About ten years ago, I became fascinated by how technology and social platforms shape human behavior. What started as curiosity turned into a decade-long self-education in startups, product thinking, no-code development, AI, and market dynamics.
Simultaneously, I was building a volunteer cheer program in Franklin Lakes. It grew roughly 400% and eventually reached over 85% of eligible athletes in the community — entirely through trust, word of mouth, and community building.
I wasn't selling a product. I was creating an experience people wanted to belong to.
"Living inside that ecosystem every day is what allowed me to recognize something others had missed: cheerleading is a massive industry still operating on instinct, shorthand, and fragmented workflows."
That intersection — deep domain immersion plus technical fluency — is the origin of Slay. It's not a product I stumbled into. It's the convergence of everything I've spent a decade building.
Top all-star gyms spend $5,000–$15,000 per season on private choreographers. School programs and small gyms are left to figure it out alone — and it shows in their scores.
"I've seen talented teams place mid-pack simply because they couldn't afford a choreographer who understood Level 5 execution. The gap isn't athletic ability — it's access."
Just like Canva democratized design — letting anyone create professional graphics — SLAY gives every coach access to championship-caliber choreography in minutes, not months.
Competitive cheerleading is a massive and growing industry. Yet coaches still use Google Docs, paper sheets, and phone calls to choreographers. There is no dominant software platform — that gap is the opportunity.
Slay isn't a startup idea from a pitch competition. It's the product of two parallel decades that unexpectedly collided.
For ten years I self-educated in startups, product thinking, no-code development, AI, and market dynamics. My earlier ventures didn't scale the way I hoped — but they gave me something more valuable: pattern recognition. I trained myself to identify industries that are large, fragmented, emotionally important, and operating without real infrastructure.
Simultaneously, I built a volunteer cheer program in Franklin Lakes that grew ~400% — eventually reaching over 85% of eligible athletes in the community. That growth came entirely through trust, word of mouth, and community building. Not selling a product — creating an experience people wanted to belong to.
"Living inside that ecosystem every day is what allowed me to recognize something others had missed."
Cheerleading is a massive industry still operating on instinct, shorthand, and fragmented workflows. That intersection — deep domain immersion plus technical fluency — is what ultimately led to Slay.
Varsity owns the sport's trust, relationships, and data. SLAY has the technology. Together, we can build the defining platform of competitive cheerleading.
The result: AI trained on the best routines in the world, distributed to every team in the sport.
That is a moat neither of us can build alone.
Varsity licenses curated 8-count data from Varsity TV to train SLAY's AI. SLAY becomes the most accurate cheer choreography AI ever built.
"Varsity Choreography AI, powered by SLAY" — offered to all member gyms and event registrants as a value-add. Varsity owns the relationship, SLAY powers the backend.
Varsity takes an equity stake in SLAY with right of first refusal on acquisition. Alignment of incentives, with Varsity guiding product direction.
Hudl didn't just make film review easier — it became the operating system for football programs at every level. SLAY is positioned to do the same for competitive cheer.
Small gyms and school programs with the most pain — no choreography budget, desperate for help. These users spread word-of-mouth fast.
Mid-tier all-star gyms use SLAY as a drafting tool. Coaches spend 70% less time on choreography and more time on execution.
Varsity partnership makes SLAY the default tool at every registered competition. Like Hudl sideline integration.
Varsity has the data, the trust, and the distribution. I have the technology and the deepest domain knowledge in the room. This isn't a product that competes with Varsity — it's the infrastructure layer inside it.
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