The Backbone of the Build

At OSS Ventures, he carries three non-negotiables: hire well, part ways when needed, and make sure we never run out of money. He leads strategy and process mapping across the studio, setting the direction and the operating discipline that keeps each company grounded. When decisions are unclear, resources tight, or stakes high, he is the one forcing clarity. The role is simple to describe and hard to execute: protect the company while pushing it forward.

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Track Record

Across the portfolio, he works with every founder. Strategy is not a slide deck exercise here. It means defining what actually matters this quarter, what can wait, and what must be killed. He coaches founders through hiring calls, restructurings, pricing decisions, and moments where conviction starts to shake. His involvement is not theoretical. It is embedded in the reality of factories, software for operations, and the financial constraints of early-stage companies.

His past explains the posture. At McKinsey’s Orphoz bureau in Lyon, he worked on execution-heavy transformations. As a factory director and member of the COO office at Richemont, he operated inside complex industrial and luxury environments where process and discipline determine survival. He then founded Chance, a Google-backed company that exited at Series B, learning firsthand what it means to build under pressure. Along the way, he made around 20 investments, personally and through OSS Ventures, all focused on software for operations.

He brings that full loop to OSS: operator, founder, investor. Strategy with consequences. Execution with financial reality attached.

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