The advisor CEOs
call before
the next big move.

Silicon Valley kid.
Global operator.

Thirty-one years as a technology entrepreneur, operator, and advisor — spanning enterprise software, public company leadership, cross-border operations, and acquisition-driven growth. The phone rings when the situation matters. Self-taught on BBS bulletin boards as a kid in the Bay Area, that obsession became five serious years in data warehousing, KPI architecture, and large-scale ERP for Fortune 50 enterprises. Most executives have seen the outputs of these systems. I built them — and that changes how you think about organizational accountability in ways that are hard to explain to someone who hasn't been inside one.

The operator instincts were older than that. Eight years at the local Boys Club — Boy of the Year twice, California-ranked in foosball, plus kajukenbo, woodshop, rock shop, ping pong, chess. DECA in high school — state-level competitions in business and entrepreneurship as a junior, multiple categories nationally as a senior. The pattern reads, the discipline, the willingness to be bad at six things at once and get incrementally less bad — those didn't start with the IPO. They started in a room full of nothing-specific, with adults who'd teach you if you asked.

Left: high school DECA chapter — state and national competitor. Right: Inc. 5000 Gala — three years running.

Public-company chapter as Founder, Chairman & CEO. SmartCEO New York Future 50, SF Business Times Fast 100, Fast 50 Asia, Silicon Review 30 Best CEOs. Board governance under public-market scrutiny, investor relations on the days things went well and the days they didn't, SEC compliance, and the full weight of being accountable to shareholders while running the operating business. That chair — the adversity of it, the decisions, the weight — is exactly why people come to me today.

Across 12 acquisitions and strategic transactions, I've sat in every seat — founder, buyer, operator, advisor. Full-cycle: sourcing, thesis, diligence, close, post-merger integration. The honest take on M&A: deals aren't won at signing. They're won or lost in the months after close. What I've watched work: a clear strategic thesis, real leadership alignment before day one, disciplined integration timelines. What I've watched blow up: earnout misalignment, culture mismatch nobody addressed, financial consolidation that started three months late, and leaders who agreed to the deal but quietly checked out.

Today I lead Atypical Global — a digital marketing and martech consolidation. Outside operating roles, a small number of fractional CEO, COO, and board engagements come through each year, by referral. The people who reach out are typically dealing with situations they don't talk about publicly, and they need someone who has actually been in the chair.