I valued businesses, then grew them, then started running them.

I started by managing other people’s money — about $2 billion of it — as an investment analyst. I learned how to look at a business and see what it’s really worth, and why.

Then I spent four years building products: first inside Equifax, a Fortune 500, then inside two startups. That’s where I learned the harder truth — the money isn’t the hard part. Making the thing actually grow is. So I got good at that: conversion, revenue, retention, go-to-market — the unglamorous levers that move a P&L.

Now I run one company as COO and back others as an operator and sponsor. I’ve been the analyst who valued the business, the product leader who grew it, and the operator who has to live with the result.

How I look at the world

Most value in a small company is hiding in plain sight — in the demand it never learned to generate on purpose, the systems it never wrote down, and the owner who became the bottleneck by doing everything right. I don’t believe in transformation decks. I believe in finding the one or two constraints that actually cap the business, and removing them — then taking equity so I’m accountable for whether it worked.

Background, in short

Institutional investing ($2B AUM) → an MBA and the pivot → enterprise product leadership at Equifax → startup growth at Roxe and RentRedi, where every result was a growth number → operator and owner today. Five companies built, bought, or run across five industries.