Calgary, Alberta, Canada
I have a bit of a thing for complexity. Not complexity for its own sake — but the kind that shows up when organizations are trying to figure out what they actually are, where they're going, and how to get there with the people and systems they have. That's where I do my best work. My career has taken me from macro-financial research, to strategy work at a credit union — where I helped shape everything from Board-level planning frameworks to enterprise scorecards — to TELUS, where I've been working at the intersection of digital talent strategy and CIO organizational planning. What ties it all together: I like being in the room where the hard questions get asked. I like building the frameworks that help senior leaders cut through the noise. And I like making sure the answer doesn't just sit in a deck — it actually lands. When I'm not doing that, you'll find me somewhere in the mountains — skiing, biking, or convincing myself that learning to paraglide to fill time during the covid lockdown was a perfectly reasonable idea.
Returned from leave into the CIO Strategy & Enablement team, sitting at the centre of the CIO organization's most pressing strategic priorities. I'm currently working across three workstreams: facilitating VP-level discussions on workforce transformation in the age of AI, contributing to the 2026 Strat Check with a focus on enterprise-wide friction from fragmented systems, and managing the Enterprise Software & Cloud Optimization program to identify cost savings across the CIO technology stack. Early days — but the problems are exactly the kind I came here for.
An adventure so nice we did it twice. Fully occupied with two little humans who had strong opinions, questionable communication skills, and no concept of a reasonable schedule. Parental leave Oct 2023-May 2024 and Mar 2025-April 2026
Joined TELUS to help build the digital talent strategy function from the ground up — a newly formed team with a mandate to ensure the CIO organization had the right people, skills, and operating models to lead a technology transformation. My work centred on giving the CIO leadership team the tools to have smarter, more informed talent conversations. That meant building the infrastructure for a quarterly Talent Forum (bringing together CIO VPs and the Chief of the business unit for regular, evidence-based talent reviews), designing the CIO Workforce Profile (a data view that surfaced pipeline health, key gaps, and risks in a format executives could actually use), and developing a Talent Measurement Framework that moved the conversation beyond traditional metrics like engagement and retention toward more forward-looking indicators like talent mobility and mix. The through-line in all of it: translating complex workforce data into clear narratives that helped senior leaders make better decisions.
When my leader moved on to a new challenge, I stepped into the Director role — earlier than expected, and with some genuinely large shoes to fill (less a confident leap, more a determined step forward.) I got to be part of an exciting journey as we built out the Enterprise Strategy Function. Everything from strategy research and corporate planning, to corporate scorecards, senior leadership team coordination, incident response management, member advocacy, in-house legal counsel, vendor oversight and curation, and bylaws & governance effectiveness. In this role I owned the enterprise strategy function: the planning frameworks and governance rhythms that kept the Board and Senior Management Team aligned, the annual business planning process, and the evolution of how the organization measured and tracked its performance. The highlight: co-leading a 5-month strategy refresh alongside PwC, working directly with the Board and incoming Senior Management Team to set a multi-year direction for the organization.
This was my first foray in people management. Luckily, I was supported by some amazing leaders that really helped pave the path (and hopefully saved me from being an ogre of a manager). I continued to do all the fun Strategy work, but got to combine it with the power of the Research team. This team really dug into building deeper understanding about our members (at a credit union you're a member not a customer!) - building out our Voice of the Member program and introducing new tools like our NPS and brand surveys, member panel, and key transaction surveys.
It all starts with research - on everything from industry trends, the competitive landscape, and market dynamics to scorecard management, disruptive innovations, and line of business growth opportunities. All this research would inevitably end in a writing mission. Business cases, recommendations to senior management, strategic plans, annual business plans - you name it. I have even been known to use a fancy nom de plume when writing Management's Recommendations to the Board of Directors. There was also the opportunity to work with, and present to, the Executive Leadership Team, be a resource to the Board of Directors, facilitate planning sessions with senior leaders across the organization, collaborate with third-party partners to conduct member research, and develop strategic project prioritization frameworks for our project management team. When I wasn't at my desk wistfully staring into the sky contemplating strategic alignment, I kept myself busy as Chair the Young Leader Committee.
This was my 'I want to be an economist' phase - I was a bit disillusioned post-graduation, but we all have those moments of grandeur, right? At the time I just couldn't get enough database management, coding, statistical analysis, and development of macro-financial indicators. Here is what I learned about working at a start-up: you do a little bit of everything. These five years were filled with macro-economic research, working hand-in-hand with senior partners across the Montreal, New York, and London offices, building the company's central database, developing publishing standards, and a whole lot of copy editing (yes, I love the Oxford comma). It was during this time I had my first attempt at Grad school. I enrolled in the Maîtrise en sciences économiques (Masters of Economics for the non-french) at l'Université de Montréal. A short 8 weeks in I realized my mistake and promptly withdrew. While I still love - and voraciously read - The Economist, I have seen the light and no longer actually want to be an economist.