Tech + AI Entrepreneur · Ex-Fashion CEO
Founder, CEO. I build products that work.
I ran operations, built products, and led companies. Now focused on AI entrepreneurship and helping companies scale.
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I ran operations, built products, and led companies. Now focused on AI entrepreneurship and helping companies scale.
I spent a decade in fashion operations and leadership, eventually becoming CEO. I learned how to build systems that scale, lead teams through complexity, and ship under pressure.
The work taught me that most business problems are systems problems. Bad workflows kill good strategies. Great operators obsess over the unglamorous details—hiring, process design, decision velocity.
In 2025, I shifted focus entirely to tech and AI. I started building products, advising startups, and exploring what's possible when you combine operational discipline with emerging technology.
Today I'm building AI companies and working with founders who want to move faster without breaking things. I believe in small teams, clear systems, and shipping early. I've seen what works at scale and what doesn't.
If you're a builder of something real, I'd be happy to talk.
I'm currently focused on AI entrepreneurship—building products that solve real problems, not demo-ware. I care about adoption, retention, and business model fit, not just technical novelty.
I work with founders and executives on operational systems, team design, and scaling strategy. Best fit: you're past product-market fit and need to professionalize without losing speed.
Whether it's hiring pipelines, decision frameworks, or org design, I help teams build systems that compound over time. Most companies under-invest here until it's too late.
Perfect products don't ship. Good products improve after launch. Velocity beats perfection when you have feedback loops. The best companies I've seen move fast, learn publicly, and compound improvements weekly.
Hero culture is a red flag. If your business depends on people working weekends or "going the extra mile" constantly, you have a systems problem, not a people problem. Build leverage, not burnout.
The best hires aren't the most credentialed—they're the fastest learners. Look for people who've done hard things with limited resources. Experience matters less than trajectory.
Large teams move slow. Consensus culture kills speed. Keep teams small, give them real ownership, and let them make reversible decisions without approval chains. Trust scales better than process.
Most "strategy" discussions are really execution discussions in disguise. Before adding headcount or tools, ask: what's actually broken? Often the answer is clarity, not resources.
The companies that innovate successfully have boring operations. Tight financial controls, clean reporting, reliable systems—these create room to take smart risks elsewhere.
Information hoarding is a tax on your team. Share context, share numbers, share reasoning. People make better decisions when they understand the full picture. Secrecy should be exceptional, not default.
Share your work early and often. But take feedback selectively—not everyone's advice is relevant to your context. Strong opinions, loosely held. Update your priors when reality disagrees.
I'm always interested in connecting with builders, operators, and people working on hard problems.