- Panelist
I build the financial engine behind founder-led, operations-heavy businesses — and I don’t run it from the back office.
Today that’s Kandor Management Corporation, a Canadian facilities services group behind three brands: Guardteck Security, Everclean Facility Services, and Kendrix Technologies. It’s the work most people only notice when it goes wrong — and keeping it running well, at scale, is what our teams do across BC, Alberta and Ontario every day.
As Group CFO, finance is the foundation — planning, reporting, treasury, and the discipline that lets a multi-brand operation grow without losing its footing. But much of my work happens outside the finance department. Since joining, I’ve led the group’s systems transformation — rolling out NetSuite and Dayforce, and implementing the field-operations platforms (TrackTik and BrightGo) that run our security and cleaning businesses day to day — along with operational change in how we handle timekeeping and resource management across the group. In a services business, those unglamorous systems are the difference between scaling and stalling, and I’d rather be in them than reporting on them.
I learned to work this way over more than a decade as CFO in the research-technology world — Angus Reid Group, Rival Technologies, and Reach3 Insights — where the role was never just the numbers: it was pricing, operations, tooling, and whatever else a scaling founder-led business needed next.
Alongside my role at Kandor, I’m a co-founder of Pippin, a technology platform for strata and property management, where I lead finance, pricing, and go-to-market. Most property managers don’t have a time problem — they have a coordination problem: emails, documents, votes, and decisions scattered across different places, held together by constant manual effort. Pippin replaces that fragmentation with structured, trackable workflows so the whole system runs more predictably for managers, councils, and owners. In commercial production since December 2025; live on 30+ buildings.
The thread connecting all of it: operations-heavy businesses are won or lost in the unglamorous details, and a CFO who works those details — not just reports on them — is a bigger lever than most people realize.
If you run an operations-heavy business, or manage buildings and the people who keep them running, I’m always up for a conversation.