I have always been drawn to things that are harder than they look.

Different chapters, same pattern: curiosity, commitment, repetition, humility, and the occasional reminder that confidence is useful, but practice usually wins.

This page is the fuller version of my story. It includes the professional path that shaped my work and the personal experiences that shaped my character. Together, they explain how I came to value structure, perseverance, humor, teamwork, and clear thinking.

Professional Story

This is the professional side of the story: how technology, entrepreneurship, advisory work, leadership, and AI became different expressions of the same habit of learning my way into complexity.

Learning By Building

My career started before I had a formal title, a business plan, or even much experience.

I was part of a swimming club, and one of the parents needed a website for his company. People knew I was "the computer guy," so he asked if I was interested. I said yes, quoted him $2,000, and then immediately went to buy two books: one on databases and one on coding.

I had two months to deliver. I spent the first month learning and the second month building. That first project taught me something that has stayed with me ever since: when the objective is clear and the stakes are real, I can learn fast, adapt, and deliver.

When the objective is clear and the stakes are real, I can learn fast, adapt, and deliver.

That project became the beginning of my professional life.

For the next few years, I worked as an independent developer, serving clients in my hometown and eventually in the United States. I learned by doing: building websites, solving business problems, supporting clients, and understanding that technology only matters when it creates practical value.

Those early years also exposed me to the intensity of digital business. I worked with entrepreneurs, explored web marketing, traveled to industry events, and learned what it meant to operate in fast-moving environments where experimentation, execution, and results mattered every day.

Building A Real Organization

As my client base grew, the work became too much for one person. I brought in a friend, and soon after, we founded a company together. I led that company as it grew to 13 employees, specializing in web development, digital marketing, and custom software for small and medium-sized businesses.

That period shaped me deeply. I was the technical lead, the person making technology choices, guiding developers, and ensuring our solutions worked. I was also client-facing, responsible for sales conversations, delivery expectations, team leadership, hiring, and difficult management decisions.

It was no longer just about writing code. It was about building a real organization.

Over time, I became increasingly interested in larger systems, larger teams, and more complex technology environments. I wanted to move beyond small business projects and work on initiatives with broader scope, stronger governance, and deeper organizational impact. So I sold my share of the company to my partner and moved on.

Startup Ambiguity

Around that time, I was preparing to join a consulting firm when a friend reached out. He was on the board of a startup that had just raised seed funding and needed a CTO. I joined the company and stepped into a very different challenge: helping young founders turn ambition into execution.

The startup environment was imperfect, intense, and full of lessons. I had expected to lead a technical team, but quickly found myself as the only technology person in the company. Rather than wait for ideal conditions, I proposed a different approach: use part of my compensation to build a remote development team that I could manage. That decision allowed the company to move forward while keeping costs under control.

The startup eventually closed, but the experience reinforced an important part of how I work: I do not need perfect structures to create progress. I can operate with ambiguity, make pragmatic decisions, and build momentum with the resources available.

I do not need perfect structures to create progress.

Advisory Work And Complex Change

After that, I joined a consulting firm. I deliberately chose one that was not primarily technical. The firm specialized in project management, management consulting, and strategic consulting. That was exactly what I wanted. I had already built strong technical foundations; now I wanted to develop as a leader, project manager, and advisor.

That move opened the next chapter of my career.

For the following 14 years, I worked as an independent consultant across major organizations, moving from client to client, building a strong professional network, and contributing to large-scale initiatives with high-performing teams. I worked in both the public and private sectors, across industries including government, telecommunications, insurance, and education.

The projects were often complex: multi-year programs, large budgets, major teams, high visibility, strict governance, multiple stakeholders, significant risk, and demanding compliance environments. I learned how to navigate complexity without losing sight of outcomes. I learned how to align people, structure decisions, manage uncertainty, and keep teams moving.

Independent consulting also taught me resilience. As an external consultant, you are often the last to join and the first to leave. You have to earn trust quickly, create value fast, and adapt to each organization's culture, politics, and delivery reality. That experience sharpened my ability to read a room, understand what matters, and contribute where the pressure is highest.

Eventually, I decided it was time to join a larger team again. I wanted peers, structure, and an environment that would challenge me to keep growing. I joined CGI, a large international consulting firm, as Director, Consulting Services, where I now lead a team of 15 consultants.

Today, I bring together several professional identities: entrepreneur, technologist, project leader, strategic consultant, and people leader.

My background allows me to move comfortably between business and technology. I understand the details, but I do not get lost in them. I can work with executives, delivery teams, technical specialists, vendors, and stakeholders, translating complexity into decisions and decisions into action.

AI As A Thinking Partner

More recently, artificial intelligence has become an important part of how I learn, think, and work. My interest started with generative AI as a way to understand new topics faster, accelerate research, and improve the quality of my thinking. That interest quickly expanded into AI agents and, now, agentic AI.

