Entrepreneur Partner
at Co-Founder Depth
I partner with a select group of founders at the moments that define what a company becomes. Not as an advisor across a table — embedded inside the team, owning the architecture, building the IP, and making the technical bets that determine whether a venture is fundable, defensible, and built to last.
The Entrepreneur Partner
I operate at the intersection of Co-Founder, Chief Architect, and R&D Lead — the technical counterpart to a CEO-level venture partner. Not advisory. Not fractional. Fully embedded at the moments that define whether a company accelerates or stalls.
Embedded at Critical Inflections
Advisory and fractional models fail founders at inflection points because the depth required spans every technical function simultaneously. I embed inside the founding team — architecting the IP, writing critical-path code, building the engineering organization — with co-founder accountability, not consultant distance.
- Architect Initial IP
- Critical-Path Code
- Founding Team Recruitment
Systems Where Failure Is Not An Option
I specialize in domains where off-the-shelf AI is insufficient: precision agriculture, enterprise compliance, geospatial intelligence. Stakes that justify rigorous engineering and where the gap between a prototype and production-grade is where most technical partnerships fail.
- Mission-Critical Reliability
- Regulatory Compliance
- Real-World Constraints
R&D to Scalable IP
Converting complex research into defensible, investable intellectual property. I architect systems designed for patents, competitive moats, and long-term enterprise value — not demos, not proofs of concept.
- Patent-Ready Architecture
- Competitive Moats
- Enterprise-Grade Systems
Technical Organization Building
Beyond code: building the engineering culture, hiring the founding team, establishing the processes that let organizations scale without losing velocity or accumulating technical debt. The infrastructure that outlasts any individual contributor.
- Engineering Culture
- Hiring & Onboarding
- Scalable Processes
Where Rigor Meets Frontier Technology
I spent a decade in safety-critical robotics — designing autopilots under DO-178C certification, managing autonomous systems where failure had real, physical consequences. That background instilled a standard of engineering rigour that transfers directly to AI: the gap between a working demo and a production-grade system is exactly where most AI initiatives stall. Today I build the infrastructure layer for AI-native companies: agentic systems operating at enterprise scale, geospatial ML platforms processing planetary data, multi-agent frameworks in domains where off-the-shelf AI is insufficient. Most technical partners have either operational rigour or frontier AI depth. Operating at both simultaneously — and with co-founder accountability rather than advisory distance — is what I bring to the companies I work with at critical inflections.
Aerospace-Grade Rigor
A decade designing autopilot systems under DO-178C certification. I bring safety-critical engineering standards to AI products, where the gap between a working prototype and a production-grade system is where most technical bets fail.
Physical World Expertise
From neural SLAM algorithms on autonomous drones to sensor networks in the Namibian bush. I understand the friction between code and the real world that most AI engineers never encounter — and that separates durable systems from demos.
AI-Native Architecture
Agentic systems replacing enterprise back-office workflows, geospatial ML platforms at planetary scale, multi-agent frameworks for high-stakes domains. I build AI infrastructure that operates where off-the-shelf solutions are insufficient.
Engineering Culture Builder
Scaling organizations that balance rapid experimentation with long-term architectural sanity. I recruit founding engineering teams and build cultures that ship without accumulating debt — the infrastructure that outlasts any sprint.
I partner with a select group of founders at the moments that define whether a company accelerates or stalls.
Where the CEO needs a co-equal technical partner — not an advisor, not a hire — embedded at the same depth on the product and engineering layer.