For fifteen years, companies have handed me what was unbuilt, unclear, or under-resourced
and asked me to own it. I have done that at the world's largest asset manager, a
real-estate developer with tens of billions under management, a consumer brand through its
NYSE IPO, a global travel company, and most recently an engineering organization running
across multiple international entities. Different industries, different stakes – the same
role every time: read the business fast, build what it needs, and execute.
Most recently I scaled and matured the finance function for a multi-entity global
organization, with board-level accountability – the team, the systems, and the rigor:
stronger FP&A, treasury built from the ground up, ERP and AP automation (NetSuite,
Tipalti, Planful), and a faster, cleaner monthly close. I hold that work to institutional standards: clear,
accountable governance, custody-grade controls, audit-ready accounting, and board
reporting an allocator can underwrite. It happened to be a crypto-native company –
tokenomics, staking, stablecoins, ETPs – but the discipline travels anywhere, and I bring
an AI workflow layer into the finance org wherever I land.
I build companies of my own, too. I co-founded imovum, an
edtech company; co-founded and exited Pasta Life, a
bootstrapped consumer brand; and am building a software product around a thesis I hold –
that the moat under much of today's SaaS is thinning, and that teams should run powerful
systems on their own infrastructure, with their own data under their own control.
