I build healthy organizations.
The kind that don't only innovate and change faster, but create environments for people to flourish. I have spent eleven years doing that across PE-backed lending, enterprise SaaS, and a 22-unit rental portfolio I co-own and operate, and underneath it the job has always been the same: find where the team is stuck, and get it moving.
How I build them
The discipline is organizational health, the body of work Patrick Lencioni mapped. I have studied it for years and I apply it everywhere I operate: in lending shops, in SaaS teams, and in the buildings my partners and I own.
Diagnose
I read systems and rooms quickly: where trust is thin, where clarity broke down, and which meeting is lying to itself. The honest picture usually fits on one page.
Design
Then I build the architecture that fixes what I found. Clear roles, decision rights, scorecards, and an operating rhythm that keeps holding long after the initial urgency fades.
Galvanize
And I move people. I am wired to rally a room around a decision and keep the energy up while the change is still uncomfortable.
◆ Seven validated assessments land on the same profile: judgment first, then the push to get people moving.
Alta West Capital · PE-backed private lender · 2023 to now
Rebuilt revenue operations end to end: a full Salesforce implementation from a standing start, a restructured team, and the attribution architecture designed to tie marketing to funded deals for the first time in company history.
Gravitas Group · co-founder and operator · 2021 to now
A 22-unit multi-family portfolio across three Calgary buildings: capital structure, CMHC financing, tenant relationships, and the management software that runs it, which I built.
Built with AI · daily practice
AI runs through everything here: a competitive intelligence system verified against a week of analyst output, a property platform that replaced commercial software, an automated briefing that runs my mornings, and this site. My line on it is simple. AI is extraordinary at amplification and terrible at judgment, so I use it to buy back hours, and I spend those hours on people.
Earlier chapters: enterprise sales at Salesforce through the Traction on Demand acquisition, construction, and a snow removal company in Vancouver that still runs today without me.
A truly healthy organization is built on deep trust. Not the type of trust that says I know you will do the job. The type that says I have your back, no matter what.
Tell me what you're building.
Bring me the team that is stuck or the plan that keeps slipping. Twenty minutes, and I will tell you what I see.
◆ The email goes to me, and the reply comes from me.