A strategist who has also been the operator, the founder, and the buyer.

I am, by training, a physicist. Earning a PhD teaches critical thinking, causal relationships, and how to develop novel solutions where none existed before. I mention it not for the credential but for the habits it built: take something complicated and frightening, and reason it down to actual impact.

Those habits carried me to McKinsey, where I advised leaders on strategy and growth, and then into the operating world at Owens Corning, where I ran a business and led an acquisition. I co-founded a clean-energy company and learned, the hard way, what it takes to build something from nothing. At GLG, I built a new business line from employee one (myself), to a high growth, high margin consulting practice.

Equal to all of these experiences was growing up in a 'family business' family. Learning what founders and owners sacrafice to fulfill their vision, protect their employees, and serve their customers. It's never just a job.

Some advisors have done some of these things. I have done all of them. That is the difference an owner feels when the stakes are their life's work. Likewise, executives need to be sure that their advisor brings understanding of corporate context and a leader's judgement to the partnership.