My executive leadership experience is defined by my ability to drive significant growth, optimize operations, and foster strategic excellence across diverse industries. I prioritize leveraging core strengths and converting risks into advantages, rather than seeking perfect choices. Using this perspective, I’ve built and scaled my own companies, guided global enterprises through crucial transitions, and provided invaluable counsel at the highest levels of governance. I have proven myself an exceptional strategist across industries, advising governments, Fortune 100 CEOs, entrepreneurs, and executives around the world.

Founder & CEO

Porter’s Management Group (PMG)

As the Founder & CEO of Porter’s Management Group, I began a local Toronto-based private consulting venture and grew it into a company operating around the world. Since its founding in 2018, PMG has expanded its reach to over a dozen countries, serving more than 100 businesses across three continents. My vision for PMG was to deliver exceptional value in a way that was aligned with my core values, quantified by an impressive 26x average client project ROI and significantly outperforming the industry average of 8x. This success stems from a focus on empowering business owners, enhancing client self-sufficiency, and navigating complex challenges with expertise.

My leadership has guided PMG from a single-person operation to a network of over 300 specialists, diversified across PMG’s core functional areas, supporting clients across technology, SaaS, private equity, hospitality, and more. Although I focus most of my effort on the organization overall, I still work hard to get involved in client consultations and have advised companies ranging from $200 million to $2.7 billion in annual revenue on challenges involving strategy, operations, automation,  customer experience, and portfolio development. My work has generated over $200 million in client value and includes other achievements, including a personal consultation ROI of 31x, leadership for teams of more than 350 and organizations of more than $1B, and innovations that are now used by globally recognized brands. My experience building PMG has helped build my capability to build and scale a successful enterprise and to continuously innovate on a global scale, building data-driven frameworks like the Sector Convergence Model and Business Value Unit model, that quantify efficiency and drive sustainable growth.

Managing Partner & Interim CEO

OneThought Technologies

My involvement with OneThought Technologies began as a long-term partner, evolving into a pivotal role as Managing Partner & Interim CEO in 2021. OneThought Tech, a business process outsourcing (BPO) firm, is dedicated to enhancing the sustainability and operational excellence of SMB tech companies. Recognizing its potential, I invested in the firm and began a project to transform its operations.

As Interim CEO, I led change management initiatives that reversed a three-year revenue decline, driving a substantial 40% year-over-year growth and a 50% expansion of the client base. My vision primarily centered on efforts to increase margins, restructure service offerings, and leverage automation to refine processes and improve operational efficiency. Ultimately, I began recruiting a permanent CEO to maintain our new portfolio of offerings and guide the company into its next phase of accelerated growth following my turnaround. Under my leadership, we restructured the organization, discontinuing non-strategic services, which resulted in a 35% reduction in administrative workload and a 13% increase in profitability. I also successfully expanded operations to the Philippines, cutting personnel costs by 33% and generating over $1.5 million in retained earnings. This tenure highlights my ability to step into an organization, stabilize it, and drive significant profitability and expansion. In 2025, I sold my portion of OneThought Tech as the company was purchased by a local entrepreneur.

Board Consultant & Advisory Board Member

Boardsi

My work as a Board Consultant & Advisory Board Member with Boardsi further solidifies my expertise in strategic leadership and governance. Boardsi connects leading executives with advisory and board opportunities, and in this role, I provided strategic counsel and industry insights to numerous boards and advisory boards across technology, finance, hospitality, and non-profit sectors.

My focus was on guiding these entities through complex challenges, helping them capitalize on emerging business opportunities, and measurably enhancing governance practices. I developed a reputation for delivering tangible results, building trust and credibility with client organizations, which led to invitations to join multiple boards and private equity groups post-consultation. My primary areas of consultation included board operations and governance, corporate modernization, acquisitions, and restructuring. This experience underscores my capacity to provide high-value advisory services, influence strategic decision-making, and foster collaborative excellence at the highest levels of organizational leadership.

