Building
Building now, 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 DirectorDiagnosis. Corporate ESG data sat behind $10k/year terminals, out of reach of the researchers and civil-society users who needed it. Built. The open platform, the data architecture and schema, and the institutional partnerships around it, funded by the European Commission. Result. Turned unstructured corporate disclosure into open, comparable data adopted by the UN and European Commission.
The channel wasn't viable
Knotel · Employee #1, GermanyDiagnosis. Knotel's global broker model didn't work in Germany, where brokers were skeptical of flexible workspace as a category. Built. A different incentive structure, market credibility through events, and a working channel where none existed, as employee #1 in the country. Result. A functioning demand channel in a market that had rejected the category.
The category didn't exist
KlimaDAO · Head of Partnerships & GrowthDiagnosis. On-chain carbon had no institutional language and no framework for buyers to act on. Built. The 'digital carbon' narrative, the institutional briefing, and the partnership architecture across developers, protocols and corporate buyers that preceded Carbonmark. Result. Institutional buyers entering a category that had not existed; I closed $2.3M in deals, including a $400K landmark with Polygon.
The buyer was misidentified
Endaoment · Founding Head of GrowthDiagnosis. The scalable buyer wasn't the crypto donor. It was the wealth adviser serving crypto-native clients. Built. The adviser proposition, distribution architecture and first sales capability, including relationships with Coinbase, Robinhood, Kraken and BNY Pershing. Result. Established wealth advisers and distribution partners as a scalable institutional channel.
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.
I work selectively with founders, investors and institutions where the underlying capability is real but the market around it isn't yet settled. If that sounds like your situation, get in touch.
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