I’ve always been obsessively curious.

I’ve always felt the need to understand how things work, why they work, and what makes them break.

That curiosity took me to BYU and later to Duke for my MBA. I learned that the most important lessons didn't come from a classroom, they came from the real world where things are messy and plans rarely work out as expected.

I’ve been lucky enough to learn and experience companies at nearly every stage.

As COO of a start-up, I lived the unrelenting 0-to-1 journey. I chased product-market fit, stared at the ceiling thinking through fires I couldn’t control, and constantly wondered whether I was visionary or just delusional. That gave me a deep respect for the founder journey. You can’t learn that from a book.

At Google, I learned how great companies operate at scale. As one of the first 20 people at the SoftBank Vision Fund, I saw global investing up close and worked alongside some of the world’s most ambitious founders. My deepest education came from operating through growth. I helped scale Pluralsight through its $3B IPO and built and ran strategy at LVT during its early hypergrowth. Those experiences taught me that scaling is deeply psychological. Systems break. Priorities collide. The stakes rise. How you lead through those moments matters as much as the strategy.

That’s why I’m at Run.

I get to partner with curious founders building ambitious things and bring what I’ve learned to the hard, messy problems that come with building. If you're curious, I have a boarderline unhealthy obsession with finding every city’s best burrito, wearing light jackets whenever possible, and watching movie trailers late at night.