Loupe is on a mission to bring the power of technology and innovation to the oldest industry on Earth; where fine jewelry, watch, and gemstone suppliers and retailers buy and sell some of the most valuable and timeless creations of humanity.

I am actively shifting my consultancy from retail technology to business building with GenAI. These technologies are revolutionizing the world, and very few companies and leaders grasp the potential. I am advising clients on how to use GenAI to increase speed, efficiency, and productivity across every area of business.For many years, I have been a consultant and advisor in the retail technology space; specifically drop shipping / direct fulfillment, wholesale data exchange, inventory management, and analytics. I also have experience consulting for other SaaS companies across multiple industries.Named clients include: NuORDER, Oliver Wyman, SKF, JAMZ, The Sourcing Group, MicroPort Medical, Baucom Consulting, and more.

To their advantage, large retailers have shared inventory and sell-through data with brands for decades. Technology has leveled the playing field. Now with TrackFly, brands can collect inventory and sell-through data from small, independent, and specialty retailers from around the world. It's the beginning of a supply chain revolution.

As an industry veteran in backend retail systems, and specifically drop ship solutions, I was recruited and hired to launch a drop ship platform side-by-side Scalable's industry leading print-on-demand business. After digging into the company's capabilities, and understanding its technical and operational processes, I led a small team of designers and developers in architecting the drop ship solution. After a few months of development cycles, we launched and grew to over $500k in daily sales in just a couple weeks. I left the business at the end of 2021 to work on my side-hustle, TrackFly, full time.

Dsco was purchased by CommerceHub (now Rithum) in 2020.Having stepped aside as president, I continued to lead innovation and new product development while building the analytics infrastructure of Dsco. My primary goal was to design and develop new drop shipping data products for client use. As a team we continued to develop our real-time event streaming processes that was our ETL into Aurora and Redshift. We also laid down integrations for internal tools including Zendesk, Chargify, Jira, and HubSpot to give us a unified internal reporting architecture. Being an AWS partner, we used several core technologies including Redshift Spectrum, Athena, S3, and Glue to combine our data lakes and report on statistics across the platform. We also began to set up product telemetry data sets; including simple Google Analytics and investigating integrations with Snowplow. Inside of the platform application we developed new reporting and dashboarding interfaces for use by all clients, and connected to a multi-site Tableau server cluster for our largest clients' reporting and analytical needs. As reporting and analytics became a fundamental aspect of the Dsco offering we began to investigate, and connect with, Domo and Power BI as well.In addition to reporting and analytics, the team began using machine learning to classify millions of items on the platform using both text and image analysis, predict order cancellations and item stock-outs by tracking inventory levels, and to optimize the difficult shipping carrier and method decision-making process by tracing millions of shipping routes and transit times across the platform.

After leading product and operations, and building Dsco across all departments, I was promoted to president to focus on long-term growth and strategic initiatives. During this time I spearheaded the testing of new marketing and sales efforts, and laid down the company's subscription model that has changed the competitive landscape for the entire drop ship industry. When a second critical partnership was created I led the development of a new rate shopping system that produced savings of over $1,000,000 annually for the company. At this time I also led development of the future of Dsco; its real-time data reporting, analytics, and scientific platform. At the end of my tenure as president, Dsco had grown to dozens of employees, a new office space, thousands of integrations and trading partners, and a bright future as a key player in the industry. We had won market share, and taken several clients from our primary competitor and industry incumbent. In order to take the company through the next stage of growth the founder and I knew that we would need to hire an experienced leader. I decided to stay at Dsco to help continue my work on developing the company's future data science capabilities.

I was hired to help the founder of Dsco finalize a year-long pivot of the company with new technology and business operations. At the time a major client was piloting the platform, and I was put in charge of new product development as well as ensuring the client and its partners successfully onboarded. I worked closely with decision-makers at dozens of the largest retail brands in the world as they began integrating their ERP and e-commerce backend systems with Dsco. At the same time, I worked with the engineering team to develop several technologies that modernized not only Dsco but also the entire drop ship industry; including EDI, AS2, SFTP, API, and a simplified and automated onboarding wizard aptly named Gandalf.Within a few months I was leading client success and technical support, and working with the founder on other strategic hires across the company. We hired leadership and role-playing team members for sales, marketing, support, and client success teams. After the pilot went successfully our client became a key strategic partner and investor in the company. Dsco began to take flight.

Acima was purchased by Rent-A-Center in 2020.During my time at Acima I led the sales, success, and marketing teams while the company was preparing for a round of venture capital funding. I streamlined the sales and onboarding processes for new clients and introduced new CRM and automated dialing technology that helped coordinate the work of inside and outside sales teams. I also spearheaded marketing strategy and branding, and executed day-to-day tactics with the team. During this time I led the teams to grow quarterly lease production by 30%.

Surge was purchased by Catalyte in 2018.I ran operations for its web division which focuses on website and application development using the WordPress platform. I managed the workload of a team of ten developers and oversaw a dozen partnerships in which the division was engaged. During my tenure I directed the development of more than 30 web projects and over 4,400 development hours, and quarterly revenue increased 77%. The unit as whole grew to over $350k in sales prior to being wound down and absorbed by the parent company. I stayed on for six months as a consultant through my consulting firm, Aclnoty, and managed several projects to completion during that time.Clients included: Holiday Inn Resort, Super Service Challenge, All Recipes, Arcus Foundation, David Kirsch Wellness, Ultra Music Festival, VMware, and more.

