I Built and Exited a $10M Company. Now I Help Southeast Asian Companies Scale Globally.

Most consultants talk about market entry or growth hacking. I've actually built and exited a real company at scale. I took a product from 1,000 units to 40,000 units across 50 states and 3 countries in less than three months. I navigated supply chains, regional buyer psychology, multicultural marketing, and the thousand small decisions that determine whether a company grows or fails. I did it. I exited. I learned what actually works.

I also worked on the original product development team at HarborTouch, where I learned how to build products that compete at the highest levels. I worked directly with Taiwanese hardware manufacturers like Birch—understanding supply chains, quality standards, and international manufacturing at scale. I orchestrated software partnerships that turned competitors into collaborators.

That company evolved into Shift4, which became the #1 payment processing platform in the world. It won CES three years in a row. It's now operating globally, including on Mars.

But here's what matters: I built and exited my own company. That's the proof point.

In 2011, I joined the founding product team at HarborTouch as they formulated the all-in-one POS system. My role was to understand how to integrate hardware and software at scale, navigate international manufacturing, and build products that enterprise buyers actually needed.

Key contributions included working directly with Taiwanese hardware manufacturers (Birch and others) on supply chain and manufacturing integration, orchestrating software partnerships that converted competitors into collaborators, and user-testing products against $1M+ competing platforms to ensure competitive advantage.

HarborTouch evolved into Shift4, which is now the #1 payment processing platform in the world. The company won CES three years in a row and is operating globally, including on Mars.

This experience proved that building world-class products requires understanding hardware-software integration, international supply chains, partnership dynamics, and enterprise buyer psychology—not just tactical execution. These are the same principles I apply to helping Southeast Asian companies scale.