Strategic advisory across product, data, and risk.

Through board roles, advisory engagements, and targeted projects, I guide founders and executive teams through the decisions that shape how a company scales, sells, and is evaluated.

I help teams identify where risk and opportunity actually sit, align product and data decisions with customer and investor expectations, and put structure around decisions that often remain implicit.

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A different perspective in the room

My goal is to design for responsibility without slowing down innovation, so decisions hold up with enterprise customers, investors, and regulators.

In practice, that means asking the questions that don’t naturally get asked in fast-moving 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.

The companies that scale well don’t just have experienced operators in the room. They have people who understand how product, data, 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 product and engineering teams at companies like Superhuman and Atlassian, helping shape decisions around AI, data use, and customer 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 customers trust, that holds up under scrutiny, and that the company can stand behind long term.

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Ways to work together

Engagements are tailored, but typically fall into a few core ways of working together.

  • Best for:
    Companies with a specific initiative, gap, or upcoming milestone that requires focused support

    What it looks like:
    Clearly scoped engagement with defined goals, timeline, and outputs

    What I help with:

    • AI and data risk assessments tied directly to your product and business model

    • Governance and compliance roadmap design based on your stage and growth plans

    • Enterprise readiness (e.g., SOC2, HIPAA, or customer-driven requirements)

    • Product and privacy alignment for new launches or features

    • Customer trust strategy, including questionnaires, messaging, and sales enablement

    • Go-to-market support for selling into regulated or trust-sensitive industries

    How I operate:
    Focused and execution-oriented, working through real decisions and delivering practical outputs your team can use immediately.

  • Best for:
    Founders and executive teams navigating product, AI, and data decisions where the stakes are high and tradeoffs are not obvious

    What it looks like:
    Ongoing partnership, typically structured as a monthly retainer with flexible cadence based on your needs

    What I help with:

    • Identifying where your biggest product, AI, and data risks actually are so you can prioritize what matters

    • Defining a governance and compliance approach that fits your stage, product, and customers

    • Supporting product and go-to-market decisions where trust, privacy, or data use are blockers

    • Helping you align product, messaging, and data practices to meet enterprise customer expectations

    • Turning complex regulatory requirements into clear, usable principles your team can operate against

    • Clarifying ownership across the company so decisions don’t stall and responsibilities are clear

    How I operate:
    I work closely with founders and product leaders as a thought partner, helping you make decisions that hold up with customers, investors, and regulators while continuing to move quickly

  • Best for:
    Companies where governance, AI, and data decisions directly impact valuation, diligence, and long-term trust

    What it looks like:
    Formal board or advisory board role with ongoing involvement in company direction

    What I help with:

    • Bringing governance, AI, and policy expertise into board-level discussions and decisions

    • Ensuring oversight is built early rather than added after risk or failure

    • Supporting leadership through complex, high-stakes decisions involving product, risk, and external scrutiny

    • Strengthening credibility with investors, enterprise customers, and regulators

    How I operate:
    A long-term partner helping connect product, governance, and leadership decisions so the company can scale responsibly and withstand scrutiny over time

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