Three ways I work with companies.

I don't come in with decks. I come in with a position, a plan, and the willingness to be accountable for what happens next.

Most growth problems aren't marketing problems. They're structural — wrong unit economics, a sales motion that doesn't match the buyer, a commercial team working hard in the wrong direction.

I come in to identify where the real levers are. Restructure the commercial function around them. Build systems the team can run without me when I leave.

“The goal isn't dependency. It's a business that works better after I've been there.”

Entering the U.S. market from LatAm is not a translation problem. It's a positioning, channel, and relationship problem.

Most international companies arrive with a strong product and a pitch deck that was never built for a U.S. audience. Through Business Sound, I work with LatAm companies to rebuild their go-to-market from the ground up: who the real buyer is, what they actually care about, which channels give you a real shot, and which local relationships open the right doors.

“This is hands-on work, not advisory from a distance.”

Some founders don't need another operator. They have a strong team.

What they need is someone they can think out loud with on the decisions that matter most: where to take the business next, how to frame it for capital, when to push and when to wait.

I work as a trusted advisor to a small number of founders who already know how to run their companies.

“A working relationship, not a retainer — it works because both sides are honest about what it is.”