What i write about

• Business fundamentals of new tech products: does this new product on the market make financial sense? If not, what would it take to get to profitable unit economics
• GTM potential: what's the sizable obtainable market of an exciting new product? does the funding into the sector really make sense? what could investors be betting on if the current product is not a $B business?
• Science: emerging topics and breaking them down in a digestible way

What I consult in has some crossover with what i write about:

• Technology economics - technoeconomic modeling (TEA) AKA can your new technology be financially viable? What product or investment levers can we pull to scale it? These have been some of my favorite projects for startups
• GTM planning - what's your TAM/SAM/SOM? What are the economics of 0-1, growth, scaling the biz & how do we optimize
• FP&A - building a model you can use for fundraising and scaling. I've directly raised or supported raising about $50MM.

My background:

I’m a technical business operator—having built across software and hardware/manufacturing to launch and scale new technology products. 

My experience spans scaling new tech across a variety of sectors: enterprise software, consumer apps, manufacturing plants, robotics, data. Brief examples: Meta’s internal software and risk models, Therabody’s mobile app, Spero's bioprocesses & GTM (YC), Charge's bizops & product growth (YC).

I started my career in data and software at Meta, did a brief stint at a startup acquired by Therabody. Then went on to found a food tech production company, Spero, aiming to bring new bioprocesses to make better-for-you food. 

During my time founding Spero, I wore many hats, overseeing GTM, brand, technology, and bizops - finance, economics, processes. At Spero, I led:

• Growth from 0-1: from an idea of better-for-you food to a nationally distributed product suite. 
• Selling ~1MM products nationwide, with deals in most major stores: Kroger, Whole Foods, Publix, Sprouts, etc. 
• Building a 35k sq-ft industrial manufacturing plant from raw ingredient to finished good -> we maded it, audited it, shipped it.
• Fundraising (~$25MM) from Bessemer, YC, Valor, and more.
• Oversight of all business operations (finance, economics, KPIs, and systems)
• All go-to-market, brand, product strategy - negotiated patnerships w/ celebrities (e.g. Lizzo), won awards like NEXTY, FoodNetwork, Fast Company, built 125K IG.
• Technology: processing, science, formulation (several patents that didn't have enough time during our tenure)

After that 5 year journey of hypergrowth, it ultimately didn't work out. Funding market, small sizable obtainable market, and required manufacturing investment are all factors that contributed. 

After Spero, I worked as head of ops - bizops and GTM - for Charge, a YC robotics startup. Charge designs, produces, and sells services for their portable manufacturing line that autonomously builds solar hardware  (RaaS model). I also led all bizops/backend for their ~$20M equity + debt rounds.

Most recently, I started a new role at Anduril (Founders Fund, defense sector) in bizops leading xfn business projects.

Before all of this, I went to Cornell and studied Operations Research & Industrial Engineering. I also completed pre-med, and a number of research projects, and led a couple student organizations.

For more on consulting, head to perrylabs.co or linkedin.com/in/phaedrar