About

Over time, I figured out that my greatest professional strength wasn't a particular discipline or technical skill. It was intellectual curiosity.

I learned that listening and asking questions helped me understand things, and more importantly, understand people. Better questions, not better pitches, turned out to be the secret.

That skill followed me from sales into marketing, product management, and eventually executive leadership. The titles changed, but the underlying approach didn't.

I'm particularly interested in understanding the foundational problem behind a business or product challenge. Does this sound familiar? Have I seen something like this somewhere else? Is there a better way to approach it?

There are very few truly unique problems. More often, there are problems that have already been solved in another domain, but those solutions haven't yet been applied to yours.

One of my favourite examples is Honeybee Benefits, where the founding team and I built a digital marketplace for insurance and wellness benefits. We all came from digital advertising, where we'd worked with ad networks and marketplace models.

It turned out that the mechanics of designing a remnant advertising exchange had a surprising amount of overlap with the workflows needed to build a benefits marketplace.

That experience gave us a different way of looking at the problem, and a meaningful innovation advantage over incumbents who had spent their careers working exclusively within the insurance industry.

It's a pattern I've looked for ever since: find the underlying problem, challenge the conventional assumptions, and borrow good ideas from unexpected places.

My approach to product is relatively simple. Start with the problem, not the solution. Get close to the people experiencing it. Challenge your assumptions. Look for the signal before investing heavily in the build.

I'm a big believer in starting small, learning quickly, and earning the right to build more. Particularly in the world of AI, where it's never been easier to build something impressive that nobody actually needs.

Great products are rarely the result of one person's brilliance. They're the result of talented people working together, asking good questions, and having the freedom to challenge each other's thinking.

My leadership philosophy comes from my dad:

One thing I've come to appreciate is that the journey is the fun part. And it's also the only part where you really have control.

You can't control the market, the timing, the competition, or whether an outcome ultimately works out the way you hoped. You can control the questions you ask, the decisions you make, the people you surround yourself with, and how much you learn along the way.

I still enjoy figuring things out. I like complicated problems, unconventional ideas, and working with people who aren't afraid to challenge the status quo.

I'm based in Toronto. By day, I lead product at Property Vista. Alongside that, I work with a small number of founders and teams on what to build, how to build it, and how to turn it into a business. Sometimes that's product leadership. Sometimes it's AI strategy. Sometimes it's just a second set of eyes on a hard problem.

I have a few more swings left in me.

They might be my own, or I might be helping someone else take theirs.