Two continents, three degrees, and a habit of building things.

My Story

I have spent my career inside businesses, not beside them.

My career has taken me across two continents and more than two decades, shaped by business, education, entrepreneurship and international experience. A major part of that foundation was built in the United States, where I lived, studied and worked for nearly twenty years, earned three U.S. degrees, and developed experience across business advisory, Fortune 500 client environments, government institutions, international tax, regulatory matters, technology-enabled operations and practical business problem-solving.

I hold a Bachelor of Science in Management from Metropolitan State University of Denver (formerly Metropolitan State College of Denver), an MBA from Regis University, and a Master of Taxation from the Sturm College of Law at the University of Denver — three U.S. degrees that gave me a rigorous foundation in how businesses are structured, how financial obligations move through them, and how decisions compound over time.

I have led as well as advised. I have carried final technical responsibility for the work leaving an office and overseen the work of a whole team, alongside full accountability for recruiting, training and supervising staff, budget and overheads, marketing, and revenue against target. That combination — responsibility for the quality of the work and for the numbers underneath it — is what changes how you read a business.

Part of that career was spent inside public administration rather than commerce — work in a national tax administration, in correspondence with other European tax administrations, the OECD and the IMF. It is not the part of a background people expect, and it is the part that most shaped how I make decisions: institutions record why something was decided, plan for the case where it goes wrong, and build processes that survive the person who designed them. Alongside that sits cross-border business exposure across more than thirty countries, which is where I learned that most of what feels like a universal rule is a local convention.

Entrepreneurship came early. Long before the company I lead today, I had founded and run businesses in Europe and in the United States. Each one taught me something the one before had not, and all of it cost real money, which is the part that makes the lesson stick.

I have also lectured formally at universities in management, international business and business projects, and spoken at professional events. Teaching is unforgiving in a useful way: you cannot hide a vague idea behind jargon in front of students who will simply ask what it means.

Strong leadership is not about seeing one lane. It is about understanding the whole road.

Today I run Mega Commercial Enterprises Limited, an Ireland-registered company that builds and operates a portfolio of independent digital businesses across consumer and professional markets. Each one holds its own position and its own audience. The company provides the capital, the legal entity, and the standards every one of them works to.

That background is not incidental to what I build. It is the reason for its shape.

People sometimes look at a portfolio of independent businesses and assume the range is scattered. It is the opposite. Every one of them sits in a market where information is abundant and trustworthy judgement is scarce — and the reason I can tell those markets apart is the record above. Years spent inside tax, finance and regulated environments are why I recognise a field where the confident voices contradict each other and the real answer is buried. Years spent building with technology are why I can put something in front of a customer rather than write a recommendation about it.

So the businesses are not a change of direction from the career. They are what the career was always pointing at. The advisory years taught me where people get lost; the regulated years taught me what a defensible answer looks like; ownership taught me that neither is worth much until somebody has to live with the result.

That breadth of real-world experience is what makes my approach different. I understand how businesses are actually built, how decisions compound over time, where friction appears, and what it takes to turn an idea into something that operates and lasts.