Forecasts, reporting cadences, AI workflows, and 0→1 launch architecture — the connective tissue between strategy and execution for high-growth teams. My résumé shows the roles; this site shows how I operate. Scroll to descend.
In commercial operations the top-line view is usually too blunt to be useful. Demand behaves differently by account, supplier line, reorder cycle, and margin profile — so I treat a forecast as a system to decompose, not one number to defend. Separate the durable from the temporary and the noise, and attention goes where it can actually change the outcome.
Through a post-acquisition integration, I worked as the strategy-and-operations partner to the President. The work was translation as much as analysis — leadership priorities, sales realities, finance constraints, and parent-company expectations resolving into one rhythm of forecasts, budget tracking, and commercial follow-through. A plan is only useful when other people can run it, repeatedly.
I use AI to remove recurring work that shouldn’t need a person twice — newsletter production, research synthesis, multi-model review, reporting drafts. In my last venture that meant an operating stack where software absorbed the fixed costs, so a lean team could do more before headcount caught up. Not AI as a badge — AI as workflow infrastructure.
I’m happiest where a business needs structure before it needs headcount. In a pre-launch DTC venture I owned the business function end to end — product strategy, launch planning, financial modeling, and the operating stack behind it: Shopify, Klaviyo, Power BI, and LLM workflows fitted into one spine a small team could run intelligently, before scale justified more complexity.
A good operator doesn’t just build momentum — they know when not to fund it. I spent two years architecting a machine-learning trading system and wound it down when it proved technically sound but not commercially compelling. I made the same call on a venture when changing economics broke the case before launch. I trust intensity; I trust commercial discipline more.
I’m most useful where growth creates operational complexity faster than the organization can absorb it. I grew up inside two family businesses and have been building ever since — now I’m bringing that operating instinct, AI-native by practice, to a high-velocity, scaled team, and committing to it for the long run.