Saber Solutions

I leverage extensive experience in operations and technology to help companies, law firms and corporate legal departments streamline their processes. As a consultant at Saber Solutions, I work closely with clients to implement operational best practices and cutting-edge technology solutions, when appropriate, designed to improve efficiency, reduce costs, and optimize overall practice management. I bring deep industry experience and understand both the how and why behind business systems. I work with visionaries who seek guidance on scaling business operations by identifying gaps in accountability and advising on implementing sustainable solutions. Whether in the capacity of a fractional COO or working on a project basis, I seek to improve a client's business functions so that they can effectively and efficiently scale.  I oversee change management, perform practice audits, establish best practice OKRs and KPIs, and advise on technology implementation with a deep understanding of artificial intelligence enabled products.

Operations & Management Consultant

Laundris Corporation

Advisor

LegalMente AI

St. Mary's University

I commit time to my law school alma mater as an Adjunct Professor teaching Entertainment Law and making it an entertaining experience.

Adjunct Professor

AvantStay

Taking the passion I had for short term rental advocacy and management skills, I took a role with Avantstay on the heels of their closing a $160M financing round. I inherited a team of 5 and recruited and grew it to 15 creating 3 verticals: Regulatory Operations (permitting & research), Public Affairs (advocacy and regulatory change monitoring) and Standards & Safety (operational implementation of regulations; regulatory compliance). I spent the majority of my time, aside from managing individuals, creating advocacy processes and procedures for the company. I led creation of a regulatory threat decision matrix in order to prioritize where we would dedicate resources, and regulatory response decision trees. Through management of our Regulatory Operations team I gained familiarity with over 200 jurisdictions and their regulations, allowing me to have a deep understanding of community concerns. Leadership of the Standards & Safety team provided me with intimate knowledge of how regulatory changes play out operationally and impact future revenue. I took hands on leadership of the Public Affairs team and sought out and participated in coalitions in our existing markets, being careful to enter into advocacy efforts strategically, being mindful of community optics and risk of revenue losses, whether we advocated directly or via lobbyists I hired and managed. Our efforts were most demonstrably seen in Riverside County California where we helped to prevent a hard occupancy cap of 10 on homes across the large region. Avantstay to this day continues to use the regulatory intelligence work developed under my leadership as a selling point for its prospective property investment partners.

*Role consolidated during a reduction in force, along with several other Director level roles across the organization due to company's financial condition.

Head Of Policy

The Guild

I led the Corporate Operations Department, supporting the hospitality operations of our business through management of the Legal & Policy, People, Finance and Property Management teams. A large part of my role involved General Counsel duties, as the CEO and Board’s trusted advisor. I managed a resourceful and resilient team but was also solely responsible for Policy and Legal functions. I began with the company as General Counsel and was given management responsibility when the pandemic began in 2020. As an in-house general counsel asset for the company I managed the company’s various legal matters such as real estate transactions, SaaS contract review, private financing, contract drafting, risk analysis, employment and intellectual property matters, both simple and complex. I had a particular passion for the company’s advocacy and government relations efforts in the cities in which we operated. I managed outside advocates in different cities as needed, and led strategy in response to the city of Cincinnati’s attempt to outlaw short term rentals in 2019, which we succeeded in preventing. My interest in advocacy led to me organizing peer companies to create the FLEX Coalition, an advocacy coalition dedicated to advancing the interests of multifamily STR operators.

*Left on very amicable terms after 4 years of service to take on the exciting opportunity presented by Avantstay.

Vice President of Corporate Operations & General Counsel, Corporate Secretary

Carbon Arrow

After my exit from JustLegal I participated in a consultancy until joining The Guild.  I provided consultative strategic and short-term fractional CLO (Chief Legal Officer) and fractional COO (Chief Operating Officer) services to individuals, small businesses, legal professionals and entrepreneurs. Under Carbon Arrow’s law firm consulting services I was fractional COO and Of Counsel for The Gober Group (law firm) from 2017-2019 and AK Legal (law firm) from 2018-2021, aside from engagements with individual solo practitioners. I continued my legal practice, while also assisting in building the legal operations for the law firms I consulted with. This included building contract databases and recruiting talent for growth of the firms.

*Consulted on an interim basis until I was offered a full time role at The Guild.

Partner

MassVenture

I was co-founder of MassVenture, an equity crowdfunding portal that was the first to be licensed by the state of Texas for intrastate equity crowdfunding, and later for national campaigns.  The platform allowed retail investors to own a part of the companies they cared about. MassVenture facilitated the raising of capital for companies. As co-founder I led fundraising efforts and advocacy efforts and stepped aside to simply be a Board Member as of 2015. The company ceased operations in 2018.

