I find the leverage others miss: in operations, in negotiation, in value that hasn't been captured yet.
I built a General Counsel as a Service practice for startups and emerging businesses: access to legal and commercial judgment, fees earned on receipt. Clients paid for outcomes, not time. It worked because it was built to scale cleanly without overhead.
At Silicon Valley Bank, I took that same instinct and applied it to procurement. I built a fast-track program that turned a slow, friction-heavy process into a rapid-delivery capability: identifying, negotiating, and closing vendor and commercial agreements at the pace the business actually needed to move.
The result was faster decisions, better terms, and measurable cost savings, delivered consistently. Not because I added process, but because I built a system others could execute inside of.
I can bring both capabilities to Cardone Ventures and extend them across your portfolio.
With scale like Cardone's comes a natural tension: the volume and complexity of commercial decisions across customers, vendors, partners, and portfolio companies grows faster than the teams managing them. Without a centralized commercial function, the risks are predictable.
These are not failures of effort. They are structural gaps, and they are exactly what a centralized commercial function is designed to close.
Most organizations treat pricing, deal-making, market entry, build-vs-buy, and vendor strategy as separate problems owned by separate teams. I would own the connective layer across all of them, bringing discipline and intent to significant commercial decisions Cardone makes internally and to those its portfolio companies face.
Cardone has significant consolidated purchasing power that is not yet fully leveraged. I would build the infrastructure to change that and then extend it outward.
This is where the model becomes truly differentiated. Portfolio companies face the same commercial challenges Cardone faces: pricing pressure, weak deal structures, fragmented vendor relationships, and reactive negotiation, but without the infrastructure or expertise to address them. By building this capability centrally, Cardone can extend it as a high-value service.
I would embed AI tooling into this function from day one, not as a future vision, but as a practical accelerant that multiplies the output of a lean team across both internal and external engagements.
Engage early on deals that matter, step back where not needed
Partner with Legal, Finance, Technology, and Ops teams rather than gatekeeping them
Turn complexity into clear options, honest tradeoffs, and direct recommendations
Build systems others can execute inside of, so value compounds beyond the hire
My goal is not to be indispensable through dependency. My goal is a measurably better organization with the infrastructure to stay that way.
Cardone has built the revenue. The portfolio. The brand. The next unlock is infrastructure. Specifically, the commercial infrastructure that captures more value from every deal, every vendor relationship, and every portfolio company engagement.
This is not a support function. It is a value creation layer that compounds across the portfolio with every deal closed, negotiation won, and system built.
I have done this before. I know the fast-track version and the fully scaled version. I am proposing both: immediate impact and a platform that grows with Cardone.