I build the operational layer that keeps complicated work moving.
For the past decade at BUCK, I’ve worked across people, projects, technology, resources, and leadership. I build systems from scratch, keep concurrent work aligned, surface problems early, and step in where focused attention can protect leadership bandwidth.
A department head role built around Chief of Staff mechanics.
My title is Head of 3D, but much of the work is organizational: maintaining context, keeping commitments visible, directing attention, helping senior leads resolve problems, and giving production and executive leadership a reliable picture of what is happening—without requiring them to chase it.
The operating system should remember what the team cannot afford to forget.
I build databases and planning tools that turn scattered information into a dependable shared picture. They connect people, projects, timing, ownership, commitments, and commercial context—showing what is happening now, what comes next, and where attention is required.
“Good systems reduce the amount of organizational context that has to live in any one person’s head.”
I learn technical domains by building inside them.
When I want to understand an unfamiliar system, I map its moving parts, build something real, and test it against real constraints. That instinct has taken me from creative production into software, market infrastructure, and applied AI.
Kairos Automata
An automated trading platform that turns market signals into routed, risk-managed orders.
Kairos evaluates signals against configurable strategies and account rules, routes orders through multiple brokerage APIs, records execution data, and supports backtesting, optimization, and replay.
Building it required learning the mechanics beneath systematic trading: market and brokerage APIs, order routing, execution logic, risk controls, data integrity, failure handling, and post-trade investigation.
AI + production systems
Working where rapidly changing AI capabilities meet real production demand.
At BUCK, I evaluate emerging models and workflows with artists and technical teams, looking for gains in ideation, image generation, previs, and production without sacrificing creative control.
The work means learning a shifting technical landscape, testing practical limits around access and performance, and turning useful discoveries into repeatable workflows. It has also given me a direct view of how creative teams evaluate and consume AI capabilities.
The domains change. The instinct does not: understand the system well enough to make it visible, reliable, and easier to operate.
A career of steadily expanding operating scope.
I began by making the work, then learned to supervise delivery, lead teams, allocate resources, build departments, and design the systems around them. Each step widened my responsibility without losing the practical perspective of someone who has done the work.
Head of 3D / CG Supervisor
Lead the department’s people, recruiting, capacity, cross-office coordination, operating systems, and critical escalations.
Associate Head of 3D / VFX Supervisor
Expanded from supervising complex delivery into team leadership, resource decisions, and responsibility for how work moved through the department.
Digital Domain, Sony Imageworks, Brand New School, The Mill, Framestore
Built adaptability across different teams, operating cultures, production models, and technical pipelines.
3D Artist
Built the craft and production foundation that still shapes how I evaluate constraints and support the people doing the work.
The work Ornn needs is the work I’ve been moving toward.
My career has shifted from executing complex work to creating the conditions for others to execute it well: resolving ambiguity, building structure, and directing leadership attention toward the decisions that matter most.
Ornn brings together the areas that energize me most—a small team, an operationally dense problem, and a business at the intersection of markets, infrastructure, and AI. It needs someone who can learn the domain quickly, keep many threads moving, close routine loops independently, and build systems that become more valuable as the company grows.
I would bring the judgment of a department leader, the curiosity of a technical builder, and a strong instinct to find friction before it becomes a constraint.