Corporate & growth strategy
Identifying the strongest commercial opportunities, shaping competitive positioning and business models, and directing growth strategy toward the economic levers that matter: revenue, profitability, and sustainable scale.
Fractional Executive · Strategic Advisor
See the architecture.
Build tomorrow with intention.
I partner with founders and executive teams to reveal how today's decisions map against desired future outcomes — and co-architect the business, product, operating, and financial strategies that turn ambition into a clear path forward.
Nearly 15 years across technology, product leadership, entrepreneurship, venture capital, and fractional executive engagements.
The principle
Truth first.
Strategy second.
Modeling third.
Strategy second.
Modeling third.
20+
products in the software portfolio at Techstars
50%
operating cost reduction through a redesigned business and operating model at Techstars
90K+
daily users supported by a Department of Education intranet delivered in six months
Where I work
Strategy, considered as a whole.
Business outcomes are shaped by interconnected choices. I look across the whole system rather than optimizing one function in isolation.
Strategic finance
Integrating financial modeling from the outset—from market sizing and revenue scenarios to unit economics, valuation objectives, and capital allocation—to understand what is financially possible and shape the decisions required to get there.
Product strategy
Understanding customers deeply to identify the problems they'll pay to solve, derive product direction, and engineer roadmaps that balance capital efficiency with incremental progress toward strategic outcomes.
Operating Architecture
Architecting the constituent parts of the business that interplay to deliver on the intended strategic intent. Org structures, governance and ways of working that support focus, efficiency, and purposeful scale.
How I work
Clarity is the starting point.
I begin with what leadership has already built: revealing its underlying architecture, separating what matters from the noise, and clarifying the path toward the outcomes they envision.
01
Understand the outcome
Begin with thoughtful conversations and a rigorous view of the business. Clarify what the founder or leadership team actually wants to achieve—and what may be standing in the way.
02
Architect the decisions
Work backward from the objective. Evaluate scenarios and tradeoffs, then connect business, product, operating, and financial choices into one coherent strategy.
03
Build strategic capability
Make the reasoning as valuable as the recommendation. Equip leaders with a clearer perspective for making consequential decisions long after the engagement.
“I bring a commercially grounded, customer-centered, systems-level approach to every advisory and executive engagement. But I’m not interested in simply telling leaders what to do. I want them to understand how to evaluate the day-to-day decisions that shape their business for themselves.”
Selected work
Strategy in practice.
Examples of partnering with leadership to clarify opportunities, strengthen decisions, and connect strategy with business outcomes.
TECHSTARSProduct & operating leadership
Shaping a company-wide software strategy for scale.
Owned Techstars’ company-wide software product strategy across a portfolio of 20+ products serving founders, investors, community members, and internal teams. Built the integrated strategy and roadmaps to enable 10× business scale, while separately redesigning the Community department’s business and operating models to reduce costs and strengthen value delivery.
50%reduction in Community operating costs following the new business and operating models
CANINE COACH ACADEMYFractional executive engagement
Revealing the growth opportunity already within reach.
Assessed the company's existing strengths, market position, and growth potential, then translated a larger opportunity into product direction, a five-year financial scenario, an operating model, and growth milestones.
5-yeargrowth scenario modeled, with an operating plan to support scale
Selected experience
Built from both sides of the table.
My background spans building digital products, leading teams, evaluating investments, and advising founders on how businesses are designed and scaled.
2024 — Present
Independent Advisory, Fractional Leadership & Investing
Investor · Fractional Executive
Partnering with founder-led businesses on business strategy, product direction, operating models, financial scenarios, and growth opportunities.
Independently investing in private markets and managing a personal investment portfolio, supported by sophisticated financial modeling to inform portfolio strategy and investment decisions, and drive performance analysis—including investment- and portfolio-level cash flow models, distribution waterfall analyses, and return profiles.
2019 — 2021
Techstars
VP, Software Product Management · Director, Product Management
During a substantial business transition, expanded beyond product leadership to influence executive-level strategy, partnering across the C-suite to define Techstars' company-wide software product strategy and roadmap. Led product and design teams through execution and co-designed a new engineering organization built for consistent excellence, efficiency, and scale.
2018
Venture University
Venture Capital Associate
Sourced and evaluated 20+ startups weekly, conducted extensive due diligence on market size, founder and product-market fit, adoption strategy, unit economics and financial analysis, traction, competitive landscape, market potential, growth plan, exit potential, cap tables, and past investment terms. Led the presentation of investment evaluations to GPs.
2016 — 2018
Pearson
Senior Digital Product Manager, Global Product
Designed and led delivery of emerging digital learning experiences, including AI-assisted and adaptive study tools. Directed cross-functional teams in delivering 78 features in 15 months across next-generation digital platforms.
2015 — 2016
Department of Education (via Swartz Labs)
Enterprise transformation consultant
Led the delivery of an enterprise intranet supporting 90,000+ daily users in six months, using 60% of the allocated budget. Coordinated 20 contributors and managers across design, engineering, and content.
2014 — 2016
Swartz Labs
Co-founder · Director of Product
Partnered with startup founders from idea to market, shaping product, GTM, design and engineering delivery.
Résumé access
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Builder.
Strategist.
Investor.
Strategist.
Investor.
A little about me
Curious by nature. Precise by design.
Businesses are systems, governed by underlying mechanics. Every decision leaders and operators make can move a business closer to its intended outcome, pull it away, divert its trajectory entirely, or leave it suspended in limbo. Effective executive direction begins with an honest acceptance of the business as it actually operates, a deep understanding of its market and opportunities, and conviction and alignment among leadership on where it intends to go.
Years of evaluating early-stage investments—at times meeting with 20 startups each week—trained me to understand unfamiliar businesses quickly: markets and their dynamics, strategic direction and assumptions, unit economics and financial structure, and proprietary technology. I learned to identify what truly differentiated a business, what would have to be true for it to win, and the distance between its trajectory and its ambition. I also learned to distinguish the strength of market demand from the commercial capabilities a business must build to capture it: defensible differentiation, effective customer acquisition and sales, and disciplined capital allocation.
On the operator’s side, I owned translating strategic analysis into tangible business outcomes. I worked directly with customers to uncover the problems worth solving, then used that understanding to align stakeholders, shape company-wide strategy, redesign business and operating models that balanced financial performance with delivering meaningful customer value, and lead teams in bringing products to market. This required more than developing sound strategies: it meant taking responsibility for making them work, including recognizing and correcting organizational decisions, misaligned priorities, and resource allocation that could undermine their success.
That combination forms the backbone of my approach today. I bring an investor’s perspective to strategic and operational decisions and an operator’s understanding of what is commercially possible—helping founders and executive teams uncover what they have, at times, inadvertently built, and helping them discover possibilities they previously couldn’t see.
Background
B.Sc., Computer Science & Software Engineering — University of Melbourne
B.Bus., Entrepreneurship & Venture Capital — Babson College / RMIT University
B.Sc., Computer Science & Software Engineering — University of Melbourne
B.Bus., Entrepreneurship & Venture Capital — Babson College / RMIT University
Guiding values
The standards behind the work.
These five principles guide how I think, partner, and deliver.
Integrity
Truth first, always.
Precision
Calculated, intentional, thoughtful.
Depth
No surface-level thinking or shortcuts.
Impact
Aligning actions with long-term meaningful outcomes.
Excellence
High standards in everything I create, deliver, or touch.
Let's talk
Working toward something consequential?
I'm open to select fractional executive, strategic advisory, consulting, and senior leadership opportunities. Tell me what you're working on and where you want to go.