Investing in real assets and operating businesses in a changing world.
The way work, capital, and opportunity move has changed. AI and software compress what used to take big teams and long timelines into minutes. At the same time, the real economy—rates, healthcare, housing, small businesses—is being repriced in ways most people did not plan for. In that environment, the edge is not a logo or a biography line. It is judgment, creativity, and who you choose to work with.
Real estate and healthcare, with execution at the center.
I have spent my career across two places where structure and execution matter: real estate and healthcare.
On the real estate side, I have worked on acquisitions and development through different parts of the cycle, with complex capital, public and private stakeholders, and projects where details and follow‑through drive the outcome.
On the operating side, I co‑founded and helped build a healthcare services business in a regulated, reimbursement‑driven environment, growing it into an eight‑figure EBITDA company. That experience—teams, regulation, payors, and cash flow—is the lens I bring to operating businesses today.
Modern tools, human judgment.
AI and other tools are built into how I source, analyze, and monitor opportunities. They make it easier to see more, faster—to surface patterns, pressure‑test ideas, and get to the point quickly.
But tools do not create conviction. They raise the bar on the human side: how you see risk, how you behave when things go sideways, and how you show up for partners. That is the real product here.
I care less about presentation and more about whether the story, the numbers, and the people make sense together.
Where I am deploying attention and capital.
Real estate
Income‑producing and value‑add opportunities where pricing, structure, or complexity create room for thoughtful capital and hands‑on work.
Healthcare and real‑economy businesses
Operating companies with real customers, regulatory exposure, and reimbursement or policy risk, where disciplined execution and alignment can compound over time.
I am comfortable doing the work in situations that do not fit neatly into a marketing deck, as long as the risks are understood and the incentives are clear.
A small number of the right partners.
This is a relationship business. I would rather work with a small group of LPs and operators who value direct communication, shared downside awareness, and a long view.
Process is simple: clear information, focused conversations about risk and structure, and straightforward decisions. A fast “no” is better than a long “maybe.” When it is a “yes,” I am engaged and accountable.
If we work together, you are not buying access to a platform. You are choosing a person to think and act with on your behalf.
If this aligns with how you see the world, reach out.
For LPs, I am happy to walk through current focus areas and how I think about risk, reporting, and alignment. For operators and sponsors, a short note with what you are working on and what you need is enough to start.