How I think about this work
I've always been drawn to the moment when a group of people stops being a collection of individuals and starts functioning as a team. Understanding what someone is actually good at—not just what their title says—and putting them in a position to use it. Knowing when a conversation needs to be direct and when it needs to be patient. Sensing where the real tension in a room is coming from, even when no one's named it yet.
That instinct has driven results across every context I've worked in. I have a strong track record of growing businesses multifold—across product categories, geographies, and stages. In the first decade of my career I grew client revenue as much as 3× year-over-year, not by having a better process, but by understanding what my clients actually needed and aligning my team to deliver it. As a leader through a major reorg of a $300M business, the hardest part wasn't the structure—it was helping people on both sides of change understand what was happening and why, and keeping them pointed in the same direction through it. As Employee #2, I built a venture platform from the ground up — standing up the legal entity, designing the org structure, hiring the team, setting up finance and fund operations, and supporting three portfolio companies through their own growth. Every decision came down to the same question: do the right people understand what we're trying to do, and do they have what they need to do it?
The fractional COO model fits the way I work. It puts me inside a company—not advising from a distance—where I can actually see the team dynamics, understand what's working, and get specific. I can see what the deck doesn't show. I can have the conversation the leadership team hasn't been able to have. And I can build the systems that let people do their best work without the founder in every room.
It doesn't matter what the function is or what the goal is. If the right people are aligned and understand what they're working toward, I can help them get there.
That's what I bring to scaling founders: business acumen built from two decades of growing real P&Ls, the operational infrastructure to make growth sustainable, and the interpersonal instinct to make organizations actually function. The ability to walk into a company, understand the people and the dynamics quickly, and build the kind of alignment that actually moves things. Whether that's a leadership team that's quietly not working, a hiring process that's producing the wrong people, a financial plan no one trusts, or a board relationship that's become defensive rather than strategic—underneath all of it, there are people who need to understand something differently, or be in a different role, or hear something they haven't heard yet.
I'm good at that part. And the operational infrastructure too.