My career in Operations Leadership is defined by a consistent drive to optimize processes, enhance efficiency, and deliver exceptional results across a diverse range of industries, including enterprise software, hospitality, and non-profit services. I excel at transforming operational landscapes, leading strategic initiatives, and building high-performing teams that consistently exceed targets. I believe that exceptional operations require building systems and workflows that are simultaneously efficient and resilient to change. I have a proven history of operational change management, financial control, and creating people-centric, high-value automated workflows that drive real value.

Chief Operating Officer

KMF

As Chief Operating Officer at KMF, I was instrumental in designing and implementing a complete organizational financial transformation. Joining the year before a looming deficit of more than 50%, my focus was on modernizing operations, reducing costs, and ensuring long-term sustainability. To support this turnaround, I created an entirely new financial and operational structure, supported by my Business Value Unit Model of enterprise architecture, and implemented data-driven workflow redesigns that reduced program delivery time by 75%.

Leveraging strategic automation and my propriatary frameworks, I reduced operating costs by nearly half without needing to reduce personnel hours. Simultaneously, I tripled our client-facing capacity through automation, the integration of AI into core services, and the creation of input-output-focused work units. My leadership also resulted in a remarkable 100% increase in client retention, with an industry-leading 4% annual churn rate, significantly outperforming the 30% industry average. I streamlined sales and marketing operations, halving client acquisition timelines and raising the average deal value by 30%. As part of my turnaround efforts, I recruited an entirely new group of directors across sales, marketing, technology, and client experience. My leadership not only improved and stabilized the organization but was foundational to its continued survival. I left the organization with a budget surplus, more than a year’s operating expenses in reserve, and a strategic plan to maintain growth over the next half-decade.

Executive Vice President of Customer Operations

Prestige1 Capital (Acquired by MCG Japan)

My tenure as Executive Vice President of Customer Operations at Prestige1 Capital refined my skills in high-level portfolio management, investment strategy, M&A integration, and large-scale customer-centric operations. After successfully navigating Canadian operations through the initial challenges of the pandemic as Managing Director of Canada, I was asked to take on the role of EVP of Customer Operations, guiding the firm’s portfolio strategy, integrations, unit operations, and customer experience across all Canadian and U.S. locations.

Throughout the COVID-19 pandemic, I led a strategic portfolio refinement, building a long-term vision and divesting misaligned locations. I also established an acquisitions analysis team that proactively identified, engaged, and pitched new acquisition targets, ultimately propelling the company’s portfolio growth by $200 million and facilitating the acquisition of over 70 new locations despite an industry-wide downturn. My operational expertise and input-output model of enterprise architecture also led to a 60% reduction in acquisition timelines by adapting SaaS-standard due diligence operations for the private equity industry. Beyond improving operational quality, I directed tens of millions in annual cost-savings efforts. I increased cross-functional efficiency by more than 30% by launching a work-unit-based operating model in partnership with the COO, CMO, and EVP of Business Operations, with a focus on productivity and scalability to support our rapidly expanding portfolio. Aligning with my people-centric beliefs, I focused on reducing in-unit turnover through communications platforms, management training, and a respect-based operating culture. These efforts were very successful, outperforming industry turnover averages by up to 70% across units and saving millions in turnover, lost productivity, and recruitment costs.

Managing Director, Canada

Prestige1 Capital

As the Managing Director, Canada, at Prestige1 Capital, I was responsible for the P&L performance of a portfolio of 80 locations across Canada, overseeing regional managers and guiding customer experiences for the country. Joining in 2019, I was faced with the challenge of maintaining profitability and driving growth throughout the unprecedented challenges of the COVID-19 pandemic. My leadership was defined by pandemic-induced restructuring, including converting hotel properties into long-term rental spaces and business service hubs, negotiating contracts with provinces to use restaurant and hotel facilities as quarantine locations and service centers, and creating long-term apartment-style rentals in downtown hotel properties to maintain occupancy and mitigate short-term revenue losses.

Under my direction, Canadian Operations maintained significantly higher P&L and year-over-year growth than the industry, remaining profitable throughout the pandemic and being the only market for P1C to grow during this period. During this same period, I created a new ghost-kitchen service, generating a new B2B revenue stream that brought in $12 million in the first year by enabling local business owners to leverage Prestige1’s infrastructure during seasonal downturns. Finally, a first for the industry, by leveraging technology to collect data on real-time customer experience insights, I built data-backed operating frameworks, increasing customer average order value by 28% and CSAT by 13%. This demonstrated success paved the way for my promotion to EVP of Customer Operations.

