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Link: http://www.billboardmama.com/cfo-research-interviews-jeffrey-epstein-p-1438.html

Jeffrey Epstein became a member of Oracle Corporation (NASDAQ: ORCL) as the Executive Vice President (EVP) as well as Chief Financial Officer (FGO reporting to Oracle President Safra Catz. Oracle (NASDAQ: ORCL) is the world's greatest enterprise software company. Oracle's global controller's office, finance operations, tax, financial planning and analysis, real estate, customer leasing, internal audits as well as investor relations are just few of Jeffrey Epstein's assignments. Just before joining Oracle, Jeffrey Epstein was the CFO of a lot of businesses including DoubleClick, ADVO and King World Productions. He most recently worked as Executive Vice President and CFO of Oberon Media, a privately owned or operated internet game technology provider and publisher. Additionally, he was part of the board of directors of Priceline.com serving both on the audit as well as compensation committees. He also serves on the audit as well as compliance committee of the Stanford University Hospital. His academic qualifications include an MBA from the Stanford Business School (as an Arjay Miller Scholar), BA from Yale College graduating as summa cum laude, Phi Beta Kappa.

This interview concentrates on how structured processes for managing performance could reward corporations. Among his advocacies were automating procedures as well as computing the success of management excellence flows.

Sam Knox: Good day Everyone, and welcome everyone to this CFO webcast. I am San Knox, the VP/Director of Research at Research Services publishing in Boston. It's my honor to be seated beside Oracle Corporation's CFO, Jeffrey Epstein. CFO Research and Oracle lately accomplished a research study in which we reviewed the connection between structured processes for performance management and also companies' capacity to make reasonable as well as precise business decisions, and ultimately their overall business performance in light of these decisions. At this time it is an honor to be here with Jeffrey Epstein of Oracle Corporation to look at his suggestions on management excellence, and the use of more structured management processes in pursuit of better performance management. Mr. Epstein welcome:

Jeffrey Epstein: Thanks a lot. Sam it's fantastic to be here with you.

Sam Knox: Now in the past a number of years corporations have went after operational excellence campaigns in an attempt to boast quality, to decrease costs, and to improve customer satisfaction. We've seen total quality management; we've seen six signal programs, and so forth. As a competent representative of Oracle, what are your aims from all these efforts on management excellence?

Jeffrey Epstein: To put it simply, we wish to provide the right information to the right people at the right time using these management excellence initiatives - we hope to convert these pieces of information into useful action. All those we want to do in a method that's both efficient as well as flexible, getting us ready for the ever-changing business world. If you have a number of different lines of businesses, we additionally want to align all their targets with the rest of the organization. And that alignment is pretty essential because the well run excellent management companies that you're talking about have distinct goals, they have quantified metrics, and they connect the metrics back the goals in a way that hold people accountable.

Sam Knox: Let's focus on the difference of operational excellence that you have observed over the last several years and what you're considering here as management excellence. What do you notice as the actual difference?

Jeffrey Epstein: A great analogy on this will be Ford's assembly line. Automating a manufacturing plant is without a doubt a fantastic innovation attempt. Twenty years ago, we've also already automated a number of things for instance functions in receivables, airline schedules, collectibles and much more. But performing budget planning and decision making are still carried out in a somewhat raw way, relying on spreadsheets and ad hoc meetings, and not in very effective ways.

Link: http://www.billboardmama.com/jeffrey-epstein-12-questions-every-cfo-should-ask-the-cio-p-1437.html

Jeffrey Epstein became component of the Oracle Corporation (NASDAQ: ORCL) by becoming appointed as the Executive Vice President (EVP) and Chief Financial Officer (FGO reporting to Oracle President Safra Catz. Oracle (NASDAQ: ORCL) is the world's biggest software business. Jeffrey Epstein is responsible for Oracle's global controller's workplace, finance operations, tax, treasury, actual estate, financial planning and analysis, investor relations, internal audits, and customer leasing. His 20 years of encounter as CFO of several businesses is a fantastic contribution to Oracle. Prior to his appointment he was EVP and CFO at Oberon Media. Jeffrey Epstein is a member of the board of directors of Priceline.com, exactly where he serves on the audit committee and the compensation committee. He also serves on the audit and compliance committee of the Stanford University Hospital. Jeffrey Epstein was an Arjay Miller Scholar and earned his MBA at Stanford Business School, although he graduate summa cum laude Phi Beta Kappa and acquired his BA at Yale College.

