Board of Directors 2017-09-08T14:16:16+00:00

Board of Directors

Barry Mence
Barry MenceChairman
Barry Mence is a founding member of Sopheon, and has served as executive chairman and as a director and substantial shareholder of Sopheon since its inception. From 1976 to 1990, Mr. Mence was the major shareholder and group managing director of the Rendeck Group of Companies, a software and services group based in the Netherlands.
Andy Michuda
Andy MichudaChief Executive Officer
Andrew (Andy) Michuda was appointed chief executive officer of Sopheon in September 2000. From 1997 to 2000, he served as chief executive officer and an executive director of Teltech Resource Network Corporation, which was acquired by Sopheon. Prior to joining Sopheon, Mr. Michuda held senior leadership positions at Control Data.
Arif Karimjee
Arif Karimjee ACA, Chief Financial Officer
Arif Karimjee joined Sopheon as chief financial officer in February 2000. Mr. Karimjee served as an auditor and consultant with Ernst & Young in the United Kingdom and Belgium from August 1988 until joining Sopheon.
Stuart Silcock
Stuart Silcock FCA, Non-Executive Director
Stuart Silcock has served as a director of Sopheon since its inception in 1993 when he was one of the founding members of the company. Since 1982 Mr Silcock has been a principal Partner in Lawford & Co chartered accountants. Mr. Silcock was a non-executive director of Brown & Jackson plc. For four years from June 2001 to July 2005 and has held a number of other directorships in the United Kingdom.
Daniel Metzger
Daniel Metzger Non-Executive Director
Dan’s career started—and remains—in sales and technology. He’s spent 40 years growing his expertise as a go-to-market strategist and helping companies strategically grow and win in their markets. As Lawson Software’s EVP Marketing, he helped the company grow its revenues from $13 to $400M. At startup auxilium, he set a growth strategy that ultimately made the company’s sale to PTC the largest return on investment for its venture capital backer, St. Paul Ventures. As a strategy consultant, Dan helped numerous technology companies reach and exceed their growth objectives.

Overview of Board Activities

Formal board meetings are held quarterly to review strategy, management, and performance of the group, with additional meetings between those dates convened as necessary. The audit committee, which includes all of the non-executive directors and is chaired by Stuart Silcock, considers and determines actions regarding any control or financial reporting issues they have identified, or that that have been raised by the auditors. The remuneration committee is responsible for oversight of the contract terms, remuneration, and other benefits for executive directors, including performance-related bonuses. The committee comprises two non-executive directors, Stuart Silcock as chairman, and Daniel Metzger, together with B.K. Mence, other than in with respect to his own remuneration.

Corporate Governance

The Sopheon board is committed to high standards of corporate governance and aims to follow appropriate governance practice, although as a company incorporated in the UK and listed on AIM the company is not subject to, nor does it formally apply, the requirements of the UK Corporate Governance Code. However, the board comprises three executive directors and two independent non-executive directors. Their biographies appear above, and demonstrate a range of experience and caliber to bring the right level of independent judgment to the board. The board is responsible for the group’s system of internal control and for reviewing its effectiveness. Such a system can only provide reasonable, but not absolute, assurance against material misstatement or loss. The board believes that the group has internal control systems in place appropriate to the size and nature of its business. The board is satisfied that the scale of the group’s activities do not warrant the establishment of an internal audit function. The board is also responsible for identifying the major business risks faced by the group and for determining the appropriate course of action to manage those risks. Formal meetings are held quarterly to review strategy, management and performance of the group, with additional meetings between those dates convened as necessary.