Most people in my space sell capabilities. I solve the problem.
I’ve built real businesses for others and for myself, with my own money on the line, and I bring years of hard-earned judgment to the table.
The proof isn’t theoretical: a collectibles brand that beat its pricing targets by 32 percent, a failing retailer I grew 650 percent over five years, and an entertainment property I created and sold to SpringHill.
The same instincts have carried through other people’s companies too, from a six-year run with PepsiCo to the Seinfeld lookbook for KITH that crossed three billion impressions.
What you’re actually hiring is the judgment underneath all of it. How I decide when the situation is uncharted and the playbook runs out.
I take on a few of these a year. The moments where that one call is the whole game.
