My work lives at the place where political will meets operational reality — the gap where most good ideas die.

For the past decade, that has meant doing the unglamorous work of translating vision into structure: helping technologists understand how regulation works, helping governments understand how technology works, and finding the points where institutions can actually move. At Google, I build policy partnerships across New York and the Northeast. Before that, I worked in government affairs and public policy, and before that in global business strategy. I started my career in M&A advisory at PwC. The through-line is not the institutions — it's the gap.

This work is not abstract to me. My father spent years in American factories and airports absorbing what a country does to people it hasn't decided to protect yet. My mother built a medical practice in Chicago because the system she served wouldn't fully serve her. I grew up watching two people navigate institutions that weren't designed with them in mind, and learning from the inside where those institutions bend and where they break.

I care about the architecture underneath good policy: the decision structures, the coalition math, the operational sequence that turns a compelling idea into something a city can actually feel. Whether I'm working with regulators, operators, or organizers, my job is the same: find the real constraint, build the path around it, and give the people doing the work exactly what they need to finish. That orientation — toward systems, toward leverage, toward what actually moves — is what I bring to every room I'm in, and what I'm building toward next.