Track record

Twenty years of programs that landed. The figures below are mine — the budgets I have managed, the work I have delivered, the savings I have negotiated. Where a number was a team’s, I have not claimed it.

Past programs & clients

  • RBC
  • McDonald’s
  • Scotiabank
  • Cineplex
  • London Life
  • Nuance
  • City of Toronto
  • Hydro One
  • 20+ years in senior IT leadership
  • $35M largest program supported — Toronto Fire Services
  • 600+ enterprise implementations delivered
  • 28% annual IT cost reduction in most recent CTO role

Selected programs

RBC’s 2016 Olympic ‘Send a Message’ application, delivered against a fixed launch date. McDonald’s Digital Drive-Thru, piloted across South America. Scotiabank’s nationwide branch deployment across 100+ locations. A $1.7M federally-regulated financial services mainframe program, brought from red to green in thirty days — with 21 onshore and offshore resources realigned in the process. Toronto Fire Services’ 911 systems — a citywide upgrade with a $35M envelope. And seven years as the sole technology executive at a Toronto-area chartered professional accounting firm.

Earlier work spans the full enterprise spectrum

Olympic-scale public-facing applications delivered against fixed launch dates. Digital drive-thru programs piloted across multiple countries. Nationwide bank branch deployments across 100+ locations. Multi-million-dollar program recovery — red-to-green inside 30 days on a $1.7M mainframe infrastructure program. Enterprise portfolio management at scale — up to 45 concurrent implementations, 600+ projects in three years across budgets from $25K to $4.2M. Full ERP migrations from legacy mainframes (AS/400) to PeopleSoft & Oracle for 700-user enterprise environments, designing nine remote networks along the way. Citywide emergency-services 911 systems within a $35M envelope.

Case study · anonymised

$1.7M mainframe programme — red to green in 30 days

Federally-regulated financial-services environment. Names withheld; the work is on the record.

The situation

A $1.7M mainframe-infrastructure programme inside a federally-regulated financial-services environment, running RED on cost, schedule, and stakeholder confidence. Twenty-one onshore and offshore resources, unclear ownership across vendor and internal teams, deliverables slipping every reporting cycle, and a steering committee that had stopped trusting the status report.

The brief

Bring the programme back to GREEN inside one reporting cycle — thirty days — without disturbing the regulatory posture or losing the team. The previous PM had left; the steering committee wanted a real plan or a cancellation recommendation.

What we did

  • Stood up a real schedule with named owners, fixed acceptance criteria, and a daily R/Y/G discipline
  • Re-aligned 21 onshore + offshore resources against a single backlog instead of three competing ones
  • Re-cut the steering deck to give executives one decision per week, not ten status updates
  • Tightened vendor governance — SLA breaches surfaced inside hours, not weeks
  • Designed a $250K secure production-access framework for the riskiest workstreams

The outcome

  • GREEN status reported at the 30-day steering meeting
  • Schedule slippage cut from weeks-per-cycle to zero
  • Programme delivered against the revised plan, on budget
  • Twenty-one-person team intact — no resignations during the rescue
  • Steering-committee confidence restored; the file came off the executive watch list

Names withheld for confidentiality. Specifics available under NDA where the engagement permits.

Coverage

  • Greater Toronto Area
  • Guelph
  • Kitchener & Waterloo
  • Cambridge
  • Hamilton
  • Southwestern Ontario
  • Remote across Canada

Bring the work to your business.

Twenty years of senior judgement, available on a fractional, project, or advisory basis.

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