I have spent my career inside growing operations.

There is a stretch where the vision starts to outpace the infrastructure.

Priorities multiply faster than anyone can sequence them. Decisions stay open. Team members and vendors do their individual jobs, but nobody owns the space between those jobs. Eventually the founder becomes the connective tissue for the entire company. That is where I work.

I have spent my career in operating roles across growing organizations, including Chief Operating Officer (COO) and Chief of Staff seats in business process outsourcing (BPO), freight technology, biotech, background screening, and international operations. The organizations ranged from a 3-person pre-seed team to companies with more than 2,000 employees, and I spent 4 years as the operational right hand to a founder.

I hold a Master of Science (MSc) from the University of Oxford and have published peer-reviewed research on institutional alignment. That research thread still shows up in my work. I am interested in the gap between what an organization says it is trying to do and the structure that determines what actually happens.