Managing Director · Single Family Office
Track Record
Over 50
transactions across private and public markets
Anchor Deals
4.6× · 5.8× · 3.1×
Growth equity through IPO · Series A, marked at Series B · Structured PIPE
Portfolio
Multi-Strategy
venture through public equities
Governance
Board Experience
Director · Observer · Corporate Officer
01 / Approach
I invest a family's balance sheet, so there is no style box to fit and no fund clock running. Depending on the deal, that has meant a Series A check, a PIPE with warrants attached, convertible preferred, or plain common stock in a public company. Picking the instrument is part of the underwriting.
Most of the work happens before we commit. I write the downside case first and size the position from it. The deals that have worked for me are mostly ones where I knew going in how they could fail and what that would cost.
02 / Portfolio
03 / Operating Principles
01
Before sizing anything, I list the few facts that would break the thesis and test those first. Usually that means the unit economics. Most deals end at that stage, and I count a well-reasoned pass as good work.
02
I negotiate information rights and protective provisions before close, while there is still leverage to get them. They decide what I see every quarter and what I can do if a company runs into trouble.
03
I back operators who can walk me through their unit economics without a deck and who spend investor money like it's scarce. A good model with the wrong team usually fails anyway, so I weight management as heavily as the numbers.
04 / Experience
01 / Eight years
Over 50 transactions
Led 24 investments totaling $108M committed and supported 29 more, across direct deals and fund commitments. On the deals I led, I carried them from sourcing and diligence through structuring and the years of monitoring after close.
02 / Several portfolio companies
Director and observer seats
Served as a director or observer. The information rights and protective provisions I negotiated at entry are what made those seats useful.
03 / In-house
Weeks → Days
Built much of the process the team runs on: memo standards, the decision workflow, and portfolio reporting. Decisions that used to take weeks now take days. Lately I've been building tools on language models so a three-person team can cover more ground.
04 / Three people
Hired and trained
I wrote the diligence playbooks the team works from and kept the process light, because a process that slows decisions down isn't worth having.
