The Spaces Between the Pins
The wins and losses weren’t random.
Read the essay →Operator · Builder · Writing a book
The market you can see isn't the market that decides who wins.
The better product rarely decided who won.
For more than twenty-five years I built, scaled, and sold technology companies. As a biologist, I learned to look for the variables that drive outcomes, and the most important ones weren't necessarily the product, the price, or the performance. They were the relationships between the people involved, what motivated each of them, and the risks they were willing to take. I'm writing that down, because it works the same way in your business.
The book · Manuscript in progress
My book is called The System Beneath the System.
Why some businesses and organizations grow while others stall, and the forces underneath that decide it.
Part 1
Learning to See
Part 2
Why Systems Resist and How They Break
Part 3
The Systems That Scale
Part 4
The Operator
What I keep seeing
- 01The market you can see isn't the market that decides who wins.
- 02People rarely buy the best product. They buy from whoever they trust to be there when it breaks.
- 03A three-dollar decision nobody remembers making controls every dollar that follows.
- 04The ground shifts before anyone admits it, and the companies on top are usually the last to move.
- 05The people who win stop fighting the network and build their own.
- 06The companies that last are built to run without the person who started them.
About
I'm a biologist who went into business and learned to see the systems and relationships that run organizations.
I came to business as a biologist, and I still see companies the way a biologist sees an ecosystem: living systems, held together by relationships. For more than twenty-five years I've worked in technology, from the wires inside the walls, to the networks that run over them, to the systems built on top of both.
I founded three companies, the first in 2001, and I built each of them on structure and systems strong enough to run without me. Twenty-five years on, the first is still going. Two people I hired and developed bought the third from me, and more than a decade later they've built far more with it than I handed them. That taught me as much as anything I built myself.
Along the way I led global sales at ISONAS through its acquisition by Allegion. I've also seen private equity from both sides of the table: as President of Wavelynx Technologies, taking the company through its 2023 transaction with Triton Partners, and now as a founding partner in a new investment strategy with a Canadian private equity firm.
I grew up in Springfield, Ohio. Today I live in Boulder, Colorado, where I write, ride bikes, have coffee with great people, and fish.
What keeps pulling at me is how well it travels. A relationship opens a door a business plan couldn't. A team changes the day its incentives change. I saw it in every company I was part of, and those are the questions behind the book.
Founder
Three companies, starting in 2001
VP, Global Sales
ISONAS, acquired by Allegion
President
Wavelynx, Triton Partners transaction, 2023
Founding Partner
New strategy with a Canadian private equity firm
Speaking & Advising
For owners and leadership teams who are tired of chasing.
I talk about how decisions actually get made inside a market: who's trusted, whose incentives line up, and why the best operators stop competing on product. Then what to do about it on Monday morning.
I also work directly with founders and CEOs as an advisor. The work starts with one question: what's really deciding outcomes in your market?
Keynotes and talksWhy the Best Owners Never Chase Patients
Opening keynote, PPO Club 2026, San Antonio
Opening keynote, PPO Club 2026, San Antonio
Tools from the talksThe Trust MapAdvising founders and CEOs