I studied art history because it was the only subject that required you to hold everything at once.

Before you could look at a painting, you had to understand the time, the place, the politics, the economics, the cultural inheritance. You had to zoom all the way out before you could zoom all the way in. That's not a methodology I learned. It's just how I see.

It's also how Everywhere Except works.

I've spent twelve years moving between worlds that most people treat as separate — brands and nonprofits, fashion and public health, hospitality and philanthropy, tech and culture. Not to bridge them. Because from where I sit, the connections are visible.

From scaling events and hotel relaunches at Morgans Hotel Group, to building brands at Saatchi & Saatchi and Laird+Partners for clients like General Mills, Diane von Furstenberg, and Dr Pepper Snapple Group — every context added a layer. Every sector taught me something the next one needed.

When a sports league faced a merchandise crisis, I saw training equipment. When a 60-year-old nonprofit needed fundraising help, I saw a cultural ecosystem. When a tech company wanted to build authentic impact, I saw a philanthropy movement.

The insight that transforms an organization is almost always already inside it. Proximity makes it invisible. You need someone who has seen enough different contexts to recognize what you've stopped noticing.

I'm drawn to leaders at pivotal moments — when they sense something bigger is possible but can't quite see it from where they're standing. That's exactly where an outside perspective becomes the most valuable thing in the room.

Every engagement is founder-led. Discovery before strategy.