Clarity in the moments
that matter.

Took full P&L ownership of a global B2B2C recurring revenue platform with a 20 year legacy and a losing position against faster, more technically sophisticated competitors. I tripled annual revenue and took the platform past $100M.

The business ran on recurring revenue and we lived and died by MRR, NRR, CAC and LTV. Growth came from paid traffic acquisition programs I owned at the P&L level, which is a discipline of channel level cost per acquisition, payback period and cohort retention rather than of brand spend. A channel that delivered volume at an attractive headline cost and produced subscribers who churned in two months was a channel we shut down.

The largest share of my own time went to the payment processing side of the platform. My team managed approval rates, decline management, banking MID optimization, refunds and chargeback exposure, processor mix, international currency settlement, and international tax charges and settlement. In a subscription business at scale those are revenue levers, not administration. A few points of approval rate across a book that size is a material number, and it is invisible to anyone treating payments as plumbing.

Alongside that I restructured the organization around clear P&L accountability, redesigned the B2B2C experience, and built AI and ML infrastructure into the core of how the company operated rather than bolting it on. The mandate is complete.

Led brand modernization and integration strategy for a 50-person multinational team spanning three organizational cultures. Defined a clear integration direction, unified the performance framework, and reversed a post-merger performance decline, delivering early growth against a declining baseline.

Built an Android first mobile continuity platform from zero, letting people move between devices and operating systems without losing conversation history or workflow. We launched at SXSW in March 2014, roughly six months before Apple shipped Continuity with iOS 8 in September 2014, and unlike Apple we carried continuity across WhatsApp, Skype, Viber and Facebook Messenger, which Apple still doesn't support. I led product, go to market, funding, team and brand across nine years, including the pivot from B2C to B2B when the consumer economics stopped working. In 2014 we went through an acquisition process with Lenovo. It didn't close, and I learned more from that process than from anything that went smoothly.

Directed global brand and product marketing for the Learjet, Challenger and Global families, 11 aircraft brands, with a $25M annual budget supporting a division generating more than $5B in revenue, and a team of 10 direct and 30 to 40 indirect reports. Across seven years I built one method and was funded to run it three times, each at a larger scale than the last.

Designed the marketing and communications infrastructure for national space technology development programs including the $15M Space Technology Development Program and the $5M Earth Observation Application Development Program, and the Canada-ESA joint initiative. Translated deeply technical R&D into compelling narratives for industry, government, and the public.

Engaged full time on contract through DSA Productions, my new media consultancy, for which the Agency was the anchor client.

In the early days of new media, organizations knew they had to move and didn't know how. I built a consultancy to lead that transition: strategy first, then the build. Complete new media portfolios including CD ROM, custom software, web portals and podcasting, for clients including the Canadian Space Agency, BMG Multimedia and LXB Communications. It's the chapter where I learned to sell my own judgement rather than execute somebody else's, which is a different skill and a necessary one.

Before I ever ran a P&L, I helped build an organization from a licence application. The Niagara region sits between Toronto and Buffalo, one of the busiest radio spectrums on the continent and one of the hardest places to be granted a frequency. I worked with a team of four to lobby the university and the community, raise the capital, and build the federal application that won 103.7 FM. Then the same group secured a building, bought and built the broadcast tower, and put the station on the air. As Executive Program Director I ran daily programming operations with a staff that was almost entirely volunteer. As one of the few paid employees, I had no authority anyone was obliged to respect. I had to make people want to show up. CFBU still broadcasts today.