I build the operating capability that growing companies don't yet have — then assemble and run the partner ecosystem that turns it into delivered outcomes. Local in NJ and PA; transatlantic for companies moving between the US and Europe, in either direction.
Founder-era processes — and entire functions — don't survive the next stage of growth. I re-engineer the operating model into repeatable, resilient systems that hold up under growth, disruption, and scrutiny — formalizing what lives in people's heads before it breaks. Proven taking a firm with no digital capability to operations its own clients now see.
Capability only matters if it ships. I assemble and run the partner ecosystem — selecting the right vendors, structuring the RFPs, keeping delivery honest — so strategy turns into won projects, not slideware. The part others stop at as advice, I take through to outcomes.
AI deployed at low-friction entry points that reclaim hours and capacity — built on production experience, not theory (I built a fintech platform solo in 90 days to prove it). And when growth crosses the Atlantic, the cultural, regulatory, and operational translation that keeps it from stalling.
Sit with the problem. Map the friction. Find where leverage actually lives — and where it's being lost.
Build the workflows, decision rights, and structures that scale — and assemble the partners to deliver them. Make operations visible, reliable, and ready to ship.
Deploy targeted AI for measurable cycle-time and capacity gains — and push the work through to won projects, not pilots that stall. Methodology proven on my own product.
One transformation told in full — and the cross-border relationships that extend the same operating discipline in both directions across the Atlantic.
An international construction consultancy, strong in its domain but starting from nothing on data and AI. Across one engagement: built the strategy, orchestrated the delivery partners, and ran a pilot the firm now shows its own clients — leaving it positioned to bid as the technology partner for its largest account, a capability it didn't have when the work began.
Operating advisor on US market expansion for a French AI-powered crisis-management and business-continuity platform serving regulated industries — strategy, regulatory navigation, partner orchestration, and translation between European HQ and the US operational landscape.
Operating advisor on European market entry for a US AI-native learning platform with federal-agency and enterprise research partnerships — the reverse motion, helping a US founder navigate French institutional and educational landscapes.
I built and operate KadoPool — a privacy-first fintech platform for group gifting — solo, end-to-end, in three months using modern AI tooling. It is the methodology I bring to client AI engagements, applied to my own product first.
Short, data-grounded notes on the operating questions I work on with financial-services and regulated clients — resilience, scale, and cross-border friction. Evidence first, then what it means for operators.
Same eight principles, four regulatory philosophies — US incident-and-cyber, EU codified DORA, UK impact tolerances, Canada judgement. Across 508 obligations, and where the risk sits in each.
Read the note →Finance, healthcare, and infrastructure converge on the same eight resilience principles across 2,315 obligations — differing only in emphasis.
Read the note →A forward read of rules not yet in force: the US pulled back in 2025 while the EU, UK, and Canada moved supervision onto firms' critical vendors.
Read the note →Resilience is the fastest-rising theme in US federal rulemaking — its share of final rules roughly doubled, peaking at 3.85% in 2024.
Read the note →Curated news on operational resilience across Financial Services, Healthcare, and Critical Infrastructure — US-anchored, with a vital international lens on Canada, the UK, and the EU. Don't just react to disruption — anticipate it.
Engineer by training. Eighteen years in the COO offices of Scotiabank, Deutsche Bank, BNP Paribas — across New York, where the work was operating-model design, transformation, change management, and a fair amount of regulatory remediation. Discipline learned at scale, where the cost of getting it wrong was supervisory.
I founded WSquare Advisory because growing companies need someone who can bring institutional discipline without institutional bloat — scale-ups past the founding chaos, established firms building capability they've never had, and cross-border ventures where the friction is as cultural as it is operational. That is where the work is.
If you wonder, W Square = West Windsor, NJ.