As I’ve led companies that blend technology with profitability, science with service, I’ve needed to balance foresight, innovation, and smart management. Seeing further and experimenting boldly has always been grounded by pragmatism, operational realism, an instinct for differentiating tactical from trendy. Because I’ve repeatedly leveraged this approach to experience the gratification of entrepreneurial success, I share what I’ve learned by speaking internationally about entrepreneurship and leadership. Indeed, foresight, innovation, and smart management are capabilities I’ve worked hard to cultivate during my career as an entrepreneurial executive. As is often the case, that hard work pays off: my company Maven Consulting made #70 on Maclean’s 2019 list (and others) due to its 5-year growth of 1,339%. Furthermore, Maven is just one of several companies I’ve had the privilege of envisioning, building, and operating with annual triple digit growth rates. My balanced approach serves me especially well in my work with real estate, construction, and utility partners. Capital project management for the nation’s most complex, large scale infrastructural developments requires a solid grasp of engineering realities as well as a feel for disruptive possibilities around the corner. Likewise, as a Vertex Development lead in the high-stakes world of Vancouver real estate, I prove my project structuring skills and investment intuition in equal measure. There are few things I enjoy as much as connecting with other aspiring entrepreneurs, whether it’s over coffee or a packed conference room. When I’m connecting with an audience or an individual about turning visions into profitable businesses, I find that I’m naturally transparent and authentic. When you’re discussing ideas that have the potential to impact thousands (or millions of people) or simply drain your savings account, those qualities are important. And you’d better believe I’ll find a way to work in the lessons I’ve learned from my sports obsession, the All Blacks.