Toronto, Canada · djbconsulting.ca
Technology Executive & Strategic Advisor
I help organizations align technology with strategy, build inclusive workplaces, and lead complex programs that actually deliver. With over two decades of executive experience — from global financial services to boutique advisory — I bring both the vision and the discipline to make it real.
Advisory Services
Helping organizations translate technology investment into measurable business value — with clarity at the C-suite and confidence in the portfolio.
Technology strategy without relationship management is architecture with no one to build in it. My approach connects the roadmap to the people who fund it, use it, and need to believe in it — senior partners, C-suite leaders, and the teams doing the work.
At Deloitte, I led Business Relationship Management, Business Architecture, and Portfolio Management functions across Canada and Chile — managing an annual portfolio exceeding $100M across approximately 200 projects. That kind of scale only works when trust is built at every layer.
My experience spans Financial Services from the inside out: Retail Banking, Institutional Equity Stockbroking, Financial Planning, Insurance, and Professional Services. I understand the regulatory environment, the business pressure, and the pace of transformation required.
I've also worked globally — Australia, Asia, North America — leading projects across Europe, South America, and Africa. I bring that breadth of context to every engagement.
"Good technology strategy isn't about picking the right tools. It's about building the right conversations — and making sure everyone's in the room."
Defining multi-year technology roadmaps aligned to enterprise objectives and business unit goals.
Acting as the trusted bridge between technology teams and senior business leadership.
Structuring how investments are evaluated, prioritized, and tracked across a balanced technology portfolio.
Guiding organizations through technology-led change — from strategy to adoption.
Identifying RPA, AI, and GenAI opportunities — and building the business case to pursue them responsibly.
Facilitating the C-suite conversations that unlock strategic technology investment and commitment.
Inclusive Design & Advisory
Accessibility is not a compliance exercise. It is the architecture of a workplace — and a digital environment — that works for everyone. I help organizations build it from the inside.
Organizations that treat accessibility as a checkbox miss what it actually is: a competitive advantage. The most accessible environments attract the broadest talent, build the most trusted products, and create the most durable cultures.
My work in accessibility spans the physical workplace, digital products, and organizational culture — and the strategic connective tissue between all three. I help leaders understand not just what to fix, but why it matters and how to build accessibility into their decision-making from the start.
Accessible design thinking improves products for everyone — not just people with disabilities. When you design for the edges, you strengthen the core. That principle applies to systems, platforms, and workplace culture equally.
I bring a practical, forward-thinking lens to accessibility — rooted in real organizational experience and a genuine commitment to inclusion as a business value, not an HR obligation.
"The organizations leading in accessibility aren't doing it because they have to. They're doing it because they've understood what it unlocks."
Defining where you are, where you need to be, and a credible path to get there.
Structured assessments of the physical and cultural environment against accessibility best practice.
Ensuring technology procurement and digital products meet accessibility standards from the start.
Embedding inclusive design principles across product, service, and organizational processes.
Building the governance frameworks that keep accessibility improvements on track over time.
Equipping executive and senior leaders to champion accessibility authentically across their organizations.
Executive Leadership
When programs need executive leadership — embedded or advisory — I bring the experience and the rigour to run them well.
I have run programs at scale — from $5M application launches to $200M portfolio governance, from single-team delivery to multi-country execution. My career has been built on making complex things work.
At Deloitte, I spent over a decade as a senior delivery leader before stepping up as VP. I've led the implementation of global project management platforms that automated centralized reporting for approximately 3,000 demands and 1,000 projects per year. I understand what good program governance looks like — and what it costs when you skip it.
I'm a SAFe 5 Agilist with hands-on experience in Agile Portfolio Management and Scrum. I know how to work in SAFe environments and how to help organizations adopt agile ways of working without losing discipline.
Whether you need an interim VP or Director, a governance review, a PMO design, or a seasoned advisor to get a troubled program back on track — this is the work I've done, and the work I do.
"Governance gets a bad reputation because most people have only seen it done badly. Good governance gives teams room to move — it's the frame, not the cage."
