About
Operator first.
Advisor second.
I've built companies, led transformations, and sat in the seat where decisions carry real consequences. Now I build the operational infrastructure that helps enterprises execute at a different level.
The Difference
I've made payroll. Faced boards. Navigated the complexity that can't be taught in classrooms or learned from case studies.
The perspective I bring comes from building and leading, not observing and advising. That's why the infrastructure I build works when the pressure is real and the stakes are high.
The Education
The company was
growing. I wasn't.
My first company started in a spare room. Within a few years, it had outgrown two offices, was hiring faster than we could onboard, and had revealed a problem I didn't see coming.
Every decision funnelled through my desk. Every problem waited for my input. The team was growing. Revenue was climbing. But I was the ceiling.
I had built a company that couldn't breathe without my lungs.
So I stopped building the business and started building the machine underneath it. Decision frameworks that didn't need me in the room. Information flow that moved faster than I could think. Systems that scaled when I stepped back.
Revenue tripled. My hours halved. And when I finally stepped away, the company didn't just survive. It ran better.
That's when I understood what I was actually good at: building the machine, not running it.
The Approach
I don't deliver presentations.
I build infrastructure.
Strategy decks collect dust. Operational infrastructure compounds value every quarter.
The enterprises I work with don't get recommendations. They get systems that run whether I'm in the building or not.
Decision velocity increases. Execution precision improves. Leadership bandwidth expands.
The output isn't a slide deck. It's operational reality you can measure in the numbers.
House Of Geeks
Operators advising
operators.
In 2019, I built the firm I wished existed when I was scaling my first company.
Every advisor at House Of Geeks has been in the seat. CEO. COO. The titles that mean you've made payroll, faced boards, and navigated the complexity that can't be taught.
Four engagements per year. Not because of capacity. Because transformation requires immersion, not visits.
15
Years
87
Enterprises
$5.8B
Results
Three engagements remain for 2025
Let's talk about
what's possible.
30 minutes. No pitch. Just a conversation to explore whether there's alignment.
Request a briefing