I’m obsessively private. No social media. No public profile to speak of. The only reason my name is here is because Delegram changes who gets to build. That’s worth being visible for.
I started at 21 running an Il-76 cargo operation between China and Moscow, as the operator. The Russian bank collapse of 1995 wiped it out. I landed in Australia with $500, delivered pizzas, worked in a pet shop, and was a PhD candidate in economics at the University of Sydney while working out the next move.
Before the dot-com peak, I joined a venture and became COO in Hong Kong. We scaled through the bubble to a public listing with a $2B+ market cap, then through the crash and into acquisition by a Japanese group. After a period in private equity and corporate advisory in Sydney covering technology, I left in the early 2000s to build.
I built and ran a top three e-commerce platform in Australia for twelve years. 300,000+ customers. 9,000+ SKUs. Sold in 2015.
Across Hong Kong, China, France, Italy, the US and Dubai, the work moved and so did I. You learn quickly that systems are local. Principles are not. Most people see businesses as stories. They behave as systems.
Then I stopped. I took close to a decade off and watched my children grow into happy, capable people. I did not build much in those years. It was the right decision. If you can afford that choice, make it. Some things matter more.
If you cannot afford it, if the idea is real and the timing is now, then the problem is different. That is the problem Delegram is built to solve.
Delegram is the synthesis of what I have seen across thirty years. How companies actually form, where they break, how timing works, and why most founders are forced into false trade-offs between building something meaningful and living a life that holds together. It is an operating system for building at the moment when agentic systems change the cost and speed of creation.
During Covid, I stood up an independent tennis league with top 10 ATP players. It worked because it matched the only window that was open. Timing is most of the outcome. The rest is recognising the window early enough to act.
Since then I have built across AI, real-world assets, and autonomous transport. A Dubai-based fleet running 50+ electric vehicles with minimal operational overhead. Formal AI work through MIT in 2018. Self-taught engineering capability to stay close to the systems being built.
The edge is not any single company. It is pattern recognition across cycles, and the ability to see how systems behave before they are obvious.
Wife. Four children.
I have made the trade-offs on both sides. Delegram exists to back people who should not have to.