and business strategy for the company, including the launches of Studio MX, DevNet, and electronic licensing at Macromedia. Hale is passionate about changing the way people use the Internet as part of their daily life. Prior to joining Macromedia, Hale was director of sales and marketing at Fauve Software. Hale earned a Bachelor of Arts degree from Harvard University in 1990.

    Alan S. Ramadan - Executive Vice President, General Manager of Mobile and Devices : Al Ramadan is the executive vice president and general manager of mobile and devices at Macromedia. Ramadan previously served as CMO at Macromedia from 2002 to 2003 and was a member of the board of directors for Macromedia from 1999 to 2001. Prior to joining Macromedia, Ramadan was chairman of Quokka Sports, after serving as its co-founder, president, and CEO from 1996 to 2000. For his role in founding Quokka Sports, he was recognized by Time Magazine as a member of the Top Fifty Time Digital Cyber Elite and Upside Magazine named him one of its "Elite 100". From 1992-1995, Ramadan served as CEO of Fluid Thinking, the technology partner for the Australian America’s Cup Challenge. In 1990, Ramadan was founder of OzWare, an Australian software development company, which won OEM software contracts with leading Unix vendors including AT&T, Pyramid, and Sequent. Previously, Ramadan was a regional manager of a consulting and services company specializing in applied mathematics consulting and software development. Prior to that, he was a mathematician and computer scientist at BHP Steel. Ramadan graduated from Monash University in 1983 with a dual degree in computer science and applied mathematics. He graduated from Stanford University’s Executive Program for Growing Companies in 1995. An accomplished sportsman, Alan has represented Australia in baseball and yachting. He now represents the world in pushing the envelope in digital convergence.

    Don Hunt - Senior Vice President and General Manager : Don Hunt joined Macromedia in September, 2004, and serves as the company’s senior vice president of worldwide sales. In this role, he is responsible for developing and executing a worldwide sales strategy across designer/developer, business user, and consumer markets. Prior to joining Macromedia, he served as senior vice president of worldwide field operations for MatrixOne and senior vice president of worldwide operations for Genesys. Hunt also previously served as: vice president and general manager for North America for Informix; vice president for North America and Latin America for Open Market; and director of North American ISVs for Sun Microsystems, Inc. He has more than 23 years experience in sales. Hunt holds a Bachelor of Science degree from Salem State College.

    Jonathan Gay - Chief Technology Officer : Jonathan Gay is chief technology officer for Macromedia. In this role, he is responsible for helping the teams across Macromedia develop and invest in new technologies that will enable Macromedia customers to build next generation experiences on the Internet. Gay was formerly the vice president of technology and helped define the Flash technology agenda as well as leading engineering groups developing new technologies around Flash including video, Flash Communication Server and Breeze Live. Prior to Macromedia, Gay founded FutureWave Software in 1993, where he created the software that eventually became Macromedia Flash and continued to lead the product through its early development at Macromedia. At FutureWave, Gay led the development of the SmartSketch drawing software. SmartSketch evolved into a web animation product called FutureSplash Animator, released in 1996, which became Macromedia Flash 1.0 after it was acquired. Gay started his programming career building the Macintosh computer games Airborne!, Dark Castle, and Beyond Dark Castle. They were the first Mac games with digitized sound. Dark Castle was the first Macintosh game for which a professional artist created the animation. He also led development of Aldus Intellidraw, an illustration program for Macintosh and Windows. Gay graduated from Harvey Mudd College with a B.S. in engineering.

    Robert Urwiler - Senior Vice President, Customer Care and Chief Information Officer : Robert Urwiler is senior vice president of customer care and chief information officer for Macromedia. In this role, he is responsible for leading the company’s global customer support function and being the “first and best” user of Macromedia products across our internal information technology ecosystem. Most recently, Urwiler served as chief information officer at Peregrine Systems in San Diego. Previously, he held technology management positions at Scientific-Atlanta, PricewaterhouseCoopers, and Sprint. Urwiler holds a Ph.D. in information systems from Nova Southeastern University and a master's degree in technology management from Mercer University. He is a member of the Society for Information Management (SIM), the CIO Collective, the CIO Executive Council, the Council of Communications Advisors, and various technical and customer advisory boards.

    Penny Wilson - Senior Vice President of Global Marketing : Penny Wilson is senior vice president of global marketing at Macromedia. In this role, she is responsible for directing corporate marketing, industry marketing and communications. Over the past five years at Macromedia, Wilson served as senior vice president of industry solutions and was instrumental in the rebuilding of macromedia.com. Prior to joining Macromedia, she served as president of Extend Media and president of Alias|Wavefront. Wilson previously served as Vice President Global Systems for Merrill Lynch. She has over 23 years of international experience in the high tech industry. Wilson holds an honors Bachelor of Science in Computer Science and Business Administration from University of Guelph, Ontario.

    Ray Martinelli - Senior Vice President, Human Resources : Ray Martinelli is senior vice president of human resources at Macromedia. In this role, he is responsible for leading the company’s global Human Resources function. Before joining Macromedia, Martinelli served as vice president of human resources for Juniper Networks and led a global HR organization responsible for recruiting, benefits, compensation, training, and employee communication. He was instrumental in the creation of the company’s HR processes and infrastructure, helping Juniper scale from 500 employees to over 3000 worldwide. During his career, Martinelli has held a series of HR leadership positions at various companies, including Computer Curriculum Corp. and Apple Computer. With over 20 years of human resources experience, he began his professional career at Esprit de Corp. where he built a global HR organization that supported more than 2000 employees. Mr. Martinelli holds a bachelor of arts degree in organizational communications from Sacramento State University and a master of science degree in organizational development from Golden Gate University.

    Les Schmidt - Senior Vice President and General Manager : Les Schmidt is senior vice president and general manager of cross company initiatives at Macromedia. In this role, Schmidt and his team plan and lead efforts that require diverse resources to achieve company objectives. Schmidt, passionate about customer experiences, continually focuses on optimizing the process of buying, using, and owning a Macromedia product as well as delivering great experiences on mobile devices. Schmidt joined Macromedia in 2003 to lead the redesign of the macromedia.com website to coincide with the launch of the MX 2004 products and introduced the Synchronous Development process to Macromedia. Prior to joining Macromedia, Schmidt has held CEO, COO and CFO roles at various technology companies including Quokka Sports, MECON, Inc., The Learning Company and Applied Immune Sciences. His only hiatus from the high-tech world was to serve as chief operating officer for the San Francisco 49ers during the 2001 and 2002 seasons. Schmidt has a degree in political science and economics from Antioch College and a master’s degree in taxation from Golden Gate University.



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