The fires are the résumé.

I joined Extend as its first generalist hire, back when the company was around ten people. Within about a year we were roughly thirty, revenue had grown 6× year over year into the millions in ARR, and net revenue retention ran well above 100%. Along the way, I built each operational function that growth demanded. Eventually the title caught up with the work: Head of Operations & People.

I had a hand in nearly every hire we made — sourcing, closing, onboarding — on a simple conviction: the only true competitive lever an early-stage startup controls is who it lets in the door. The best candidates are only on the market for a few days, so we mobilized in hours, did the unscalable things, and treated every candidate like someone worth winning over.

On my first day at Extend, I was handed the company's SOC 2 program — I call it professional hazing, affectionately. I learned a compliance regime from scratch and worked to keep it boring. Early trust infrastructure is part of what lets a small startup sell to customers like Brex, Mercury, and Flatiron Health without flinching.

I built Extend's internal data-labeling team from nothing — the hiring, the workflow, the quality bar — to feed the model pipeline that the product's accuracy depends on. Then I did the most important part: I made myself unnecessary to it. Every function I build has the same exit criteria.

I helped drive major product launches at Extend and wrote the technical blogs behind them — the positioning, the copy, the coordination, the ship. Together they built real reach and compounding developer awareness. Distribution instinct from the creator world, pointed at a technical audience.

As Chief of Staff, I was Jimmy's second brain — in every meeting, negotiating priorities, preemptively solving bottlenecks before they reached him. I helped orchestrate content calendars measured in billions of views: 13 long-form videos and more than 50 verticals, each one a logistics operation dressed up as entertainment.

A shoot changed with thirty minutes' notice, and a double-decker tour bus was suddenly headed straight through our frame. The reasonable answer was to give up the shot. Instead, we worked with the local police and rerouted the tour in real time. It wasn't scalable, it looked ridiculous, and it worked. That day gave me a rule I operate by: elegance is the enemy, and most of the constraints stopping people are imaginary.

At Monitor Deloitte, I was Deputy Chief of Staff on the firm's Cloud Hyperscaler Alliance, reporting to the US Chief Commercial Officer. I helped drive the go-to-market redesign for a $6B+ cybersecurity company moving to a platform model, and led RFP pursuits across retail, CPG, and tech — my classical training, before the unscalable education.