For when the hard decision is yours alone.

I advise a small number of startup founders on the decisions that don’t fit anyone’s job description—executive hires, board conversations, broken orgs, or big bets about what comes next.

Tell me what you’re facing ↓

The decision is yours. It doesn’t have to be lonely.

Founders are surrounded by smart people, but almost everyone has a role to play and an outcome they want. Your board has a governance job. Your investors have a portfolio. Your team needs conviction and clarity. Some decisions don’t belong cleanly to any of them.

I stay close enough to understand how the product, people, capital, and narrative fit together—then help you make the decision that’s actually yours.

Pattern recognition, without the playbook.

Before advising founders, I spent more than six years at Uber, joining as employee 35 and leaving after it had grown past 25,000 people. Since then I’ve been a Chief of Staff, a marketing leader, an operator, and an advisor inside companies navigating growth, fundraising, leadership changes, and strategic pivots.

I don’t work from playbooks—the world is moving too fast for off-the-shelf advice to keep up. What my 16+ years have given me is pattern recognition.

Outside my advising, I’m an operator and investor on the leading edge of tech and beyond. I’m building software and AI projects, blending my own vermouth, and even tinkering with hardware. Above all, I’m insatiably curious about what’s growing, what’s failing, and what’s next.

How I work

Most of my work is ongoing founder advisory: weekly conversations, async access when something can’t wait, and enough continuity that I don’t spend the first half of every meeting relearning your business. You get a fraction of my brainspace, all the time—not a consultant showing up cold. I advise no more than five founders at a time.

I don’t filter by funding stage or revenue—my work has run from a crowdfunding raise to a Series C. What matters is whether you’ll let me see the messy parts. Not the board deck version, the real thing. That’s how I give good advice.

Sometimes the right starting point is narrower: a concentrated decision sprint around one consequential choice, or a short audit and build focused on how AI could change the way your company operates.