I grew up on the East Coast studying Economics with the vague sense that incentives explained more than people admitted.

My first job wasn't in product. It was running film between studios and editors in Manhattan: tight deadlines, constant coordination, a lot of moving parts. In hindsight, a good dress rehearsal.

A year at LSE pulled me into finance, and American Express was my first exposure to infrastructure at real scale. I moved into product during London's first wave of challenger banks and Open Banking. An unusually exciting moment: established brands being questioned, infrastructure being rebuilt from scratch.

Around the same time I started climbing seriously. What began as a hobby became something more central, a counterbalance to screens and city pace.

A one-year move to the Dolomites in 2020 became permanent. COVID had other plans.

I joined a small startup building software for the climbing market, then Omnipresent at Series A as its first PM. I stayed through hypergrowth to acquisition by Deel and experienced the full arc: scrappy zero-to-one, scaling chaos, and the structural decisions that compound over time.

Now I'm on the other side of that. Spending time in the mountains and trying to keep pace with AI developments, which in 2026 is its own sport. Just published a 6-part LLM architecture essay series. Working across several early-stage projects and looking for the right next thing.