Cross-border operator who resets underperforming technology businesses and takes them into regulated markets. Built a $20.7M qualified utility pipeline as a KOSDAQ parent's U.S. CEO. Registered inside director.
Technology companies rarely fail on the technology. They stall because no one reset the operation and built the commercial motion. Fixing the cost base without a path to revenue only buys time. Chasing revenue on a broken operation burns capital faster. The rare operator does both.
The through-line: businesses with real potential where the operating model, commercial motion, or capital discipline still has to be rebuilt. As CEO of Alchera X, the U.S. arm of KOSDAQ-listed Alchera Inc., building the commercial operation produced a $20.7M qualified utility pipeline, with paid FireScout pilots and signed engagement at PG&E and Southern California Edison, and activity across NV Energy, San Jose Water, and Santa Clara County.
As COO and registered inside director of the listed parent, a restructuring closed an eight-person unit at a $2M run rate, protected and recovered about $833K from a challenged KRW 3B-plus exposure, and moved the company from systems integration toward products and services.
Since 2024, advising Hyundai-, Samsung-, and SK hynix-related organizations on AI and HPC infrastructure has meant pressure-testing capital before it commits, including steering one client off an oversized GPU order into phased deployment tied to validated demand.
The bicultural part is real. Relationship architecture on Google's APAC acquisitions, negotiations with Korean chairmen, and reporting to an American board have fallen in the same week. U.S. citizen, native English and Korean.
Recruited by the KOSDAQ-listed parent to build its U.S. operation, taking FireScout, a camera-agnostic AI wildfire platform, into utility procurement. Built a $20.7M qualified utility pipeline in eight months and won paid pilots at PG&E and Southern California Edison.
Promoted from division director to COO and appointed registered inside director of the listed Vision-AI parent (directorship March to December 2023, per filings). Closed an eight-person unit at a $2M run rate, protected and recovered about $833K after challenging a KRW 3B-plus exposure, and repositioned toward products and services. Built the narrative behind the November 2022 rights offering, whose public tranche drew 296:1 oversubscription.
Founded and led an investor-backed cross-border advisory firm (12 staff, up to 42 consultants) for Fortune 500, government, and technology clients. Led relationship architecture on Google's acquisitions of TNC Korea and Pie.co Singapore. Advised a Hyundai unit to first in its category.
Four operating principles, applied in order. The sequence is the point.
A stalled business is usually losing money where no one has been willing to cut. First move: close nonperforming units, end low-return contracts, challenge the exposures the balance sheet is quietly carrying. Capital preserved now is the runway for everything after.
Most struggling technology firms sell an old model to a market that has moved on. Find the commercial wedge the products actually earn, then rebuild go-to-market around it, not around legacy comfort.
Regulated buyers do not move on a demo. Utilities, banks, and agencies buy on security review, references, and pilot-to-contract discipline. That motion turns interest into defensible revenue.
A reset that depends on one operator is not finished. Hire the commercial leaders who outlast the turnaround, and own the investor narrative so the recovery holds.
Open to CEO, President, COO, and Operating Partner roles where technology commercialization, capital discipline, cross-border execution, and board-level trust matter. Based in New York City.