Expertise

Three areas, no overlap

What I do, cut clean: the tech I build, the domain I know, and the seat I lead from. Projects live on the build log.

01

Tech

AI agents, MLOps, and the RevOps engine they run on.

I build production AI agents and the ML and RevOps systems around them - from the agent architecture down to the data model and the deploy pipeline.

  • AI agents

    Agents that run real work in production - routing leads, running outbound, automating ops - built to be trusted, not demoed.

  • MLOps

    Models in production, not notebooks. Deployment, monitoring, evaluation, and the discipline to keep them honest. MLOps in production training; Wharton AI Strategy.

  • RevOps engineering

    The revenue machine: Salesforce and Python, lead routing, data models, lead-to-invoice, instrumentation. Salesforce Admin, Six Sigma Green Belt.

Receipts

  • Every Vandfort prospect routed to the right engagement by an agent, not a human
  • Zentra outbound run by a fleet of agents instead of an SDR team
  • 500+ clients migrated to internal systems with zero service disruption
  • A self-service portal that took 250 partners off the support queue
02

Payments & fintech

Embedded finance, open banking, and payments infrastructure.

Domain depth in regulated payments - where revenue meets compliance, KYC, and money movement.

  • Embedded finance & open banking

    BNPL, account-to-account, and the rails underneath B2B payments.

  • Payments infrastructure

    Lead-to-invoice across KYC, ticketing, and reporting in regulated environments.

  • Pricing & margin

    Mapping B2B pricing models, finding profit leaks, making commercial programs margin positive.

Receipts

  • Production RevOps at a Paris payments fintech (regulated, VCN / KYC)
  • Fintecture - embedded finance and open banking; board dashboards for an investor that included Societe Generale
  • B2B scraping pipeline at 3.5x win rate
  • Visa fintech-disruption project (MBA, IESEG Paris)
03

Commercial operating

The GM seat: P&L, GTM, pricing, and change management.

I have carried the number, not just the dashboard. Building and scaling business units from the commercial seat.

  • P&L and GTM

    Owning the revenue line, the commercial model, and the go-to-market that feeds it.

  • Change management

    Reorganizing commercial models without breaking the machine - including ones I built myself.

  • Building business units

    From board pitch and funding to breakeven and beyond.

Receipts

  • Built IFAM Colombia from a 300K board pitch to breakeven in two years
  • 68.8% distributor growth, then a model switch that delivered +60% sales
  • Post-merger change management on a subsidiary I founded
  • 11 years across 3 countries and 3 languages

See it in production

Three concurrent builds put this to work every week.

The build log Work together