I teach what I run.

Somewhere in the last two years, AI stopped being a tool I use and became the way my businesses run. My guesthouse answers its own guests. My meeting notes write themselves. Contracts get read before money moves. The change was big enough that keeping it to myself started to feel wasteful — and that's where this practice comes from. I take the systems that run my companies and rebuild them inside yours.

The systems are mine; the rigor is trained. I studied at a top-tier business school, then spent years solving Fortune 500 problems at a global consulting firm (MBB) — a dozen industries, real estate to semiconductors — with stops at a private equity fund and a unicorn's expansion into Japan. I did well there; well enough that a hundred consultants in my class elected me to represent them. Whatever hard problem your industry has, odds are I've sat across from a version of it.

But I didn't stay an advisor, because advice has a known ending: a handshake, a deck, a team that leaves. I moved inside — helped an infra startup raise its Series C and rebuilt its revenue engine from within. Then I built my own: a licensed guesthouse in Seoul, a hotel SaaS I co-founded. Everything I teach survives my own P&L first.

So when I sit down with your team, it isn't theory and it isn't a demo. It's the same systems, rebuilt for your work. If you're curious what that looks like in your company — three lines is enough.