Among Jeffrey Epstein's biggest triumphs while joining Oracle in August 2008 (as CFO) was founding 287 IT projects to improve finance automation. Epstein was cognizant that he needed to focus on precious resources on projects that had the highest ROI - this is especially true when the financial crisis hit one month later.

To help prioritize these tasks, he engaged the Oracle Insight program's lead executive, Harry Ghuman. Epstein's group and Ghuman graded projects according to ROI, risk and strategic value for more than six weeks. An IT roadmap for Oracle finance and also a strategic partnership with Oracle Insight that assisted other CFO's better understand and leverage the value of technology was the outcome of this mindful effort.

In August 2010, Anne Ozzimo, a regular contributor to Profit, sat down with Oracle CFO Jeffrey Epstein.

The result of the meeting was a set of 12 questions created to showcase a strategic dialogue between CFO's and CIO's with the objective of aligning both finance and IT functions. In this exclusive interview for Profit, Jeffrey Epstein and Anne Ghuman give viewers a peek of the techniques behind their CFO playbook.

Anne Ghuman: You offered them with the twelve questions, the result of our engagement, at the fifth annual Oracle CFO summit in April 2010.. What were the responses of the CFO's there?

Jeffrey Epstein: Excellent. Lots of CFO's discussed that they have utilized these questions in starting a strategic dialogue with their CIO counterparts. That was particularly the result we had wished to achieve-to align the finance and IT organizations around important objectives and increase recognition about the performance improvements that can be achieved via technology.

Anne Ghuman: The very first question induces CFOs to ask CIOs about ideas to expand self-service. What makes this the very first on the checklist?

Jeffrey Epstein: My predecessor, Jeff Henley, stated that a big percentage of the US$1 billion yearly savings Oracle enjoys these days is from adopting self-service. Oracle Support started rolling out self-service at Oracle ten years ago and saved more than US$200 million annually just by getting customers to move to the internet. Here are the percentages of the areas that are on self-service currently: 84% on Hr, 100% on expense reporting, 85% on travel processes as well as 78% on online support requests.

We prefer to utilize Amazon's customer experience as an example that CFOs ought to think about when it comes to implementing self-service: is your internal customer experience as great as your employee's experience when buying a book on Amazon? It should undoubtedly be enhanced when the answer is negative. Any low-value, high-volume interactions must all be transferred to self-service.

Anna Ghuman: Your 2nd question challenges CFOs to learn about custom code in their business programs. Why is custom code a challenge?

Jeffrey Epstein: You need to upgrade and keep the customizations if you customize your applications. That produces substantial intricacy and expense. It can be observed that over 65% of the budget on IT maintenance is allotted on integration. I bet a lot of that integration price involves making your custom code work with other applications.

Oracle pays US$4 billion on R&amp per year to make our products better every year. For example, in response to user suggestions, we included 2,300 enhancement in Oracle E-business Suite 12. Consequently, rather than spending time and money trying to make our products better, customers must indeed join CFO and CIO advisory boards and supply insight to development teams as to the important capabilities they like incorporated in the product.

Anna Ghuman: Your 3rd question refers to a topic that may not be on top of a CFO's mind, data security. Why is there a necessity for CFOs to find out about CIOs so that you can simplify identity and access management?

