After more than a decade building WiredScore, I intentionally stepped away from the CEO role and gave myself the space to slow down. My wife and I welcomed a baby girl into the world (she’s not a procurement expert… yet), and I took about a year to properly evaluate what I wanted to do next and how I wanted to do it.
That year involved a lot of conversations. Roughly a thousand coffees, give or take, which I do not necessarily recommend from a caffeine intake perspective. I looked at everything from starting another company from scratch, to joining a late-stage, pre-IPO business, to roles that would have looked very sensible on paper. I felt so fortunate that so many founders, operators, and investors were willing to spend time with me and help me figure out the right next adventure.
Omnea stood out precisely because it did not feel like a compromise.
The more time I spent with the team and the product, the clearer it became that this was a genuinely special company. Not just strong fundamentals or good momentum, but a rare alignment between a painful, real problem, a product that solves it in a meaningful way, and a group of people building with true founder-level ownership. After a year of looking widely and thinking carefully, the decision felt obvious.
A problem that shows up once you scale
When you are early in a company’s life, speed hides a lot of sins. You move fast, decisions are informal, and everyone knows what is happening because the room is small.
Then you grow.
More vendors → more contracts → more approvals → more risk. More people trying to move quickly with less shared context. Somewhere along the way, procurement and spend management becomes a quiet bottleneck. Not dramatic enough to stop the business, but painful enough to slow it down in ways that compound over time.
I experienced this firsthand as a founder - processes became fragmented, and visibility into spend became murky. It was a tax you paid for growth, even though it did not feel inevitable. Now… imagine what that’s like for a company with 1,000 employees. Or 10,000 employees. Or 260,000 employees like Omnea’s customer Albertsons! The complexity is difficult to even fathom.
What stood out to me about Omnea was how directly it addresses this problem. Not by adding yet another tool or layer, but by rethinking how companies manage suppliers, contracts, approvals, and spend with unparalleled elegance and user-friendliness. The result is speed, clarity, and significantly less risk. The value is tangible, especially for big, complex, and ambitious organizations that do not want processes to become the thing that slows them down.
This is a massive market, but more importantly, it is a real one. The pain is obvious once you have lived it, and the ROI is easy to understand once you see it in action.
A team built around ownership
Great markets and strong products matter. But companies are built by people, and culture shows up in the small details long before it’s defined on a website.
One of the things that struck me immediately about Omnea is how many people here think and operate like founders, regardless of their title. There is a high bar for ownership. People move quickly, make decisions, and take responsibility for outcomes. There is very little interest in waiting for permission or hiding behind ‘process.’
A large part of that comes from the fact that many people on the team have built before. Founders, early operators, and leaders who have taken products from zero to scale and learned the hard lessons along the way. That shared experience creates a different dynamic. Conversations are direct, the standards are high, and the work feels personal. As I got to know Omnea, I spent time with folks like Ben Champion who previously founded an Accel and 20VC backed fintech business before joining to help lead our GTM efforts, and Rebe Tristan who leads our customer team and is a 4X startup builder including remarkably successful journeys leading Pigment and Meta Workplace (from 0-$100m in ARR).
But what I appreciate most is that this mindset is not limited to a small inner circle. It is embedded across the company. You feel it in how teams collaborate, how problems are approached, and how quickly ideas turn into execution. It is an environment where ambition is assumed, and agency is expected.
That kind of culture is difficult to manufacture, and even harder to maintain as a company grows. At Omnea, it permeates everything. This is the biggest driver I can detect of the company’s outstanding financial results and track record thus far, and I only see this impact multiplying from here.
Customers who want to talk about it
Another signal that mattered to me was the customer response, something I not only investigated personally before joining but also inherently trust given the quality of Omnea’s Series B backers (Insight Partners and Khosla Ventures). I know first hand that top-tier investors like this perform a truly unbelievable amount of customer research, and won’t decide to partner unless market signals are crystal clear.
The level of enthusiasm from Omneas users is striking. Customers are eager to share their experience, to act as references, and to advocate for the product internally and externally. That does not happen unless something genuinely valuable is being delivered. And these are not just any companies - these are some of the most enduring companies in the world ranging from behemoths like Adecco and Albertsons to disruptors like Spotify and Compass.
It is a testament to how closely the product maps to real problems and how much care has gone into building something that works in the real world, not just in theory. That kind of customer love creates momentum you can build on, and it raises the bar internally in all the right ways.
Why this role makes sense for me
Building WiredScore meant learning how to do a little bit of everything before learning how to do any one thing well (insert joke from my WiredScore colleagues about how I still don’t do anything particularly well…). But it’s true that being a founder means closing early deals, hiring initial teams, shaping the narrative, refining the product, building systems that could scale, etc. And eventually, somehow taking that model global.
That experience is the lens through which I see the role of General Manager for the US at Omnea. This is not about maintaining an existing machine: it is about building one. I get to bring founder level ownership to a region, assemble a team from the ground up, and translate ambition into consistent and successful execution in the world’s largest market.
What makes this moment especially exciting is that Omnea already has strong traction in the US. Product market fit is real, and customers are seeing tremendous value. The 0→1 foundations have been put in place! At the same time, it is early enough that the playbook is still unwritten. The go-to-market motion, operating rhythm, and team & culture are all things we get to shape intentionally. Leading Omnea into its next chapter of growth is taking it from 1→100 is going to be incredibly rewarding.
Building Omnea in the US
The US already represents roughly half of Omnea’s revenue, which says a lot about both the size of the opportunity and the demand for what we are building. The question now is how we take that traction and scale it meaningfully in the years ahead.
There are a few key pillars to that plan.
First, building a clear path to a $100m ARR US business. That means focus, discipline, and making sure growth is both fast and durable. Not growth for its own sake, but growth built on real value and long term customer relationships. We need to continue to land leading customers in the US market, building off of foundational partners like MongoDB, Moelis & Co, Cohere, Abnormal AI, and many more. Winning logos that signal category leadership and prove, at scale, what Omnea can do; the kind of customers that future buyers point to when deciding who to trust (note: there are lots of great case studies on our customer page).
Second, building a US culture that mirrors the best of what already exists across the company. Speed, ownership, and accountability. Small teams with big responsibilities. High standards paired with genuine support. A place where builders can do the most meaningful work of their careers.
And finally, turning early traction into a repeatable revenue engine. That means refining the go to market motion, investing in the right systems, and learning quickly from what works and what does not. The goal is not just to win deals, but to build something that scales predictably and sustainably.
The road ahead
I am joining Omnea because it feels like the rare intersection of a real problem, a product that truly solves it, and a team of people who care deeply about how the company is built.
If you are someone who thinks like a founder, moves with urgency, and wants to build alongside other true builders, this is a special moment to get involved.
To come work with me in NYC, check out our open roles on the careers page and DM me. The next chapter of Omnea, and your career, can start right here.
