What I do at Jump

1. Every pitch deck has a use of proceeds slide—I work with our founders to operationalize that slide. After we invest, we focus on the challenges that need to be tackled, prioritize them, and figure out how to leverage Jump’s resources effectively.
2. Go-to-market (GTM) is always the biggest investment our portfolio companies make post-investment. I spend a lot of time with our founders on three key areas: how they are selling (ICP and messaging), how their teams are constructed (org design and candidate profiles), and how those teams should function (KPIs and benchmarking).
3. I focus on amplifying and leveraging the Jump network to support our founders. This includes providing functional expertise, making commercial introductions, offering peer reinforcement, and more.

When scaling a business, there are almost endless known unknowns. Not having conviction in the next move can slow progress. My goal is for founders to see me as a partner who helps triage problems and strategize the first next step. I love using my go-to-market expertise to roll up my sleeves and dive deep with our portfolio companies. In areas where I have less experience, I engage the Jump network to find the right person to help.

If we can save time and reduce stress in a founder’s decision-making process, we’ve been successful—especially as this compounds over many decisions.

With my unique vantage point, I can help founders with pattern recognition and anticipating what’s next. I see what successful Series B companies look like, how effective GTM functions execute, and what subsequent investors expect. This allows me to think ahead for founders, so they can focus on the present.

If we can save time and reduce stress in a founder’s decision-making process, we’ve been successful…

Talk To Me About

I’ve always been fascinated by the history and evolution of markets and get incredibly energized working with founders who are driving these changes. What I love most about venture is that for the “math” to make sense for both founders and investors, there needs to be tremendous vision and optimism for what’s possible. The journey from investment to disruption involves millions of decisions, and I strive to be an intellectual sparring partner with founders throughout that journey, particularly when it comes to go-to-market and growth considerations.

Backstory

I think the greatest challenge founders face is indecision. I love it when a founder calls us the moment they sense something is wrong. If we can close the gap between identifying a problem or opportunity and amplifying it to others (to get it out of a founder’s head), the smaller that gap, the better. The second gap to close is between discussing the problem and connecting with someone who can help solve it. Solve it two days after you think of it, not three months and one board meeting later. We might not have all the answers, but we have perspective and a rolodex.

Before joining Jump, I was part of the Corporate Business Development team at Amazon, where I supported various business teams in structuring and negotiating complex, first-of-their-kind strategic partnerships. These partnerships were formed with leading fintech and payments players, enabling product development across eCommerce, physical retail, cloud, logistics, and marketplace selling customers. My early career covered various operating roles, with a focus on business development, strategy, and product.

My background allows me to offer founders the support they need when they make that phone call.