Builder’s arc.

The work is factories, contracts, and deals.

I came up in finance before I started building companies. That sequence still matters. Capital without a plant is a slide. A plant without capital is a hobby. I work where the two have to share a floor, and I am impatient with anyone who treats manufacturing as a talking point instead of a production schedule.

United Safety Technology is the operating company I founded and run as CEO. We manufacture life-safety equipment: Defender and Everglade respirators, Jupiter protective gear, industrial gloves. The lines are used in industrial, medical, and military settings. Operations sit in New York, Maryland, and Malaysia. The job is product, quality systems, and the unglamorous work of keeping a manufacturer running — tooling, people, offtake, and the next shipment. Domestic medical supply chains are built that way, or they are not built.

Federal contracting was part of an earlier chapter, before 2025: domestic production meeting government demand. It taught me how procurement, inspection, and the factory actually interact. I treat that history as operations education, not a talking point. The lesson that stuck is simple: policy can open a door; only a plant walking product out the door fills it.

In 2021 I founded AMMA to put domestic medical manufacturing on the table as an industrial problem — capacity, standards, buyers — rather than a slogan. I founded it, led it for five years, and handed it off in 2026. The organization continues; I do not run it. Five years of that work confirmed what the factory already knew: announcements do not make masks, gloves, or respirators. Lines do.

I have served on the board of Developing Faces since 2013.