Building
Primary venture and selected founder work.
Compliance is market access
Sell in Europe · Co-FounderEU regulation is making compliance a prerequisite for market access, but most exporters have no practical way to meet it. I'm building the layer that translates exposure into action across REACH, CBAM, EUDR, and Digital Product Passports.
Sell in Europe is that infrastructure, compliance operationalised for Indian textile exporters.
Developing The House — a selective India–Europe platform for cross-border opportunities and long-term commercial relationships.
I build companies. Alongside Sell in Europe I occasionally work with a small number of founders whose products are technically strong but whose commercial adoption remains uncertain. The work is hands-on and time-limited, and takes three forms:
- Market & GTM strategy — You have a working product and no obvious buyer. I identify who actually buys, what blocks adoption, and which channel reaches them — then turn that into a commercial model and an execution plan.
- Fractional growth leadership — You need the first commercial engine built, not described. I run it hands-on for a defined period, then hire and hand off. This is what I did at Endaoment: built the engine, hired the first salesperson, handed over a running system.
- AI & market infrastructure — You're building for a regulated or emerging market where the workflow is the product. I've shipped one: a live compliance engine codifying 32 EU regulations into queryable logic.
The data wasn't accessible
WikiRate · Founder & Executive DirectorCorporate ESG data was locked behind $10k/year Bloomberg terminals. I built the open platform, team, and institutional partnerships. Raised €4.2M from the European Commission. 6M datapoints across 145k companies, adopted by the UN and European Commission.
The channel wasn't viable
Knotel · Employee #1, GermanyKnotel operated through broker models globally, but German brokers were skeptical of the category. I adapted the incentive structure, built market credibility through events, and created a channel where none existed. €6M ARR in year one.
The category didn't exist
KlimaDAO · Head of Partnerships & GrowthOn-chain carbon had no institutional language. I coined 'digital carbon', built the institutional narrative, and led the partnership architecture preceding Carbonmark. The ecosystem captured ~4% of the global voluntary carbon market, and I closed $2.3M in institutional deals, including a $400K landmark with Polygon.
The buyer was misidentified
Endaoment · Founding Head of GrowthEveryone assumed the buyer was the crypto donor. It was the wealth advisor. I repositioned the platform around advisors retaining AUM and built the referral architecture through distribution partners (Coinbase, Robinhood, Kraken, BNY Pershing) and RIA networks. Hired the first salesperson and handed off a running commercial engine. Assets processed grew from $25M to $142M.
Every market I've entered was going through the same structural shift. A technically credible system existed but institutions had no framework for adopting it. The old commercial model wasn't serving the new product.
The pattern repeats: the buyer is misidentified. The category doesn't exist. Or the channel isn't viable. Until these elements are in place, adoption stalls, even when the underlying system works.
I've done this four times. Sell in Europe is the fifth.
Interested in what I'm building, or think we should talk.
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