About
I’ve spent my career operating at the intersection of strategy, execution, and design, building systems that hold up when decisions matter most.
Before founding Heirly, my work consistently sat at the center of complex organizations, where I led cross-functional initiatives, built operating structures, and advised senior leadership through periods of growth, transition, and organizational change.
Although the industries evolved, spanning technology, construction, design, and finance, my role remained fundamentally the same: building clarity where ambiguity existed, aligning teams around difficult decisions, and translating strategy into durable execution. In my most recent roles, this work mirrored the responsibilities of a Chief of Staff, partnering closely with executives on operations, portfolio priorities, and long-range planning.
Earlier in my career, I founded and ran an interior design and development firm, delivering residential projects from the ground up, from concept and floor plans to sourcing, construction oversight, and client delivery. Operating a firm, managing teams, and working in capital-intensive environments shaped how I think about risk, stewardship, and long-term value.
Across every chapter, one theme has remained consistent:
I’m drawn to building structure where it’s missing, and bringing order, trust, and intention to complex systems.
That perspective ultimately led to Heirly.
MEDIA
I’m featured in an upcoming documentary exploring sickle cell disease, its impact, and the broader systems surrounding healthcare, advocacy, and lived experience.
The project reflects my belief that meaningful work often sits at the intersection of human experience and structural change, and that the most important problems are rarely purely technical.
More to come.
Speaking
I’m invited into conversations with founders, executives, investors, and operators who are navigating moments of transition, where trust, incentives, and long-term outcomes matter more than speed.
My perspective is shaped by operating across technology, acquisitions, construction, and design, and by building systems in environments where decisions are irreversible and stakes are real.
Conversations I’m frequently drawn into include:
How leaders build structure and judgment in ambiguous, cross-disciplinary environments
What founders underestimate about succession, acquisition, and legacy
The difference between speed and progress in high-stakes decision-making
How trust fails in complex transactions, and how early decisions shape the outcome
I approach these discussions thoughtfully and selectively, and value rooms where the dialogue is candid, serious, and consequential.
For speaking or moderated conversation inquiries, please get in touch.