Growth & commercialization for wellness
Your product works. Let’s build the business it deserves.
You may already have something valuable. I help turn it into something the market can understand, buy, distribute, and scale.
Positioning, go-to-market, economics, acquisition, and distribution for wellness founders and operators.
Capital
$12M
Potential debt raise: investment readiness, GTM, and financial model for a wellness device
Deals
3→1
Proposed merger in AI, healthcare, and devices: strategy and consolidated model
Expansion
32
Cities in a water franchise rollout strategy, with store and franchise economics
01 Selected work
Across the wellness category.
Devices, supplements, water, CPG, and emerging modalities. Unfamiliar science doesn’t scare me off. Weak unit economics do.
Wellness devices / Institutional strategy
Investment readiness for a potential $12M debt raise
Led investment readiness, go-to-market strategy, and financial modeling for a wellness-device company preparing its commercial case for a potential debt raise.
Proposed financing
AI healthcare · Devices · Mental-health research
Three-company merger strategy
Developed the acquisition architecture, strategic rationale, financial structure, and consolidated business model for a proposed combination of three companies.
Proposed merger
Supplements / Molecular hydrogen
Chief Growth Officer
Led early commercialization, spanning brand development, logo direction, bottle and packaging design, positioning, and initial go-to-market through wellness events and festivals.
Executive role
Water / Retail expansion
32-city rollout strategy
Developed a go-to-market and expansion strategy for a water franchise concept across 32 cities, including store economics, financial modeling, franchise compensation, and expansion sequencing.
Strategy & model
Wellness CPG / Product expansion
Entering the vegan market
Conducted product testing and strategic analysis for a proposed extension into the vegan market, evaluating product-market fit and commercialization before broader expansion.
Pre-expansion
Water purification / Technology
Go-to-market advisory
Advised a water-purification technology company on market positioning and go-to-market strategy.
Advisory
Integrative wellness / Operator
Co-founder & COO, Human Garage
Grew an integrative wellness company from a two-person apartment operation to ~$200K months and a team of 39: product-market fit, marketing strategy, partnerships, pricing, and accounting systems.
2014–2018
Events / Wellness activation
10,000-person rejuvenation station
Designed and stood up a full rejuvenation station in one week with no budget, bringing wellness technology, restoration, and connection to a 10,000-person event.
Delivered
Proposed transactions are described as proposed; strategies and models are not presented as completed financings, mergers, or rollouts.
02 The commercial gap
The product usually isn’t the whole problem.
Many wellness companies have something valuable. What’s missing is the commercial architecture around it. If your business doubled tomorrow, what would break first?
What you haveWhat’s missing
A product customers love→No repeatable acquisition engine
Powerful technology→Too much explanation to earn the sale
Strong practitioners→No model that scales beyond their time
A differentiated product→Positioning that doesn’t make it clear
Ambitious expansion→Unit economics that aren’t worked out
Investor interest→Commercial questions still unanswered
- “Investors love the story. They keep asking about the unit economics.”
- “We’re growing, and I’m still the only one who can really sell it.”
- “People who try it love it. Getting them to try it costs too much.”
- “We raised the money. Now the clock is running and the plan is fuzzy.”
The work starts with what actually needs to be solved next. Then we build the strategy around it.
03 The work
From product to market.
See the whole commercial system. Identify the constraint. Put the right pieces in place. I treat these as one connected system: a change to pricing is a change to positioning, channel, and cash flow.
A
Positioning
Make the value clear.
What the product is, who it’s for, why it matters, and where it sits in the market.
B
Go-to-market
Build the route to market.
Launches, events, practitioners, retail, partnerships, affiliates, and direct acquisition.
C
Growth strategy
Solve for the next stage.
The most consequential growth constraints, and an acquisition strategy built around them.
D
Business & financial modeling
Make the economics work.
Pricing, unit economics, expansion models, compensation structures, rollout scenarios, and forecasts.
E
Partnerships & distribution
Create paths to scale.
Partnership, practitioner, affiliate, licensing, franchise, and distribution models.
F
Brand & product architecture
Translate value into demand.
Brands, offers, packaging, messaging, and customer experiences people understand.
04 A view of the market
Wellness is entering a new commercialization cycle.
The next generation of wellness companies will increasingly sit between categories. They need a strategy that connects the product, economics, customer, founder, distribution model, and larger market. That’s where I work.
Health+Technology
Consumer products+Clinical experience
Practitioner knowledge+Scalable systems
Ancient modalities+Modern science
Human optimization+Consciousness
05 Why me
I speak finance and I speak wellness.
Most strategists understand one of those. Founders end up translating between their investors and their practitioners. I sit in both rooms.
Rigor
- AuditDeloitte: multi-billion-dollar hedge funds, private equity, retail
- DegreeColumbia MBA · USC Accounting, cum laude
- CapitalFounding co-president, Columbia Venture Capital Club
- FundsHelped establish and raise for three venture funds
Category
- OperatorCo-founder & COO of an integrative wellness company, 2 to 39 people
- StudioLed 15 startup concepts in consciousness and wellbeing
- GrantsGuided two companies through projections, mergers, and VA trial grants
- BoardFounding council, Foundation for Human Potential
I’d get strategy calls, but no real implementation. That all changed…
Corbin B.Bestselling author · Built the pipelines and systems behind his book launch
“I’ve built a strong digital foundation, creating content that attracts leads, improving how I show up on camera, and expanding into ads.”
Ryan H.Fitness, mobility & rehab coach
“One of the best decisions I’ve ever made.”
Corbin B.Bestselling author & relationship coach
Experiences of work with Clifton and Victoria through Faces of the Future.
06 Engagement
Growth & commercialization advisory.
We define scope after I understand the business. I don’t hand over a playbook and walk away: a strategy only works when the team is ready to own it, so we build it with the people who will run it. Most engagements take one of three shapes.
GROWTH DIAGNOSTIC
Find the constraint
A concentrated examination of the company, market, economics, positioning, acquisition, and growth constraints.
Best for: identifying what’s actually preventing growth.
GTM SPRINT
Build the strategy
A defined engagement to build or rebuild the strategy: positioning, offers, ICP, messaging, channels, pricing, economics, partnerships, and rollout.
Best for: a launch, expansion, or commercial reset with a clear scope.
FRACTIONAL GROWTH
Navigate the next stage
Ongoing strategic involvement alongside the founder and leadership team, focused on the commercial priorities that matter most.
Best for: senior strategic capability without another full-time executive hire.
Who I work with
“The product works. We need to figure out how to commercialize it properly.”
Founder-led businesses, operators, and investors bringing valuable wellness products to a larger market. A strong fit when you’re preparing for expansion, introducing an unfamiliar category, or evaluating commercialization inside a portfolio company.
Growth has a human context.
I care about whether a business creates real value, and whether its growth supports the people building it. Commercial engagements have a clear business scope. When the founder’s life needs to change too, there’s a dedicated path for that.
Apply
Have something valuable that should be bigger?
If you have a wellness product, modality, technology, or company with real potential and the path to growth is unclear, let’s examine the commercial architecture around it.
- 1 · ApplyA few questions about the company and the constraint.
- 2 · BookIf it looks like a fit, choose a time right away.
- 3 · TalkA 25-minute strategy conversation with me.