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

I competed often and attended training camps with some of the best swimmers in Canada, including Olympic athletes. Being around that level of commitment showed me what excellence looks like up close.

Swimming is often seen as an individual sport, but 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.

That project became the beginning of my professional life. For the next few years, I worked as an independent developer for clients in my hometown and eventually in the United States. I learned by doing, and learned that technology only matters when it creates practical value.

I also worked with entrepreneurs, explored web marketing, and traveled to industry events, learning what it means to operate where experimentation, execution, and results matter every day.

I was the technical lead, making technology choices and guiding developers. I was also client-facing, responsible for sales conversations, delivery expectations, hiring, and difficult management decisions.

Over time, I wanted larger systems, larger teams, and work with stronger governance and deeper organizational impact. So I sold my share of the company to my partner and moved on.

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.

I 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 using part of my compensation to build a remote development team that I could manage. That kept the company moving while keeping costs under control.

The startup eventually closed, but the experience confirmed that I can operate with ambiguity, make pragmatic decisions, and build momentum with the resources available.

Pool is deceptively difficult. It takes a tremendous amount of practice just to become reasonably good, and real mental strength. Like golf, you are alone with yourself: a few good shots can lift your confidence quickly, and a few weaker ones can bring it down just as fast. Pool taught me to manage emotion and reset after mistakes.

For the following 14 years, I worked as an independent consultant across major organizations in the public and private sectors, including government, telecommunications, insurance, and education.

The projects were often multi-year programs with large budgets, major teams, high visibility, strict governance, many stakeholders, and significant risk. I learned how to align people, structure decisions, manage uncertainty, and keep teams moving without losing sight of outcomes.

As an external consultant, you are often the last to join and the first to leave. That sharpened my ability to read a room, understand what matters, and adapt to each organization's culture, politics, and delivery reality.

After five years, we decided it was enough and sold three of the units. Our children were able to help in their own way, and it became more than a business activity. It was a family chapter.

Over the years, I have also explored woodworking, pizza making, crafting good beer, body language, and many other hobbies. I read multiple books per month, and I like discovering the hidden discipline behind activities that look simple from the outside.

Then I did what I have done since the beginning of my career: I learned by building. I now design and implement multi-agent solutions that help delivery teams produce structured work faster and more consistently. That means deciding how agents and subagents divide the work, configuring the instructions, tools, and guardrails they operate within, and making their output reliable enough for people to review and trust.

Tools alone rarely change how an organization works, so I have also invested in the leadership side of AI, earning the certifications above, and I keep training on agentic patterns such as subagent orchestration.

My background lets me move comfortably between business and technology. I work with executives, delivery teams, technical specialists, vendors, and stakeholders, translating complexity into decisions and decisions into action.

I keep learning, too: project management, change management, Lean Six Sigma, agile delivery, organizational design, and now AI-enabled ways of working. I am currently completing an MBA focused on leading innovation and change.

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.