The thinking behind the writing.
When I was in grade two, my favourite thing to do was untie knots in shoelaces. Not my own — other kids’. Someone would pull a lace the wrong way, panic, pull harder, and turn a small tangle into a real one. I’d sit down with it and work it loose. It didn’t much matter how bad the knot was; I always got there in the end. Eventually the teacher stopped stepping in and just handed the knots to me.
I still do the same thing, only the knots got bigger. I spent a decade at a mid-cap energy company — corporate finance, enterprise risk, sustainability, data — usually as the person brought in to connect the parts that weren’t talking to each other. The subject changes but the work doesn’t: understand the problem before touching it, pull it apart, test the assumptions everyone has been quietly carrying, and put it back together in a form simple enough to actually decide on.
That last step is the one I care about. Most problems aren’t as complicated as they look — they just look that way while the knot is still in. The writing here is me doing that out loud. Each note takes one messy problem, works it loose, and ends on what it means in practice. If it reads simply, that was the point.
Surge Energy Inc.
Own the analytics function end to end — SQL and ETL through Power BI to full-stack reporting. Co-developed and maintain the corporate data lake that pulls capital, production, and operational data into a single source of truth, and lead how the business puts AI to work on top of it.
Surge Energy Inc.
Six years rotating through the company's core analytical functions. Most of the work was board-directed and built for executive and board-level decisions.
- Corporate Finance & Business Development
Owned the corporate cash-flow and scenario models behind quarterly guidance, and supported due diligence on acquisitions and business development — delivered directly to the executive team and board.
- Enterprise Risk Management
On the internal Risk Management Committee; rewrote the corporate Risk Management Policy. Owned the enterprise risk register, wrote departmental risk policies, developed and maintained the ERM system, and ran commodity risk — reporting the risk profile to the board's audit committee.
- Sustainability & Reporting
Led the cross-functional team behind Surge's inaugural ESG report, standing up the disclosure process from data collection through executive review and board sign-off across its first cycles.
Independent
Independent engagements on financial strategy — capital-raise models, market-entry assessments, and connecting strategy to a plan founders and operators could execute.
Deloitte
Transfer pricing: setting defensible 'arm's-length' rates for transactions between entities of the same multinational — what independent parties would have charged each other. Focused on intercompany loans and their valuation, applying the accepted methods (comparable uncontrolled price, cost-plus, transactional net margin) and documenting them for Canadian tax authorities.