*Side project I ran with a law firm co-founder that my co-founder focused on so that I could focus on scaling and selling RAM Law Firm.

Co-Founder; Board Member

JustLegal

JustLegal was a platform created to make the connection between lawyer and prospective client smoother and easier. JustLegal provided one of the first highly secure virtual meeting platforms for attorneys and prospective clients. The marketplace connected numerous attorneys to clients and its white label product offered directory services to bar associations. I was asked to join the company as there was a need for in-house attorney support due to any perceived privacy issues and barratry concerns. The company was acquired by Digitaltown, Inc. in late 2017. I served at COO and General Counsel, handling our operational, legal and privacy issues as well as making connections into the legal ecosystem. Under that scope I led advocacy efforts with the state bar of Texas and local Texas bar associations so that they might adopt the product, making sure they understood that there would be no risk of running afoul of legal ethics rules.

*Role no longer in existence after succesful acquisition of the platform by Digitaltown, Inc.

Chief Operating Officer, General Counsel & Attorney in Residence

MWR Legal

In late 2014 myself and fellow partners of RAM Law Firm entertained 2 offers to merge into other boutique law firms. We most closely aligned with the entrepreneurial focus RWR (formerly MWR Legal) maintained and were acquired in 2015. I provided general business counsel in the areas of start-up and intellectual property law with a focus on financing and M&A. Ressler Wynne Ressler (RWR) was a top-rated business law firm founded by entrepreneurs for entrepreneurs and their emerging companies, which later was acquired by Michael Best & Friedrich, LLP. RWR offered a unique perspective on how to launch, protect and grow a business due to having advised hundreds of entrepreneurs on the development of their ideas and companies since 1996. The founders of RWR Legal also founded SKU, the consumer packaged goods accelerator. RWR Legal represented clients from start-up through growth, financing, acquisitions, restructuring and exits. I learned a great deal with RWR as I was mentored by a former partner of Skadden Arps, Rick Ressler. While at RWR I advocated for our clients to the Texas State Legislature and Texas Board of Securities for Texas to be the first state in the United States to allow for equity based intrastate online crowdfunding. I continued advocacy efforts while acting as the Partner in charge of Business Development and Client Management.

*Left the the role on amicable terms to pursue the subsequent role with JustLegal.

Partner; Of Counsel

*Demonstrated success in process improvement.
*Experienced in developing and achieving meaningful objectives and achieving key results.
*Proven operational integrator, providing tactical support to visionary leadership.
*Ability to work independently and collaboratively to pursue short and long-term goals.
*Proven ability to manage departmental P&Ls with demonstrated ability to drive and preserve revenue.
*Demonstrated success in managing multiple direct reports & leading multiple functions.
*Proven ability to be scrappy and creative in a fast-paced work environment with limited resources.
*Experienced in working in disruptive high growth startups.
*Proven ability to use legal analysis for actionable solutions.
*Demonstrated success in removing regulatory hurdles and expediting government processes.
*Proven ability to build coalitions.

R.C. Rondero De Mosier

Ever notice how the biggest bottleneck in scaling a law firm or a high-growth business isn’t the tech, the market, or even the talent? It’s the process. The way we do things. The habits we’ve built over years that now hold us back.

Change is uncomfortable. I get it. But if you’re serious about growth, you have to get comfortable with shaking things up.

It’s not about throwing everything out and starting over. It’s about asking the right questions.

Where are the delays? The redundancies? The handoffs that make everyone’s life harder?

And then, how do you fix them? Not with a quick fix, but with a real, sustainable process improvement.

Technology can help. But it’s only as good as the process it supports.

My challenge to you: look at your workflows today. Identify one thing that’s slowing you down. And commit to improving it.

Because in the end, operational excellence isn’t a one-time project. It’s a mindset. A continuous journey.

Improving the performance of your business | Lawyer turned operator | Working with you to help your business achieve scale

Technology is a great enabler, but it’s not a magic wand.

I see so many high-growth companies rushing to adopt AI, automation, and new platforms. And that’s good. But without a clear strategy, it’s just noise.

The real power comes when you align technology with your core business goals. When you understand what processes need to be optimized and why.

Otherwise, you end up with shiny tools that don’t move the needle. Or worse, create new chaos.

My advice? Start with the “why.” Then choose the “how.” And only then, the “what.”

Because in the end, technology should serve your strategy, not the other way around.

Docusign has leveled up its product! This past week I decided to give the trial of Iris a test drive.

