I spent twenty years on the other side of the table from the founders I now work with — as the brand marketer at Pepsi deciding which sponsorships were worth the money, as the enterprise marketer at Spotify trying to prove an ad platform's value to brands, as the person at LIV Golf who had to build a fan base from zero with no legacy audience to fall back on. Three different industries, the same underlying question every time: how do you turn someone who consumes something into someone who belongs to it?

I left LIV Golf at the end of 2025 with a clear view of what I wanted to build next, and it didn't fit neatly into one box. Growth-stage brands need the kind of marketing judgment that usually only shows up at the CMO level — someone who's actually run the budget, built the team, and owned the outcome, not just advised on it from the outside. That's Labs. But I also kept meeting founders building the infrastructure behind the next version of sports and entertainment — the tools measuring fandom, the platforms letting talent own their own reach, the technology finally pricing sponsorship like a real asset — and I wanted to back them, not just advise them. That's Ventures.

Torsional is both of those things under one roof, because I don't think they're actually separate. The same operating pattern — understanding an audience well enough to build something durable around it — shows up whether I'm advising a growth-stage brand or writing a check into an early-stage company solving the same problem from a different angle. I named it Torsional because that's what real growth actually feels like from the inside: force applied under tension, not a straight line up and to the right.

This isn't a fund with a decade of dry powder and a partner deck. It's an operator who spent twenty years in the room where these decisions get made, now putting that judgment to work directly — as an advisor, and as a check-writer. I'd rather be upfront about that than pretend otherwise.