I build high-performing ecommerce businesses by aligning commercial strategy, growth marketing, digital experience, technology and operations.
I'm a Las Vegas-based eCommerce and growth leader with 8 years of experience building and scaling DTC businesses. My background is unusual because I sit at the intersection of performance marketing, eCommerce strategy, customer experience, and operations — I don't run one channel. I own the commercial outcome.
At Uniworld Omniport, I serve as Director of eCommerce and product owner of a custom-built platform, managing engineers while owning the P&L, marketing, operations, supply chain, and international expansion simultaneously.
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. I've built teams, systems, and growth engines from scratch across every function of the business.
MBA in Marketing. MS in Engineering Management. Background in electronics engineering. Equally comfortable in a strategy meeting, a development sprint, and a warehouse floor.
“Marketing drives growth. Operations sustains it. Technology scales it. My job is to make all three work together.”
“Trusted by founder-led businesses to scale operations, technology, and growth — without adding unnecessary complexity.”
I've found that businesses rarely struggle because of a single problem. More often, growth stalls because one of four foundational pillars is missing: the right people, the right systems, the right culture, or the right data. Every challenge I take on — whether launching a new brand, rebuilding operations, improving marketing performance, or implementing new technology — is approached through these four lenses.
The right talent creates forward motion. The wrong talent creates friction. My first priority is ensuring teams have clear ownership, accountability, and the support to succeed.
Great people should not have to rely on heroics to produce great results. Systems remove friction and allow organizations to scale without burning out the people inside them.
Culture is not what you write on the wall — it's the behaviors your systems reinforce every day. The right culture creates accountability, ownership, and continuous improvement.
Leadership decisions should be driven by measurable business outcomes. Clear scorecards, defined ownership and transparent metrics create accountability without micromanagement.
When people, systems, culture and data work together, profitable growth becomes the natural outcome — not the objective. Most organizations try to solve business problems by fixing only one layer. Lasting businesses are built when all four reinforce one another.
Growing an ecommerce business isn't about managing Marketing, Operations, Technology and Customer Experience independently. It's about aligning every department around one objective: profitable growth. I use a three-level dashboard framework to create visibility, accountability and alignment across the entire business.
Five engagements across commercial strategy, growth, customer experience, leadership, and systems.
How we validated demand before scaling investment — from 50 units to a $3M+ DTC brand.
Launching an entirely new product category with no proven demand while minimizing financial risk and validating whether the opportunity justified long-term investment.
Validate before scaling. Every stage reduced risk while increasing confidence, allowing investment to follow proven customer demand rather than assumptions.
Turning around an underperforming ops team under financial pressure — $2M+ fulfilled in 90 days.
Marketing relied primarily on organic traffic and occasional boosted social posts. There was no structured paid acquisition strategy capable of scaling customer acquisition predictably or profitably. ROAS was below profitability and CAC was unsustainable.
Predictable growth comes from disciplined systems, measurement and continuous experimentation — not individual campaigns.
Turning around an underperforming ops team under financial pressure — $2M+ fulfilled in 90 days.
As paid acquisition improved, website conversion became the primary growth constraint. The objective shifted from acquiring more traffic to converting more of the visitors already arriving — improving both immediate conversion rates and long-term customer relationships.
Every visitor should leave more valuable than when they arrived. Great ecommerce experiences maximize both immediate conversions and future customer relationships.
Turning around an underperforming ops team under financial pressure — $2M+ fulfilled in 90 days.
Inherited an underperforming operations team during the company's most important fulfillment period. More than $2M in orders needed to ship within 90 days. Failure would have jeopardized year-end profitability. The Operations Manager had been let go, leaving a seven-person team without leadership, processes, goals, or accountability.
Operations problems are rarely process problems alone. Sustainable performance comes from aligning people, systems and culture around a shared objective.
Replatforming from Shopify to a custom ecosystem — OMS, ERP, CRM, CMS and a 3-engineer dev team.
Shopify enabled rapid launch but could not support increasingly complex products or backend fulfillment workflows as the business scaled. Growth was beginning to outpace the technology foundation that supported it.
Technology should support business strategy — not define it. The right platform removes friction for both customers and internal teams.
MBA, Marketing & Business Management — University of Missouri-Kansas City
MS, Engineering Management — International Technological University
BE, Electronics & Communications — Anna University
Every role I've targeted involves the same pattern — own a P&L, build systems, lead teams, drive growth. Here's how that translates into practice.
Currently exploring Director of eCommerce, Head of Growth, and General Manager opportunities. Open to relocating anywhere in the US.