From an idea to a nine-figure public company.

Creating a category means there’s no playbook to copy. The product, the suppliers, the sales channel, and the rules all had to be worked out at the same time, and fast, because a first mover doesn’t stay first for long.

• Product development. As director of R&D and product development, Joe took the product from a concept to something that could be made consistently at scale and sold.
• Supply chain. A product nobody has made before needs manufacturers and suppliers willing to build it, and quality that holds from one run to the next.
• Sales led by the founder. Joe closed the major sales deals himself, sitting across the table from some of the biggest companies in the world. Early on, nobody sells a company the way its founder does.
• Compliance discipline. In a heavily regulated market, the rules shape the product, the packaging, and the paperwork. Getting that right takes documented processes, clean records, and specs that don’t drift.
• Built to public-company standards. Raising the investment, answering to a board and shareholders, and reporting numbers that hold up to scrutiny.

Joe has taken a product from an idea to market at scale, and sat on the board while doing it. You get that judgment on your product, your supply chain, and your sales before a mistake costs you. Most growing companies need the same discipline a regulated, public company does: clear processes, consistent quality, and numbers you can trust.

Supply chain & manufacturing · Startup consulting · Fractional COO