The operator companies bring in when the legal problem is in the way of the business.

I spent my early career in BigLaw, on the securities-litigation side, supporting nine-figure settlements and learning how regulators and courts actually think. Then I co-founded a fintech, raised its first capital, and built the product. That gave me the founder's view: legal is one constraint among many, and the job is to clear it, not admire it.

From there I took the senior legal seat in-house. As VP of Global Legal & Compliance, General Counsel, and Corporate Secretary at a global investment and crypto platform, I governed a 56-subsidiary group, oversaw more than twenty regulated entities, and cut legal and compliance spend by roughly 90% off its peak while scaling a team of twenty-plus. Today I'm GC and part of the C-suite at a firm building at the intersection of TradFi and DeFi, as well as other bleeding-edge areas like prediction markets.

I think like an architect. I break a problem down to first principles, design a structure that solves it, then build it. That takes three things at once: legal judgment, real fluency with technology and AI, and the experience of building companies. I co-founded a fintech, hold a product-management credential, and have rebuilt contract and compliance systems at scale.

The work I'm known for sits where the rules haven't caught up: crypto, DeFi, AI, and the harder corners of securities. Companies building there can't wait for clarity that may take years. They need someone who reads the regulation, finds the lawful path, prices the risk, and helps the business take it. That's the value: not the memo, the movement.

I teach securities law and decentralized finance as an adjunct professor at Georgetown University Law Center.