Primary work now
Inside the system, close to care.
I lead analytics, healthcare informatics and applied AI for acute-care pediatrics in Alberta, connecting clinical and operating questions to evidence, tools, governance and durable ways of working.
Selected work
What changed after the work became visible.
Across pediatric care, technology, business growth and industrial operations, the assignment has rarely been ‘produce more analysis.’ It has been to help people see the system clearly enough to make and sustain a better choice.
The first case comes from my current health-system leadership. The others come from years of assignments through the firm I built at SAO, across sectors, borders and operating contexts—from market creation and technology strategy to operating change at scale.
SAO · 2012–2023
A firm built across sectors and borders.
SAO grew through teams and substantial client assignments in strategy, analytics, technology, growth and large operations. That breadth still helps me recognize patterns early, then test them against the duties and constraints of the setting in front of me.
A recurring shape
Information matters when it closes a decision loop.
- 01See
Make the state of the work and its constraints observable.
- 02Decide
Connect the signal to a choice, threshold and accountable role.
- 03Change
Alter the workflow, capacity or sequence—not only the report.
- 04Learn
Compare the expected effect with what actually happened.
Case 01
Current work · Pediatric healthcare
Building an analytics and informatics function around pediatric care
The work reaches from patient flow and capacity to safety, access, governed data, automation and applied AI.
The tension
Clinicians and operational leaders were bringing important questions from across a complex pediatric environment. Answering them well required more than reports: it required a dependable path from frontline need to governed data, analysis, implementation and follow-through.
The intervention
I built and scaled a multidisciplinary capability spanning intake and prioritization, governed data access, reusable analytics, clinician partnership, applied AI exploration and portfolio planning. I have treated the team and its way of working as seriously as the individual tools it produces.
The shift
The portfolio now includes operational intelligence, patient-flow and capacity tools, quality and safety measures, automation and clinician-controlled AI exploration. Just as important, there is a clearer operating model for choosing, governing and sustaining the work.
Case 02
SAO legacy · Technology
Turning technical possibilities into a market choice
International technology teams needed to decide where connected products, construction software and emerging AI could create credible value.
The tension
Engineering, field operations and commercial teams were looking at the same opportunities from different vantage points. The technology could do many things; the harder question was where to place a bet and what customers would need to see before changing how they worked.
The intervention
Through SAO, I worked with senior leaders and international teams to define use cases, compare markets, examine adoption barriers and turn technical capability into an executable commercial plan.
The shift
Leaders had a firmer basis for sequencing investment: which opportunities deserved proof, what that proof should show and how product capability connected to customer and operating value.
Case 03
SAO legacy · Canadian growth
Building a Canadian market for a growing technology platform
The mandate combined market creation, analytics, business development and responsibility for profitable growth.
The tension
A construction technology platform had momentum abroad but no established Canadian business. Entering the market meant building local relationships and demand while learning what the product and delivery model needed to become here.
The intervention
I established and led analytics, go-to-market and business development for Canada. I worked across customer development, implementation learning, commercial decisions and margin rather than treating growth as a sales problem alone.
The shift
The Canadian business grew revenue approximately ninefold while improving profit margins. The result came from learning the market and tightening the way the business operated at the same time.
Case 04
SAO legacy · Industrial operations
Making large operations more visible and repeatable
In large industrial and construction settings, local workarounds were making schedules, administration and performance harder to manage across divisions.
The tension
Managers had uneven visibility across teams and divisions. Administrative processes had accumulated around immediate needs, and methods that worked in one area did not transfer easily to another.
The intervention
Through SAO, I led staff, redesigned business and administrative processes, introduced practical analytics and worked with leaders to carry repeatable methods across operating units.
The shift
Leaders gained better operating visibility and more consistent processes. Effective local practices became easier to transfer because the method, measures and management expectations were made explicit.
Before the commitment