Selected Work

The problem in each case, what he did about it, and where the outcome is documented.

2016 to present · Agricultural biotechnology

THE PROBLEM: The company was an idea and a piece of intellectual property. It had no capital, no investor base and no public market presence.
HIS PART: He made the first investor calls, led the founding capital raise as part of the founding capital team, and stayed through subsequent financing rounds and the transition to the public markets. He has been with the company since 2016, as Director of Investor Relations and later as Chief Financial Officer.
OUTCOME: Genvor received Bayer's inaugural Golden Ticket award for its AMP agricultural biotechnology intellectual property and subsequently entered the public markets under the ticker GNVR. He still holds the chief financial officer seat.

Federal program evaluation

THE PROBLEM: Federal grant programs are required to be assessed by an evaluator independent of the team delivering the work. That independence is the whole point, and it is easy to compromise.
HIS PART: He leads capital formation for the parent group and advises its executive team, and writes publicly about what the evaluator role actually involves and why reviewers weigh it as heavily as they do.
OUTCOME: The division's client base spans the Department of Defense, NASA, the National Science Foundation, the National Institutes of Health, the Department of Energy and major research universities.

Open source

THE PROBLEM: Filing information sits in EDGAR in a form that is public but awkward to work with at any scale.
HIS PART: He wrote a tool that identifies and organises that filing data, and released it as open source rather than keeping it internal.
OUTCOME: The tool is publicly available. It sits alongside the acquisition and follow up systems he built for the firm's own investor outreach.

For current work and recent writing, connect with Forrest Andrew Jones.