Embedded growth partner for founder-led 7 & 8 figure brands. Branding. Leadership. Business Development. I take the chair when it matters.
— The Position
Most founders don't need another consultant. They need an operator inside the business — running brand, leadership, and growth at the same level the company is trying to reach.
That's the work I do.
Build the brand the company is becoming.
Most 7 and 8 figure brands have outgrown their identity. The logo is from year one. The voice is inconsistent. The positioning hasn't kept up with the company. I rebuild the brand from the inside — strategy, identity, voice, partnerships, and the systems that keep it consistent as you scale. I sit in the Brand Director chair when that's what the work requires.
Build the operating spine the business runs on.
Companies break at the leadership layer before they break anywhere else. I build the systems that turn founders into operators and operators into a team — onboarding, SOPs, decision frameworks, leadership development for franchisees and lieutenants. The goal: a business that runs without the founder being the bottleneck.
Find the constraint. Remove it. Compound the result.
Every business has one constraint holding the entire system back. Distribution. Margin. Hiring. Partnership. Product. I find it, I work it, and I build the partnerships and structures that move the company past it. This is where I most often take the operator chair — sometimes as Director, sometimes as CEO.
Strategic Growth Partner
Architecting the Leadership & Business Development program for franchisees, plus the full Onboarding System, SOPs, Brand Partnerships and Business Plan Templates that every new owner runs on.
Brand Director & Partner
Led the brand through two identities — From Party Pump → Party Pump V2 → Jordan's Simple Snacks. Currently sitting as Brand Director and a Partner. Strategy, identity, voice, and the operating systems to keep the brand consistent as it scales. Building the foundations for the expansion into retail and partnerships.
Strategic Growth Partner
Leading the identity shift as a growth partner, identifying and clearing every channel constraint. Stepping into the CEO chair next. My mandate: find the bottleneck, remove it, and align the founders into their roles as Brand Director and COO. Full operator role. Full equity alignment. Full responsibility for the outcome.
Before I was building brands, I spent seven years in MMA — coaching athletes, managing careers, and building partnerships. I ran marketing campaigns for fighters and athletes before "personal brand" was a phrase. I structured deals with AnimalPak, Gym Reapers, RAW, BUM Energy, RedCon1, and others.
In parallel, I founded The OurGateway Universe — an expansive, lore-driven ecosystem scaling toward a late 2027 MVP. I partnered with Rodrigo Lorenzo, veteran artist for Marvel, UFC, NBA, and others. Creative meets business. We aren't just building a game — we're building the infrastructure for a multi-channel franchise.
That is still how I work. The discipline is the same — find the talent or the brand, find the partnership that compounds it, and corner the operation until it lands.
More on the background →I work with a small number of founder-led brands at any given time. If you think the fit is there, apply.
Seven years in MMA. Operator and partner inside national brands. Growth Partner for founder-led companies that are ready to compound.
I started in MMA. Seven years coaching, managing careers, and building the partnerships that kept fighters and athletes fed. I ran marketing campaigns for athletes before athlete brand-building was a category. I structured deals with AnimalPak, Gym Reapers, RAW, BUM Energy, RedCon1, and others. The work was hands-on, pressure-tested, and small-margin — exactly the conditions where you learn what actually moves a business and what is decoration.
I left MMA with three things: a way of seeing brands, a network of operators, and a discipline about how the work gets done. I started doing the same job — finding the constraint, building the partnership, and cornering the operation — for companies past the first scale point.
The pattern was consistent. Founders building 7 and 8 figure brands hit the same three problems: their brand has outgrown its identity, their leadership system can't carry the next stage, and the constraint on growth isn't where they think it is. None of these get solved with an outside consultant on a retainer. They get solved by an operator who sits in the chair, takes the responsibility, and stays until it ships.
That's the work I do now. I take a small number of engagements. I take an equity / partnership stake or profit share when the structure makes sense. I am Brand Director at one company, incoming CEO at another, and the Architect and Growth Partner of the leadership system at a third. The arrangement is different in each case. The standard is not.
