Provide a brief summary of your practice experience.

I am an OAA-licensed architect and Project Management Professional with more than two decades of experience spanning architectural practice, real property, project delivery, and public-sector leadership.

My career has provided me with experience across the full spectrum of the built environment—from design and planning through procurement, construction, asset management, and the delivery of complex real property programs. I currently serve as a Project Director with Public Services and Procurement Canada, where I lead multidisciplinary teams responsible for federal real property projects and programs across Ontario. My responsibilities include strategic planning, project and program oversight, procurement and contracting, financial stewardship, risk management, stakeholder engagement, and delivering projects within complex regulatory and operational environments.

Earlier in my career, I worked in architectural and real property roles that strengthened my understanding of both design practice and the long-term performance of buildings and public assets. I also maintain an active connection to architectural practice through my own architectural practice.
This combination of architectural, project-management, client, owner, and public-sector perspectives has given me a broad understanding of the opportunities and pressures facing architects—from professional responsibility and regulatory compliance to procurement, project delivery, climate performance, technology, and changing client and public expectations.

Provide a brief summary of your previous governance experience (boards, councils, committees, advisory groups, etc.).

My governance experience has developed primarily through senior leadership roles in the federal public service, where decisions must be made within clearly defined legislative, policy, financial, procurement, and accountability frameworks.

As a Project Director with Public Services and Procurement Canada, and previously as an Acting Regional Manager and Senior Project Manager, I have participated in senior-level governance, portfolio oversight, resource planning, risk management, procurement and investment decision-making. I exercise delegated authorities and am accountable for ensuring decisions are transparent, defensible, appropriately documented, and aligned with public-sector policies and the public interest.

I have led and participated in multidisciplinary governance and advisory forums involving senior executives, government departments, technical specialists, consultants, contractors, and other stakeholders. These roles have required me to evaluate competing priorities, challenge assumptions constructively, manage conflicts of interest and risk, and distinguish between strategic oversight and operational delivery.

I have also contributed to organizational improvement initiatives, including business-process modernization, organizational restructuring, resource planning, and developing and implementing project-management systems and tools.

These experiences have reinforced my belief that effective governance requires independence of judgment, respectful debate, transparency, sound evidence, fiscal responsibility, and collective accountability for decisions—principles I would bring to my service on OAA Council.

Why are you interested in serving on Council at this time?

I am interested in serving on OAA Council because I can contribute a perspective shaped by architecture, major-project delivery, public administration, and leadership in a highly accountable regulatory and procurement environment.

At this stage of my career, I want to contribute beyond individual projects and organizations to the profession that has shaped my career. Professional self-regulation is both a privilege and a significant responsibility. The profession's strength depends on maintaining public confidence while ensuring architects have the competency, ethical foundation, and regulatory framework needed to respond to a rapidly changing built environment.

My experience has also allowed me to see architecture from several perspectives: as an architect, project leader, client representative, public servant, procurement authority, and practice owner. I believe this breadth can contribute constructively to Council discussions, particularly where professional practice intersects with public policy, procurement, project delivery, accountability, and the changing expectations placed on architects.

I would approach Council service as a fiduciary responsibility rather than as representation of a particular constituency or area of practice. I would bring independent judgment, respectful and evidence-based discussion, and a willingness to listen and learn.

Most importantly, I want to help ensure the OAA remains a strong, trusted, forward-looking regulator that protects the public interest while supporting the continued relevance and excellence of architecture in Ontario.

What do you believe are the key challenges or priorities for Council over the next one to three years?

Over the next one to three years, I believe Council should remain firmly focused on protecting the public interest while ensuring the regulatory framework evolves with a rapidly changing profession and built environment.

A key priority is regulatory modernization. Regulation must remain rigorous and effective while being clear, proportionate, transparent, and responsive to contemporary models of practice and project delivery.

Second is professional competency in a changing environment. Architects are increasingly expected to understand climate resilience, building performance, accessibility, reconciliation, digital delivery, artificial intelligence, new construction technologies, and increasingly complex regulatory requirements. The OAA should anticipate these changes and ensure competency expectations evolve accordingly.

Third is public confidence and the architect's value. The profession must communicate more effectively how architects protect health, safety, accessibility, sustainability, and long-term public value—not simply produce buildings or drawings.

Fourth is the changing economics and delivery of architectural services. Procurement models, risk transfer, contractual expectations, project complexity, and fee pressures can affect both professional practice and ultimately the public interest. The OAA should continue examining these issues through its regulatory mandate.

Finally, Council should continue strengthening its own governance—remaining strategic, evidence-based, transparent, fiscally responsible, and focused on measurable
outcomes.

The next strategic planning cycle presents an important opportunity to position the OAA for these emerging challenges.

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