About

I have never been interested in strategy that only looks good on paper.

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What has always interested me is what happens next — how an idea moves through an organization, how people make sense of it, how teams respond to it, how leaders create the conditions for it, and whether the system is actually designed to make it real.

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That has been the thread through my entire career.

I began in technical project environments, where I saw how much success depended not only on plans, budgets and delivery milestones, but on people, decisions, relationships and ways of working. From there, I moved into the fast-moving world of Silicon Valley, where I worked on business design, innovation programs and multi-company transformation initiatives.

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Silicon Valley taught me a lesson that has shaped everything I have done since: the hardest part of innovation is rarely the idea itself. The harder work is helping an organization understand it, want it, organize around it and build the capability to act on it.

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That realization pulled me deeper into strategy, organization design, operating models and behavioural dynamics.

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When I returned to Canada, I launched my own innovation strategy firm, working with organizations including Nestlé, TELUS, Manulife, Canadian Tire and The Globe and Mail. I helped leaders explore new opportunities, design new ways of working, develop innovation programs and build teams around emerging ideas.

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Today, I bring that same lens to large-scale transformation and infrastructure environments. At AECOM, I founded and scaled the Strategy+ practice in Canada, building a team focused on strategy, business transformation, organization design, governance, digital transformation, change and team effectiveness.

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What started as a one-person idea grew into a national consulting practice helping clients navigate some of their most complex organizational and delivery challenges.

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Across my work, I have seen the same pattern again and again.

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Organizations are often clear about what they want to achieve. They want to grow. Transform. Modernize. Integrate. Deliver better outcomes. Build new capabilities. Become more efficient, more adaptive, more human, more innovative.

But ambition alone is not enough.The operating reality has to support it.

That is where I help.

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I work with leaders to align strategy, structure, governance, behaviours, decisions and delivery. I help organizations see the system they are operating in, identify what is getting in the way, and design practical ways to move forward.

My work is part strategist, part organization designer, part change leader and part translator between ambition and execution.

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The common thread is simple: I help organizations make change work in the real world.