I'm not a vendor.
I'm a partner
in the hard work.

Board Membership & Governance Advisory

The most effective board members aren't passive overseers. They're active thinkers who bring pattern recognition, genuine operating experience, and the willingness to say uncomfortable things before they become expensive problems.

I'm built for early- to mid-stage companies, growth-stage businesses navigating a pivot or capital raise, and companies where the intersection of strategy, capital markets, and execution needs to be sharper.

In a board capacity, I focus on:

• Business model integrity — does the model actually work, and does the board understand it as well as management thinks it does?
• Narrative and credibility — are the company's communications with investors, customers, and stakeholders working?
• Strategy-to-execution translation — is the strategy one the current team can actually execute?
• Capital markets positioning — are you building toward a valuation that reflects the company's real potential?
• Governance culture — is the board creating the conditions for honest conversations?

Strategic Advisory

I work with CEOs and founders who are at an inflection point — where the business model needs to be stress-tested, the strategy needs to be refined, or the narrative needs to match reality more precisely.

The work is diagnostic first. Before recommending anything, I spend time understanding what's actually happening: what customers are saying, what competitors are doing, what the numbers are telling you versus what you're telling the board, and whether the strategy you think you're executing is the one that's actually happening.

I'm not a generalist consultant who hands you a framework. I'm a practitioner who has operated across the functions that matter most at inflection points — capital formation, market positioning, business model design, and execution.

COO & Fractional Operating Roles

Some engagements call for more than advice. They require someone who will roll up their sleeves, take ownership of outcomes, and operate inside the business rather than above it.

I've operated as a founding COO — standing up infrastructure, building teams, implementing systems, managing finance and operations, and handling the messy reality of building a business from nothing. I know the difference between a plan that looks good and a plan that can actually be executed.

A servant leadership style isn't weakness. It means I get visible inside organizations, listen before prescribing, help teams own the solutions rather than feel managed toward them, and stay focused on what actually needs to happen — not on what looks strategic from the outside.

Investor Relations & Capital Markets Strategy

The investor relations industry has a significant problem: most IR is administrative rather than strategic. IR firms distribute information. They manage calendars. They're expensive and low-leverage. The best IR professionals are the ones who can look at a business and tell management what story the market is actually hearing — versus the story management thinks it's telling.

My approach to IR is capital markets strategy first. That means understanding which institutional investors belong in your cap table and why, knowing what story they need to hear at each stage of your growth, building the kind of credibility with analysts and investors that creates a premium valuation over time, and navigating difficult periods — earnings misses, facility fires, short seller attacks, management transitions — without losing the institutional confidence you spent years building.

I've also been building the next generation of AI-enabled IR intelligence tools — platforms that help IR officers understand narrative alignment, evaluate analyst and investor perceptions, and operate in an AI-enabled but strategically controlled environment.

Founder & Early-Stage Advisory

I've mentored over 300 founders. Those companies have collectively raised more than $400 million. Multiple founders I've worked with have won $1M prizes from 43North. I've worked through Launch NY, ATDC, and directly with founders at every stage from pre-seed through growth.

The founders I can help most are the ones who are ready to hear the truth. Because the truth, in most cases, is something specific and uncomfortable: you're three steps ahead of the actual problem. You have a product that solves an interesting problem, but you haven't proven that enough people will pay for it to build a business. Or you have customers, but the unit economics don't work and you're growing into a problem instead of away from one. Or you have revenue, but you don't have a model.

I've worked extensively with underserved founders — women, Black and Brown founders, founders with disabilities — and I bring a direct but coaching-oriented approach that helps founders own the clarity rather than just receive it.