About Carter Road Capital

The throughline of my career is operational complexity. I’ve spent fifteen years running businesses where physical operations, supply chain, systems, technology, marketing, and customer experience all had to hold together at once. These are the kinds of businesses that get won or lost week to week, on execution.

I joined HelloFresh six months into its US launch. When I arrived it was a regional operation in the Northeast: ten employees, under a million in run-rate revenue. By the time I left it was a national business with eighty-five people, over a hundred million in revenue, and gross margins above thirty percent. Running a perishable-goods fulfillment business at that growth rate is a weekly exercise in keeping ten functions in sync while the company doubles around you. You learn what it feels like when a company outruns its systems, and what it takes to get the systems caught up before things break.

You also learn how to make mistakes. We made a lot of them at HelloFresh, and the lesson that stuck was to size them so we could afford to be wrong, and to iterate fast enough that the next decision was better than the last. That habit has shaped how I think about every operating decision since.

I was CEO of UrbanStems for six years. I came in to fix the operations after a difficult Valentine’s Day, and the founder asked me to take over as CEO not long after. Over the next six years we grew the business from five million to over sixty million in revenue, took gross margin from near zero to north of forty percent, raised more than twenty-five million in capital, and ultimately reached profitability. Twice we had to tighten the operation, rebuild parts of the team, and continue growing through it. We ran the same multi-dimensional playbook every week: supply chain, systems, technology, marketing, customer experience, and capital, all expected to hold together at once.

That role taught me what it takes to lead a business from the top of the org chart. Owning the operating decisions, the team, the investor relationships, the capital strategy, and the path to profitability all at once is a different job than running a function inside a larger company. It’s the job a sponsor takes on the day a deal closes, and it’s the one I want to do again with founders who want a partner who’s done it before.

Before those roles, I was at Amazon, where I learned operational rigor at a scale almost nothing else compares to. Earlier in my career I was at Oliver Wyman in management consulting and at Prospect Capital in private credit. Dartmouth undergrad, NYU Stern MBA. I live in New York with my wife and two young children.

Carter Road runs through a small town in the Berkshires called Becket. My family owned a farmhouse there for fifty years, built somewhere around 1750. The kind of house with creaky floors, mice, and an old New England stone wall running the length of the property. A hand-painted sign at the front read Goldman Berman Farms. Berman is my mother’s maiden name. She kept a garden, and the raspberries on that property were the best in the world.

My father bought the house in 1970 and we sold it in 2020, eight years after he died. I didn’t appreciate the place when I was young. It was in the middle of nowhere, and I wanted to be anywhere else. I came back to it in my twenties and it became a place to stop and think.

I named the firm after that road because it reminds me of what I’m trying to build: something durable, something patient, and something that’s still mine when the noise of the city fades out. We saved the sign. We transplanted some of the raspberry bushes. We’re waiting to hang the sign at our own place in the country someday.