Jeffrey Epstein: Security must be a high priority for CFOs and CIOs. In this sense, the question goes towards making sure both security as well as efficiency. For example, how many various security systems do you have? You can utilize standardized security processes all through your whole datacenter if you are making use of modern technology. A simple place to begin is with one sign-on. There's no reason for employees to struggle with numerous passwords right now.
Right this moment, Oracle keeps a centralized identity and access management passwords limiting it to two per employee for most internal systems. We've adopted a single-sign-on policy, automated password resets, as well as automated provisioning and de-provisioning to improve security as well as protect our intellectual property. To centralize security infrastructure and permit it to be woven into applications rather than being bolted on, we've used modern identity and security management technologies, making identity functions available as Web services.

Anna Ghuman: What's the intention of CFO's caring about making the most of server utilization?

Jeffrey Epstein: You can either purchase more servers or improve utilization in your existing servers when demand for computing rises. Server utilization averages 15% in a good number of establishments.

The best businesses make use of their servers 40 % of the time. Here at Oracle, we desire to attain a 70% server utilization rate for select workload and class servers. So that you can obtain that objective, we did the following: standardize our technology platform, virtualize at the database level utilizing Oracle VM, move to a shared database services environment and proceed to a cloud model to meet the demand for new services.

Anna Ghuman: You furthermore ask a related question regarding the need to minimize data storage costs.

Jeffrey Epstein: We all know via Moore's Law that the cost of storage is heading down. Indeed, there's a massive distinction between actively managing your storage as well as passively letting your storage build up. Simply via storage optimization alone, Oracle's Global IT division saved US$10 million in 2009.

Saving less data is another way of reaching similar savings. You can remove your outdated logs, lessen your retention time from a year to six months or three months, and recover unused space. You can employ modern compression technologies, which diminished Oracle's storage unit costs by 15 % last year. You can also utilize distinct storage systems for different types of data: low-cost storage for things you rarely access and high-cost storage for those that require instant access. Smart CFOs and CIOs can collaborate, review, and re-optimize this storage mix over time.

Anna Ghuman: What can CFOs do to enhance IT ROI?

Jeffrey Epstein: The Oracle Insight provides us with a single and transparent process in analyzing all IT tasks in our finance line of business. We also computerized the project management procedure by replacing [Microsoft] Excel with Oracle's Primavera ProSight-a lightweight tool that was very easy to deploy and helps us manage the portfolio and track benefits against goals. Our group uses it to hold our supervisors responsible for delivering promised rewards.

Anna Ghuman: Numerous CFOs now are interested in creating a more profitable supply chain with the financial volatility of the previous years. What do you propose CFOs and CIOs do to collaborate in this realm?

Jeffrey Epstein: This is an exciting topic for us because until we acquired Sun, Oracle didn't have a supply chain. Now we're in the process of enhancing Sun's supply chain as part of our target of reaching US$1.5 billion in operating income from Sun.

Walmart, for example, has used supply chain technology to create a substantial competitive advantage. Our plans for Sun's supply chain are similar to Walmart's: speed up information flows and simplify and automate as many procedures as possible-in our case, utilizing solutions like Oracle's value chain planning and execution. This will allow us to move from a build-to-stock to a build-to-order procedure that is responsive to demand. Therefore , we centralize supply chain, make use of fewer build locations and suppliers and then significantly minimize the incidence of product permutations. Lastly, we're minimizing inventory in our distribution chain and implementing 100 percent direct ship for all Sun products.

Anna Ghuman: Oracle was successful at centralizing data storage and reporting. What must CFOs be discussing with CIOs about here?

Jeffrey Epstein: "Thin GL (general ledger), fat warehouse," this is what our technical group adopts Many of our customers attempt to do reporting from their GL, which was designed to be a quick transaction processing system and is not optimized for reporting. You can point out that you have the best-designed systems if it has the capacity to export data from GL into a data warehouse, and then report out from that warehouse.

A single global data warehouse for real-time business intelligence (BI) reporting is utilized at Oracle - this makes use of standardized procedures for data reconciliation and analysis therefore aligning workers around common objectives. The effects: diminished costs in travel and expenses and raised revenues via faster recognition of license contracts. It has also lowered reporting headcount while providing lots of new reporting dashboards to users across all lines of business.

