Three decades building companies.
Now I build communities.
Occasionally, I advise.

A large group of pilots felt their union wasn't pushing hard enough to raise the mandatory pilot retirement age, and wanted to build something of their own.

I built the website and set up the social channels for what became an independent, donor-funded advocacy effort. The campaign ran quietly for its first two years, raising real money to fund a Washington lobbyist.

The effort helped drive the Let Experienced Pilots Fly Act into the Senate, sponsored by a bipartisan group of senators. The bill is still moving toward a vote — and I'm still the organization's IT lead today.

In 2023, I worked alongside a father-son team building a company that helps people navigate the process of legally changing their state domicile to Florida.

I served as a sounding board through the early build, built the website, and brought in the database architect who became a key early hire.

Two partners at a wealth management firm were parting ways. I worked with each of them independently to help them reach a mutual agreement on the sale of part of the book from one partner to the other.

That work led to referrals across four other wealth management firms, several of which brought me in to build their websites and run digital marketing.

Later, I worked with the original selling partner — whose total book was nearly $1B — to place the remainder with an outside wealth manager, structuring the deal so he kept a commission and a salary to continue running the trading desk.

I've served on the board of a private religious elementary school and as a Board Trustee at a JK–12 day school — budgets, salaries, and the operating decisions that keep a school running well.

The company was ahead of its time — videographers covering high school and college games, indexing footage on top prospects ahead of the professional draft. The technology worked. The runway didn't.

In one of the final board meetings, I was the one dissenting vote against raising another round. The team had underestimated how much more capital they'd need, with no guarantee it would get them to break-even, and a key hire was already preparing to leave over unpaid salary. I made the motion to wind the company down immediately — no further raise, no debt, no burned relationships.

It wasn't the popular call in the room. Two days later, the CEO called: the rest of the board had come around. They shut down within the week, owing no one. Years later, that same CEO called again — this time to offer me the old domain name. I gladly accepted.