Advising
Alongside building Rivaro, I keep a small amount of room to advise founders and product leaders working through the same problems I've spent 25 years inside — taking enterprise products from 0→1, scaling platforms, and governing AI that's moving faster than its controls.
Where I tend to be useful
Teams putting AI agents and LLM apps into production faster than they can govern them — and trying to get ahead of policy, permissioning, and runtime control before it becomes a board-level problem.
Founders and product leaders launching new lines into an existing platform: shaping the thesis, the architecture, the demo, and the buyer validation that tells you whether it's real.
A product straining under enterprise growth, where modernization, migration, and enterprise-readiness all have to happen without losing customers or revenue.
Direction that ties architecture, buyer trust, GTM, and cross-functional execution together — and the operating rhythm to actually run it.
How I think about it
I take on only a handful of advisory relationships at a time, and only where I think I can genuinely move the needle. The most useful version is usually a small number of focused conversations with a founder or product leader — not a long engagement or a deck.
I'll tell you plainly when something is outside what I know well, and point you to someone better when I can.
What I bring to the table
Two full scale stories — Jive ($40M→$225M through IPO) and 8x8 ($300M→$700M+ ARR) — across new product introduction, platform modernization, M&A integration, and large-scale migration, plus an engineering background and a current, hands-on view of where enterprise AI is heading from building Rivaro 0→1.
Looking for an advisor?
A short note about what you're building and where you're stuck is the best place to start.