CFOs must work with their CIO counterparts to develop an effective BI and master data management strategy, since finance leaders are in a unique position to realize key business value drivers and understand the sources of data required to support them.

Anna Ghuman: How can CFOs engage IT to save money and embrace green computing by cutting down IT power costs?

Jeffrey Epstein: It typically costs more to power a server than to pay for the server itself. Our datacenter power costs were noticeably high a lot of years ago. Currently our power consumption is very much more efficient because we virtualized and clustered our IT infrastructure and centralized our data centers in places where power costs and temperatures are minimal.

In addition, Oracle CIO Mark Sunday was provided a fixed power budget. Eventually it was proven that such move is essential to keeping our power costs under control. Mark changed old servers, updated our architecture, and improved for power.

Anna Ghuman: You additionally recommended on the necessity to drive down IT costs by reducing the quantity of data centers.

Jeffrey Epstein: A decade back, 65 ERP [Enterprise Resource Planning] instances were run by 40 data-centers. These days, however, a global instance of our enterprise applications is run by merely two operating data centers. And we've done this even as we've acquired a lot more than 60 companies, most of which operated their own data centers too.

Therefore as CFO, you need to inquire, why does your organization have lots of data centers? You can decrease the number of existing data centers, and you as the CFO can require personal approval to open up a new datacenter.

Anna Ghuman: Is reducing ERP instances another technique you propose?

Jeffrey Epstein: Absolutely. It was determined by a new Hackett Group study that the stamp of a good organization is to have an average of 20 applications per thousands of users - and not having an average of 39 applications as what happens with run-of-the-mill companies. A more complex technological environment (as indicated by more applications) will certainly hurt versatility as well as the ability to respond to changing business.
At Oracle, we have standardized on a single instance of Siebel CRM (Customer Relationship Management) and in addition moved to a global instance of our Oracle E-Business Suite applications. In combination with efforts to simplify, standardize, centralize, as well as automate global processes, a single-instance strategy per application can enable real benefits-like the speed with which Oracle can incorporate acquired businesses or roll out fresh procedures globally.

Anne Ghuman: Your last question addresses the need for CFOs to invest in technology to decrease IT labor. Don't you think CIOs will frown against the thought of decreasing the number of the members of their staff?

Jeffrey Epstein: Nowadays a standard firm spends 60 percent or more of its IT budget on labor-on employees, outsourced labor, contract labor, or systems integrators. The remaining 40 percent is shared between hardware and software.

CFOs can then supply CIOs more budget on moneymaking tasks by motivating them to have more automation. And that is a possibility to effect the business and become a dependable advisor.
Without a doubt, among the most powerful assets in a CFO's toolkit is the effective and efficient use of technology. By strengthening the alignment between finance and IT, we can increase success in this slow-paced economic climate. At Oracle, we would like to observe a much better cooperation between IT and finance via the twelve questions published here.

Link: http://www.billboardmama.com/jeffrey-epstein-fine-tuning-corporate-finances-p-1436.html

New Oracle CFO Jeffrey Epstein is talking concerning the need for fine tuning that entails Oracle's finances within the middle of an economic crisis.

Jeffrey Epstein became part of the Oracle Corporation (NASDAQ: ORCL) appointed as the Executive Vice President (EVP) and Chief Financial Officer (FGO who reports to Oracle President Safra Catz. Oracle (NASDAQ: ORCL) will be the biggest global software program company. Jeffrey Epstein's responsibilities consists of manning Oracle's global controller's workplace, overseeing finance operations, tax, treasury, actual estate, monetary planning and analysis, investor relations, internal audits, and lastly, customer leasing. Jeffrey Epstein brings to Oracle 20 years of finance encounter as CFO of several public and private businesses, including DoubleClick, King World Productions, and ADVO. Lately, he was EVP and CFO at Oberon Media, which is a private internet game technology provider and publisher. As member of the board of directors at Priceline.com, Jeffrey Epstein also served at the audit committee and compensation committee. At Stanford University Hospital, he is also part of the audit and compliance committee. Jeffrey Epstein earned his MBA at Stanford Company schools an Arjay Miller Scholar and earned his BA from Yale College as summa cum laude, Phi Beta Kappa.

