Vistage Chair, CEO mentor, and AI strategy practitioner.
I chair a Vistage peer group for CEOs in Silicon Valley's mid peninsula. Twenty-five years of building and scaling companies as a founder, CEO, board chair, and senior executive at organizations from early-stage startups to Fortune 500. I work with CEOs and senior leaders who want a trusted advisor who has made the same decisions you're facing now.
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25 years making decisions with real consequences
I've spent 25 years building and leading companies, and I've made most of the mistakes a founder and executive can make. Twenty-five years gives you a lot of material to work with.
I've hired too slowly and fired too late. I've over-engineered products that needed to ship. I've watched good strategies fail because the org wasn't ready to execute them. That experience is what makes the conversations I have with CEOs useful, because I'm not pattern-matching from research. I'm drawing on decisions I've lived with.
At Comcast's Silicon Valley Innovation Center, I drove $40M+ in monthly value creation and led a $64M internal capital raise to build their streaming platform, navigating a full industry shift from traditional TV to streaming before most organizations had accepted the shift was coming.
At CloudMade, I joined as Co-founder and Interim VP Product with a specific mandate: build the product function and develop the founder into the leader the company needed. I mentored and coached a first-time founder into the VP Product role, and after the Valeo acquisition, he became President of CloudMade. That's one of the outcomes I'm most proud of in my career.
At Brandworkz as Chairman, and across several advisory relationships with growth-stage companies, the pattern I kept seeing was the same: leaders who were strong enough to get to a certain level, then stuck there not because their strategy was wrong, but because how they led hadn't evolved. That's the gap I work in.
Today I'm Group CTO at Neuralogics, leading AI strategy and transformation across a multi-company SaaS portfolio. Most of the AI conversations at the executive level right now are still abstract, about potential, about readiness, about risk. What I deal with daily is more specific: which AI investments actually grow revenue, which ones create a growing org debt, and how to build a board-level case for choosing the right ones. That's the perspective I bring to the group.
The most valuable input you'll get comes from your peers
The core of what I offer is a Vistage peer advisory group of CEOs and business owners, typically 12 to 16 people, no competing industries, full confidentiality. The format works because the people in the room have skin in the game. They're accountable for the same decisions you are. They've made the same hiring mistakes, carried the same ambiguous board relationships, and lost sleep over the same cash flow timing problems you have. That shared context produces a quality of feedback that consultants, coaches, and advisors, including me, can't manufacture.
What I bring is different. I recruit members, which means every CEO and business leader is selected to be non-competitive and to bring value to the group. I facilitate the process, which means the quality of the conversation depends on how well I run it. And I meet with each member individually every month, where I bring my own operating experience and a current, practitioner's view of AI strategy directly to their situation.
What to expect in 30 minutes
Most executives who reach out are carrying one of three things: decisions they can't talk through internally, a leadership challenge that's taking up more of their time than it should, or challenges around ensuring their business takes full advantage of AI. The call is 30 minutes. I'll ask what's actually going on, tell you how I work, and give you an honest read on whether there's a fit for you and for the peer CEO group.
AI Growth: a developing point of view
I've been publishing on AI strategy since the early days of enterprise AI adoption, writing for C-suite and senior leaders in midsize enterprises who are accountable for AI outcomes but don't have a dedicated AI organization behind them. The same problem shows up constantly: leaders who understand AI is important but can't get a straight answer on what to actually do with it.
These articles are the working foundation for a book on AI Growth. The thinking has evolved as the field has, from foundational strategy through to agentic AI and connected intelligence. The CEOs and business owners in my Vistage peer group are the real-world test of whether these frameworks hold up.