About
I am most useful where the problem is consequential, cross-functional and difficult to make simple.

I am a New York-based financial-services and product leader working across private markets, financial markets and strategic transformation. My career has been shaped inside institutions where the quality bar is high, the stakeholder map is complex and the consequences of execution are real.
I began at T. Rowe Price, where I learned the operating discipline behind institutional investing. At The Carlyle Group, I moved into EMEA Private Equity Fund Management and worked across fund implementation, investor experience, fundraising infrastructure and fund finance. At Goldman Sachs, that foundation expanded into front-office product development, market infrastructure, enterprise transformation, client migrations, regulatory execution and applied AI.
What connects the work is less a function than a way of operating: understand the economics, make complexity legible, align the right people around a clear decision, and build the system so it can endure beyond the individual who created it.
Operating principles
How I lead complex work.
Clarity before motion
The fastest teams are not always moving first; they are aligned on the right problem first.
Commercial context matters
A transformation is stronger when the team understands the economic or client outcome it is meant to create.
Design for the institution
Good operating systems survive scale, scrutiny, handoffs and the departure of the person who built them.
AI is infrastructure
In regulated environments, AI becomes valuable when it is governed, trusted and embedded in real workflows.
Outside of work: New York, architecture and interiors, and travel — more than thirty countries and counting.