How I Think About Risk, Systems & Leadership

I approach risk as a property of the system, not as a series of discrete failures or individual errors. This includes examining how governance structures, decision pathways, incentives, and external pressures shape what is possible — and what is fragile — within an organization.

Risk often accumulates quietly through misalignment, weak feedback loops, or competing priorities. My role is to help leaders see these patterns early and understand their implications before they surface as losses or crises.

Psychosocial risk is often misunderstood as an individual or cultural issue. In practice, it is an organizational hazard shaped by job design, leadership behaviour, and governance decisions.

My work treats psychosocial risk as an integrated component of organizational risk management,  aligned with Canadian and international standards for psychological health and safety, connecting directly to safety, performance, liability, and long-term organizational resilience.

Culture is not what an organization says it values — it is what people learn through everyday decisions, responses, and consequences. I focus on how culture is produced and reinforced through leadership actions, informal norms, and structural incentives.

This work helps organizations understand why certain behaviours persist, where stated values and lived experience diverge, and how cultural dynamics either support or undermine safety, trust, and performance over time.

Many leadership challenges emerge not from a lack of information, but from uncertainty, competing interpretations, and pressure to act without clear answers. I support leaders in making sense of complex situations where technical, human, and systemic factors are interacting.

This includes helping teams clarify what is known, what is assumed, and what remains uncertain, so decisions can be made with greater coherence, feasibility, and confidence. 

I work with standards as practical tools for risk management and organizational learning, not as compliance exercises. My experience includes translating complex regulatory and standards-based requirements into operational reality in a way that supports decision-making rather than constraining it.

Standards are most effective when they are integrated into existing systems and governance processes, not layered on as standalone requirements.

Facilitation of risk workshop in China

Site visit to fabrication yard in China

Operational site visit in Canada