Engineer by training · Developer by necessity · Builder by nature
In every organization there are processes nobody designed, workarounds nobody questions, and gaps nobody owns. I find those gaps and close them. Sometimes that means rebuilding a workflow that has been broken for longer than anyone can remember. Sometimes that means building the tools that make everyone wonder how they managed without them. 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 do is where my work begins. 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.
Project leadership at the edge of what's been done before
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 unforeseen site conditions, or a stakeholder who needs a clear picture of where things stand — 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, blame rarely belongs with the person who made the mistake — it belongs with the system that made it inevitable. 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 meant 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.