What Makes Me Different

I've run the big orgs — doubled engineering teams, managed across a 14-unit portfolio, made the hard headcount calls. I know that world from the inside, and I know how easily the CTO role drifts into calendar management: days full of 1:1s, KPIs dressed up as OKRs, optimizing for headcount instead of output. I spent years there. I deliberately went the other way. No direct reports, by choice — I stay embedded in the product and the technology, close to the customer, and I ship. I can do in weeks what teams have been stuck on for years — because I'm doing it, not delegating it.

Selected Track Record

• Minga — Rebuilt the engineering organization, doubled the team, and prepared the company for acquisition.
• Canada Drives — Cut engineering headcount by 50%, saved $7.5M annually, and increased team productivity 200%.
• Constellation Software — Portfolio CTO across 14 SaaS business units: technical due diligence, pre- and post-merger integration, and turnaround triage.
• Technicolor — Helped scale the business into the largest VFX company in the world.
• Bardel Entertainment — Grew the studio and prepared it for a successful sale.
• FNX Technologies — Co-founded and exited via acquisition by LFX Digital.

Right now I'm the hands-on CTPO modernizing a 35-year-old point-of-sale platform inside a vertical-market software holdco — in the code, talking to customers to validate the modernization, and getting them to help fund it.

On AI

AI has changed what's possible for legacy software. I use it to modernize products in a fraction of the time and cost it used to take — not to gut the team, but to make aging software competitive again and change the unit economics of building it. The businesses that win with AI use it to ship faster and serve customers better, not just to trim the budget. That's the work I do, hands-on.