I started building early.

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At ten, I ran a paper route. By twelve, I had four and hired the neighborhood for soda and candies. I learned before most kids learned fractions that structure scales before ego does.

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I earned a full academic scholarship and chose military service instead, serving in the shadow of the first Gulf War. The military taught me discipline. The seasons that followed taught me reinvention.

 

There were chapters where I had to rebuild from nothing. Roofing. A small gym training business. Work that required accountability before reputation. Those years shaped how I see systems, risk, and responsibility.

 

When I entered hospitality and operations, I did not enter casually.

 

I served as Director of Transitional Programming for a heralded nonprofit in Boston, helping refine one of the country’s first fully sustainable social enterprise workforce models. That work was featured on PBS NewsHour nationally. I was invited to the Harvard Innovation Lab as a panelist on social innovation, and I was invited to speak before the U.S. Congress in support of federal legislation on social enterprise and employment training. I contributed to the evolution of the Third Sector Network and the UTEC business model — both cutting-edge frameworks for young people overcoming injustice and inequality.

 

I have spoken at Northeastern University & Brown University and economic development summits across the country.

 

In Boston, I launched a living-wage café model that was celebrated for its sustainability and impact. It earned the prestigious City Hall location under Mayor Marty Walsh and grew into a four-location operation. The cafés consistently ranked in the top five of their tier categories. I opened a Best of Boston neighborhood bar at the intersection of a rapidly changing district — where music, culture, and the echoes of a Latin-dominated world converged. It also ranked top five in its category on Yelp and became a fixture of that corridor’s evolution.

 

I helped open more than thirty restaurants. I built national beverage programs and brought three major brands to market within the Latin sector. I earned industry awards for expanding market share and growing emerging categories.

 

I helped open and grow one of Boston’s largest nightclubs — welcoming more than 400,000 guests annually and generating eight-digit revenues year after year.

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I helped scale Massachusetts’ first minority-owned recreational cannabis company past $16 million in annual revenue by installing systems, structure, and operational discipline.

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Across every chapter — trades, military, reinvention, hospitality, nightlife, social enterprise, cannabis, economic development — one pattern repeated:

 

Businesses do not fail because of ambition.

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They fail because of structural blindness.

 

Revenue can mask weakness. Growth can disguise fragility. Most owners are inside the machine. They cannot read the gauges.

 

I have built enterprises in emerging markets, regulated markets, cultural markets, and impact markets. I have rebuilt myself more than once. I understand what structural weakness feels like — personally and operationally.

 

That is why Damaria Advisory Group exists.

 

Not as a consulting practice. As an intellectual property company.

 

DAG owns methodology. It develops diagnostic architecture. It creates tools designed to function whether I am in the room or not. National Ventures LLC deploys that intellectual property into client environments. The methodology is called DRIVEN™.

 

The ambition is institutional because - 

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I am not building a personality brand. 
 

I am building structure designed to outlast the founder.