Three times I've taken a robotics capability from zero to paying customers. I build the part between a working prototype and a running business. The business case, the training, the standards, the handoff. I learned to think this way in aviation and in the fire service, where dangerous work stays safe only because someone wrote the procedure down.

At Gecko Robotics I built a general visual inspection product for aircraft and a rooftop inspection line that reached active customers across North America and Latin America, and I founded the unmanned aircraft systems program both run on. Before Gecko I was an early hire at Thread, where I took the program from prototype to Series A, trained more than 20 operators, and ran a wind rollout across roughly 4,000 turbines before handing operations to the customer's own team.

The pattern repeats. Autonomy arrives faster than the operational discipline around it, and that gap is where good technology stalls. Closing it is the work I'm best at, and increasingly that means the business case as much as the field standards.