read
the FAQ

No—I don’t serve as your producer. My role is to advise, structure, and accelerate. I help ensure your company, slate, or project is investor-ready and positioned for long-term growth.

By shifting how you frame your business. Investors aren’t looking for “projects,” they’re looking for scalable structures with clear upside and risk protection. I’ll help you translate your vision into investor language and design the systems that attract the right partners.

It depends on the stage, structure, and industry—but acceleration is my specialty. For context: one of my film clients closed $1M in a quarter, while a finance client secured $25M in just two months. Every raise has its variables, but my role is to identify where you are, eliminate inefficiencies, and accelerate the path to capital.

Yes, but not before you’re ready. Intros are only effective if your positioning is strong. My priority is to help you professionalize your structure so that when you do meet capital sources, you inspire confidence and close faster.

Earlier than you think. Whether you’re refining a slate, repositioning for higher ARR, or preparing a raise, I step in to create clarity and build the structure you need to move forward. The sooner the better, even if it’s just an idea at the moment.

You don’t carry that burden alone. I help structure recoupment models and teams that balance upside potential with downside protection. This allows you to honor investors without compromising your own sustainability.

I started in creative—working behind the camera at Netflix. In 2019, I sensed the film production market was going to shift aggressively. Without yet knowing the language of “economic forecasting,” I trusted that instinct and made what I call a quantum leap—first into global marketing at O’Gara Coach, where I led organic brand strategy for Rolls-Royce, Bentley, and McLaren, and then into institutional finance at PIMCO ($2T+ AUM). By the time the union strikes hit in 2023, I was already supporting Group CIO Dan Ivascyn on executive communications for global deal flow. Later, I served as Marketing Director at AVANA Capital ($1B AUM), leading investor strategy and platform expansion.

This journey taught me the throughline of my work: discernment and timing. Whether in film, luxury, or finance, I’ve always been able to see the shift before it hits—and position myself and my clients to thrive on the other side of change.

Direct, efficient, and results-driven. I collapse time by helping you focus on what actually moves the needle. My goal is not dependency—it’s equipping you with the systems and clarity to be self-sustaining.

Yes—but I go beyond that. Many corporate clients bring me in when they feel the need for a COO, but what they actually need is broader strategic advisory. Unlike a traditional or fractional COO, I’m not confined to operations alone. I look at the full picture: investor relations, capital strategy, business development, and even marketing when it’s critical to positioning.

In practice, this means I can streamline operations like a COO, shape investor strategy with the precision of a CIO, and guide brand and growth strategies like a CMO. My role is to bring clarity across silos, design systems that save money and accelerate growth, and ensure you’re aligned with both the market and investors.

The outcome is the same: you get the impact of multiple executives—without the overhead—while gaining the clarity and investor fluency to eventually run sustainably on your own.