AI has become both a personal and professional operating system for me. I use it to speed up and strengthen work such as project charters, project plans, problem solving, strategic analysis, decision preparation, option evaluation, and stakeholder communication. I have also developed multiple specialized agents that help me stay focused, structure arguments, challenge assumptions, and test my own beliefs before bringing ideas into a team or executive discussion.

For me, AI is not a shortcut around judgment. It is a force multiplier for better judgment. It helps me move faster, explore more angles, and arrive better prepared, while still relying on human experience, context, ethics, and leadership to make the final call.

The Value I Try To Bring

I am also an avid learner. Over the years, I have invested heavily in developing my capabilities in project management, change management, Lean Six Sigma, agile delivery, leadership, organizational design, innovation, and now AI-enabled ways of working. I am currently completing an MBA focused on leading innovation and change, which reflects the direction I continue to pursue: helping organizations transform ideas into real, sustainable progress.

People who work with me often say I bring energy, pragmatism, and clarity. I enjoy serious work, but I believe work can also be human and enjoyable. I do not hesitate to lead when leadership is needed, and I am comfortable making decisions when a team needs direction.

At the core, my value is simple: I help people and organizations move forward through complexity.

I bring structure without bureaucracy, leadership without ego, technical depth without getting trapped in the details, and a strong belief that the future of work belongs to people who can combine human judgment with intelligent tools.

Personal Story

This is the human side of the story: the activities, people, habits, and commitments that shaped how I show up when the work gets difficult.

Roots And Curiosity

I am the oldest of three brothers, and I grew up in a small town on the south shore of Quebec City. I had a happy childhood, shaped by time spent playing outside, summers at camp, and the chance to discover many different activities.

Looking back, I think that variety mattered. It gave me curiosity early. It taught me that trying new things is one of the best ways to understand yourself.

Discipline In The Pool

I started swimming around the age of 12 and later joined a sports-study swimming program in high school. I quickly fell in love with training as part of a team. For more than 10 years, I trained seriously and consistently, often nine practices per week, 11 months a year, and sometimes even more.

Swimming taught me discipline in a very concrete way. You do not improve because you feel motivated once in a while. You improve because you show up, repeat the work, listen, adjust, and keep going. I had the chance to compete often and attend training camps with some of the best swimmers in Canada, including Olympic athletes. Being around that level of commitment taught me what excellence looks like up close.

Those years also taught me perseverance and the importance of people. Even though swimming is often seen as an individual sport, I experienced it through a team. The friendships built during those years are still part of my life more than 30 years later. That says a lot about what shared effort can create.

Progress takes patience. Skill takes practice. Teams matter. Mindset matters.

Teamwork In Motion

Later, ultimate frisbee became my passion for more than five years. It was a very different sport. Swimming had taught me discipline and personal accountability; frisbee taught me teamwork in motion.

In frisbee, you have to read the field, understand where people are going, communicate quickly, trust others, and make decisions under pressure. It gave me a deeper appreciation for collaboration, timing, and collective intelligence. A strong team is not only made of strong individuals. It is made of people who see the game together.

The Mental Game

Eventually, I moved away from frisbee and started playing pool. For the past 15 years, I have played in leagues and tournaments, with a lot of pleasure and frustration along the way.

Pool is deceptively difficult. It takes a tremendous amount of practice just to become reasonably good. It also requires real mental strength. Like golf, you are alone with yourself. A few good shots can make your confidence rise quickly; a few weaker shots can bring your morale down just as fast. Pool taught me to manage emotion, reset after mistakes, and focus on the next decision instead of staying trapped in the last one.

Family, Experiments, And Learning

Around the time Covid struck, my wife and I decided to enter the short-term rental business and bought four units. It became a meaningful experience for us. We had to manage customer satisfaction, operations, partnerships, maintenance, expectations, and the reality of running something very concrete outside our usual routines.

After five years, we decided it was enough and sold three of the units. I am grateful we had the experience, and I am also grateful that our children were able to help in their own way. It became more than a business activity. It was a family chapter, and it taught us a lot about responsibility, service, and knowing when to move on.

Over the years, I have also explored many hobbies: woodworking, pizza making, crafting good beer, body language, and many others. I am an avid reader and learner. I read multiple books per month and constantly look for new topics and skills to understand.

That curiosity is a major part of who I am. I like learning how things work. I like practicing until I improve. I like discovering the hidden discipline behind activities that may look simple from the outside.

Across all these experiences, I see a common thread: commitment.

Whether it is swimming, frisbee, pool, entrepreneurship, hobbies, or family life, the same lessons keep showing up. Progress takes patience. Skill takes practice. Teams matter. Mindset matters. You need enough humility to keep learning and enough perseverance to keep going when it gets difficult.

I share my life with an extraordinary woman and four children, each unique and extraordinary in their own way. They are the most important part of my life. They keep me grounded, challenge me, and remind me that becoming a better person is not only about discipline and achievement. It is also about presence, patience, generosity, and love.