I have spent the last decade as an independent strategic advisor and board member. I build the systems, the governance structures, and the go-to-market strategy that let founders and operators scale without the whole thing falling over the first time it gets tested.
Since 2016, every bit of that experience has come from self-employment, advisory work, and board roles. No corporate ladder, no team below me making sure things worked whether or not I did. That forces a specific kind of judgment. You build it, you lead the people involved, and you own the outcome completely, because there is nobody upstream to catch it if you get it wrong.
What that has actually looked like
In one multi-year engagement, I managed a team of fourteen through international contract resolution and negotiations that were genuinely high-stakes and genuinely cross-border: different legal systems, different expectations, different definitions of what "resolved" even means depending on which side of the table you were sitting on.
Right now I advise founders and boards on go-to-market strategy, capital allocation, and operational risk. That includes helping a Mozambican agtech startup navigate a pivot in how it manages inventory, the kind of decision that looks small on a slide and is actually load-bearing for the whole business.
I have also implemented internal controls that cut churn and stopped client attrition across real estate, travel, and consumer services clients, three industries with almost nothing in common except that the same underlying discipline, actually watching the signal and fixing what it points to, works in all three.
The same diagnostic instinct once turned $187 in campaign spend into $82,000 in tracked revenue. Not because $187 is a magic number. Because the instinct that finds what is actually stuck in a checkout page or a contract dispute is the same instinct that finds it in a small ad account nobody was paying close attention to.
Where the judgment comes from
My background is in international relations, and it still shapes how I think about market entry, regulatory risk, and getting the right stakeholders actually aligned, particularly in Lusophone Africa, Latin America, and other markets people call emerging right up until they need someone who has actually worked in them.
I graduated cum laude from Seton Hall University, which is the part of this that matters least and the part everyone asks about first.
Where to go from here
If you want the summary, that is this page. If you want specifics instead, the case studies are on the record, and the confidentiality page explains why the identifying details get left out.