I'm a builder.
Exercise physiologist by training, operator by instinct. I've spent a career moving toward the gaps between roles and making the thing that actually helps the person in front of me.
I'm a builder, and I've always believed that the best thing you can build is a real solution to an actual problem. A solution that has to go looking for a problem doesn't count. That belief runs through a career that has taken me across wildly different fields, and it shapes how I show up in each one.
I started as an exercise physiologist because I wanted to solve my own problems: how do I run faster, and how do I make my gear better? I was cutting track spikes apart, modifying them, and gluing them back together just to see what was possible. But I quickly found that helping other people was far more fulfilling. I went on to work with everyone from elite athletes chasing Olympic qualifying margins to pulmonary patients who simply wanted to breathe without supplemental oxygen. What I learned in those early years was that success belongs to the person you're working with, not to you. My job was to understand what they were trying to accomplish, what stood in their way, and how to communicate in a way that actually landed. That skill turned out to be the most portable thing I've ever developed.
It carried me into product development at Pearl iZUMi, where I joined a newly formed advanced development team as a physiologist and eventually took over management of the department. The technical and the human were inseparable. I instrumented athletes in an environmental wind tunnel and tested membranes and yarns, and at the same time I could see that the modern cyclist didn't see themselves in the brightly colored, skin-tight kit that had defined the sport for decades. I was part of the push that normalized neutral palettes and looser silhouettes for riders who wanted smiles, not grimaces, while also running the human-subjects experiments that showed which designs actually performed. Beyond the product work, I started skills-building clinics to develop the team around me, because the best results come when people feel genuinely connected to the mission and to each other.
From Pearl iZUMi I moved into content and media at Fast Talk Laboratories, where I was a face and voice of the company on podcasts, video, and in writing. At the same time I ran operations behind the scenes: contracts, the website, finances, and office space. I also led an assessment of tasks versus roles that restructured the team and put the right people in the right seats. Then I joined Apeiron Research Center at the ground floor: two people with an idea and a conviction that patients should have access to promising treatments without a pharmaceutical company standing between them and their health. Starting the organization meant building everything: the physical space, the regulatory framework, and the staff. I hired people who fit the mission as well as the role. We grew it into a full clinical research operation centered on patient-driven research.
Today I lead operations at a medical clinic in a role that works more like a chief of staff. I build physical spaces, launch new ventures, redesign systems, create the documentation and infrastructure that holds things together, and act as the connective tissue that helps talented people work better as a team.
Making sure every person feels heard and important to the mission is how I've always worked, since long before anyone called it a management philosophy.
The fields have changed. The approach hasn't. I show up, learn what's actually needed, fill the gaps, and build things worth building.