I've been the executive. The consultant. The strategist. The operator. The client. The builder.

I've worked B2B and B2C. With early-stage companies and global organizations. In highly regulated industries and categories being reinvented in real time.

That means I rarely see a problem through only one lens.

A marketing problem may actually be a commercial problem.

A sales problem may begin with the customer proposition.

A brand problem may be an organizational problem.

The most consequential business problems rarely belong to one department.

They live at the intersection of business, brand, commercial strategy, customer, organization and execution.

That's where I do my best work.

Some careers follow a straight line. Mine gave me a much better view.

I've worked with and for organizations including IBM, Sanofi, British American Tobacco, Coca-Cola, Procter & Gamble, Walmart, Costco, Essilor, Sony Music, Universal Music and Bank of Montreal, alongside entrepreneurial businesses and emerging brands where the challenge wasn't protecting an established position, it was creating one.

My work has also taken me well beyond North America.

I've consulted with government and regulatory organizations, including the Malaysian Ministry of Health and Korean regulatory authorities, and provided education to medical and government professionals across Thailand, Korea, Malaysia, Jamaica and South Africa.

Those experiences fundamentally changed the way I think about strategy.

Culture changes context. Working internationally has taught me to recognize patterns without assuming that what worked somewhere else will work here.

Industries changed. Markets changed. Job titles changed. Strategy didn't.

I've launched products and brands. Entered new markets. Built sales and commercial programs. Developed partnership platforms. Created learning systems. Trained organizations. Helped businesses navigate regulation, changing consumer behaviour and category disruption. But the work I've always found most interesting happens before all of that. It's the moment when someone has to decide:

What are we really trying to solve?

What has changed that we haven't responded to yet?

Where should we place the next bet?

What are we assuming that may no longer be true?

What aren't we asking?

Because execution can only be as good as the thinking that precedes it.

That's ultimately what led to The Question Before the Strategy™.

I've spoken at more than 40 conferences and organizations, with appearances and engagements including Oxford University, Ivey Business School and Loblaw.

My perspectives have appeared in media including Forbes, Medium and the Montreal Gazette.

I was recognized among the Top 100 Canadian Professionals in 2020 and nominated for Consultant of the Year in 2021.

I've trained teams at organizations including IBM and Ogilvy & Mather.

I've advised in boardrooms, worked with governments, helped navigate some of the world's most tightly regulated industries and contributed to work that has generated significant commercial results.

And yes, somewhere along the way, there were gold records.

That range isn't incidental to the work I do today.

It's the reason I see things differently.

One of the parts of my career I'm particularly proud of has little to do with commercial growth.

In 2019, I co-founded the Cannabis Education Guild, a social-impact education platform. Through work with Thailand's Labour Protection Network, the initiative has helped educate communities about risks associated with cannabis cultivation and production, including labour protection and potential signs of exploitation.

It reinforced something I've believed throughout my career:

What a business builds matters. So does how it builds it.