isolated experimentation Coordinated organizational learning
Teams stop running the same experiments in parallel. What one team learns gets shared with others.
My expertise spans government, enterprise, healthcare, and mission-driven organizations. Previously, I led transformation initiatives at Accenture Canada and earlier co-founded and co-led one of Canada's leading service design and innovation consultancies for a decade.
What often slows AI adoption isn't the technology, it's how organizations need to adapt around it. How decisions are made, how teams coordinate, how responsibilities are shared, how learning spreads. That's where I work.
Most AI use right now is personal: people drafting faster, summarizing more, searching better. But changing how an organization actually runs takes work at a different level.
isolated experimentation Coordinated organizational learning
Teams stop running the same experiments in parallel. What one team learns gets shared with others.
AI for individual productivity Workflow and operating model redesign
The work itself gets redesigned: who does what, where AI fits in, and how decisions get made.
reactive governance Adaptive operating practices
Governance moves out of policy documents and into day-to-day decisions.
strategic uncertainty Aligned organizational direction
Leadership priorities, governance, and the work on the ground start moving in the same direction.
The goal is lasting capability inside the organization.
No playbook exists for the AI transition. Organizations adapt by working through real decisions, workflows, and governance questions in practice. Engagements typically combine working sessions with leadership and teams, pilots that test new approaches in live environments, and reflection that shapes what comes next. The work often results in clearer governance, redesigned workflows, better visibility across teams, and more structured experimentation.
Over time, organizations build the habits, coordination, and practical experience needed to keep adapting as the technology changes.
Recent engagements focus on governance, operating model change, organizational coordination, and service transformation in complex public-sector and regulated environments. Much of the work sits at the intersection of modernization, digital transformation, and organizational adaptation.
Developed foundational governance and evaluation approaches for AI-assisted adjudication systems in a high-stakes federal environment. The work included DADM compliance review of an AI-enabled decision-support tool, followed by the design of a reusable AI evaluation framework covering evaluation methods, evidence requirements, human oversight, monitoring, and decision governance across the AI lifecycle. The framework drew on current AI governance and assurance practices including DADM, AIA, NIST AI RMF, ISO/IEC 42001, and OWASP guidance for LLM-enabled systems.
Senior advisory lead, in partnership with Thinking Big.
Led strategic modernization planning for PEI's province-wide service delivery platform, defining future operating models, service integration priorities, governance approaches, and phased transformation pathways for more integrated, citizen-centred government services. Scoped enabling capabilities including digital identity, interoperable systems, and AI-enabled service delivery.
Senior advisory lead, in partnership with Thinking Big.
Designed governance structures, prioritization processes, and portfolio decision-making tools to improve coordination, executive oversight, and delivery planning across digital health initiatives and organizational priorities. The work established practices for intake, evaluation, business casing, prioritization, and cross-organizational collaboration between Health PEI, IT Shared Services, and the Department of Health and Wellness under constrained organizational capacity.
Senior advisory lead, in partnership with Thinking Big.
Advised Ontario Public Service directors and senior leaders on the implications of AI for citizen services, service delivery, and organizational design. The work named future service models, workforce and governance considerations, and the coordination and capability shifts required to support responsible AI adoption across government.
The AI Transformation Canvas is a strategic framework I developed to help leadership teams navigate the organizational side of the AI transition. It organizes the work into eight connected areas across three layers: strategy, adaptation, and enablement.
Teams use it to clarify priorities, surface coordination gaps, and guide operational change over time.
The Canvas is yours to download and use with your team. I'd be glad to hear how you're using it. Credit appreciated if you share or adapt it. If you'd like help applying it in your context, get in touch.
Download the Canvas →Observations from engagements, research, conversations, and ongoing practice.
Most attention is on the AI technology itself. The harder question is what this means for how organizations actually run: how people learn, how teams coordinate, how governance evolves. Organizations were built for stable conditions; the conditions are no longer stable.
LinkedIn · 2026Most policy assumes stability and produces documents meant to hold for years. AI moves on a much shorter cycle. The shift is to treat governance as a working practice, revisited on a defined cadence, with revision structure built in.
Substack · 2025Canada has built a strong AI growth strategy. What's missing is a parallel strategy for transition and resilience: supporting workers through disruption, aligning AI infrastructure with ecological limits, and keeping democratic institutions stable through accelerating change. An open letter to Canada's Minister of AI.
I advise organizations on adapting to AI in practice, working independently and assembling small teams and collaborators as needed.
In 2021 I joined Accenture's design and product practice leadership team in Canada, working across large enterprise and government transformation initiatives.
Before that, in 2011 I co-founded The Moment, one of Canada's leading service design and innovation consultancies, and co-led it for a decade. The work helped build structured innovation capabilities and practices at organizations like TELUS, CIBC, TD Insurance, World Vision, and across federal and provincial government departments.
I also run ReGenAI, a studio exploring ecological and regenerative approaches to AI, with a focus on coordination, stewardship, and long-horizon adaptation. My Ecological AI Manifesto lays out the foundational thinking.
Detail on LinkedIn →If you're working through any of this, I'd welcome a conversation.
Engagements range from focused strategic sessions to longer-term advisory support. Most start by clarifying what is changing inside the organization and where additional coordination or support may be needed.
For agencies and consultancies: I partner as senior advisor on pitches and engagements. Get in touch.