Aldo P.

What's still left to be figured out: aligning on the true glasses platform to build around (or what an Omnia device should look like), delivering real spatial intelligence on wearables powered by Large World Models, and commercializing a synthetic-data pipeline tracking the shift from LLMs to physical/spatial intelligence via World Labs (Marble), Meta’s V-JEPA 2 / JEPA family, DeepMind Genie 2, and NVIDIA Cosmos—and building toward the same “world model” north star that LeCun is taking into AMI Labs. 2025–Present — Narrowed focus to enterprise frontline ops + “physical AI” bridge: Applied our wearables + interoperability learnings to high-ROI enterprise pain points (warehouse/logistics/manufacturing), while extending R&D into POV datasets + synthetic data as an eventual bridge toward embodied/robotic learning. Spatial Intelligence Layer (Omnia Hub / orchestration): Productized a cross-device Spatial Intelligence Layer for smart glasses/AR—context-aware overlays, deployment + management, and an orchestration layer that connects workflows/tools to spatial UIs. Mar 20, 2025 — Launched How2TO (Immersive Tutorial Generator): Released how2TO to generate immersive tutorials / spatial instructions from enterprise or creator inputs (Vision Pro + Quest preview pipeline). WebSpatial distribution pivot (native + web): As AR content remained fragmented across mobile/headsets (and smart glasses were clearly coming), we pioneered web-first distribution to deploy spatial experiences cross-device via a combined native + web approach. Launched Creator Marketplace + AR Portfolio Show: Built early infrastructure to surface AR creators, showcase work, and help businesses scope AR concepts with real-world feasibility (portfolio → brief → prototype). Reached 10K users. Omnia founded (core insight): We started with one question: how do we make AR’s business value obvious by curating real creator projects + future concepts into a credible “AR portfolio” for brands.

Provide strategic leadership and governance while guiding financing, growth planning, and long-term operational excellence. • Set company strategy with the board across retail expansion, margin improvement, and product roadmap • Oversee governance, cap table planning, and key stakeholder communications (investors, advisors, strategic partners) • Led/participated in my first secondary share sale / liquidity event, gaining hands-on experience with secondary transactions, valuation discussions, and closing mechanics • Support fundraising strategy, partnership opportunities, and long-range facility/production scaling decisions • Mentor leadership team and ensure operating cadence, reporting, and KPI discipline

Led the company through commercialization and scale—bringing Peanut Brothers into major retail while upgrading ops, systems, and production capacity. • Launched Peanut Brothers into big retail and managed retailer readiness (planograms, compliance, onboarding) • Implemented EDI and retail operations infrastructure to support purchase orders, invoicing, ASNs, and chargeback reduction • Raised capital (angels/strategics) and managed investor relations, narrative, and financing process • Scaled operations: moved into a larger warehouse, upgraded inventory/fulfillment workflows, and improved reliability of supply • Built out a larger production capability (equipment selection, production flow, QA/sanitation processes, capacity planning) • Hired/managed cross-functional collaborators across ops, production, and brand/marketing to support growth

Built Peanut Brothers from day zero—defining the brand, product experience, and go-to-market creative. • Created the brand identity (naming direction, visual system, tone of voice) and packaging design for initial SKUs • Designed retail-ready assets: case pack graphics, shelf/POP materials, sell sheets, and trade show collateral • Led early product/packaging iterations with manufacturing constraints in mind (labels, compliance, print specs) • Built the initial DTC presence (creative direction, website/product photography guidance, content templates) • Established a repeatable creative workflow for social content and campaigns

Role usually granted to Graduate Students. Worked with Professor Lee Weitzman https://www.leeweitzmanfurniture.com and assisted him during the Spring version of the Furniture Design Class (fundamentals of furniture making).

First Designer to be hired in the team with full responsibility in shaping Trajektory’s design language in a Data-oriented startup. Reported to CEO, COO, and Director of Strategy. Learning outcomes: B2B Design best practices, Digital Design, Simplifying Data in Visual Representations, Creating Data visualizations, UX/UI Best practices, Opportunity to build material from scratch, Startup experience, Project management

Skill Development, Customer Service including Tool Checkout, Material Handling and Sales, Facilitating Student Projects, Equipment Inspection.

(First Year Scholars) Only 2% of Admitted Students are selected to participate in this highly selective program based on a holistic review of their admission applications. They have shown: - A compelling portfolio of work that demonstrates both conceptual and technical proficiency - Academic excellence as exhibited through strong high school records and standardized test scores - A well-organized, thoughtful and clearly-articulated statement of purpose

Accepted by my current University to participate in a for-credit course at HBS online as part of my design degree that ended with a final exam and a Certificate of Readiness (CORe). CORe consists of three courses—Business Analytics, Economics for Managers, and Financial Accounting. The credit option was possible thanks to the Harvard Extension School that dispenses credits to credit-seeking participants.

I attended a 2 weeks English program in order to improve my language skills.