Vice President of Technical Operations

Trilogy Software

After my successes as VP of Customer Support and Operations at one Trilogy Software business unit, I was invited by the COO of ESW Capital’s largest business unit to join them as VP of Technical Operations & Customer Experience—a role that was created specifically to leverage my expertise in customer journey management and innovative business strategies, overseeing a portfolio of over $250 million in revenue and more than 40 products. I was given one objective: create an exceptional customer experience. To this end, I directly oversaw Customer Support, Customer Success, Professional Services, and Account Management, and established a specialized Technical Escalations team. I also provided expertise and support to all other teams to resolve customer problems, maintain renewals, and grow revenue.

I quickly redesigned the support experience, building a unified customer portal, decreasing support touch-rates and resolution time, and refocusing customer success efforts on multi-product contracts to increase customer stickiness. By integrating AI, automating workflows, and reengineering workflow architecture, I improved SLA attainment from 82% to 96% within six months and reduced ticket resolution times by 60%. I also proposed and directed a strategic insourcing initiative for key product functions, reducing monthly operational expenses by as much as $90K per product. My leadership in architecting a new enterprise framework involved creating a new Technical Escalations team. Ultimately, this team reported directly to me and was responsible for reducing Sev-1 latency and time-to-resolution by stepping in to resolve customer challenges in the moment and building systems that allow them to be resolved in the future. As part of this effort, I invested in building autonomous escalation procedures, integrating real-time VOC feedback, and refining triage paths.

Vice President of Operations

Trilogy Software

Although I initially joined Trilogy as VP of Customer Support at their central business unit, I quickly took on a new role as VP of Operations for a number of subsidiaries, directing and supporting their central operations. While this continued to include customer support, this expanded to finance, infrastructure, knowledge management, and platform operations.

In this role, I rapidly achieved success as both an operationalist and customer experience executive, consistently improving quality and reducing costs. In particular, I directed three enterprise-wide initiatives: a total overhaul of all new-hire training and onboarding materials, a comprehensive cost-reduction effort, and a centralization effort across subsidiaries. My redesigned new-hire onboarding material focused on core skills, self-service capacity, and continuous training, incorporating functional capacity-building into CSM feedback responsibilities and designing a masterclass-style system for agent development. These efforts allowed me to nearly double new-hire first-month metrics and reduce time-to-value. My cost reduction efforts were even more successful, with this project collectively saving $60 million annually by eliminating low-value personnel efforts and automating business functions. Finally, my centralization effort was meant to reduce overall variability of services provided and reduce costs by cross-training personnel on multiple products. This centralization effort allowed some business units to reduce specialized team costs by as much as 70% and overall overhead by $18 million annually.

My expertise in Customer Experience Leadership is built on a foundation of transforming customer interactions into powerful drivers of growth, retention, and operational efficiency. I have a proven track record of designing and executing customer-centric strategies, leading large global teams, and leveraging technology to deliver exceptional service that drives meaningful business growth. I believe the root of a world-class customer experience is creating interactions that feel genuine, transparent, respectful, and that deliver value for customers.

Executive Vice President of Customer Operations

Prestige1 Capital (Acquired by MCG Japan)

During my time as Executive Vice President of Customer Operations at Prestige1 Capital, I was responsible for more than just overseeing a portfolio of hospitality and restaurant locations; I was instrumental in defining and implementing a unified, end-to-end customer experience across the entire portfolio of more than 130 locations. I led portfolio strategy, post-acquisition integrations, and in-unit operations, ensuring every location was aligned with my commitment to customer-centricity and that this customer-centricity delivered tangible commercial value.

My leadership resulted in a 22% increase in per-customer value by redesigning customer journeys to favor autonomy within unit-level management teams, embedding agile methodologies in regional operations, and streamlining lifecycle touchpoints. As I have done throughout my career, I worked to achieve more with fewer resources, saving over $1.7 million annually and creating a 43x project ROI by implementing a work-unit-based operating model focused on improving customer-centric internal SLAs. My efforts during this period also resulted in a 70% decrease in employee turnover, saving millions annually in reduced productivity losses and recruitment costs, reinforcing my belief that a people-first culture is essential to delivering an exceptional customer experience.

