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DOING A START-UP RIGHT Register  Special   FEE: Member:• register-prepay=$35.00 Pre register only Non-member:• register-prepay=$45.00 Pre register only   DATE: November 20, 2008   PLACE: Hyatt Regency, La Jolla 3777 La Jolla Village Drive   TIME: 5:00 pm – 7:30 pm DESCRIPTION:     A PRACTICAL GUIDE TO BUSINESS, LEGAL AND FUND RAISING CHOICES AND ISSUES ENTREPRENEURS INVARIABLY HAVE TO DEAL WITH IN START-UP AND EMERGING GROWTH COMPANIES WHO SHOULD ATTEND: Registration is open to entrepreneurs presently involved with (or contemplating) a startup or emerging growth company only. Others should not attend. For entrepreneurs, deciding to form a company, or become involved with a start-up, presents enormous challenges, especially given the tough economic climate we are currently experiencing. Navigating around legal, fund raising and other issues can often seem overwhelming, and the traps for the unwary or uninformed are numerous. However, successfully avoiding the most common pitfalls made by entrepreneurs can make a significant difference as to whether or not a company is fundable, the sources and types of capital that will be attracted, who controls the company, the economic impact on founders in the event of an exit, and a company’s likelihood of success. In this interactive workshop, Roger Rappoport will discuss these and numerous other issues facing entrepreneurs, and practical “takeaways” to deal with them, including: Choices in entity selection (LLC, “C” Corp or “S” Corp.); An appropriate capitalization table, including how much stock to set aside for employees, consultants, board and advisory board members and the perils of Section 409A;  Founders’ issues, including amount and allocation of founders’ stock, vesting, assignment of intellectual property, and employment/consulting agreements;  Developing and executing the right funding strategy (bootstrapping, seed, angel or VC funding);  The perils of taking too much money too soon, or not taking enough; Different funding vehicles, including debt, convertible debt or the sale of equity;  Selecting, and gaining access to, the right funding partner;  Valuation, and things to do to increase the pre-money value of your company; and  Building a strong Board of Directors and Board of Advisors. SPEAKER:   Roger Rappoport is a partner with the law firm of Procopio, Cory, Hargreaves and Savitch in San Diego, and leader of the Emerging Growth & Technology practice group within the firm.  Mr. Rappoport has extensive experience counseling start-up and emerging growth companies in the information technology, telecommunications, life sciences and cleantech industries. He also represents high net worth individuals, angel and venture capital investors who focus on investing in companies in these industries. His practice includes corporate formation and entity selection, corporate governance, assisting clients with the development of a funding strategy and the alternatives available to entrepreneurs, venture capital and other private equity financings, convertible note and other debt financing arrangements, mergers and acquisitions, corporate reorganizations and restructurings, the implementation of equity incentive plans, licensing, OEM and VAR and distribution arrangements. Mr. Rappoport is a frequent speaker and panelist on topics and issues related to the development and implementation of a company's funding strategy, positioning a company to maximize its pre-money valuation, the art and benefits of selecting and partnering with the right investors, and effectively negotiating the terms of a debt or financing transaction.                 SEATING IS LIMITED   Sponsor

Transitioning to Lean-Agile: Intuit & Cardinal Health Register  Software Management   FEE: Member:• register-prepay=$35.00 Pre register only Non-member:• register-prepay=$45.00 Pre register only   DATE: November 21, 2008   PLACE: Intuit – Bennett Conference Room, Bldg. 3 7545 Torrey Santa Fe Road   TIME: 7:30 am – 8:00 am – Registration, Networking and Refreshments 8:00-9:00 am program DESCRIPTION: Adopting Lean-Agile software philosophies and development methodologies involves more than just doing things differently; it also requires thinking about things differently.  As more companies adopt these Lean-Agile processes to they are finding that their company’s culture must also evolve.  Failing to consider the important issues around culture change can doom a Lean-Agile initiative. Find out what drove these organizations to change the way they were “thinking” about developing and delivering software and what they learned along the way.  You will learn: The driving business challenges that led these companies to adopt Lean-Agile methodologies for specifying and delivering software The risk of ignoring the importance of culture change to the success of Lean-Agile implementations How companies are being effective in transitioning their internal cultures to adapt to these breakthrough processes Whether your company’s culture is ready for a Lean-Agile approach Moderator Robert Pryor – Chief Extremist, AgileXtreme Robert Pryor has more than 15 years experience running software and Internet companies and in defining software products. Robert first implemented Lean-Agile methods in his organization in 2001 and for the last 4 years, in the role of customer stakeholder, he has successfully used eXtreme Programming (XP) methodologies with an offshore development team to rapidly deliver complex Web applications. Panelists: M Jason Smerican – TurboTax Product Manager, Intuit Jason Smerican has led a successful Lean-Agile customer-oriented approach providing high business-value software applications for over seven years. Currently at Intuit, he uses Lean-Agile to rapidly improve the customer experience within TurboTax. Previously, at First American Title, Jason was a key contributor to the successful transition from traditional waterfall to Lean-Agile approaches at this Fortune 500 Company.  