Tai Aracen holds a JD and built her early expertise in corporate structure and intellectual property, working with Wilson Sonsini Goodrich & Rosati, Perkins Coie, and Chevron’s foreign IP portfolio. That training established the habit that governs everything since: the conviction that structure determines outcome, and that most failures attributed to performance are properly failures of design.
She left that work to build in Guinea and then Rwanda, living there as part of the returning diaspora rather than advising from a distance. The years spent operating inside those markets produced the observation the doctrine rests on which was then applied to the unique realities of Latin America. Capital did not avoid the enterprises she encountered because those enterprises were weak. It avoided them because the instruments used to evaluate them were built elsewhere, for other conditions, and could not read what was in front of them. She had spent a career making things legible to institutions. Here was a class of enterprise that institutions had no apparatus to see at all.
Post-Global Capital followed from that, and The Hold beneath it, and the Capital Coherence Group as the means of putting both into practice. The sequence matters. The doctrine came from the field rather than the other way around, and the institutions exist to test it under conditions where being wrong has consequences.
She now works from around the globe, with the practice operating across North America, Africa and Latin America.