Two weeks after Jeffrey Epstein was appointed Oracle's new EVP and CFO, Wall Street suffered the greatest meltdown because the Fantastic Depression. That was Jeffrey Epstein's introduction to Oracle when he joined the business in September 2008! Profit had a current discussion with Epstein regarding his initial year in Oracle and the plans he produced to be able to assistance the growth of Oracle.

Profit: What had been the initial couple of months like for you at Oracle, after the financial crisis hit?

Jeffrey Epstein: I was fortunate to step into a finance organization known to be one of the greatest within the business, as measured by operating efficiency, profit margins, and quality of results. It's was really useful to have a world-class finance team as your support throughout those occasions. [Oracle CEO] Larry Ellison, [Oracle President] Safra Catz, and [Oracle President] Charles Phillips had been aware of the signs of instability around the market even prior to the meltdown took location thus they're in a position to prepare the company by cutting down their expenses and strengthening their balance sheets that enabled them stand on greater ground when the crisis finally took location.

Profit: What are your objectives for Oracle's finance organization?
Jeffrey Epstein: I inherited an extraordinary organization from Safra Catz and [Oracle Chairman and former CFO] Jeff Henley, so I'm focused now on fine-tuning the foundation they put in place. Jeff Henley did most of the heavy lifting within the earlier component of this decade, moving to simplify, standardize, centralize, and automate our processes, in component by establishing a shared services model to assistance our worldwide operations. Safra continued that effort, rolling out new performance management and business intelligence programs like the company's global enterprise reporting initiative to assist our finance team partner much more successfully with the business through better access to the right information.

My goal is to assist my teams manage administrative functions at peak efficiency, so we can totally free up resources to invest additional in R&amp, acquisitions, sales and service, and world-class consumer support. That means continuing to invest within the latest Oracle tools and technologies to lower our operating costs, lower our risks, and deliver greater worth to customers. This also requires continued investment in our personnel by supplying them using the chance that will assist them grow professionally. In addition to that, in fiscal 2010, integrating the Sun acquisition, when it closes, will probably be a major priority, and automating the Oracle and Sun finance processes will probably be an important part of that effort. As the company grows by generating acquisitions and developing goods, demands for this business also grows. As much as possible we continue to automate processes through the deployment of products like the Oracle's Hyperion strategic finance applications, Oracle's governance, risk, and compliance goods, and Oracle's Primavera project portfolio management applications that enables the finance team to focus on in-depth analysis and choice generating.

Profit: At present, a good quantity of companies are reducing their investments in IT. Have your deployment plans changed?

Jeffrey Epstein: Continued IT investment is really a proven way to lower your operating costs and improve your competitive capabilities. It all goes back to Oracle's strategy of supplying solutions which are complete, open, and integrated. Oracle utilizes this approach in order to assist out clients save cash by reducing their operational costs while continuing to function efficiently. It's extremely essential that we show to our clients the efficiency and the significance of utilizing Oracle's products and its capability to assist reduce operational costs. I usually sign Oracl'es quarterly monetary statements as CFO with confidence simply because I know that Oracle technologies is simple the very best therefore I am confident to recommend it to our customers.

Link: http://www.billboardmama.com/jeffrey-epstein-on-economic-recovery-p-1435.html

What can CFOs do in prepary for the recovery of the economy?

