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Introducing The Culture Spectrum: Lessons Learned from Building a $3.5M Startup
Strategy & Operations Executive
While many professionals work their way up to executive roles, I was thrown into one in my mid-20s.
I grew a company from idea to $3.5M valuation and learned to think from an executive perspective. That's my edge: the work I do translates across industries that thrive on culture, audience, attention, and meaning.
Executive Leadership
I'm a strategy and operations executive transitioning into the entertainment industry.
Currently exploring roles at moments of evolution and growth, where the context calls for someone to design and codify vision in the real world, and orchestrate continued alignment with a people-first, transformational approach.
The Culture Spectrum
Weekly Newsletter
Education and entertainment aren't different industries, they're different expressions of the same thing: culture, audience, attention, and meaning.
My weekly newsletter explores the lessons I learned in one, and how they apply across industries I define as The Culture Spectrum.
Public Speaking · Coming Soon
Most strategy speakers come from one world. I operate at the edge of two.
The problems entertainment companies face right now — audience retention, creative consistency at scale, the gap between a founder's vision and operational reality — are problems I've already lived.
About Me
While many professionals work their way up to executive roles, I was thrown into one in my mid-20s.
The company I co-founded grew from an idea to a $3.5M valuation within three years — without a roadmap, without a blueprint, and without the luxury of learning on someone else's dime. We wrote the playbook while we ran the play. That forced me to think at an executive level before I had the language for what I was doing.
I studied Entertainment Business. This industry was always the destination. I'm returning with an operator's scar tissue and a strategist's lens, because the more I look across music, media, and entertainment, the more I keep seeing the same problem solved in a different room:
Revenue systems underperforming their underlying IP. Creative teams without a shared financial frame. Leadership with vision and no clear line of sight to execution. I've built the fix for each of those. I know what it costs when they go unaddressed.
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