My experience and how I’m thinking about my next role.
Intro
The money flooding into sport isn’t staying at the top anymore (NFL, NBA, etc.). It’s reached women’s sports, emerging leagues, and college athletics. It’s already rewriting revenue models and playbooks. That spread of capital across the wider world of sport is what creates the opportunity, and it makes right now an interesting moment to be in the space, working on what the next iteration of sports and entertainment looks like.
So yes, change is happening, but I also believe a lot about this world won’t change. How we run our teams and athletic departments will look different; the human pull to sport won’t. People will always want to be on the team, or in the stands, feeling something alongside other people. That hunger for shared, in-person experience isn’t going anywhere.
My background gives me an unusual toolbox to pull from as I look to help define the new models for this world.
- Player – I’ve captained Princeton Field Hockey to three Final Fours and a national title game. I loved being a part of the locker rooms. When someone asks me what my biggest strength is, I always say I am an incredible teammate.
- Builder – I was employee #9 at a startup taking on one of the most set-in-its-ways industries there is: agriculture. I’ve stood up fundraising functions, built systems from scratch, and run operations alongside a first-time founder.
- Fundraiser – I lead (and love) capital formation for a first-time fund, with a first-time strategy, in an asset class almost no LPs have touched. I built our story to investors from the ground up and raised $35M to date, on track for $50M+ on a first fund.
- People person – I can talk to anyone, and I’d rather listen. Meeting someone new has never felt like a chore to me, it actually feels like a chance to learn something.
Given my experience and what interests me, I’m exploring three kinds of seats: the right hand to a leader building something, capital formation for a fund investing in the space, or a commercial or strategic role with a team. If you’re working on something in that world, I’d love to connect.
Please see resume as of June 2026
Fractal Agriculture
Chief of Staff & Capital Markets Lead: August 2024 – Present
Fractal Agriculture is a regenerative row crop farmland investment fund based in San Francisco. I joined as one of the earliest team members and have built the capital markets and investor relations function from the ground up.
My work spans two main areas. Firstly on the capital markets side, I lead all fundraising for the FARM Fund (our inaugural fund). That means managing the full LP lifecycle: sourcing, nurturing, due diligence, DDQ responses, side letter negotiation, onboarding, and ongoing investor communications. Raising for a first-time fund, a first-time product, and a first-time founder requires a particular kind of persistence and creativity, and it’s been some of the most rewarding work I’ve done.
On the Chief of Staff side, I serve as the right hand man to the CEO – providing as much leverage as possible. Tactically this means – overseeing fund and company operations and compliance, coordinate across our service providers (fund admin, legal, audit, tax, compliance), and running special projects that don’t fit neatly anywhere else.
Royal Bank of Canada
Senior Associate: March 2022 – Feb 2024
As the third employee on the US Strategy team, I helped grow the team to over eight members under the leadership of Debraj Ghosh.
I worked on a variety of projects, including US Board Strategy (twice), Risk Strategy, Commercial Banking Strategy and Loan Reallocation, and Private Banking. See the detailed project library below.
I also led the DEI and Culture team, defining a bottom-up culture through peer interviews, establishing the ‘DEI Hub’ and diversity metrics dashboard, and publishing the LGBTQ+ series.
Project Library
US Annual Board Strategy
- Partnered with executive stakeholders to create and drive the strategy and annual planning of the 2022 & 2023 Enterprise Strategy
- Created Enterprise wide scorecard for OKRs and client metrics
Commercial Banking Strategy
- Created loan reallocation model for the Commerical buiness line. Objective to maxmize revenue and ROE with minimal loan book growth
- Presented findings to executive leadership, reallocation suggestions were accepted and implemented
- Worked with sub-business leads to pivot straregy and OKRs as necessary
Risk Strategy
- Led a data-driven analysis of inefficiencies for Risk team
- Prioritised suggestions based on forecasted impact; execution resulting in reduced response times, the elimination of multiple steps within the review process, and the mitigation of select risks to regulators
Private Banking Strategy
- Conducted a detailed peer review and market research on the private banking space
- Created a customer segmentation analysis; hosted a senior leadership workshop to share insights and ideas and align on three target client profiles
M&A Considerations
- Created detailed M&A synergies model for target acqusitions. Model considered total revenue and cost synergies over 10 years
- Conducted expert insight interviews surrounding potential target
US Growth Opportunities Analysis
- Evaluated enterprise wide growth opportunties to drive substantial revenue impact
- Modelled revenue impact and shared prioritized list of potential oporutnities
- Segmented opportunities based on ability to execute, right to win, and forecasted revenue
BNP Paribas
Senior Analyst: July 2020 – March 2022
Joined BNP Paribas in 2020, worked as part of the small strategy consulting team with Bank of the West
Worked across the Bank on a variety of topics and business lines, including a Bank-wide IT Strategy, Commercial Banking Underwriting resource review, and 5-year Strategy refresh
Grace Baylis 