On 20 January 2010, at Oracle's Leadership Track for CFOs, Oracle CFO Jeffrey Epstein sat down with with KPMG National Managing partner Lynn Doughtie to speak concerning the economic recovery and significance of business intelligence, and the increasingly influential role of the CFO in steering the business via today's difficult economic occasions. Oracle's own CFO Jeffrey Epstein sat down recently with Doughtie to discover much more about what trends she sees ahead for CFOs and their organizations in the months ahead.

Jeffrey Epstein became component of the Oracle Corporation (NASDAQ: ORCL) acting as the Executive Vice President (EVP) and Chief Financial Officer(CFO who reports to Oracle President Safra Catz. Oracle (NASDAQ: ORCL) is the leading business in software program. Jeffrey Epstein mans the following operations: global controller's office, finance operations, tax, treasury, real estate, monetary planning and analysis, relationship with investors, internal audits, and lastly customer leasing. As former CFO to a number of private and public businesses like DoubleClick, King Globe Productions, and ADVO, Jeffrey Epstein brings to Oracle more than 20 years of experience. He was recently part of the Oberon media, a private business that provides internet game technology, as Executive Vice President and CFO. Jeffrey Epstein is a member of the board of directors of Priceline.com, exactly where he serves on the audit committee and the compensation committee. At Stanford University Hospital he was component of the audit and compliance committee. As an Arjay Miller Scholar, Jeffrey Epstein acquired his MBA at Stanford Company School following earning his BA at Yale College where he was summa cum laude, Phi Beta Kappa.

KPMG recently polled 400 C-level executives on the state of the U.S economy, and its prospects for recovery. Based on that survey, exactly where do you see the economy headed in 2010?

Lynne Doughtie: The consensus appears to be that the US economy will recover in 2010, but not all sectors of the economy will recover at the exact same pace. In the survey, about 3/4 of the executives believe that company will probably be better from this year onwards and technologies executives exhibit the most confidence. About 66% of the total participants came to the conclusion that the technology sector will be the 1 to pave the road for recovery in comparison to the 29% who believe that it is the monetary services that will get issues began towards recovery.

Jeffrey Epstein: What are the implications of your survey findings for CFOs?

Lynne Doughtie: Majority of CFOs are focused on preventing the loss of cash from their businesses and only a few are bothering to calculate the losses within the type of missed opportunities. And to paraphrase a famous American author, nothing is more expensive than a missed chance.

As the economy improves, there's a small window of opportunity companies can grab to improve marketplace share. CFOs ought to be willing to strike when that window of chance opens either by raising their market share or by acquisitions. This is extremely applicable to CFOs who're operating in businesses where the demand for their products and services is extremely high.

Jeffrey Epstein: How can CFOs leverage technology to capitalize on possible opportunities, although minimizing their risks?

Lynne Doughtie: We believe CFOs ought to be thinking about a couple of areas exactly where technology can definitely assist them navigate much better through today's economic turbulence. The first sector is Enterprise Risk Management or ERM. The flaws on some ERM programs did make a significant contribution to the credit crisis that's why companies are encouraged to review their ERM programs to be able to make certain that it works hand in hand with business strategies.

Another important region is real-time company intelligence. KPMG performed a survey in 2009 which entails 400 senior finance executives all more than the globe and came to a conclusion that obtaining much better high quality info and faster delivery are to main drivers for investing in finance technologies. Yet that exact same survey indicates that 38 percent of CFOs stated their technology investments were ineffective in enhancing the quality of their monetary information.

Jeffrey Epstein: Oracle makes use of a single BI instance for real-time company info, they also use standardized processed for data reconciliation and analysis, and they align their employees towards a common objective, this our so-called key to the success of our business intelligence initiatives. How important are these types of strategies for achieving correct, real-time business intelligence?

Lynne Doughtie: They're important. When I speak with CFOs, I frequently cite a 2009 survey by Cambridge University company intelligence report that 50 % of managers place no confidence within the numbers presented to them. These managers rely heavily on spreadsheets rather than BI tools to be able to know what they are dealing with, but this somehow limits the flow and acquisition of information.

