Product-market fit gets you a product people want. Commercial fit is the next gap — a way to win and keep work that's repeatable, defensible, and yours, rather than borrowed from a playbook that's already decaying everywhere else. Most businesses cross the first gap and stall on the second. That second gap is where I work.

I connect the functional dots — sales, operations, customer experience — across the seams between departments where work actually flows, and where deployments actually die. Most people sell you a tool for one box on the org chart. I build across the boxes. And I'm not here to replace your people with agents — I'm here to amplify them: designing which decisions stay human, which run autonomously, and the trust architecture that makes operators confident enough to adopt it. That's the difference between a system that ships and one that gets used.

Agentic systems make you feel more certain than you should — they produce velocity and polish, which is exactly what hides a weak assumption. The real risk isn't the technology failing; it's the technology succeeding brilliantly at optimising the wrong thing.

So the first question I ask isn't "what can we automate." It's "how do we know this is aimed at the right problem, the right buyer, the right proof." Judgment first, then leverage. The tools are commoditised — everyone has them. The advantage is the proprietary signal underneath: your own data, your own relationships, the moments only you can see. I build that environment so it compounds — sharper every month, and impossible for a competitor running the same public tools to copy.