Jonathan Miller

I%27ve been on both sides of the board table. I co-founded BaseCap Analytics and ran engineering there through acquisition while also on the Board of Directors. I ran a 30-person esports technology unit at Riot Games on a $7M budget, built privacy-preserving cloud infrastructure at Apple, and spent nine years at Microsoft on platform reliability and developer technologies.

What I bring to a board is the ability to tell you whether the technology story you%27re being told is real. I can read an engineering organization, judge whether a roadmap is achievable with the team that actually exists, and interrogate infrastructure and vendor spend that usually goes unquestioned because nobody in the room can evaluate it. I%27m also willing to say a company doesn%27t need the expensive thing it%27s about to buy, which is rarer than it should be.

The companies that benefit most are ones where technology has become a board-level question and nobody in the room can answer it independently: infrastructure or vendor spend that%27s grown faster than the business, a roadmap that keeps slipping without a clear reason, two systems and two teams that have to become one after an acquisition, or a build-versus-buy decision with real money attached. That shows up in software, hardware, and IoT businesses alike, and I also do pre-deal technical diligence for investors.