He has experienced first-hand the challenges–and benefits–of cultural change in transitioning to Lean-Agile. Carlton Nettleton – Agile Process Mentor, Cardinal Health Carlton Nettleton is responsible for charting the transition of multiple teams to Lean-Agile, particularly Scrum, and has been at the center of the culture change required at Cardinal Health to make these transitions successful at this Fortune 500 Company.  Previously, at SAIC Carlton served as an Agile consultant for teams looking to moving their operations more Lean-Agile approaches.  He also is the founder and co-chair of the San Diego eXtreme Programming interest group, a monthly forum dedicated to promoting and educating the software community about the Lean-Agile development methodology of eXtreme Programming (XP) and other Agile software development techniques.   Who should participate? Both technical and non-technical executives and managers   Sponsor

Transitioning to Lean-Agile: Qualcomm & Covario Register  Software Management   FEE: Member:• register-prepay=$35.00 Pre register only Non-member:• register-prepay=$45.00 Pre register only   DATE: December 09, 2008   PLACE: Intuit – Bennett Conference Room, Bldg. 3 7545 Torrey Santa Fe Road   TIME: 5:30 pm – 6:00 pm – Registration, Networking and Refreshments 6:00 pm – 7:30 pm – Program DESCRIPTION: Transitioning to Lean-Agile: Changing the Organization Adopting Lean-Agile software philosophies and development methodologies involves more than just doing things differently; it also requires that internal organizations and roles change.  As more companies adopt these revolutionary new Lean-Agile processes to develop and deliver the software their customers want–when they want it–they are finding that the way they organize and assign responsibilities to get work done must also evolve to realize true productivity and quality improvements.  Failing to address organizational change can make a Lean-Agile initiative less successful than it can be. Join us for a panel presentation and discussion of real-world case studies about the organizational change in roles and responsibilities that occurred at two of San Diego’s premier companies on the way to becoming more lean and agile.  Find out what drove these organizations to change the way they organized around defining, developing and delivering software and what they learned along the way.  You will learn: The driving business challenges that led these companies to adopt Lean-Agile methodologies for specifying and delivering software The risk of ignoring the importance of adapting organizational roles to the success of Lean-Agile implementations How companies are being effective in transitioning their internal teams to align with these breakthrough processes Whether your company’s organization is ready for a Lean-Agile approach Moderator Robert Pryor – Chief Extremist, AgileXtreme Robert Pryor has more than 15 years experience running software and Internet companies and in defining software products. Robert first implemented Lean-Agile methods in his organization in 2001 and for the last 4 years, in the role of customer stakeholder, he has successfully used eXtreme Programming (XP) methodologies with an offshore development team to rapidly deliver complex Web applications. Panelists: Laureen Knudsen – Sr. Director of Program Management, Qualcomm Laureen Knudsen has been in the middle of a Lean-Agile culture change at multiple large organizations including Hewlett-Packard and Qualcomm.  Currently, Laureen has led the change within the Qualcomm organization while they transition to a Lean-Agile approach. Previously, as senior staff member of the Value Delivery Chain Life Cycle at Hewlett-Packard, she led the change to Lean-Agile methods and worked with all areas of the division on how roles can change when implementing Lean-Agile methods. Laureen is recognized as an industry luminary on how the role of Product Management changes in a Lean-Agile environment. Steve Beal – Vice President of Software Development, Covario Steve Beal has experienced the organizational change that accompanies Lean-Agile transformation in both large and small companies.  Since joining Covario in March of this year, Steve has transitioned the company and its organizational roles to adapt to Lean-Agile processes.  Previously, as a section manager at Hewlett-Packard he spearheaded a year-long project to converge HP Service Desk with Peregrine Service Center using Lean-Agile methodologies and philosophy.  HP’s acquisition of Peregrine required revisiting the organizational transformation previously achieved at Peregrine, but on a far more ambitious scale. Who should participate? Both technical and non-technical executives and managers   Sponsor