I design the AI systems that grow companies, with a submariner’s discipline.
Your team is good. The systems underneath them are what decide how far the company can grow. That’s the part I fix.
If this sounds like your company
Leads wait too long for a reply. Follow-up depends on who remembers. Good people spend hours moving data between systems, and the numbers arrive after the decision was needed. None of that is a people problem. It’s what happens when a company grows faster than its systems, and it’s the problem I fix.
Where I learned to fix it
I started in an auto shop, fixing engines. Find what’s broken, figure out why, and make sure it doesn’t break again.
Then the Navy. I served on nuclear submarines as an MM1(SS/DV), doing quality assurance under SUBSAFE aboard the USS Jefferson City. That’s where I learned that a system you can trust works no matter who is on watch.
I earned my MBA at the University of Washington. At HSB, part of Munich Re, I was Innovation Coach and Director of Mobile Technology. Mobile technology made inspections 30% faster across a 250-person division and saved about $9M a year on a $30M cost base. I was also on the team during Augury’s staged rollout, before it became a unicorn.
I ran finance, CRM, tech and systems at Digital Nomads as it went from $0 to $17M in 8 months. I built the paid media, funnels, offers and CRM that took WGOAA from $0 to $100K+ a month, with 42,000+ students since 2021. I sourced the deal and structured the financing for an $8.1M e-commerce acquisition.
Now I do it with AI. Procedures first, then automation, then the people and agents who run it.
What that means for you
You get someone who writes the procedure before automating it, measures both revenue and margin, and leaves your team with systems they can run. I don’t manage your team long-term, and I don’t leave a slide deck behind.
Who I work with
Owners and CEOs
Leaders of growing companies whose systems haven't kept up with the growth.
Executive teams
A full C-suite that wants AI working inside sales, operations and reporting, not in a pilot.
PE operating partners
Portfolio companies where revenue and margin depend on processes that don't scale yet.
VC-backed companies and family offices
Companies that need operations to keep pace with the capital behind them.
Where I work
Wealth. Education. Health. Freedom.
What I stand for
The Bill of Rights.
Free enterprise.
I work with companies that create ownership, under those two ideas.
MM1(SS/DV), QA, SUBSAFE · MBA, University of Washington · Former Innovation Coach & Director of Mobile Technology, HSB (Munich Re) · Chief Investment Officer & Managing Partner, Patriot Growth Capital · CEO, Angel Investors Network · Author
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