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Docusign IRIAS: Contracts Just Got a Brain Upgrade In the legal world, time is as valuable as precision. Every minute spent reviewing, signing, or cor

This Week's Review: Docusing IRIS

Docusign

Is your firm or department truly prepared for the next wave of regulatory change? Many high-growth companies overlook the strategic importance of proactive compliance planning—yet, it can be a game-changer.

Effective regulatory strategy isn't just about avoiding penalties; it's about building agility into your operations. When legal considerations are integrated into business decisions early on, you reduce friction, accelerate growth, and position yourself ahead of competitors who play catch-up later.

Would you say your team is fully aligned with evolving regulations? Or are you still reactive rather than proactive? Sharing insights or hurdles could spark ideas on how to embed compliance as a core driver of scalable success.

I’ve been thinking a lot about regulatory strategy lately. Not just compliance, but proactive advocacy.

In high-growth environments, regulations can feel like a barrier. But what if we saw them as a bridge? A way to shape the playing field rather than just react to it.

Navigating this space requires more than legal know-how. It demands strategic foresight, relationship-building, and a willingness to engage with regulators as partners.

The companies that succeed in this space aren’t just avoiding trouble—they’re influencing the rules of the game.

So, here’s a question: how are you engaging with regulators? Are you shaping policy or just reacting to it?

Legal operations is no longer just a support function. It’s a strategic partner.

When legal teams understand their data, workflows, and technology, they become invaluable.

They can predict risks, optimize workflows, and even influence business strategy.

But it requires a shift in mindset. From reactive to proactive.

From cost center to value creator.

The future belongs to those who see legal ops as a driver of growth, not just a cost.

Are you ready to make that leap?

I’ve been thinking a lot about change management lately.

Not the fancy frameworks or the buzzwords.

I mean the real, gritty work of getting people on board.

Because let’s be honest — change is hard. It’s messy. It’s uncomfortable.

And the worst part? We often underestimate how much resistance there is.

My experience? The key isn’t in forcing change. It’s in understanding it.

What do people fear? What do they value? What’s in it for them?

Address those questions first. Communicate honestly. Celebrate small wins.

And give people a reason to believe that the new way is better.

Because if they don’t buy in, no process improvement or tech upgrade will stick.

Are your processes ready to handle the next wave of growth, or are they holding you back? 
Many high-growth companies focus so much on scaling their sales and market reach that operational friction gets overlooked. Yet, if your internal workflows aren’t optimized, growth can become chaos—delaying deals, increasing costs, and risking compliance gaps. 
The secret lies in proactive process improvement paired with smart technology integration. Automating routine tasks and embedding legal analysis into operational workflows not only accelerates scaling but also fortifies your foundation against regulatory pitfalls. It’s about working smarter, not harder. 
So, what’s the one process bottleneck you’d love to eliminate right now? Start there—because even small improvements can unlock exponential growth.

Unlocking growth isn’t just about expanding your client base — it’s about rethinking how your entire operation functions. 

High-growth companies often hit a wall not because of market demand, but due to operational bottlenecks and outdated processes. The real game-changer? Agile process improvement combined with strategic leverage of technology. When you align legal and business strategies seamlessly, scaling becomes more predictable and sustainable.

Are your current operations built for scale, or are they holding you back? Sharing insights on what’s worked (and what hasn’t) can spark ideas that propel us all forward. Let’s challenge the status quo and focus on embedding agility at every level of growth.

Scaling a business or a law firm is like building a house.

You need a solid foundation. Clear plans. And the right tools.

But more than that, you need a vision. A reason for every brick, every process, every decision.

Without that, you’re just building in the dark.

I’ve seen it happen. Teams get caught up in the day-to-day, losing sight of the bigger picture.

And then, growth stalls. Or worse, collapses.

So, what’s your vision for your operation? Are you aligning your team around it? Because without a shared purpose, scaling becomes chaos.

Let’s be honest. Scaling a business or a law firm is a constant balancing act.

On one side, you have the pressure to grow fast, to capture market share, to innovate.

On the other, you face the realities of operational complexity, regulatory hurdles, and team fatigue.

The secret? It’s not about doing everything at once. It’s about strategic prioritization and process optimization.

I’ve helped high-growth companies streamline their operations, cut through the noise, and focus on what truly moves the needle.

And here’s the truth: technology alone won’t save you. It’s how you use it, how you embed it into your culture, that makes all the difference.

So, what’s your next move? Are you optimizing or just surviving? Because in this game, only the adaptable win.

I’ve seen a lot of firms struggle with integrating legal analysis into their operational workflows.

It’s not just about having the right tools. It’s about embedding legal thinking into every decision, every process.

Legal isn’t a separate department anymore. It’s a strategic asset.

