Fractional executive and advisor for AI, crypto, and mobile founders.

Your agents are about to start paying for things. APIs, models, compute, data. None of it runs on a credit card.

I co-founded Pocket Network, where machines pay machines billions of times a month. The work is wiring x402 micropayments, AP2 payment mandates, KYA (Know Your Agent) identity, and USDC settlement on Base or Solana into a stack your CFO and compliance team will both sign off on.

A chat wrapper isn't a product. Winning teams own the workflow, the evals, or the data, then price around that advantage instead of pretending a feature is a company.

We'll pick a wedge competitors can't ship in a quarter, build the evals that prove it works, and price it like something customers would miss if it disappeared.

Most AI features ship looking great in a demo and break the first week in production. Evals catch nothing. Costs blow up. There's no fallback when the model is down.

You need an eval pipeline that catches regressions before deploy, monitoring for quality drift, cost guards against runaway loops, and a fallback for when the model API goes down. That's the system I build.

You want to accept or settle in stablecoins, but your stack is built for cards. The smart contract is the easy part. Custody, KYC, accounting, and treasury controls are where integrations die.

I wire stablecoin payments into your product without a re-platform, including the treasury policy your CFO will actually sign.

Cold outreach gets ignored. The right partnership is distribution, credibility, and a roadmap forcing function in one deal.

I've closed partnerships with Google Cloud, Coinbase, Ripple, Aave, Polygon, and Frax. We build the relationships long before you need them.

The tokens that survive were designed before launch. Supply curves, emission schedules, and unlock cliffs that hold up when real money shows up and the market tries to break them.

I co-founded the modern Pocket Network and helped take $POKT from whitepaper to a $1B+ market cap. We stress-test your tokenomics under real market conditions, not just on a whiteboard, so the policy survives the first six months after launch.

Most App Store rejections aren't policy violations. They're unwritten rules nobody publishes. It's not just crypto and AI agents. In-app purchase and 3.1.1, external payment links after the Epic ruling, ATT prompts, privacy manifests, the new AI consent modal, HIG violations, data scraping and ToS exposure, security disclosures, performance flags, and the moving target of what reviewers will accept this quarter.

I've fixed all of them. CNBC, The Information, and Apple Insider have quoted me on this exact problem. You'll ship through review the first time, and stay shipped.

Investors don't fund products. They fund stories with traction, told by founders they already trust.

I've raised $28M+ across equity and token rounds, including Grove's equity round and ID.me's Series A. Before you walk into the room, I'll sharpen the story, the deck, and the data room.

Most of what a CEO, COO, or CTO used to do can now run on AI: status updates, dashboards, code review queues. Judgment still can't. Who you hire, what your treasury holds, which architecture decisions you can't undo.

For one to two days a week, I run point as your fractional CEO, COO, or CTO across engineering, operations, hiring, financials, treasury, and the decisions an AI can't sign off on.

You see more deals than you can diligence. The cleanest deck is often the one that breaks in month six, after the easy questions are gone.

I review prospective AI, crypto, and mobile companies for funds, angels, and syndicates: architecture, tokenomics stress-tested under real conditions, App Store and regulatory exposure, the team, and whether the wedge holds. You get a clear, opinionated memo on whether the deal survives contact with reality.

Sometimes a portfolio company doesn't need advice. It needs someone to take the seat. Not the part-time arrangement under Operations: the whole role, with an end date.

When a board or investor needs a steady hand (a founder transition, a turnaround, the gap between one executive and the next), I step in as interim CEO, COO, or CTO with full accountability, not one or two days a week. I've run engineering, operations, treasury, and a 100+ person org across 17 countries through two pivots and a token launch, then stayed long enough to hand the company back stronger.