About Me

I didn't plan any of this. Which, in retrospect, is probably why it worked.

​

Before any of it, I served in the U.S. Army National Guard, including a deployment to Iraq in 2004. That experience has a way of clarifying what actually matters under pressure. It's come in handy more than once on a construction site.

​

A one-day gig moving boxes for a law firm turned into six years and a facilities supervisor title. I showed up, paid attention, and apparently that's rarer than it sounds.

​

From there I built one of the busiest independent carpentry operations in New York City, one job at a time. Over 1,700 of them. I learned more about clients, timelines, and managing expectations in that stretch than any classroom could have taught me.

 

I spotted a number on a van, cold-called a luxury millwork company, and talked my way into a lead installer role. It didn't take long to notice how much time and money was walking out the door on every job. Turns out the instinct to fix that has a name: project management.

​

So I cold-emailed a company, convinced them to hire me to oversee large-scale office installations, and spent the next several years delivering some of the most complex corporate interior projects in New York. MLB Headquarters. Latham & Watkins. Fox News. If you've worked in a glass-walled Manhattan office, there's a decent chance I had something to do with it.

​

That work eventually took me across North America managing luxury retail buildouts for brands like Yves Saint Laurent and Burberry. High standards, tight timelines, and clients who notice everything. Good training.

​

The MBA came next, not to reinvent myself, but to put a framework around what I already knew how to do. And then Measure Twice, because at some point you stop building other people's businesses and start building your own.