About

I like bringing BIG ideas to life.

A lot of companies say they want growth. Far fewer are willing to push the ball uphill long enough to create it.

Call me crazy, but that is the part I like.

The part I likeThe point where something feels obvious to one person, confusing to everyone else, and still worth chasing.
The testThe idea still has to survive the customer, the economics, the workflow, the market, and the people expected to use it.

Why I build

I like ideas before they are clean.

How I learned to think

Growth rarely belongs to one department.

The org chart makes those look separate. The customer does not.

ProductWhat can be promised
↓
PositioningWhy it matters
↓
MarketingCreates the context
↓
SalesTurns interest into action
↓
Customer SuccessKeeps the promise true
↓
OperationsMakes the experience repeatable
↓
TrustEarned across the whole system

Where I create value

Everyone agrees something should work, but nobody agrees how.

You cannot sell a trust-sensitive product by making the words better if the proof, fit, workflow, or audience logic is weak. AI is lowering the cost of being competent. It raises the value of knowing where competence is not enough.

I tend to be most useful when:

  • Everyone agrees the opportunity is real, but nobody owns how it becomes a system.
  • Sales, marketing, and product are solving different versions of the same problem.
  • The workflow works only because one person keeps saving it.
  • A company knows AI matters but has not figured out where it belongs.
  • Leaders need something built and tested, not another broad recommendation.
Listen close to the problemPeople near the work know the exceptions and the quiet failure modes.
Make something testableA memo. A model. A prototype. A workflow. An assessment. A rubric.
Change the viewMostly because it is faster than defending a bad idea.

How I work

Make the thinking concrete enough to test.

Where I do not fit

I am not the right person for a pure ML research role, a pure engineering role with no business ownership, a brand campaign with no operating change, or an advisory project that ends at slides.

If the business case, workflow, owner, or control model is still unclear, that is a useful conversation.

Contact Mike