Three-time C-suite operator. Three companies taken through acquisition. The work starts with building enterprise value across Operations, Finance, Engineering, Legal, and Security, then carries a company through diligence to close.
I've spent my career stepping into founder-led and PE-backed companies and building the operating structure that lets them create value, scale, then close. Not once, but three times, across sports and media technology, marketplace and fintech operations, and enterprise SaaS.
Increasingly, that work means building AI-native operating systems: production-grade computer vision, workflow automation, and AI-assisted operations that change how a company actually runs, not pilots that stall after the demo.
At Infinite Athlete, I served as President of an AI and computer vision platform running across all 30 NFL stadiums, international games, the NBA, and F1, through its acquisition by Exos. That included Biocore, our biomechanical engineering subsidiary doing computational modeling and finite element simulation for elite athlete performance. At PWCC Marketplace, I was COO through its acquisition by Fanatics, running auction operations, authentication, lending, and payments. At iGrafx, I led Product & Technology through its acquisition by Banneker Partners, deploying white-labeled process intelligence software for EY, Deloitte, and KPMG.
Trained as a mechanical engineer, with an MBA, in Germany, which is where the instinct to treat a company as a system, not a org chart, comes from.
That instinct for discipline started even earlier: competing as an elite athlete while founding my first companies, still in school.
Each role followed the same arc: step in, build enterprise value, take the company to the deal, and land the plane when it closes.
SVP Product & Technology. Acquired by Banneker Partners. Stayed one year for transition.
COO. Acquired by Fanatics. Retained COO title for over a year post-close.
President. Acquired by Exos. AI and computer vision across major sports leagues, including Biocore's biomechanical engineering work.
Looking for the next founder-led or PE-backed operation to build.
I take operating responsibility, not an advisory seat on the side. The org has to feel the change, not just read about it.
Operations, Finance, Engineering, Legal, and Security are treated as one system with shared truth, not five separate reporting lines.
Every process gets built to the standard a buyer's diligence team would apply, because eventually, one will.
Production computer vision, workflow automation, and AI-assisted operations get built into how the company runs, not layered on top as a side project.
The gap between a company that closes and one that doesn't is rarely the product. It's whether the operations can survive someone else looking closely.