Vice President of Customer Experience

Trilogy Software

As the VP of Customer Experience at Trilogy’s largest subsidiary, I was responsible for creating an exceptional customer experience, ultimately responsible for the design and functioning of the customer journey for a portfolio of more than 40 products and $250 million in revenue. In this role, I led Customer Support, Customer Success, Account Management, Professional Services, alongside a newly created Technical Escalations team, focusing on unifying these functions to create a seamless experience.

My input into these functions was transformative. By integrating AI, automations, and reengineering our workflow architecture, my teams managed to reduce ticket resolution time by 60% by implementing cross-functional work-unit architecture tied to input-output metrics, reducing Sev-1 latency by 40%+ by building autonomous escalation procedures, integrating real-time VOC feedback, and refining triage paths. I also elevated SLA attainment from 82% to a remarkable 96% within six months. My leadership in this role was dedicated to building a comprehensive customer experience for the portfolio, blending my customer-first approach and operational expertise into a position that delivered improvements portfolio-wide.

Vice President of Customer Success

Trilogy Software

As VP of Customer Success at Trilogy, I was responsible for an enterprise software portfolio tailored for small to medium-sized businesses. This role, held concurrently with my position as VP of Customer Experience at a different business unit, was focused on driving commercial value for Trilogy’s SMB portfolio through customer success, professional services, and channel support functions.

My work centered on aligning all internal functions, from product management to engineering, with delivering tangible customer value. Using predictive analytics and data-driven strategies, I developed innovative approaches that elevated customer interactions, leading to a 30% rise in customer self-service and a 40% decrease in resolution time across our SaaS products, and a 14% decrease in resolution time for our on-premise products. I successfully reduced ticket volume by 8% by expanding self-service tools and knowledge paths, directly addressing common voice-of-the-customer (VOC) themes. My leadership in aligning the product roadmap with customer insights directly contributed to securing $3.2 million in retained earnings and generated more than $11 million in new professional services revenue in the first year alone. I pioneered the integration of AI-powered chatbots before AI became mainstream and built a professional services delivery approach that improved customer satisfaction by 25% and enhanced customer retention by 12%. This role was not just about my ability to build exceptional customer experiences, but also to convert those experiences into commercial value and use customer insights to influence product development lifecycles.

Vice President of Customer Support & Head of Training and Development

Trilogy Software

As VP of Customer Support at Trilogy, I led customer support for a portfolio of over 60 products, supporting more than $1.2 billion in annual revenue. My core initiatives focused on restructuring the customer support department, which included introducing multi-product support agent roles and enhancing collaboration between support, development, and infrastructure teams. This resulted in a doubling of key performance indicators (KPIs), including CSAT and First Contact Resolution (FCR). Core to this objective, I implemented a unified knowledge portal and invested heavily in agent self-service systems. The eventual business goal was that agents wouldn’t need to be experts in all products, systems, and underlying technologies, but that they’d be able to access that knowledge when required, helping streamline training and affording us the ability to rapidly re-skill agents as required across products and business units.

Shortly after beginning as VP of Customer Support, I took on a concurrent role as Head of Training and Development. In this position, I championed a people-first approach by overhauling the existing training program with a focus on foundational skills, providing agents with the expertise they needed to be experts at providing support, with product specifics being secondary. This new, streamlined program was 50% shorter but more than doubled first-month metrics for new hires, significantly reducing time-to-value and creating a standardized, scalable approach to training. This comprehensive strategy not only improved customer satisfaction but also led to a reduction in staff turnover of almost 30%, saving over $4.5 million across the portfolio.

Director of Customer Support

Kraken Digital Asset Exchange

At Kraken, I led a global team of over 300 professionals across Customer Support, Customer Success, and Account Management. My focus was on elevating the customer experience in a highly regulated and rapidly evolving industry, with a particular focus on increasing trust for ultra-high-volume traders. I was a key leader behind the redesign of customer data policies in partnership with legal in response to the European Union’s newly passed GDPR, ensuring seamless adaptation, maintaining regulatory compliance, and building trust with customers.

