What I'm Building

One thing at a time.
Here's the current one.

Current work

Compliance is market access

Sell in Europe · Co-Founder

EU 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.

Track Record

The data wasn't accessible

WikiRate · Co-Founder & CEO

Corporate 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.

€4.2M raised · 6M datapoints

The channel wasn't viable

Knotel · Employee #1, Germany

Knotel 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.

€6M ARR in year one

The category didn't exist

KlimaDAO · Head of Partnerships & Growth

On-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.

~4% of global voluntary carbon market

The buyer was misidentified

Endaoment · Founding Head of Growth

Everyone 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 DAF custodians and RIA partnerships. Hired the first salesperson and handed off a running commercial engine. Assets processed grew from $25M to $130M.

$25M → $130M assets processed

How I Work

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 inside other people's companies. Now I'm doing it in my own.

Interested in what I'm building, or think we should talk.