About

Chapter 1: The Foundation

My career began in hotel operations with one of the world's finest luxury groups. Working in rooms and food and beverage taught me something that no data platform ever could: the guest experience is everything. A hundred small decisions happen before a guest ever reaches the front desk, and the people making those decisions are what separates a good hotel from an unforgettable one. Every number on a dashboard ultimately connects back to a person and a moment created. That operational foundation has shaped every technology and data decision since.

Chapter 2: The Analytical Turn

Cornell changed the way I saw hospitality. For the first time, I understood that the patterns I had observed intuitively as an operator could be modeled, predicted, and optimized. At IDeaS, I spent over a decade putting that shift into practice. I built a global partner ecosystem, prototyped analytics products, and launched into markets from China to South America. Every expansion reinforced the same lesson: growth through partnerships requires making other people successful before you make yourself successful. I walked into IDeaS as a hospitality professional who was curious about data. I walked out as a product builder who happened to know hospitality inside out. That sequence, operator first, technologist second, has been my edge ever since.

Chapter 3: The Zero-to-One

Expedia Group offered me a question I could not refuse: the vast majority of properties worldwide are being left behind in revenue management. Do you want to help solve that? Over six years, our team built data and AI solutions adopted at unprecedented scale. We proved that data-driven decision-making could be accessible to every property, not just the large chains. The defining lesson from that chapter was about conviction. There were quarters when the numbers were not there and internal debates about whether this market was worth pursuing. Every time, we came back to the same belief: if the technology genuinely helps, the market will follow. It did.

Chapter 4: The Operator

As COO of a PE-backed data company operating across Ghent, Madrid, Dallas, Denver, and London, I took on P&L responsibility for three recently acquired businesses. We formalized M&A, built a 150-person growth operations team, and unified the brand. The biggest professional lesson: scaling through acquisition requires as much empathy as operational rigor. The spreadsheet says 'synergy.' The reality is people navigating uncertainty.

Chapter 5: The Advisor

Today, I work at the intersection of investment and execution. As an Executive in Residence, I evaluate vertical SaaS investments with Private Equity firms, help shape product and growth strategy for an AI-native startup, and continue to contribute in any way I can to the industry's defining conversation on AI through the Skift Data + AI Summit. Advising sharpened something operating never fully could: the discipline of pattern recognition across dozens of businesses at once.

Chapter 6: The Return to Zero

Every chapter before this one taught the same lesson from a different angle: the value of data and AI compounds when it reaches the individual, not just the institution. I am now building on that conviction directly. The venture is early and our ambitions are high, so the details will be shared over time. Some things are better shown than described.

For now, I feel incredibly grateful to partner with the amazing team at Bifrost Studios to bring Vector of One to life!