Calm, senior counsel for complex health systems.

Challenge

Replace an outdated facility with a new 105-bed tertiary mental health and substance use centre on the historically sensitive Riverview Lands, honouring In Plain Sight and the TRC Calls to Action, for the province's most complex patient population.

Approach

• Clinical lead for the full program; co-chaired steering committee
• kʷikʷəƛ̓əm First Nation as authentic decision-making partners
• Authored the Model of Care; led operational readiness for 300+ staff
• Values-based prioritization to recover cost escalations
• $250M business case through Treasury Board

Outcomes

• Opened on time and on budget
• The Nation gifted the facility its name, "Red Fish"
• Indigenous patients reported feeling welcomed, not institutionalized
• 99% of value engineering recommendations approved

Challenge

Scale virtual care across a federated system of six health authorities during the pandemic, with a team that grew from 5 to 36 people, while regional partners viewed standardization as an infringement on their autonomy.

Approach

• Chaired the provincial steering committee with equitable representation
• Turned decision forums into shared learning sessions
• Built a product-minded team: outcomes over outputs
• Authored business cases securing $11M+ in provincial funding
• Transitioned governance to a self-managing coalition

Outcomes

• 1.5 million virtual visits annually
• HealthHub stabilized for 95,000 providers
• MyGuide LongCOVID launched for 18,600 patients
• Most resistant health authority became an adopter

Challenge

In the final two years of a $25M Health Canada funding cycle, prove that translational spinal cord injury research was actually improving lives at the bedside, or risk the organization's future funding.

Approach

• National patient survey to anchor priorities in lived experience
• Knowledge Mobilization Network across six provincial rehab centres
• Co-created the first national SCI standards with Accreditation Canada
• Co-authored the SCI Rehab Atlas

Outcomes

• 30% reduction in pressure injury incidence across sites
• Standards embedded in national accreditation to this day
• ROI of the $25M investment demonstrated through patient outcomes

Challenge

Re-launch a $150M academic building after its original $380M scope collapsed: governance had lapsed, decisions had no owners, and a politically sensitive space allocation question was blocking executive approvals.

Approach

• Designed a three-body governance model with clear decision rights
• Built a 72-item decision tracker as the project's operating system
• Converted the allocation question into a transparent framework
• Coordinated Musqueam engagement through established protocol

Outcomes

• Governance functioning; settled questions stay settled
• Executive approval pathway re-established and on track
• Engagement plan reflects protocol rather than aspiration

Challenge

A small non-profit with limited resources needed to keep delivering trusted core services while pursuing a visionary digital mental health tool. The classic innovation versus standardization paradox.

Approach

• Portfolio governance: ring-fenced core programs
• Dedicated innovation stream with its own funding
• Agile, milestone-based oversight with go/no-go gates

Outcomes

• MindShift CBT launched and scaled into a globally adopted app
• Core services stayed stable throughout
• Proof that innovation and standardization can coexist

Challenge

Seniors were receiving inconsistent care, ending up in Emergency when community care would have served them better, and entering long-term care prematurely. The Executive needed a redesigned regional model of care.

Approach

• Mapped workflows across emergency, acute, rehab, and community
• Co-designed the model with seniors, families, and Indigenous leaders
• Team-based care linking rehab professionals to primary care

Outcomes

• Improved flow across the continuum and back to community
• Reduced alternate-level-of-care days for frail seniors
• Stronger coordination with primary care networks

Challenge

A seed-stage healthcare network, run by doctors and hospitals, needed senior advisory support to move from concept to demonstrated value: funding, credibility, and a first real-world proof point.

Approach

• Strategic advisory on positioning and go-to-market in healthcare
• Supported the initial funding round
• Brokered relationships with health service providers and employers

Outcomes

• Initial funding round supported
• Pilot project secured with a health service provider and employer