Miami, Florida · Operating in seven countries
I build global workforce infrastructure for mid-market and enterprise companies. I trained as an industrial engineer, and I have spent the last five years applying the same discipline to people and process that I was taught to apply to factories: find the friction that should not exist, design it out, then make the design hold at scale.
The short version
I trained as an industrial engineer. Placements at INDEVCO Group and Sanita, then three and a half years as an assistant project manager in Lebanon. The discipline is unglamorous and it never leaves you: look at a process, find where the waste is, redesign it so the waste cannot come back.
In April 2021 I started OEG Outsourcing by pointing that same discipline at how companies build teams. Most organisations treat workforce as a cost line to be minimised. Treated as an engineering problem instead, it becomes a growth lever. OEG now designs and deploys dedicated remote teams across seven countries and eight industries, with structured vetting, onboarding into the client's own systems, and governance against agreed KPIs.
Two more companies followed. Our Easy Game Tutoring in February 2024, which I can trace directly to the four years I spent tutoring privately before any of this. And The Clip Kitchen, co-founded in July 2026, because the businesses I work with all had the same production bottleneck and none of them had the appetite to build a creative team.
The method
Industrial engineering applied to a company rather than a production line. Every business I have built or worked on has needed the same four moves, and doing them out of order is how good companies stall.
Almost every business is quietly overpaying for something out of habit rather than necessity. Geography is the most common one. Manual work that a system should be doing is the second. That is where the margin is hiding.
Adding people to a company that cannot absorb them makes coordination worse, not better. The pipeline goes into a CRM, recurring work gets one named owner, and anything done twice gets written down once. Then you hire.
Heroic growth is a warning sign, because it depends on a person rather than a process. The goal is acquisition that compounds and a forecast that comes from evidence instead of from how the sales lead feels this week.
The hardest one. The founder who closed the first fifty customers personally is usually the reason the company cannot close the next five hundred. Deciding what only you can do, then giving away everything else, is the whole transition.
Ventures
Staffing, media and education. They look unrelated. They were built the same way.
Designs, builds and deploys structured global workforce ecosystems for mid-market and enterprise organisations. Dedicated remote teams, workforce architecture and KPI-based governance across seven countries.
More →A global education technology platform connecting students with verified subject-matter experts through AI-assisted matching, a subscription model and mobile apps on iOS and Android.
More →Done-for-you short-form video production for local businesses, brands and agencies, delivered at a fixed monthly volume under one subscription.
More →Money is the least useful thing I bring to a company.
On investing
Investing & advisory
I am not a generalist investor and I do not pretend to be. I put money into early-stage companies where I can pick up the phone and change the next quarter, which narrows the field considerably: staffing and services, media, education technology and automation.
The useful version of me arrives after something already works and needs to get bigger without breaking. Revenue systems, outbound engines, offshore teams, organic growth, operating leverage.
Writing
No frameworks invented after the fact. What broke, what fixed it, in what order.
The hourly rate is the number everyone compares and the least useful one. Here is the full cost structure, including the parts that only show up in month three.
A brief that works when you can tap someone on the shoulder falls apart across seven hours. The fix is not more detail, it is a different kind of detail.
Most companies do not fail at scale because the product stopped working. They fail because the things that made them fast at ten people quietly become the things that break them at a hundred.
FAQ
Media, partnerships, hiring or advisory. Tell me what you need and I will come back to you personally.