For the opportunities that
keep landing back on the
CEO’s desk.
Full Court works alongside CEOs and founders to evaluate opportunities, shape the path forward, and take ownership of execution.
Important opportunities become CEO jobs by default.
Every company has important opportunities that do not have an obvious owner. It could be a new market, a major partnership, a new business idea, or something else that falls outside the normal scope of the team. Because nobody is clearly responsible for it, it usually ends up with the CEO.
Full Court takes it on so the CEO does not have to.
The person you would be working with.
Some of the biggest names in entertainment, technology, media, and sports have trusted me with the opportunities that matter most to their business.
I started in tech and media M&A on Wall Street, then built new businesses and closed deals at Hollywood’s most powerful talent agency. From there I took operating roles at venture-backed companies alongside founders like Mark Cuban and Rob McElhenney and investors like a16z crypto.
In each of those environments, I was the person trusted to evaluate whether an opportunity was worth pursuing, structure the deal or business around it, and lead the work. That is what Full Court is built on.
Degree in accounting with an emphasis in finance.
M&A transactions
M&A and Corporate Development & Strategy
I spent my early career in tech and media mergers & acquisitions at Bear Stearns and Bank of America, executing over $2 billion in buy-side and sell-side transactions.
I then moved into corporate development at Electronic Arts, where I identified strategic gaps and executed acquisitions, including Chillingo (publisher of Angry Birds and Cut the Rope), that helped establish EA as a major player in mobile gaming.
Building New Businesses and Closing Deals
At Creative Artists Agency (CAA), I joined the Business Development group, whose mandate was to incubate new businesses, launch new verticals for the agency, invest in early-stage companies, and represent major international technology and media companies.
I created the agency’s mobile games and apps division and built it into a new line of business, generating over eight figures in revenue for A-list talent across entertainment, music, and sports.
As part of the five-person investment team at CAA Ventures, a $20 million seed fund, I helped build a portfolio that included Giphy (acquired by Facebook), Meerkat (acquired by Epic Games), and Drone Racing League (acquired by Infinite Reality).
Through CAA’s Corporate Consulting arm, I signed and managed global technology and media companies representing seven figures in annual retainers, including leading the agency’s engagement with LINE, a messaging platform with over 220 million users, on US market entry.
companies
Building and Operating Venture-Backed Companies
At WAV Media, backed by NAVER, I built out the company’s partnerships from scratch, closed seven-figure deals, and helped raise $50 million in funding.
At Radical App, Mark Cuban’s venture studio, I served as COO across the portfolio, owned the P&L, and led a turnaround of the Dust product that drove a 60% increase in organic downloads and tripled user retention.
At Adim, co-founded by Rob Mac and backed by a16z crypto, I led business development and strategy alongside the founders and ran the analysis behind the company’s most critical strategic decisions.
Bring in Full Court when the next move needs a senior owner.
New Ventures
The company has an opportunity to launch a new vertical, product line, or market but nobody is driving it. It needs someone to determine whether it is worth pursuing and lead it if it is.
Strategic Partnerships
A partnership, distribution deal, or commercial relationship could meaningfully change the business but it needs to be developed, structured, and negotiated across multiple internal and external stakeholders.
IP and Talent Commercialization
There is valuable IP, talent, or an audience that could become a significant business, but the model, the partners, and the path to market have not been worked out.
Acquisitions & Investments
A potential acquisition, investment, or strategic transaction needs to be evaluated, structured, and driven to a decision.
Tell me what keeps landing back on your desk.
It does not need to be fully defined. A clear opportunity and an open question are both good places to start.