I build newrevenue lines,and stand behindthe numbersthey produce. From zero to $1.2Min year one.Open to co-founderand C-level roles.

I work in two parallel practices, and I do not let them blur. Business Strategy is finding what a company has not yet spent and building a business on top of it: the potential inside the operation, inside the people, inside the capital, and - the one most often forgotten - inside what the owner personally believes and wants to build. Positioning, the growth model, community architecture, the fundraising dossier - all of that comes after. It is what the answer looks like once it has been found; it is not the work of finding it. The destination is a machine that runs and a community that shows up because the business stands for something. Business Applied AI is getting new technology inside a working machine until it produces something the business can either sell or depend on.

Both practices stand on the same three foundations. The first is marketing and communications strategy, from the agency years. It is where I arrived at a rule that still holds: a message is only worth something once it changes what the person on the other end actually does.

The second is teaching myself to code, in 2009. It is the reason an idea of mine reaches a working product instead of dying on a slide, and the reason a unit cost is something I can move rather than merely discuss. I built a branded game and an operations platform, and I took the running cost of an in-house AI research tool from $1,200 a month down to $252 - a 79% cut - until the whole company could use it. I build the thing first, then find out whether it holds.

The third is doing business strategy side by side with CEOs and COOs. That foundation has come in three shapes in my work: marketing-driven, community-driven and client-service-driven business. All three lead to the same conclusion from three different angles: a plan is worth exactly what the organisation can carry.

The thread that runs through it all - the one thing I would put a whole company behind: the value of new technology sits in where you place it, not in how clever it is. Most deployments end up beside a process rather than inside one. They speed up a task nobody was measuring, in a department whose cost was never the bottleneck, and the saving never touches a line anyone has to answer for - which is why most companies using generative AI cannot point to a single margin point it has produced. So before anything gets built, I ask the blunt question: which line on the P&L will this move, and who is accountable for that line? The research tool in the case studies below only passed that test once its unit cost fell by 79%. Before that, it was a good tool the organisation could not afford to run, which is indistinguishable from having nothing.

I have led without a title more than once, and that is the form of leadership a founding team actually runs on. The Business Strategy Group I sat in was made up of people who already managed finance, operations, strategy and legal; my job was to hold the whole room to one objective - a business model that could stand on its own numbers - without managerial authority over a single person in it. The company-wide AI adoption programme worked the same way: build the incentive to use the new tool, then coordinate the design and account leads who turned it into service lines the company could actually price and sell. Neither role came with the right to order anyone to do anything. That is the harder version of the same job, and it is the closest thing there is to what a founder does before there is an org chart.

What I am looking for. A founding or C-level operating role: co-founder first, or COO or Head of Growth at a funded early-stage company in AI, growth or community. I am most useful in the zero-to-one and one-to-ten stages, where the same person has to carry both the strategy and the number. Let me be plain about the limits of this record: I have built a business from scratch and written the evidence base for an institutional raise, but I have not yet been the principal on a raise, nor the named owner of a company-level P&L. That is exactly the seat I am looking for, and it is the reason I would rather be measured by the numbers above than by a title.