PRAXIS KAR
CxO · Board Director · Advisory Services
P&L · Operations · Client & Stakeholder Centric · Measurable Outcomes
Twenty-five years of executive accountability across IBM, HP, Bell Canada, Siemens, Huawei, and Inuvika. CEO, CTO, COO, and VP Consulting mandates for boards, founders, and investors who need hands-on transformation leadership and measurable outcomes — quickly. Engaged permanently, on interim, or fractionally where the mandate calls for it.
Consulting Principal
Executive leadership, deployed with intent — senior operating capability brought to bear on a defined mission, with clear KPIs and an agreed runway. My preference is a permanent seat; where the moment calls for it, I will equally accept an interim or fractional mandate. The advantages founders, boards, and investors consistently realise are set out below.
01
Engaged in weeks, not months. I take time to understand the culture, business goals, and tracking in place — then I think in terms of 'ROI in me', follow the revenue and the loss, and focus on lifetime value. Move the needle. From there, I work to identify risk and present mitigation options with urgency.
02
Access C-suite calibre judgement for the chapter that needs it. No recruiter fees, no equity dilution for a permanent hire, no severance exposure when the mandate ends.
03
Not entangled in internal politics or legacy decisions. I name what isn't working, protect what is, and challenge the board with the candour an internal executive often can't.
04
Accountable to outcomes and KPIs, not headcount or empire. The engagement ends when the value is delivered — that alignment changes how the work gets done.
Leadership Calibrated
Founders, boards, and investors engage me when the stakes are high, the runway is finite, and the wrong hire would cost more than the right outcome. The preferred outcome is a permanent executive seat; where the mandate is shorter or sharper, an interim or fractional structure is an equally deliberate way to get decisive work done.
01
Strategy is only as good as the playbook beneath it. I align operating models, KPIs, and execution cadence to the business objectives — co-authored with the leadership team and underwritten by vested interest from every major stakeholder, so the plan actually gets run.
02
I take the wheel. Decisions get made, plans get executed, KPIs get reported. Boards and investors see traction within the first quarter.
03
Lived and operated across the UK, EU, GCC, APAC, and North America. Regulatory pattern-matching, boardroom etiquette, and partner networks on four continents — translated into outcomes on the ground.
04
Author of The Founder's Ascent. Took Inuvika and CrossNet through successive funding stages. I speak the language of capital, governance, and exit readiness.
Built for
Boardroom perspective · Operator discipline
Quiet authority. Hands on the wheel. Outcomes on record.
01 — Engagement Structures
Executive leadership delivering measurable outcomes — as a full-time CxO accountable for P&L and team, on an interim basis through transition, or fractionally for a defined mandate. Twenty-five years across IBM, HP, Bell Canada, Siemens, Huawei and Inuvika translates equally into permanent C-suite seats and retained advisory engagements across Atlantic Canada, EMEA, GCC, and APAC time zones.
01
Strategic direction, operational leadership, with accountability and governance for enterprises on a transition or growth path.
02
Augmenting existing teams to deliver on strategy, platform decisions, delivery governance. Includes commercial oversight of key vendors and partnerships in regulated and non-regulated environments.
03
Stand up or stabilise a consulting or professional services practice: margins, SLAs, governance, and growth.
04
End-to-end programme leadership for legacy modernisation, OSS/BSS transformation, and operating model redesign.
05
GTM strategy, channel and partner ecosystem development, and commercial structuring for new geographies or verticals.
06
Board-ready business cases, investor narratives, Series A/B positioning, and governance readiness for founders.
Six Engagement Structures
02 — Core Competencies
Proven impact in turnaround and margin recovery, large-programme governance, vendor restructuring, partnership commercialisation, and high-performance team building.
On the Record
“The role of leadership is not to advise from the side of the table — it is to sit at the head of it, decide, and own the result.”
Keynote and panel work for industry conferences, founder cohorts, and portfolio off-sites — on capital strategy, governance, and cross-border partnership design.