When legal analysis becomes part of your business strategy, you unlock a new level of agility.

You can spot risks faster, seize opportunities sooner, and make smarter decisions.

But it takes intentional effort. It’s about breaking down silos and fostering collaboration.

Because at the end of the day, legal isn’t just compliance. It’s competitive advantage.

Are your scaling efforts actually delivering the agility and efficiency high-growth companies need? 

Many organizations fall into the trap of implementing processes that become rigid or obsolete just when they should be flexible and responsive. Process improvement isn’t about adding complexity—it’s about peeling back unnecessary layers and designing workflows that adapt as quickly as your market demands. The key is integrating continuous feedback loops and leveraging data-driven insights to refine operations in real time.

Too often, teams wait until a crisis hits before revisiting their processes—by then, it's too late. Instead, what if we made agility a core part of our operational DNA? Regularly questioning assumptions, embracing technology like AI for predictive analytics, and fostering a culture of ongoing improvement can transform how you scale.

Are your current processes future-proof? Or are they holding you back from seizing new opportunities? Consider this: every operational bottleneck you solve today sets the stage for smarter growth tomorrow.

I’ve been thinking a lot about legal operations and how often we focus on the shiny new tools. The latest AI, the newest workflow automation. And don’t get me wrong—these are game changers.

But here’s the thing. Sometimes, the biggest wins come from the simplest shifts. Small tweaks in how we handle document review, or how we prioritize cases, can ripple out and create massive efficiencies.

It’s easy to chase the next big thing. But the real magic is in mastering the basics. Building a solid foundation that can support the more complex tech layers.

I challenge you—what’s one small change you could make today that would free up time or reduce errors?

Because in the end, operational excellence isn’t about the flashiest tools. It’s about consistent, deliberate improvement.

Legal ops and business strategy are no longer separate worlds. They’re merging, and fast.

The firms and companies that get this are the ones leveraging legal analysis as a strategic asset. Not just a compliance checkbox.

Think about it. Every contract, every regulation, every legal decision is data. Valuable data. If you know how to interpret it, you can spot opportunities, mitigate risks, and even predict future challenges.

But most organizations still treat legal as a cost center, a necessary evil.

That’s a mistake.

Legal insights should inform your business decisions, not just follow them.

The question is: are you using legal data to drive your strategy? Or are you leaving money and opportunities on the table?

It’s time to rethink what legal can do for your growth.

Regulatory challenges can feel like a maze. Complex, confusing, and constantly shifting.

But here’s the thing: navigating that maze is part of the game.

It’s about understanding the landscape, building relationships, and staying ahead of the curve.

Sometimes, it’s about advocacy — pushing for clearer rules, fairer processes.

Other times, it’s about compliance — making sure your business doesn’t just follow the rules, but anticipates them.

The goal isn’t just to avoid penalties. It’s to turn regulation into a strategic advantage.

Because in a world of uncertainty, those who understand the rules best, win.

Holland & Knight LLP

Reed Smith LLP

Husch Blackwell

US Securities and Exchange Commission

Division of Corporation Finance - Office of Structured Finance and Office of Capital Market Trends

Attorney

I am an experienced professional committed to adding value and excelling in all that I do.  My expansive knowledge and experience in law and business gives me the skill set necessary to meet corporate objectives, critically analyzing the details of legal issues while simultaneously formulating sound business strategies that meet stated objectives.    

Skillfully versed in complex commercial transactions, securities, corporate finance, public company governance, and investment management, I have served as an advisor to private equity firms and Fortune 100 companies, assisted in the implementation of comprehensive financial reform, and served as an indispensable advisor to executives, directors, investors, and senior government officials.

With a top record of performance in law and business, and the proven ability to transcend the most formidable challenges, I am a distinguished professional, exceedingly capable of meeting the legal and business needs of corporate, financial, and advisory institutions of all types.

In my practice, I structure and negotiate transactions for strategic buyers and sellers as well as private equity firms, primarily in the technology and financial services industries.  A thought leader on rapidly evolving deal trends and strategies, clients call on me to guide them their most significant transactions in the U.S., Europe and South Asia, including stock and asset acquisitions, going private transactions, leveraged buyouts, carve-outs, platform acquisitions, add-on acquisitions and recapitalizations. I also serve as an adviser to venture capital funds and other alternative financing vehicles, where I regularly lead significant investment transactions into emerging growth companies and strategic partnerships. Often serving as outside general counsel and a trusted business adviser to my fund clients, I have a breadth of knowledge on the many issues that venture-backed operating companies regularly face.

Outside of my practice, my interests are fitness, golf, football, the arts, growing as a leader and supporting my fellow veterans.

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