Selected work
Four chapters of the same work.
Different functions, industries, and stages. The pattern is consistent: define what matters, make the work measurable, and build the operating capability that makes it strategic.
ISC · 2025–present
Cloud operations you can audit
Turning infrastructure into a governed service.
I direct cloud infrastructure across Canada and Ireland for ISC, a publicly traded registry and information management company. The mandate spans governance, reliability, cost discipline, audit evidence, delivery standards, and the operating model behind the platform.
I led ISC’s first comprehensive Azure audit and established a governance framework aligned with the Microsoft Cloud Adoption Framework, supported by a layered evidence model connecting policy, standards, implementation, and control ownership.
The service model changed with the technology: 24/7 on-call replaced business-hours coverage, mean task-resolution time improved by 70%, and SLA breaches fell by 76%. I also serve as enterprise owner for AI development tooling, structured as a bounded and governed adoption program.
Operating results
70%reduction in mean task-resolution time76%reduction in SLA breachesPDI Technologies · 2021–2025
Data as a product
The governance work was the product.
I owned the Snowflake platform behind PDI’s data monetization strategy: pipelines across more than 30 tables of first-party fuel and transaction data, curated into silver and gold models supporting premium offerings and external licensing.
The technical platform was only half the work. Before any data could leave the organization, it needed access controls, contractual boundaries, regulatory safeguards, lineage, and an operating model for responsible sharing. Those controls made the commercial product possible.
The same organization delivered loyalty, payments, telematics, and first-party data-sharing products that generated $8M in additional annual revenue.
Commercial platform
30+curated first-party data tables$8Min additional annual revenue across new productsPDI Technologies · 2021–2025
An engineering organization that scaled
Growth designed around ownership.
I led 32 engineers, including five managers, across the United States, Canada, India, and South America—an organization grown from 15 while the GasBuddy platform and its product portfolio continued to expand.
The scale came from clarifying ownership, decision rights, quality expectations, and the path into leadership. Four senior developers moved into team-lead and engineering-manager roles, and the organization recorded zero voluntary turnover from April 2023 onward.
Alongside product delivery, I led the organization’s first SOC 2 audit and the annual cycles that followed, integrating risk assessment, change management, disaster recovery, and separation of duties into normal engineering work.
Organization
15 → 32engineers across four countries0voluntary departures from April 2023 onwardGasBuddy · 2012–2021
Building the data practice
Research that learned to take the sales call.
My relationship with GasBuddy began as an industry research partnership during my PhD. I later built the company’s first cloud data warehouse and BI platform, creating the foundation for its cloud migration and a self-service analytics practice.
I led development of the industry’s first consumer-facing product predicting next-day retail gas-price changes at more than 90% accuracy. Later, my team delivered weekly US fuel-demand forecasts two days ahead of the federal release at 97.4% accuracy.
The work became commercial because I stayed with it beyond the model—presenting to partners, serving as the technical expert on customer calls, and connecting analytical capability to the decisions customers were prepared to buy.
Applied intelligence
97.4%fuel-demand forecast accuracy90%+next-day gas-price prediction accuracyThe common thread