To be able to obtain accurate real-time business intelligence there is a need of embracing an method that helps recognize the worth of info in businesses while providing leverage to centralized and standardized IT platform that will deliver data not only accurately but on time also. The strategic method employed by KPMG beings with the identification of the driving forces that is key to the success of your business. In order to make much better decisions using a streamlined application architecture you are required to recognize, filer, after which extract worth from financial and operational information. Next you need to focus metrics on those using the greatest impact on company performance. Finally, you need to provide every company unit with its personal perspective on the information that truly works for its needs.

By following this method, you are able to access the business info and insight you need to better understand and act on the real drivers of business value, and become a true partner to the company.

Link: http://www.billboardmama.com/jeffrey-epstein-p-1434.html

Jeffrey Epstein became a component of the Oracle Corporation (NASDAQ: ORCL) and assumed the position of Executive Vice President (EVP) and Chief FinancialOfficer (FGO reporting to Oracle President Safra Catz Oracle (NASDAQ: ORCL) will be the biggest software program business in the world.

When he heard the announcement, Jeffrey Epstein gave out the statement "I am happy to turn out to be part of the globe's groundbreaking companies. Oracle has taken innovation into a entire new level. The company is known for its professionalism and product excellence therefore it's truly an honor to become part of this team."

Oracle Founder and CEO Larry Elllison, stated that "Jeffrey Epstein's expertise in global operations and finance will further strengthen Oracle's senior management team. We're excited with him joining us as the new CFO.

Oracle President Safra Catz stated, "Jeffrey Epstein is an exceptional executive who has consistently increased stockholder worth. His monetary and technologies encounter will probably be an asset for Oracle."

The Oracle's global controller's workplace, tax, treasury, actual estate, financial planning and analysis are just some of the functions the Jeffrey Epstein is responsible for.

Jeffrey Epstein's contribution to Oracle is a total of 20 years encounter in finance as a CFO of businesses like DoubleClick, ADVO, and King Globe Productions. He also held a position of Executive Vice President and CFO at a business known as Oberon Media, which is a game tech provider and publisher at the same time.

Jeffrey Epstein is a member of the board of directors of Priceline.com, where he serves on the audit committee and the compensation committee. At Stanford University Hospital he was also a part of the audit and compliance committee.

Jeffrey Epstein earned his MBA at Stanford Business School as an Arjay Miller Scholar although he earned his BA from Yale College and graduated as summa cum laude, Phi Beta Kappa.

At present, Oracle serves as the gold regular with regards to database technology and applications in businesses all over the world and at the same time it's also the largest leading supplier of info management softwares. The acquisition of Sun gives Oracle a leadership role in the hardware arena as well.

Currently, Oracle technologies has invaded almost each industry in the world such as the Fortune Global 100 companies. Oracle's item line consists of database, business, applications, application development, and choice support tools, that are all internet enabled business softwares and Oracle is the first software company to distribute this kind of product line.

Innovation is the engine of Oracle's success. Oracle was among the first companies to make its company applications available via the internet-an concept that is now pervasive. Oracle's new product line known as the Oracle Fusion Middleware will be the embodiment of the companies objective to connect all the aspects of company technologies by enabling their customers to access the info needed to tackle marketplace conditions at high speed.

Prior to Oracle's acquisition of Sun, they first introduced the Sun Oracle Database Machine, which is the fastest machine for all sorts of database workload. The following are deemed as fuel to the promise of innovation by Oracle: Sun servers and storage, Oracle Actual Application Clusters, Oracle Applications, Oracle Grid Computing, Oracle Fusion, and business assistance for Linux.

What does Oracle have in store for tomorrow? Our goal would be to turn out to be #1 in middleware and #1 in applications, just as we have in database. And we will supply our clients with total, open options integrated from the disk to applications software program that meet their company needs and solve their business issues. And, we will continue to innovate and to lead the business, while always generating sure that we focus solving the issues of the customers that rely on our technology.

Oracle welcomes Jeffrey Epstein aboard as our new EVP.