Engineer by training · Developer by necessity · Builder by nature
Most organisations run on good people quietly working around processes that were never designed for the job at hand. I find those gaps and close them. Sometimes that means rebuilding the workflow that everyone had silently worked around for years. Sometimes it means building the software that didn't exist yet. I'm a licensed P.Eng. with an M.Sc. in Mechanical Engineering and a decade at the helm of complex, remote construction projects — and I've learned that the distance between how operations should work and how they actually work is almost always a systems breakdown. I build the systems that close that gap.
NorcanNexus · Freight Tracking & Bill of Lading Platform
A production web application conceived, built, and deployed solo — no IT support, no budget, no mandate. Identified a critical operational gap where construction materials lacked visibility from purchase order through to site delivery, then built the system to close it. Took a process that lived on paper and clipboards and turned it into a system that warehouse staff actually wanted to use.
$50M+ · 10+ Remote & Arctic Sites · Four Provinces & Territories
Remote construction projects fail for predictable reasons — logistics that weren't planned for, coordination that breaks down across distance, and not knowing that the cold can break anything. Over a decade leading complex projects across the subarctic and high arctic, I learned that the plan is just the starting point. No project goes according to it.
Good project management isn't about having the answers — it's about listening to the people doing the work and making their problems our problems. Whether that's a subcontractor stuck on a technical problem, a crew dealing with conditions nobody planned for, or an owner losing confidence in the schedule — the job is to stay in it with them. The projects that go well aren't the ones where nothing goes wrong. They're the ones where the team trusts each other enough to say so when something does.
Operational Workflow Design · Field Technology Adoption
When something goes wrong and the answer is "we will do better next time" — that's a system problem, not a people problem. My approach is to find where information stopped moving, where manual effort is substituting for a missing process, and where workflows were built for a simpler version of the operation.
In practice that means redesigning the workflows that were quietly failing, then building the tools and training to make the new process stick. In one case that looked like building a field reporting system from the ground up — developing hands-on training, building buy-in with site staff, and replacing paper-based gaps with consistent, accountable data giving project leadership visibility into operations happening hundreds of kilometres away.
If you have a complex problem where the standard answer isn't working, let's talk.