Work

Superform is building an operating system for human performance: a digital platform and flagship facility powered by a proprietary intelligence engine that brings together laboratory diagnostics, wearable data, physical assessments, and daily behavior.

Much of the work so far is intentionally invisible: assembling a technical, scientific, medical, and performance team; designing a compliant data architecture; and building the discipline required for a health company to distinguish clearly between what is measured, what is inferred, and what remains uncertain.

A 1933 Art Deco landmark and an unmistakable turquoise presence on Ocean Avenue. Jon Blanchard and I envisioned the restoration together and led it from concept through opening, in partnership with ESI Ventures and with interiors by Fettle. The Georgian reopened in April 2023 and now holds one Michelin Key. We continue to own it with a small group of partners and investors.

The restoration was grounded in archival research conducted with the Santa Monica Conservancy. The objective was not to create a period set. It was to return a living hotel to the city—one that carried its history forward while operating confidently in the present.

A 1916 plumbing-supply warehouse transformed into Soho House’s Los Angeles members’ club: seven stories, 48 bedrooms, a two-story gym, and a rooftop pool overlooking the city.

The project helped demonstrate that the Arts District could support a global hospitality and membership brand. The central design challenge was preserving the industrial character of the building through the conversion rather than decorating over it.

The Hoxton’s first Los Angeles hotel, bringing a European hospitality brand to a historic Downtown building on a block many underwriters still viewed cautiously. The project was delivered, opened, and stabilized as part of Broadway’s continuing revival.

Los Angeles’ first modular high-rise—and the first on the West Coast. A two-level concrete base supports nine stories of steel-framed guest-room modules manufactured off-site and assembled by crane at 4th and Spring.

The crane was not the difficult part. Los Angeles had never permitted the method at that height in a severe seismic zone. The real work was engineering, documenting, financing, and arguing a new construction system into existence with a city, lender, and operator that each had valid reasons to be cautious.

An adaptive reuse that gave an existing Venice building a second life as a members’ workspace and cultural venue—designed around the way Los Angeles creates, gathers, and works.

The real estate platform behind a digital-asset infrastructure company. I identified, structured, and delivered the physical facilities on which the platform depended—an emerging asset class with few underwriting precedents, limited lender appetite, and power and cooling requirements that eliminated most existing building stock.

The category was new. The underlying problem was familiar: the building was only one component. The capital, infrastructure, approvals, and operating model around it determined whether the venture could work.

BLVD Hospitality’s in-house food and beverage concept, built in leased spaces rather than inside properties we controlled. It was where I learned restaurant operations from the inside: labor, margins, permitting, compliance, and the particular demands California places on food and beverage businesses. That experience permanently changed how I think about designing hotels.

An independent desert-plant lifestyle brand built entirely for pleasure. It grew from the same instinct behind my interest in historic buildings and antiquities: a preference for objects and places that gain character rather than lose it over time.