Why I'm doing this

Fifteen years in mission critical industries. Aerospace, semiconductors, five years as an operating partner at Intel Capital, then cybersecurity and AI. It kept pointing at the same problem.

August 2026

My background is building and selling mission critical goods and services. I've spent nearly fifteen years working inside companies that manufacture some of the most complex systems in the world: aerospace and defense at Boeing, semiconductors at Intel.

Very deep tech. Hard to create, hard to build, hard to scale. Each one takes years to get into high volume production and employs some of the smartest people alive.

When I moved to Intel Capital as an operating partner, five of those years went into building and scaling our public sector practice. We had nearly fifty dual-use portfolio companies selling into SLED and the federal government. Once CFIUS came out, I knew tech was going to be in high demand. It was going to be an arms race with China.

Operating partner is a different job from investing. You go deep on early stage companies, understand how they actually work, and then advise them. Sometimes getting hands-on. Fifty companies over five years is a lot of time spent inside other people's businesses figuring out what's broken and helping fix it. That turned out to be the most transferable thing I've ever learned.

So I poured effort into building relationships with the PMOs and the PEOs. One of the most critical was semiconductor manufacturing. Multiple companies received CHIPS Act funding or sit inside our national labs. At the end of the day, dozens of those companies are operating at scale within the public sector today.

Then I went into SaaS full time, working two transformation projects. A growth stage cyber and risk company, SecurityScorecard. Then a seed stage agentic AI company.

My love for mission critical systems didn't diminish. At SecurityScorecard I built the partner ecosystem that automates third-party assessments, which is really about securing our nation's supply chains one vendor at a time.

At Corvic I steered our agentic data analysis platform toward the physical economy. Waste management. HVAC. Tax accountants. Healthcare scientists. Chemical engineers. Lumber yards.

That work cemented the thesis. We need to focus on mission critical goods and services, and we need to build industry-leading companies in those spaces.

That's what drew me to the lifeblood of almost all technology: rare earth elements and critical minerals.

We need to establish this manufacturing industry onshore. Every vehicle, ground or air. Every semiconductor. Green energy, healthcare, consumer electronics, robotics. All of them depend on these seventeen elements.

China controls over 90% of production. They have already cut off the West once, and they will keep using that leverage to strangle industries they compete in.

It's time to do hard things and re-establish our leadership.

What that looks like in practice

Three things, and they feed each other.

This site. Unpacking the value chains in these industries. Where the bottlenecks actually are, who is putting capital in, and which parts nobody is covering. Most writing here is about deposits and tickers. I'm interested in the industrial base that makes any of it possible.

Buying businesses. The industrial services layer around this supply chain is fragmented, owner-operated, and largely uncovered. Assay labs, precision machining, calibration, equipment repair. I'm looking to buy and operate in that layer. Not to flip. The good ones have run for thirty years and will run for thirty more.

Working in it. I'd like to spend my days on this problem inside a company that's solving it, not only from the outside.