Origins
I started in banking, as a teller. A few years on an FX desk, then commercial credit lending. That job teaches one discipline above all others: when the numbers do not close, you go and find out why. Thirty years later it is still how I read a business.
What I have actually built
More than thirty years across banking, payments, telecom and B2B technology - and most of it spent building things rather than reviewing them.
At TD I worked in commercial banking and cash management, close enough to see how a company’s money actually behaves rather than how its policy says it should.
At Bell Nexxia I commercialized technology products: market entry, proposition development, and the unglamorous work of making a proposition survive contact with a real P&L.
At Global Payments I built the national VAR and ISV channel from nothing. It delivered approximately $28M in first-year revenue and $3.5M in profit, and it is the partner ecosystem a great many Canadian businesses are still transacting through today.
At Home Trust and PSiGate I held board-appointed operating leadership through a period of change.
Payments Channel Solutions is the fourteenth year of doing that work on my own account: market entry, partner ecosystems, proposition development, and complex commercialization.
My experience spans the institutions, providers, technologies and commercial relationships that shape the payments channel. That allows me to examine how a decision made in one part of the business affects the people, systems and customers somewhere else.
Why payments, specifically
For most of my career payments sat quietly in the back office. A cost to be managed, a function to hand to the bank. That has changed. Payments now touches growth, margin, fraud exposure, and how prepared a company is for the way AI is reshaping commerce.
Most mid-market companies have not caught up to the shift. Their banks and vendors will help, and they are often good at it - but they carry their own agendas, and those do not always run parallel to yours.
No product to sell
I work vendor-neutral. No platform to defend, no referral fee, nothing to sell you at the end of it. I spent three decades building the channel relationships and integrations that businesses like yours are now living inside, which is why I can tell you what actually breaks if you leave your provider. Your provider will not. The one trying to win you will understate it. Your ERP partner knows their half.
Who I work with
CFOs, Controllers and COOs at Canadian distributors and wholesalers between $15M and $250M in revenue. Large enough that payments decisions carry real weight. Not yet large enough to have a payments executive in the building.
I am also writing a book on where payments, AI, and agentic commerce meet. It is the longer argument behind the shorter pieces I publish here.
