Greater Toronto Area, Canada
The most expensive mistake an organization makes is funding a technology before it has defined the business problem. My entire career has been built around two things: preventing that mistake, and cleaning up the mess when the definition came too late. Stalled programs, unstructured operations, reactive IT shops. I have turned those into governed, high-performing ones repeatedly. I am an AI strategy and governance leader who turns AI enthusiasm into AI accountability. Before any tool is selected or funded, I diagnose whether AI genuinely solves a defined business goal, then build the governance frameworks, executive alignment, and delivery discipline that make that answer survive contact with reality. My method is a hierarchy, not a slogan: Goal, then Process, then Tool. I do not implement technology for its own sake. I design the diagnostic frameworks and governance structures that make technology, especially AI, produce measurable outcomes. It is the discipline this space is still missing, and it is why my AI work is anchored in two decades of operating reality rather than the hype cycle. What that looks like in practice: Translating tech to exec. At BlackBerry and TELUS, I turned complex technical and strategic data into clear narratives of value, risk, and opportunity. I did not just report metrics, I designed the ones that drove executive decisions. Governing real money and real risk. I governed a $40M program portfolio at TELUS and led the highest-stakes Government of Canada and Ontario contracts with zero late-delivery penalties, on a program that had failed to deliver for a decade before I took it on. Operating inside AI-driven companies. At BenchSci and Lookout, I built the governance, reliability, and delivery infrastructure that AI products depend on, giving me hands-on credibility in a field that has more enthusiasm than discipline. I am most useful to organizations that know AI matters but want someone who will define the problem before committing to the tool, or fix what a missing definition already broke. If that is the conversation you are having, it is the one I am built for. Enhanced Reliability clearance held for 10 years (lapsed Feb 2026, eligible to reinstate). Google Cloud and AWS AI certified.
Established the service management and governance foundation for a global Shared Services organization. - BRM & AI readiness: Built the inaugural Business Relationship Management capability from scratch, creating the executive governance structures through which technology and AI readiness roadmaps flow, establishing corporate alignment where none existed. - Enterprise governance: Converted an unstructured process environment into repeatable, governed workflows by designing and implementing ITIL-based governance frameworks from the ground up, creating the process maturity required for scalable automation. - Service delivery transformation: Led the pivot from a reactive IT function to a proactive Service Delivery Organization by establishing performance transparency and data-driven accountability, earning full buy-in from senior leadership.
Portfolio governance and delivery transformation across a $40M program portfolio. - Portfolio governance: Governed a $40M program portfolio by standardizing project management frameworks across the enterprise, reducing tool fragmentation by 96% and establishing a single source of truth for global initiatives. - Data-driven visibility: Delivered real-time performance visibility to senior stakeholders by designing automated dashboards and standardized KPIs, replacing fragmented manual reporting across the organization. - Delivery acceleration: Accelerated speed-to-market for high-priority strategic programs by redesigning end-to-end delivery methodologies with cross-functional leaders, stripping 30% of process overhead.
Strategic advisor and operational backbone inside a leading AI-powered biomedical research platform. - AI product delivery: Scaled engineering throughput by 25% by introducing cross-disciplinary delivery frameworks and best practices across AI product and engineering teams. - Executive enablement: Freed 20% of executive bandwidth for AI product roadmap development by serving as strategic deputy to the SVP of Engineering, owning end-to-end delivery of specialized initiatives. - Communication optimization: Reduced monthly program meeting volume by 83% while increasing transparency by re-engineering meeting cadence and reporting structures across the organization.
Service delivery and performance governance within a global AI-powered cybersecurity platform. - Incident response transformation: Reduced incident response times by 10%, invalid noise alerts by 25%, and platform overhead costs by 60% by leading the enterprise-wide migration of the incident response system across the global platform. - Strategic planning cadence: Increased project definition and status clarity by 15% by running the quarterly business planning process for the engineering organization, aligning engineering execution to corporate strategy each quarter. - ITSM data maturity: Improved ticket data quality by 80% and achieved 100% adoption of performance reporting by automating ITSM data collection, accelerating the shift to quantitative decision-making.
Reliability and governance foundation for an AI-powered cybersecurity platform. - Continuous improvement: Delivered a 15% increase in incident performance and 25% improvement in successful change execution by building and executing a Continuous Improvement roadmap for the engineering organization. - Incident command: Reduced Mean Time to Recovery by 25% by serving as primary Incident Lead for all high-severity (S1/S2) production events, minimizing customer exposure through structured crisis leadership. - Root cause accountability: Drove a 75% increase in correlation between production incidents and identified root causes by establishing the Weekly Production Retrospective series and supporting governance, eliminating recurring technical regressions.
Delivery governance for TELUS's highest-stakes Government of Canada and Ontario contracts. - Turnaround delivery: Delivered the first successful ITSM program in the Large & Complex Delivery portfolio, on a program that had failed for the previous decade, by architecting a Contract Decomposition methodology linking commercial agreements directly to technical execution with 100% requirements compliance. - Scope control: Reduced scope creep by 10% and accelerated delivery timelines by 20% by engineering a rigorous requirements-gathering framework for high-visibility government programs. - Stakeholder alignment: Reduced project overhead costs by 55% and improved customer satisfaction by 15% by institutionalizing a formal Requirements Sign-Off protocol for internal and external partners.
Enterprise and government program delivery within the Large & Complex Delivery portfolio. - High-stakes delivery: Delivered the Government of Ontario Network (GONet) ITSM toolset by meeting all contractual deadlines, protecting the organization from significant financial penalties and liquidated damages exposure. - Delivery model transformation: Reduced time-to-market and operating costs across all subsequent enterprise programs by re-engineering the delivery model for the business unit. - Public sector partnership: Measurably improved client satisfaction across multi-year delivery by cultivating and managing senior-level Government of Ontario stakeholder relationships and maintaining continuous alignment.