The Wall Street Transcript with CEO Bryan Lewis on progress, opportunities and what’s ahead

Intellicheck, Inc. (NASDAQ:IDN)

BRYAN LEWIS is the CEO of Intellicheck Inc. He brings over 30 years of leadership positions in the financial services and financial technology sector to his role as Chief Executive Officer and a member of the board of directors of Intellicheck. A turnaround specialist who leads companies to profitability and successful exits, Mr. Lewis has a demonstrated ability to scale both high-growth and underperforming companies to create significant shareholder value. Prior to joining Intellicheck, he was Chief Operating Officer at Third Bridge, Inc., where he oversaw the growth of the company from 100 to 600 employees and a CAGR of 56% in a four-year period. Previously, Mr. Lewis held senior leadership positions at BondDesk (sold to TradeWeb),TheMarkets.com (sold to Capital IQ), Reuters, Barra (sold to MSCI) and Bloomberg. He began his career as a bond trader.

‍SECTOR — BUSINESS SERVICES

TWST: Let’s start with a short overview of the company.

How did this all start?
Mr. Lewis: Intellicheck has been around for quite a long time doing basically ID validation. We began doing it for the military.So, government installations, secure facilities, where they figured that the best way to prove that you are who you say you are when you’re getting on base or into that facility is, is your government-issued identity document real? So we started validating military IDs and governmentIDs in the 1990s.

TWST: What’s your background? How did you end up as CEO?

Mr. Lewis: My background is that I have been working, going tocompanies that were either underperforming or they were great companiesthat had awesome products, but couldn’t figure out how to really monetizethem or get the growth going. So I’ve done that in a number of places. Thelast company I was at, when I started and took over operations, had a greatproduct, great research group, but they had been around for a while, theyhad about $9 million in revenue, and they were unprofitable. I changed alot of processes and four years later, we were doing $90 million in revenueand profitable.