I help teams get clear on where they're going and build enough trust to tell each other the truth. That's where people flourish and where results follow. For seventeen years I've done this work in businesses that needed to be built, fixed or steadied, and the measure I care about most is whether it still holds after I leave the room.
A few numbers I'm happy to be checked on.
EBITDA margin held at the branch I ran with full P&L, through the 2015–16 oil downturn.
Families housed across our Calgary portfolio, with vacancy under one percent since lease-up. I led the $2M equity raise and helped secure $10M in construction and CMHC financing.
Of enterprise quota, delivered through the middle of an acquisition integration.
Sold across oil and gas services, construction, enterprise SaaS and real estate, on relationships that last years, not quarters.
The discipline is organizational health, the body of work Patrick Lencioni mapped. I apply it everywhere I operate: in lending, in SaaS teams and in the buildings my partners and I own.
I read systems and rooms quickly: where trust is thin, where clarity broke down, and which meeting is lying to itself. The honest picture usually fits on one page.
Then I build what fixes it: clear roles, decision rights, scorecards and an operating rhythm that keeps holding long after the urgency fades.
And I move people. I'm wired to rally a room around a decision and keep the energy up while the change is still uncomfortable.
Seven validated assessments land on the same profile: judgment first, then the push to get people moving.
A 22-unit multi-family portfolio across three Calgary buildings. I led the $2M equity raise and investor relations through construction, helped secure $10M in construction and CMHC financing, then leased up all 22 units and brought the portfolio to stabilization. I also built the management software that runs it.
Reporting to the CEO, I led a full Salesforce implementation across every business unit. I now lead marketing and revenue operations, where I rebuilt the team's operating model after a key departure and designed the attribution to tie marketing to funded deals.
A commercial snow removal company I co-founded and ran: break-even in year one, $350K in first-year sales against a $200K target, and every receivable collected within terms. I handed it off, and it still runs today without me.
At Alta West, I automated how our social media and email marketing gets created and checked. Work that took four people a month now takes two people three days, and strict rules written by people and enforced by AI keep the voice human and the ideas creative. I also built the platform that runs our property portfolio and the briefing that starts my mornings. AI is extraordinary at amplification and terrible at judgment, so I use it to buy back hours, and I spend those hours on people.
Earlier: five years at Boxx Modular, from inside sales to branch manager with full P&L; enterprise sales at Salesforce through the Traction on Demand acquisition; and construction.
A truly healthy organization is built on deep trust. Not the kind that says I know you'll do the job. The kind that says I have your back, no matter what.
Most people find this page after a conversation or an introduction. If something here connects to what you're working on, write and tell me about it.
The email goes to me, and the reply comes from me.