I’ve built companies before.
Raised capital.
Scaled teams.
Sat on boards.
Even spent years on the other side of the table, helping oversee billions in public capital.
And yet, I’ve come to a realization over the past year...
I’m not equipped to handle what comes next on my own.
Why now ?
Baseline is at a very specific moment.
We’ve just come out of a multi-year rebuild.
We’ve validated product-market fit.
We’re seeing real adoption across local governments across north america.
From the outside, it looks like momentum.
From the inside, it feels more like a transition.
The kind where the decisions you make over the next 12–24 months don’t just affect growth…
They define the company.
What's at stake ?
For a long time, I resisted the idea of formalizing an advisory board.
Not because I didn’t believe in it.
But because I’ve always felt I was an operator, hands on.
When something needed to be fixed, I fixed it.
When something needed to move faster, I pushed it.
That works, until it doesn’t.
What's next ?
What I’ve built is more than just another product or company.
It’s a system that will sit inside critical public sector operations.
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It affects how cities make decisions.
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How they allocate resources.
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How they respond when things go wrong
That requires a different level of rigor.
Not just execution.
Judgment. Governance. Accountability.
I’ve never built this version of a company before.
And experience, as useful as it is, has limits.
At some point, you need people around the table who have seen different things, made different mistakes, and carry a different kind of perspective.
Not advisors in name.
People who will challenge decisions.
Pressure-test assumptions.
Slow things down when needed.
And accelerate them when it matters.
This isn’t symbolic.
I’m not building an advisory board to check a box.
I’m building it because the company is entering a phase where:
- capital decisions get more complex
- governance starts to matter in a real way
- the margin for error gets smaller
- and the consequences of getting things wrong get much bigger
There’s also something else.
Something I didn’t fully appreciate earlier in my career.
At some point, you’re not just building for growth.
You’re building for continuity.
For structure.
For a future that doesn’t depend entirely on you.
Growth requires a foundation
Part of this process is preparing Baseline for institutional capital.
Part of it is preparing for a formal board.
And part of it is something more personal:
Learning how to lead differently, and how to leave a legacy.
Multidisciplinary skills
The advisory board I’m putting together is intentionally broad.
Finance.
Governance.
Public sector.
Technology.
Cybersecurity.
People.
Execution.
Not because I need more opinions.
But because I need better decisions.
The courage to ask
There’s a part of this process that doesn’t come naturally.
As founders, we’re wired to figure things out.
To push through.
To carry more than we probably should.
Building an advisory board is different.
It requires stepping back and admitting that what got us here won’t be enough to get us where we need to go next.
It requires asking.... So this is me asking.
I’m actively looking to bring together a small group of people who have the experience, judgment, and perspective to help shape what comes next for Baseline.
People who understand what it means to build in complex environments.
People who are comfortable challenging assumptions.
People who care about doing things properly, not just quickly.
If this resonates with you, I’d be open to a conversation.
And just as importantly, if someone comes to mind, someone you trust, someone who would be a strong fit, I’d appreciate the introduction.
This next phase of the company will be defined by the people around the table.
Leaving my comfort zone
If I’m being completely honest, this is very uncomfortable.
It means opening up decisions.
Letting go of control in certain areas.
Admitting that experience alone isn’t enough.
But that’s exactly why it matters.
Outcome based
My expectation is simple: I want this to be a working group.
Not passive. Not ceremonial.
A group that actively shapes the company.
That helps me think more clearly.
Act more deliberately.
And build something that holds up over time.
Mutually beneficial
In return, I want it to be worth their time.
Real influence.
Real transparency.
Real impact.
Not just updates and presentations.
A resilient future
Baseline is no longer at the stage where instinct alone is sufficient.
What comes next requires structure and the discipline to build it properly.
This is one of those decisions that doesn't make a huge difference in the short term, yet quietly defines what the company becomes in the years ahead.
