Former telecom and digital-media executive turned investor with operational experience scaling distribution and content businesses. James Aldige has led strategy and M&A efforts across subscription services, ad tech and OTT platforms, and is known for advising growth-stage companies on commercial partnerships, go-to-market and capital strategy. Active in private equity and venture deal sourcing, portfolio development and board roles, with experience structuring strategic partnerships and revenue-focused integrations.
Former telecom and digital-media executive turned investor with operational experience scaling distribution and content businesses. James Aldige has led strategy and M&A efforts across subscription services, ad tech and OTT platforms, and is known for advising growth-stage companies on commercial partnerships, go-to-market and capital strategy. Active in private equity and venture deal sourcing, portfolio development and board roles, with experience structuring strategic partnerships and revenue-focused integrations.
Combines operational telecom and digital-media experience with a growth-oriented investment lens, prioritizing businesses where distribution, content and monetization can be scaled through strategic partnerships. Targets growth-stage companies—subscription services, ad tech and OTT—where commercial GTM improvements, deal-structured capital and revenue-centric integrations can accelerate unit economics. Favors active portfolio roles and board engagement, using M&A and partnership structuring to de-risk expansion while driving ARR and margin expansion. Time horizon is growth-to-exit with pragmatic value creation roadmaps; risk discipline centers on repeatable revenue models and measurable commercial levers.
Combines operational telecom and digital-media experience with a growth-oriented investment lens, prioritizing businesses where distribution, content and monetization can be scaled through strategic partnerships. Targets growth-stage companies—subscription services, ad tech and OTT—where commercial GTM improvements, deal-structured capital and revenue-centric integrations can accelerate unit economics. Favors active portfolio roles and board engagement, using M&A and partnership structuring to de-risk expansion while driving ARR and margin expansion. Time horizon is growth-to-exit with pragmatic value creation roadmaps; risk discipline centers on repeatable revenue models and measurable commercial levers.
| Trades 154 | Longs Won 107/154 69% | Profit Factor 5 |
| Profitability | Shorts Won 0/0 0% | Standard Deviation $1.11M |
| Average Win $412,984.94 | Best Trade (Jul 10) $11.65M | Sharpe Ratio -84.28 |
| Average Loss -$187,953.12 | Worst Trade (Mar 30) -$3.03M | Z-Score 2.14 (96.73%) |
| Commissions $0 | Avg. Trade Length 1y 5m 4w 1d | Expectancy $229,581.76 |
| 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% | 0.82% |
| Consecutive Losing Trades | 655 | 590 | 524 | 459 | 393 | 328 | 262 | 197 | 131 | 66 |