Canada
I work in Professional Services and enterprise SaaS delivery, with a focus on portfolio-level execution — governing multiple concurrent client engagements, managing delivery health across accounts, and ensuring financial and operational performance holds up at scale. Most of my work lives at the intersection of client outcomes and delivery infrastructure. That means owning escalations, resetting expectations when delivery goes off-track, and building the governance structures that make predictability repeatable across teams; not just on one account. I've managed high-value client programs ($500K+ ARR accounts), led cross-functional remediation efforts, and built delivery frameworks adopted across teams. The pattern I keep returning to: delivery breaks down at the handoffs; between sales and execution, between teams, between contract intent and what actually gets built. Fixing that layer is where I spend most of my energy. I'm drawn to organizations where delivery is treated as a revenue-critical function, not a back-office one and where the expectation is portfolio accountability, not just project execution.