I was born in Fort Myers, Florida, and raised in North Fort Myers, where I grew up in a small family with one sister and a lot of time spent around sports and working with my hands at young age. I went to Riverdale High School in Fort Myers, played football for the North Fort Myers Knights, and have been a diehard Miami Dolphins fan my entire life. That mix of team sports, blue‑collar work, and competitive drive shaped how I approach everything: show up, work harder than anyone else, and refuse to accept “good enough” when things can be fixed and improved.​

I started my career in the granite and marble countertop business and quickly moved into operations, fabrication, and shop management. At Counter Active of Tampa (2002–2008), I helped run an 11‑million‑dollar‑per‑year stone fabrication and installation company, managing operations, installation, and the shop while also overseeing CNC programming, 2D CAD engineering, and hands‑on granite and stone work. I earned an MVP award there and was compensated around $80,000 per year plus a company vehicle, which reflected the trust ownership placed in my ability to keep production moving and quality high.​

From 2008 to 2011, I worked with Kablelink Communications as a residential and commercial cable, phone, and internet installation contractor. I became one of the top earners in Florida among hundreds of technicians and was part of a commercial team rated #1 in the country by BrightHouse, typically earning between $70,000 and $90,000 per year. That period reinforced my ability to work directly in customers’ homes and businesses, problem‑solve on the fly, and keep quality and speed balanced in tough field conditions.​

I was then recruited back into the stone countertop industry as a consultant and operations manager for two fabrication companies between 2011 and 2016. In those roles, I managed high‑volume sales, shop, office, and installation, and was brought in specifically to clean up recurring errors, pull one company out of bankruptcy, and restore non‑operational CNC machines. I implemented fully machined manufacturing, restructured Moraware job‑tracking into a paperless, automated system, scheduled all shop departments for maximum output, and pushed weekly production from roughly 1,200 to 2,500 square feet at one company and 2,500 to 5,000 square feet at another while cutting costs, slashing reworks, and improving quality. Compensation during this period was around $100,000 per year, reflecting the scale of responsibility and the results delivered.​

Over time, I moved from fixing other people’s operations to building my own. I built two kitchen and bath remodeling companies from scratch with no starting capital, growing them into six‑figure and then seven‑figure operations focused heavily on stone countertops and related work. I handled everything end‑to‑end: premium website design and development, SEO, and online marketing; office job verification and CAD; fabrication, installation, and service; restoration work using specialized techniques; and all accounting and financial management. I developed an in‑home sales and templating system that closed a large percentage of jobs on the first visit while reducing errors, and over time I became the primary salesperson, consistently winning business even when I wasn’t the cheapest option.​

Across all of these roles, my reputation has been built on restructuring and scaling businesses so they run on fully machined, automated, and data‑driven processes. I focus on eliminating repetitive human errors, converting shops to CNC‑centered workflows, and using Moraware and other tools to create paperless, highly organized operations where jobs are ready days ahead of schedule and teams can focus on production and growth instead of constant rework and firefighting. I take machine maintenance, quality, and deadlines personally, and I’m known for working extended and double shifts when necessary to hit goals and prove that new systems work at full speed.​

I’m transparent that the companies I built ultimately closed after severe external criminal activity targeting small businesses and suppliers wiped out my assets and forced me to start from zero; it wasn’t a failure of demand or business model but a situation far outside normal operations. That experience is part of why I now look for long‑term roles where there is a realistic path to part ownership and aligned incentives, especially when I’m committing to full overhauls and “refuse to fail” levels of effort over a period of years. At the same time, I remain the same person I was in North Fort Myers—a Florida‑born problem‑solver who loves football, cares about honest work, and is at my best when I’m building systems that make life easier and more profitable for everyone on the floor and in the office.​