I help founder-led and growth-stage companies scale revenue, operations, technology, and teams — without creating unnecessary complexity.
Most eCommerce leaders specialize in one area. Marketing. Operations. Technology. Supply chain. I have spent my career owning all four.
I'm a Las Vegas-based business operator with 8 years of experience building DTC companies from the ground up. My background is unusual — I sit at the intersection of commercial ownership, technical depth, and operational leadership. I don't specialize in one function. I own all of them.
At Uniworld Omniport, I serve as Director of eCommerce and product owner of a custom-built platform, directly managing engineers while simultaneously owning the P&L, marketing, operations, supply chain, and international expansion.
I launched Game Theory Tables from zero to seven figures in under two years. I stepped in to lead the operations team through a critical turnaround — shipping $2M+ of orders in 90 days when the business needed it most.
MBA in Marketing. MS in Engineering Management. Background in electronics engineering. Equally comfortable in a strategy meeting, a development sprint, and a warehouse floor.
“I solve the problems that appear after product-market fit — when growth begins to outpace systems.”
“Trusted by founder-led businesses to scale operations, technology, and growth — without adding unnecessary complexity.”
Five engagements across leadership, growth, operations, technology, and expansion.
Stepped into leading a 7-person ops team in Q4 with $2M+ in orders needing to ship in 90 days. Failure meant year-end losses. The ops manager had been let go. No goals, no accountability, no processes in place.
The best leaders diagnose before they act. Understanding the real problem — lack of direction, not lack of capacity — is what made the turnaround possible.
New brand launch. No customer base, no brand awareness, no proven acquisition channels. ROAS below profitability. CAC unsustainable. A revenue engine needed to be built from scratch.
Growth is not driven by traffic alone. Sustainable scale comes from aligning acquisition, conversion, retention, and profitability into a single operating system.
Rapid growth exposed operational bottlenecks. Order accuracy issues, inconsistent fulfillment, and delivery delays were threatening customer experience and limiting scalability.
Operations should never be a bottleneck to growth. Well-designed systems — not more headcount — allow organizations to scale without sacrificing the customer experience.
Legacy systems and disconnected workflows created inefficiencies across departments. Critical processes relied on manual work and lacked visibility across inventory, purchasing, and reporting.
Technology alone does not solve problems. Process design, data visibility, and user adoption together create meaningful transformation — in that order.
Development resources were limited and technical priorities competed across departments without structure. Growing business complexity was outpacing technical capacity.
Technology creates leverage when development priorities are aligned directly with business outcomes. The product owner role exists at that intersection.
Build systems, not heroes.
Organizations that depend on individuals do not scale. I build processes, accountability structures, and documentation that work whether I am in the room or not. The goal is a business that runs on systems.
Revenue without profit is vanity.
Growth has to improve the bottom line. Every initiative I run is evaluated against its impact on contribution margin and unit economics — not just top-line numbers. Scaling a loss is not growth.
Diagnose before you act.
Most problems are misidentified. I spend time understanding what is actually wrong before making changes — especially under pressure. The right diagnosis is more valuable than the fastest action.
Technology is a force multiplier.
Automation and technology exist to remove friction and amplify output — not to replace thinking. I use both strategically. AI is a tool. Process design is the foundation. Both matter.
Hire for ownership.
I build teams of owners, not followers. People who take accountability for outcomes — not just tasks — are what make organizations resilient when conditions change. Culture is built through hiring decisions.
MBA, Marketing & Business Management — University of Missouri-Kansas City
MS, Engineering Management — International Technological University
BE, Electronics & Communications — Anna University