About

I have spent 20 years building products from zero and running the P&L to scale them. Not one product launch repeated across templates, but four distinct commercialization stories across three companies: a SaaS product incubated from stealth to 200+ customers and $432K ARR at CanadaHelps, a proprietary big data platform turned into a $50M+ market facing business at LexisNexis, a claims triage product grown to $20M in revenue, and payment APIs brought from concept to 500+ bank adoption at Fiserv. The pattern is the same each time: find the underserved segment, build the business case, ship, then own the revenue line.

Scaling what exists requires a different discipline than building from scratch. At CanadaHelps (Canada's largest online giving and payments platform, $260M+ processing volume, $27M+ P&L), I grew the core business at 7.8% CAGR, moved customer retention from 67% to 83%, stickiness from 25% to 77%, and NPS from 5 to 33. At Fiserv, I led a ~$150M banking intelligence portfolio and drove 10% growth over two years. The operating work is less visible than a launch: pricing, retention loops, gross margin improvement, annual planning, quarterly board presentations. It compounds quietly.

AI is an operating lever, not a slide deck topic. I designed and deployed a human in the loop AI sales agent that raised lead conversion from 5% to 45%, a 45 percentage point lift. I built an AI PM system that cut development cycles from many weeks to under two weeks. Outside the enterprise, I shipped five production AI systems: competitive intelligence, contract risk analysis, financial reconciliation, career intelligence, and the sales agent itself. Every system uses structured output validation and human oversight. No hallucinated outputs reach the user.

The work has spanned four countries over 15+ years. I started as the first Cognizant employee at IMS Japan, running a $10M global analytics delivery across three continents. An MBA at Duke followed. Then seven years at LexisNexis in the U.S. building and commercializing data platforms. A move to Fiserv for payments and open banking. Cross border relocation to Canada, consulting through Mapleview Partners, and then the GM role at CanadaHelps. The breadth is deliberate: product management, general management, and commercial leadership are different muscles, and I have trained all three.