03 — Professional Experience
Anchored at IBM, HP, Bell Canada, Siemens, Huawei, and Inuvika. Comfortable in early-stage ventures, PE-backed platforms, regulated Crown environments, and global enterprise contexts.
2023 — Present · Canada / Global
Executive leader and strategic advisor to PE and VC-backed founders. GTM strategies, partnership frameworks, and investor narratives from Seed through Series B.
2024 — 2025 · Texas, USA
Directed multi-million-dollar services portfolio across government, education, and healthcare. Delivered 50%+ margin uplift through SLA renegotiation and contract governance.
2016 — 2023 · Global
Scaled a global IT marketplace and cloud exchange platform; grew a 40%+ margin consulting practice. Reduced OPEX by $8M+ annually through automated SLA/KPI governance.
2014 — 2016 · Canada / Global
Founding executive. International commercialisation of a SaaS virtualisation platform. 300%+ revenue growth in two years; secured Series A/B; OPEX down 60%.
2013 — 2014 · Atlantic Canada
Consultative sales of Smart Grid technologies through structured PPP models with NB Power, UNB, and government agencies.
2012 — 2013 · Shenzhen, China
Developed global BSS/OSS market entry strategy and partner ecosystem from Shenzhen HQ.
2004 — 2007 · Canada
Transformed a $1B+ legacy portfolio into a modern IP services business; 37% profitability and 21% YoY revenue growth.
2002 — 2004 · London, UK
$500M+ IT services portfolio for BT, Vodafone, and Cable & Wireless; 110% of revenue targets. Secured the $550M USD ‘BT Eden’ managed services contract.
1997 — 2002 · International
£26M/month programme, 120+ FTE distributed team across three continents. Programme Executive for a $1B+ outsourcing engagement.
Global Perspective
London, Shenzhen, the Gulf, APAC, and North America. Boardrooms, ministries, partner ecosystems, and capital markets. Diversity of context is not a slogan here — it is the practice.
04 — Board Director
Former Board Director at IWK Health Centre and YMCA Canada. Credible board-level perspective across digital transformation, risk and compliance, strategic partnerships, P&L governance, and public-private accountability.
Selected Prior Appointments
Board Member & Acting COO · 2023 — 2024
Board member and acting COO during transition. Stabilised execution by setting operating cadence, clarifying decision rights, and improving performance visibility through KPI reporting and stakeholder updates. Put in place risk tracking, change control, and vendor accountability.
Board Director · 2005 — 2008 · Halifax, NS
Governance and fiscal oversight for one of Atlantic Canada’s most complex health care institutions. Audit, finance, and governance committee engagement in a high-accountability public-sector setting.
Board Director · 2005 — 2008
Programme delivery oversight, fundraising governance, and community accountability for a major national not-for-profit. Technology and strategic planning perspective at the board level.
Graduate Student Advisor to the Board · 2013 — 2014
Advised UNB stakeholders on programme relevance and industry alignment — bringing practitioner input on technology commercialisation, cross-sector collaboration, and governance. Bridged academic work with delivery realities so curricula reflected market constraints and measurable outcomes.
Board Competencies
Sector Expertise
05 — Thought Leadership
Commissioned market analyses adopted as primary investor research; published guidance on governance, SLAs, and founder strategy.
Canadian Digital Sovereignty Policy Paper: Ending the Branch Plant Era
Policy PaperThe Founder’s Ascent: Navigating Capital, Policy & Partnerships on the Road to IPO
Praxis KarA Guide to Developing and Reviewing High Value Service Level Agreements
Praxis KarEnergy as a Service (EaaS) for the USA Market: Incentives, Technology Partners, and Opportunity
Commissioned ResearchPublic-Private Partnerships in APAC: A Comparative Analysis
Practitioner’s Brief06 — Engagement
Available for permanent executive seats, interim and defined-term transformation mandates, retained fractional engagements, and project-based advisory work. References and sample deliverables available on request.