You're staring at three board decks for Monday. Your CFO wants burn projections. Your COO needs the ops roadmap. You're copy-pasting between tabs because nobody owns the bridge between finance and execution.
If these roles sit in silos, you waste hours translating between them. If you merge them, decisions take minutes instead of meetings.
I adapt and tinker. Nothing is certain or set in stone.
From Finance to the Trenches
Corporate finance taught me one thing: financial discipline lets you make quick decisions without chasing goals that don't matter. That's what got me into financen and operations in China—helping companies and funds execute investment and operational strategies across industries.
Startups grabbed my attention most. Here's why:
- Constant adaptation required
- Staying open and flexible became survival
- Founders needed a friend, not just a board member
I sat on boards but spent more time helping founders evaluate decisions—professionally and personally. Then I hit a wall: technical founders talked in code I couldn't decode.
So I did an intensive coding bootcamp. Planned to stay in VC with better technical fluency. Instead, I launched my first company. COVID hit. Built a Business Interruption Insurance claims automation platform. Helped other founders navigate chaos.
The Twins Changed Everything
2020: twins arrived—a boy and a girl. I made a choice most operators don't: limit work to the financial minimum and dedicate myself as a father.
If you don't put time under a microscope, you waste it. If you do, every decision becomes surgical.
Four years out taught me more about efficiency than any framework. Their journey of discovery reminds me daily why fresh perspectives matter. You can't optimize what you don't value.
Here's what changed:
- No bullshit approach to everything
- Know when to be surgical
- Know when to let go
Balancing intentional fatherhood with building companies taught me more about prioritization than any MBA program ever could.
Time as Strategy
Time is the resource. Startups waste it searching for the next big thing when it's right in front of them.
Every minute counts when you're building something meaningful—whether it's a company or raising children who will change the world.
What I Do Now
For the last few years I've been helping startups consolidate operations and finance—often merging the two.
Here's the pattern that keeps breaking companies:
- CEO thinks CFO handles numbers
- CFO thinks COO handles execution
- COO thinks CFO handles runway
Nobody owns the bridge. Decisions take three meetings instead of one conversation.
A CEO needs to be a CFO and COO. A CFO needs to be a COO. These roles can't operate in silos.
I'm a hands-on builder who gets into the trenches with founders:
Deconstruct and rebuild
Turn broken systems into efficient processes that actually scale.
Translate complexity
Convert financial frameworks into roadmaps startups can execute.
Bridge gaps
Connect founders, investors, and operational teams so nobody's translating.
Navigate transitions
Help startups evolve from early traction to structured growth without killing momentum.
Install discipline
Implement financial rigor without crushing innovation and agility.
Make calls
Balance runway with growth opportunities. Decide fast.
Through FoundersBoxx, I help founders streamline their operations and finance functions so they can focus on building great products and serving customers.
Global Perspective
Four languages. Not for show—for bridging cultural and operational gaps:
- English
- 中文 (Chinese)
- Italiano (Italian)
- Français (French)
Different languages unlock different perspectives. Different perspectives unlock better decisions.
I share regular insights on scaling operations, managing startup finances, and lessons learned from building companies.
Ready to work together? Reach me via LinkedIn or email to discuss streamlining your operations and setting your startup up for sustainable growth.