I can build from first principles.
OMATA began with a point of view about experience, not with a feature backlog. I can define a product from underlying values and carry those values through execution without flattening them into something generic.
OMATA
I founded OMATA, built it into a product company, and led it to a successful sale.
Founder and CEO across product, engineering, brand, fundraising, operations, and exit.
OMATA was a hybrid analog-digital cycling computer company built around a simple proposition: ride with less screen noise, keep the data that matters, and make the object itself feel deliberate, precise, and worth caring about.
It began with an ambiguous product definition that was radically novel. I had to make that idea legible, buildable, desirable, manufacturable, and commercially viable, then carry it through product, engineering, brand, operations, and ultimately the sale of the company.
Why It Matters
This is one of the clearest examples of how I work when the brief is not hypothetical.
OMATA shows that I can take an ambiguous, unfamiliar idea and give it enough definition that other people can build, believe in, buy into, and buy. The work was not to execute against a settled category. The work was to define the category tightly enough that the company could exist.
This demonstrates my founder-level execution, cross-functional judgment, and the ability to move between strategy and implementation without losing focus, commitment, or coherence. This is the clearest proof that I can carry a novel idea through execution, the reality of operating in challenging contexts, and an ability to achieve a commercial outcome.
Role And Scope
Founder CEO Product design Product strategy Hardware / software direction Brand and go-to-market Fundraising and operations Successful sale
Product and company thesis
I defined the product around a different relationship to ride data: less dashboard distraction, more presence, and a device whose form communicated its values as clearly as its feature set.
Engineering and execution
I led the work needed to turn that thesis into a functioning hardware-software product, making decisions that had to hold together across industrial design, app design and development, electronics, software behavior, and manufacturing. I wrote and received a utility patent for the product.
Brand and market position
I shaped the brand so the product did not read as commodity bike tech. It needed to feel intentional, specific, and differentiated enough to justify its existence and its price.
Operating the company
I carried the work through the unglamorous founder responsibilities as well: raising support, coordinating partners, handling operations, and keeping the whole thing coherent as a business.
How It Got To Market
The product came out of a firsthand frustration with what cycling computers had become: powerful, yes, but often noisy, screen-dominant, and too eager to make the ride feel like a dashboard. I wanted a different object and a different experience.
From there, the work became a full company-building effort: prototypes, engineering, industrial design, brand, funding, manufacturing, launch, and the long operational work required to make a distinctive product company real. The hard part was not only imagining something novel. It was reducing ambiguity enough that the product could survive contact with engineering, customers, partners, and the market.
What It Shows
I can operate across disciplines without treating them as silos.
Product, engineering, brand, fundraising, and operations were all in play at once. The work required coordination and judgment across the whole stack, coordination up and down that stack daily, and the ability to make decisions that held together across it without losing sight of the core product thesis.
I know how to make differentiated work real.
OMATA was intentionally distinctive. The challenge was not just to imagine something novel, but to make something novel legible, desirable, manufacturable, and commercially viable enough to ship and ultimately sell.
Culture building through brand.
The OMATA brand was not just a marketing exercise. It was a way to make the product's values and point of view legible — less digital instrumentation, more “soul riding” — and to build a deeply engaged community culture around those values that could hold together the team, the customers, and the business.
OMATA 2014 - 2022