Big Ideas, Real Impact.
Strategic Growth and Development
Harvard panel on Latin America building trade within its own region, the same shift behind the markets I’ve helped open.
I work where strategy meets the people who carry it out. In a traditional industry, without an engineering title, I've mapped how teams actually work, built AI agents and workflows myself, and turned what needed IT into specs they could ship. Before that: founding, venture, and international go-to-market.
I'm not an engineer. I'm the operator who understands the problem well enough to build the first version, and to brief the people who build the rest.
Shadow the people doing it and run pulse surveys on which repetitive work they'd shed. The real problem is rarely the first one described.
Inputs, decisions, handoffs, outputs, owners. Where information stalls between teams is usually where the value is.
Every department tolerates error differently. Sales can absorb a draft that gets corrected; operations can't. That decides what the agent does, what it only suggests, and where a person signs off.
Agents, prompts, knowledge bases and memory inside the tools the team already uses, so adoption isn't a second project.
When a build needs system access, a security review or scale, I send a spec, not an idea.
One real use case, one real test, feedback folded in, then a standard process before it goes wider.
- The reasoning — the problem, who it affects, what it costs today
- A data map — sources, access needed, what the agent should and shouldn't read
- Cost options — ways to keep usage and tokens down
- Defined outputs — what gets delivered, to whom, and when
- Agent instructions — written, tested, ready to paste
- A modular scope — phased so it can be approved piece by piece
Built for one team. Ready for the whole company.
I start with one department's real needs: its data, its workflow, its tolerance for error. Then I build the foundational layer with room to flex, so another team, office or region can adjust it instead of rebuilding it. Gaps in information don't stall the build. Designing in flexibility from day one is what makes it replicable.
Built from a commercial seat at a global container company, on the Microsoft tools the company already runs. Names and data kept private.
Problem: sales, operations and M&R all visit the same sites for different reasons, and every report came back in a different format, so what people learned never reached the teams who could act on it.
Built: a pre-trip prep sheet by team, then an agent that turns raw notes into a team email, an internal report and next steps for each department, with a searchable memory so each visit starts where the last one ended.
Problem: in a busy inbox, important threads go silent and nobody notices until the customer does.
Built: a daily recap of the last 24 hours ranked by urgency, a detector for threads that have gone quiet, and two drafted replies for each.
Problem: market research lived in one person's files and head.
Built: a read-only Teams assistant over a curated knowledge base, so a regional sales team can get answers themselves.
Problem: critical depot updates arrive by email faster than a small team can read them.
Designed: an agent that reads and sorts inbound operations mail, posts a shared daily brief so handoffs survive time off, and builds a weekly depot scorecard.
A daily brief of open actions, pricing notes and meeting prep, connected to a weekly market agent (global → national → my ports) that suggests where to lean in.
When a cancelled order frees up units in a tight location, sales should know within the hour, not find out by checking city by city.
Used to open new U.S. metros from scratch and a first Caribbean market that's now repeat business, then reused for the next markets in line.
Is there enough volume and demand to be worth it? Drop weak markets early.
Which lanes and carriers can actually get equipment there, and at what landed cost.
Real resale prices, local grading norms, who the competitors are and how they source.
Depots, yards and customers who own yards, ranked by who opens up the most.
A one-pager, an in-depth brief and a contact tracker, handed to the regional team ready to run.
Same playbook for every market, so the method keeps getting sharper even when a market doesn't work out.
Founded a platform connecting startups with investors through pre-vetted programs and structured steps that raise the success rate on both sides. Expanded to South Africa, working with government agencies to set up grants for local communities.
Repositioned the company from a social app to an audience-intelligence platform and built its Boston go-to-market: a tiered venue strategy, a growth flywheel that starts with events, and A/B-tested outreach that drew interest from a first venue the same day.
Writing on AI from inside a traditional industry, on the difference between judgment and answers, plus honest career advice for people early in their careers. Also published by an industry association.
Founded a 12-week 1:1 mentorship program for high school juniors and seniors. Mentor with Big Brothers Big Sisters, volunteer with Pine Street Inn, and went on a volunteer trip to Kenya teaching women financial independence.
Built IXperience's partnership with Hult International Business School, aligning administration, staff and students around one program: in one admissions cycle, qualified applicants rose 40%, conversion rose 35%, and three new program pathways opened. Through IXperience's summer 2023 consulting program, worked with a South African education company, found that parents, not students, made the buying decision, and rebuilt its marketing to reach them (+40% engagement and +15% sales within six months).
Evaluated early-stage startups on problem–solution fit, founder signal, and a "market reversal" test: if the product disappeared, who would miss it, and what would that cost them?
Graduated with distinction in 2.5 years, with a 3.8 GPA and concentrations in Management & Entrepreneurship. Coursework included a cross-border energy-partnership negotiation, an emerging-market entry analysis, and a venture practicum taken from idea to investor pitch.
Company, partner and people names are left out and details are generalized to protect confidential information.