Strategic advisory, simplified.
Through board roles, advisory engagements, and targeted projects, I guide founders and executive teams through the decisions that shape how an organization builds responsibly, scales, sells, and is evaluated.
I help teams identify where risk and opportunity actually sit, and put structure around decisions that often remain implicit.
A different perspective in the room
My goal is to design for responsibility without slowing down innovation, so decisions hold up with customers, investors, regulators, and other stakeholder groups.
In practice, that means asking the questions that don’t naturally get asked in fast-moving or well-established teams, and staying close to the tradeoffs leadership is making in real time.
I’m not there to introduce more process. I’m there to help teams make clearer calls, challenge assumptions when needed, and move forward with more confidence in the decisions they’re making.
A more effective kind of board member.
Organizations that scale well don’t just have experienced operators in the room. They have people with a lived understanding of how strategy and risk actually intersect, and who know where things are most likely to break.
That’s where I come in.
I’ve spent my career working alongside executive leaders and teams at companies like Superhuman and Atlassian, helping shape decisions around strategy and trust.
In the boardroom, I help leadership teams surface blind spots early and make decisions that are not only effective but responsible.
Because the goal isn’t just to move quickly. It’s to build something stakeholders trust, that holds up under scrutiny, and that the company can stand behind long term.