Veteran growth-stage investor and operational executive focused on technology and fintech companies. Andrew J. Gilbert combines operating experience in scaling SaaS and payments businesses with later-stage investing, board roles and strategic M&A oversight. Known for commercial go-to-market optimization, capital allocation discipline and hands-on portfolio support, he works with founders on revenue acceleration and governance. Background includes senior operating roles and investment-platform leadership; frequently engaged in fundraising, board governance and exit preparation.
Veteran growth-stage investor and operational executive focused on technology and fintech companies. Andrew J. Gilbert combines operating experience in scaling SaaS and payments businesses with later-stage investing, board roles and strategic M&A oversight. Known for commercial go-to-market optimization, capital allocation discipline and hands-on portfolio support, he works with founders on revenue acceleration and governance. Background includes senior operating roles and investment-platform leadership; frequently engaged in fundraising, board governance and exit preparation.
Leads with a growth-stage, operationally activated investment approach that prioritizes SaaS and fintech businesses where commercial traction can be accelerated through go-to-market and payments optimization. Focuses on later-stage deals with clear path to scale, disciplined capital allocation, and governance-ready boards. Combines active board involvement, performance-driven milestones and strategic M&A optionality to de-risk exits. Time horizon is medium-to-long; risk managed via unit-economics rigor, staged capital deployment and founder-aligned incentives.
Leads with a growth-stage, operationally activated investment approach that prioritizes SaaS and fintech businesses where commercial traction can be accelerated through go-to-market and payments optimization. Focuses on later-stage deals with clear path to scale, disciplined capital allocation, and governance-ready boards. Combines active board involvement, performance-driven milestones and strategic M&A optionality to de-risk exits. Time horizon is medium-to-long; risk managed via unit-economics rigor, staged capital deployment and founder-aligned incentives.
| Trades 651 | Longs Won 490/651 75% | Profit Factor 42.36 |
| Profitability | Shorts Won 0/0 0% | Standard Deviation $279,717.25 |
| Average Win $53,750.64 | Best Trade (Jul 17) $6.35M | Sharpe Ratio -66.62 |
| Average Loss -$3,861.59 | Worst Trade (Jul 14) -$87,616.08 | Z-Score 18.67 (100%) |
| Commissions $0 | Avg. Trade Length 9m 4w | Expectancy $39,502.45 |
| Loss Size | 100% | 90% | 80% | 70% | 60% | 50% | 40% | 30% | 20% | 10% |
| Probability of Loss | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% |
| Consecutive Losing Trades | 52,632 | 47,368 | 42,105 | 36,842 | 31,579 | 26,316 | 21,053 | 15,789 | 10,526 | 5,263 |