WHO I AM
I'm a sustainability native. I grew up inside mission-driven business and never once accepted that sustainability and smart business had to have separate end games. That's shaped everything since. I notice the seams others miss, because I never learned to see them as two different agendas in the first place.
Twenty-five years on every side of the table where mission meets the P&L.
I began my career at Green Mountain Coffee Roasters right out of college — six years inside a company that took mission seriously before most of the business world had the vocabulary for it. That's where the conviction took root.
Then I went and got the tools to act on it: a joint JD/MBA from Georgetown, and from there to Wall Street, as an investment banker at Goldman Sachs, where I learned that real value usually sits where other people haven't thought to look.
I came back to the mission side as a sustainability executive at Keurig Green Mountain, building mission into the operating rhythms of a fast-moving company and learning what it actually costs to embed a commitment at scale.
In 2017 I co-founded Revolution Rail, an outdoor railbike company, and built it from one location into a multi-state operation running five excursions across New York, New Jersey, and Colorado by 2022, with my own capital on the line. I ran operations, finance, and HR, staffing up to seventy seasonal employees at peak. Scaling a physical, safety-dependent, weather-exposed business across three states meant building systems faster than growth could outrun them: hiring pipelines, consistent safety standards across sites, and unit economics that worked at each location before the next was justified. I exited in 2022, and the lessons learned underpin my advisory work now: growth doesn't fail businesses, the absence of systems built to absorb it does.
And I served as COO, then CEO, at Sustainable Brands, leading the organization through deeply difficult market conditions and learning what it really takes to keep an organization honest with itself under pressure.
One throughline across all of it: I build things that last, and I help other people do the same.
Three lenses most operators never combine.
What I add to the operating record is an unusual way of reading a problem. A legal education trained me to read the systems people build — the rules, the incentives, the way power gets written down. Graduate training in biomimicry trained me to read the systems people didn't build — how living things actually solve problems. And systems-thinking training lets me hold both at once. Most operators carry one of these. I work at the place where all three meet, which is usually where the real problem is hiding.
I started my career inside a mission-driven company and have spent twenty-five years proving that positive impact and commercial success aren't separate games.
I believe that the companies built to last are the ones that stopped treating mission and margin as a trade-off.
If that's the kind of company you're building, I'd love to connect with you.