Interim Director or VP-level program and portfolio leadership for transformation initiatives.
Building governance frameworks that create accountability without bureaucracy.
SAFe-based portfolio design, backlog management, and delivery rhythm for large-scale agile adoption.
Standing up fit-for-purpose PMO functions — from tooling selection to operating model.
End-to-end leadership of project management platform procurement and rollout.
Coaching PMs, delivery leads, and portfolio teams — building capability and a culture of continuous improvement.
Inclusion & Coaching
Building workplaces that genuinely work for neurodivergent people — not as a policy addendum, but as a fundamental way of designing how we work together.
Neurodiversity encompasses a broad range of cognitive profiles — ADHD, autism, dyslexia, dyscalculia, dyspraxia, Tourette syndrome, and others. Each represents a different way of thinking, processing, and working. Most workplaces are built for one kind of brain. They don't have to be.
The shift from awareness to structural change starts with understanding what friction looks like for neurodivergent employees — in the physical environment, in meeting culture, in communication norms, and in the way work is designed and assigned.
I work with organizations to design environments and cultures that reduce that friction — not by making special exceptions, but by building better defaults. When you design communication protocols that work for someone with ADHD, they tend to work better for everyone.
This includes hiring practice redesign, environmental adjustments, leadership behaviour change, and the cultural signals that tell neurodivergent employees whether they can genuinely bring themselves to work.
Assessing and redesigning physical and cultural environments to reduce friction for neurodivergent employees.
Redesigning recruitment and onboarding practices to attract and retain neurodivergent talent.
Practical frameworks for running meetings and communication channels that work for different brain types.
Equipping leaders to recognize, understand, and actively support neurodivergent team members.
Building a coherent, sustainable organizational approach — beyond one-off training days.
Identifying the cultural signals — visible and invisible — that include or exclude neurodivergent employees.
Neurodivergent professionals bring extraordinary strengths to their work — pattern recognition, creative problem-solving, deep focus, hyper-connectivity between ideas. They also navigate real challenges in environments not designed for them.
My coaching work with neurodivergent individuals focuses on building on what's already exceptional while developing practical strategies for the friction points — executive function, sensory environment, communication style, and workplace self-advocacy.
This isn't about "fixing" anything. It's about understanding your own cognitive profile, learning what conditions help you work at your best, and building the skills to create those conditions — at work and in conversation with the people around you.
Whether you're recently diagnosed, long self-aware, or simply trying to understand why certain things at work are harder than they feel like they should be — this work meets you where you are.
Identifying and amplifying the neurodivergent strengths that are already driving your best work.
Practical tools for planning, focus, task initiation, and managing competing demands at work.
Building the skills and language to have productive conversations with managers about what you need.
Understanding your options and advocating for workplace adjustments that make a real difference.
Strategic thinking about career paths, roles, and environments that are a genuine fit for how you work.
Designing your physical and digital work environment to support focus and reduce overload.
The right tools can transform how a neurodivergent person experiences work. The wrong tools — or the absence of them — create unnecessary friction every single day. I help individuals and organizations understand what's available and how to use it well.
This includes practical guidance on software, platforms, and hardware accommodations — as well as how to approach technology selection at an organizational level with neurodiversity genuinely in mind.
When organizations select workplace technology, accessibility and neurodiversity are rarely in the room. I help change that — by building evaluation criteria that account for cognitive load, interface clarity, customizability, and the full range of how people process information.
The goal is a technology environment that works for the broadest possible range of people — not one optimized for the average that never actually existed.
Task managers, time-blocking apps, body-doubling platforms, and Pomodoro-style tools for managing attention and energy.
Text-to-speech, grammar and readability tools, dictation software, and tools that reduce cognitive load in written communication.
Visual scheduling, time-awareness tools, and calendar systems that support executive function and reduce surprise.
Platforms and settings that reduce cognitive load, support asynchronous work, and respect different processing speeds.
Noise-cancelling tools, ambient sound platforms, screen settings, and environmental adjustments for sensory regulation.
Building a neurodiversity lens into how your organization selects, configures, and deploys workplace tools.
Experience