Hired as the North American Head of Marketing for Morinaga America and its candy brand, Hi-Chew. I reported directly to the president and basically started from scratch. I challenged many of the assumptions the team had made about the position of Hi-Chew in the mind of the American consumer. I then delved deep into brand and competitive analysis. Through market research I found a new position for the candy, and took it over.I hired and led multiple agencies in building a new brand concept, strategizing its implementation, and executing the plan. I oversaw every aspect of marketing and public relations from new product development to creative leadership. My entrepreneurial side kicked in when I built two programs to help build grass-roots awareness and expand distribution. The programs grew so quickly that I hired and trained interns and an assistant to take them over. During my tenure sales did a double double, on its way to another double; increasing from $5M to $20M.

During the Summer of 2010 I learned that a family member was diagnosed with cancer. It was not the first family member to have been diagnosed with such an illness, as I previously lost my grandfather to non-hodgkin's lymphoma. However, this time I decided to take everything I'd learned about entrepreneurship and marketing, and make a difference.I started TIES for HUMANITY from scratch; found production partners in China, built all the digital assets on my own, and began selling branded merchandise to people who--like me--have been impacted by the ravaging effects of disease. As a philanthropic company I donated much of the proceeds to charities that fight various cancers and terminal illnesses. Ultimately other priorities arose and I retired the organization at the end of 2011. Hopefully I'll have time to start it up again soon.

Following my MBA I was brought back to Doba to commercialize a new and innovative technology under development in India. The new technology was to be launched that Summer, so in the months leading up to it I prepped its marketing and launch plans. Unfortunately the new technology was cancelled only a couple months after I was hired. Because the tech never materialized, I instead strategized and developed a couple new products-line extensions. One being an e-commerce platform that integrated with Facebook. The product took off and in under a week gained over 1,000 signups. Ultimately the cancelled technology was such a loss for the company that it was completely reorganized, and this left me with many others on the outside looking in. It was at this time that I decided to pursue my own projects.

During the Summer of my MBA I connected with the founder and president of Doba to help with some entrepreneurial initiatives, and to help with affiliate marketing. At the time I didn't know a single thing about affiliate marketing, but I learned fast. Unfortunately what I learned and implemented produced little results. The affiliate marketing program was simply not a good move for the company. Fortunately I was able to rapidly ideate and analyze the results of our efforts, and cut the program early in its development.This experience taught me the importance of the innovation process, and that experimentation (and failure) are necessary aspects of finding the best ideas. Fortunately the work that I did was not overlooked, and I was invited back to the company after my graduation.

After finishing my undergrad I was presented with the opportunity to expand my CRM and data manipulation skills as part of a marketing automation team in the healthcare industry. I was tasked with cleaning multiple databases containing tens of millions of data points. In a little less than four months I taught myself SQL and structured a piece of code that my boss could execute at any time to clean all the databases in multiple servers. I left the company after I was awarded a scholarship to get my MBA and attend the prestigious Thunderbird School of Global Management. Even so, the code that I developed was used long after I left to scrub the data systems of anomalies.

This is where I first got my feet wet with real entrepreneurship; as I was the first employee to join the founder in this technology brokerage start-up. My goal was to on-board as many companies as possible while maintaining a comprehensive portfolio of technology. In order to quickly conduct due diligence on each company, I developed several business development processes centered around attending trade shows in the US, Germany, and the Netherlands. After a year or so of global business development it became unwieldy to manage hundreds of contacts. So, I created a custom CRM system (DabbleDB) that synced all my leads and tracked all my marketing campaigns. It later became the center of the company's email and database marketing systems. With this tool in place my team was able to curate more leads and effectively funnel them through our sales pipeline.By the time I left the company my team had amassed a portfolio of over 100 companies and technologies. This portfolio eventually helped the company land over $2M in angel funding.

Joining an organization with a multi-million dollar budget presented me with a host of challenges; however, I again rewrote the rules and turned these challenges into opportunities. At one point I helped in a campus-wide push to motivate students to recycle. My team literally packed and tied dozens of dummies to trees all around central campus. The stunt was featured in the campus press and talked about for weeks after.In order to adequately track many disparate volunteers and efficiently control operations, I implemented a cloud-based project management system that the whole team could use remotely. This kept the team up-to-date on the dozens of projects in our pipeline, and it allowed other departments to see exactly where we were in the process of their projects. At the same time I worked to unify the marketing, graphic design, and technology teams into one cohesive group. This gave the organization greater creative and technological efficiency, and allowed us to implement state-of-the-art digital marketing techniques through social media.

This is where my knack for marketing began. To market an event I once borrowed a dilapidated Volkswagen Bug with flames protruding out the front and surf board bolted to the roof. I parked that Bug right in the middle of the Student Union. Needless to say it turned some heads and helped to hype the most successful event of the year. In just a few months time I took the marketing department from a one-man show and turned into a team that spanned multiple disciplines. My core value learning began as I coached my team in the many different areas of marketing that we needed to strengthen; specifically branding, event marketing, and building buzz around campus. By the end of the year we had shattered all event attendance numbers, and had expanded awareness to every corner of the university.