I don't sell hours. I sit in the business. Director. Partner. CEO. The chair varies — the position doesn't. Outside advice produces outside results.
Most founders are working on the wrong problem because the surface problem looks more urgent. The first job is to find the actual constraint — the one variable holding the system back — and put the work there.
They look like three departments. They're three altitudes of the same question: how does this company become what it is trying to become? I work all three at the same time because they cannot be separated.
The deepest engagements come with skin in the game. Partnership structures, equity, profit shares, performance alignment. I'm only useful if my outcome is tied to yours.
I don't advise. I operate.
I'm not a coach you book for an hour. I'm the partner you bring inside — the cornerman in the chair next to you, working the constraint until the brand runs at the level it should.
I take three things seriously: brand, leadership, business development. They're the same problem at different altitudes. Get them right, and the company compounds. Get them wrong, and no growth tactic will save you.
I work with founder-led 7 and 8 figure brands. I sit at the table. I take the chair when it's needed. And I leave the business better than I found it — because that's the only way this work is worth doing.
I work with a small number of founder-led brands at any given time. If you think the fit is there, apply.
I work in three pillars and three engagement structures. The right combination depends on the constraint, the stage, and the founder.
Build the brand the company is becoming.
When a brand is working with me, here is what is on the table: positioning, identity systems, voice, brand architecture, partnership strategy, and the internal systems that keep the brand consistent as the team grows. I sit in the Brand Director chair when the role is open. I work with the existing creative team when it's not.
You'll know this is the work you need when —
The brand has outgrown what it looks and sounds like, and the team is shipping inconsistent work because there's no one holding the line on identity.
Build the operating spine.
This is the work that turns a founder-driven business into an operator-led one. The companies I do this with are typically at the point where the founder is the bottleneck on every important decision — and the team can't move at the speed the business needs.
You'll know this is the work you need when —
The company runs through the founder, the team is reactive instead of proactive, and the same problems keep cycling back to the top because the system underneath can't hold them.
Find the constraint, work it.
The deepest pillar — and the one where I most often take the operator chair. Business Development here doesn't mean "sales pipeline." It means: identify the single variable holding the company back, and rebuild the partnerships, structures, and operations to remove it.
You'll know this is the work you need when —
The company is growing but something underneath is broken, the founder knows the next move but doesn't have the operator to execute it, or the business has hit a ceiling that can't be solved with more marketing spend.
For brands at the inflection point. Equity-aligned. Long horizon.
I take a chair inside the business. Brand Director, COO, CEO — depending on the engagement. Compensation is structured with equity, profit share, or partnership terms. Engagements run 12–36 months minimum.
For specific, defined work. Profit share-or-fee structured.
A defined-scope engagement — a full rebrand, a leadership system build, a partnership program launch. Typically 90 days to 9 months. Structured as a fixed engagement with optional performance components.
For founders who need the brain, not the chair.
A small number of strategic advisory relationships for founders who do not need an embedded operator but want access to the thinking. Monthly retainer. Limited slots — capacity matters.
I work with a small number of founder-led brands at any given time. If you think the fit is there, apply.
I work with a small number of founder-led brands at any given time. The more honest the application, the more honest the conversation. This goes to me directly — not to a form-handler or an assistant.
Personally. Within five business days. If something is unclear or the fit needs more conversation, I'll write back with questions before scheduling anything.
A 45-minute call to walk through the business, the constraint, and what an engagement could actually look like. No pitch. No upsell. Just an honest read on whether this is the right work to take on together.
If it's a fit, I send a proposal with scope, structure, terms, and the equity / partnership / fee architecture. If it's not, I tell you that — and where appropriate, point you toward someone who is a better match.
Press, podcasts, speaking, partnership inquiries, or anything else. If you're a founder applying to work together, the application form is the right door.