I’ve run support orgs. Now I write about what actually works.

“my COO and CFO at a previous role, told me she thought of me as a builder. I’d always considered myself a fixer — someone that sees a problem and resolves it so it stops impacting the business. But she helped me see that my real strength is building high-performing teams in growing companies. That distinction changed how I think about this work.”

My story

I started in tech support at a small ISP in Toronto as an agent and was quickly promoted to manager. Early on I was juggling between technology and management as a career path — I took networking courses, got certified in Cisco & Microsoft and spent time managing computers and networks. After a while I decided managing people was significantly more interesting. With a computer, you generally got the same response each time – turn it off and on again tends to work 90% of the time. People were always different and you never knew what to expect.

Over the years I’ve built and led support organizations at companies you’d recognize — from a 25-person helpdesk at a London-based eCommerce platform to a 160+ – person global operation spanning North America, Europe, and Latin America, managing a $12M budget and running 24/7/365 support across multiple channels and tiers.

I’ve done the hard parts: integrating three disparate teams after back-to-back acquisitions, cutting response times from 17 hours to 2 hours without adding headcount, launching AI initiatives that actually worked, building offshore teams from scratch, and implementing ITIL frameworks in organizations that had never heard of them. I’ve also made every mistake there is to make — and written about those too.

I started CX Master in 2007 — initially to make sense of what I was learning on the job, and eventually because I realized others were trying to figure out the same things. The site has had close to 250,000 views without any real promotion, which tells me people are genuinely interested in this stuff. Today I work in service delivery and shared services leadership, applying the same operational discipline to cross-functional programs and process improvement. CX Master remains my platform for sharing what I know — independently, without an agenda.

“I built CX Master because the advice I needed when I was starting out didn’t exist. Most of what’s written about customer experience is theoretical. I wanted to write about what actually happens when you’re managing 160 people across three continents, trying to hit an SLA while your ticketing system is on fire.”

Career history