Under my leadership, customer satisfaction (CSAT) increased by over 20% within the first year. I spearheaded the creation of a robust knowledge base as well as Kraken’s first omnichannel support experiences, beginning with chat support. These experiences and newly introduced contact options significantly improved the customer experience while simultaneously simplifying support operations. Through an early certification of GDPR compliance, an expanded suite of support options, and a unique support experience for ultra-high-volume traders, I oversaw a 20%+ increase in customer lifetime value (CLV), helping to prove my belief that sustainable commercial value is a symptom of creating an exceptional customer experience.

My expertise in Consulting Leadership is defined by my commitment to strategic problem-solving and a core ideology that rejects the status quo. I have built a successful consulting firm, provided white-label services on behalf of global brands, and advised a diverse range of companies. I am uncomfortable with accepting things as “good enough” simply because an industry accepts them as such. From global enterprises to small businesses, I have built a career on solving complex, multi-directional challenges, providing thought leadership across functional areas, and building innovative methodologies used by organizations around the world.

Founder & CEO

Porter’s Management Group

As the Founder and CEO of Porter’s Management Group, I transformed an independent consulting practice into a global firm managing over 100 businesses across three continents. My journey with PMG began by providing private consulting services to hotels and restaurants in Toronto, before expanding to meet growing demand. As my reputation grew, I expanded the firm by bringing on trusted colleagues, ultimately creating a dynamic network of over 300 specialists.

PMG’s success is rooted in its client-focused approach and commitment to delivering tangible, hands-on results. We specialize in six core functional areas including Strategy & Operations, People & Organizations, Mergers & Acquisitions, Customer Experience, Branding & Marketing, and BPO & Fractional Talent. Across all functional areas, we have developed a reputation for driving tangible value. Under my leadership, PMG has outperformed the consulting industry and the ‘big-four’ firms, in particular, delivering an industry-leading average project ROI of 26x for our clients compared to an industry standard of 8x. Through impactful white-label partnerships, our data-driven approach, and my belief in quality-first work, I’ve led PMG in supporting clients across industries and continents, from hospitality to private equity, and have built an organization with a reputation as a leader in the consulting space.

Business Consultant

GLG Research & AlphaSights

I have served as a trusted Business Consultant for both GLG Research and AlphaSights, two of the world’s leading knowledge-on-demand platforms. In these roles, I’ve provided nuanced guidance and expertise to a wide array of companies, helping them make key decisions across essential business functions. My consultations have covered a broad range of topics, including:

• Operations: Cross-border operations, distributed and remote-first workforce management, regional differences, and logistics.

• Technology: SaaS, FinTech, EdTech, and GovTech operations, with a focus on building high-value, commercially viable systems, compliance, and product management.

• Customer Experience: Crafting exceptional customer experiences through agent quality, automation, predictive modeling, and AI integration into customer experiences.

• Strategy: Making market entrance, product management, or investment strategy decisions that minimize risk, deliver portfolio value, and maximize returns.

I’ve been instrumental in guiding dozens of clients through complex challenges, offering targeted, innovative, and real-world solutions. My experience at GLG and AlphaSights has helped me expand my ability to strategize and operationalize with very limited information, synthesizing insights from diverse sectors and applying them to solve business problems and respond to changing market forces. I have helped companies mitigate risk, optimize product portfolios, make investments, expand into new markets, and enhance their customer-centric business philosophies.

Consulting Board Member

Boardsi

As a Consulting Board Member with Boardsi, I extended my strategic insights and industry expertise to numerous boards and advisory boards. My role primarily involved providing expert input to help guide these entities through challenges and help them capitalize on new opportunities. Leveraging my multi-industry viewpoint, proprietary methodologies including the sector convergence, business value unit, and input-output models, and my functional expertise cultivated across various industries, my approach was highly sought after, and my contributions were recognized with invitations to join multiple boards and private equity groups. This experience not only helped me familiarize myself with the highest levels of corporate governance but also expanded my ability to provide high-level strategic counsel as a designer and strategist, not just as an implementer.

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