Aligning people,
systems, and processes.

From Code to Operating Architecture

I started as a full-stack developer building financial software for investment firms and banks. From there I moved into technical product management - first at a digital bank where I built the credit and risk infrastructure that processed over 500K loan requests, then scaling the R&D onboarding process as the team grew from 30 to 150 developers.

Along the way, I completed an M.Sc in AI and Intelligent Systems. For the past 2+ years I've been building and managing AI-powered apps, websites, and automation systems - for myself and for clients. I don't just advise on AI. I ship with it every day.

In early 2026, I went fully independent - founding Scale with May and running it as a one-person AI-powered operation. I combine tech product expertise, hands-on AI building experience, and deep knowledge of how organizations actually scale to help leaders detect problems before they occur, fix what's already broken, and prepare for what's next - across people, processes, and technology.

My approach is practical and direct. No corporate buzzwords. No theory for theory's sake. Innovative thinking, grounded in best practices, but always flexible to fit the organization's culture, budget, market, goals, and vision. Same diagnosis can produce different fixes for different companies. Best practices are a starting point, not the answer.

How I work: assessment first. Every engagement starts with an operator-led diagnostic across three dimensions - People, Processes, Technology. Find the leaks, bottlenecks, and hidden risks specific to your scale. Then fix what's broken or build what won't - sized to your stage and budget. Sometimes the answer is culture. Sometimes it's process redesign. Sometimes it's a system rebuild. Sometimes it's AI. The diagnosis decides, not the brochure.

Currently Working With

Active engagements span three industries: a fintech company, a B2B food-services operator running operations inside hi-tech offices, and a civil engineering firm. Three very different business models - the same structural failure modes across all three: unclear ownership, process gaps between teams, and decisions made without the right data at the right time.

Beyond the organizational work: I've taken advisory board seats at early-stage startups, run pre-seed consulting engagements for first-time founders, and delivered custom app development projects for small businesses - everything from product strategy and technical architecture to the working software itself. The range is deliberate. Sitting at the table with a pre-seed team and then running operational reviews for a 100-person company gives you calibration that neither type of engagement alone produces.

Separately, I privately coach founders and executives on decision-making and leadership pressure. More than five active coaching clients at any given time. The pattern that shows up most: leaders who are sharp under stable conditions and lose clarity under scale pressure - not because they lack the skill, but because they never built a system for high-stakes decisions.

The cross-industry breadth is not accidental. The failure modes of a 120-person food logistics operation and a 40-person fintech company rhyme more than they diverge. That pattern recognition is what makes the diagnostic work fast and accurate, regardless of sector.