I’ve sat on your side of the table.

Before starting Sustained Impact Advisory, I spent a decade working inside a Canadian nonprofit—helping teams navigate growth, make difficult decisions, improve how we worked, and turn ambitious ideas into practical change.

That experience gives me an appreciation for both the opportunities that come with growth and the realities of making change happen with the time, people, and resources you actually have.

The more of an organization you see, the more connected everything becomes.

Over ten years at the Centre for Social Innovation, my work crossed operations, revenue, financial analysis, data, technology, product development, strategy, and organizational leadership. Each role gave me a different view of the same organization: how it earned revenue, served its community, made decisions, used information, adopted technology, and translated strategy into day-to-day work.

I learned that the challenges organizations experience rarely stay neatly within departmental lines. A new strategic priority can expose an outdated process. A technology problem can actually be a data problem. Better information can change a decision. And even a well-designed solution can fall short if the people responsible for making it work aren’t part of the process.

That experience changed the way I approach organizational challenges. Rather than starting with a tool or a predetermined solution, I start by understanding what’s happening across the organization—and how the pieces connect.

Good decisions need to work on paper and in practice.

I bring an analytical mindset to my work. I want to understand the evidence, test assumptions, and be confident that a recommendation can deliver what we expect it to. But organizations aren’t spreadsheets, and change doesn’t happen simply because the analysis says it should.

People bring experience, relationships, competing priorities, concerns, and ambitions to the decisions they make. Understanding those perspectives isn’t separate from solving the problem—it’s part of solving it well.

That’s why I approach consulting as a collaborative process. I bring expertise, structure, and an outside perspective, while the people closest to the work bring knowledge I can’t have from the outside. My role is to ask good questions, surface what’s important, help make sense of complexity, and provide clear recommendations when they’re needed.

I want your team to leave the process with greater clarity, confidence, and ownership of what comes next.

Experience behind the approach.

Below are a few examples of the changes I’ve helped organizations make throughout my career.

• Strategic leadership: Developed and led multi-year strategies to grow revenue, reduce costs, improve services, align stakeholders, and manage risk.
  
• Operational improvement: Reduced onboarding time by 50%, technical support hours by 25%, and increased lead conversion by 10%.
  
• Decision-making and financial operations: Built pricing systems that increased revenue by 10% over 18 months, forecast lease renewals and modelled occupancy to support mortgage renewals exceeding $15 million, and evaluated capital expenditures of up to $10 million for executive leadership and the board of directors.
  
• Technology and systems: Established automated backups for a business-critical system responsible for approximately 90% of annual revenue, reducing estimated recovery time from 4–8 weeks to 10 days. Reduced SaaS expenses by 30% and shortened delivery times for fixes and new features by up to 80%.