What started as straightforward systems integration work evolved into something more specific: helping organizations preserve institutional knowledge when critical team members leave. The technical expertise is still essential, but the real value comes from understanding the why behind past decisions.

That gap, between what's written down and what people actually know, is where business risk hides.

I started enfusion-group because I’ve always been drawn to the puzzles other people avoid: the ones where things don’t quite fit, or seem too tangled to fix. Finding patterns in the mess, and making things work together when they shouldn’t has always driven me.

Over 20 years, I built a practice entirely through referrals, taking on challenging projects, delivering solid technical work, and moving on to the next interesting problem. Organizations had network challenges, I solved them and they referred me to others.

But over time, I noticed a pattern.

The same problem kept surfacing, regardless of the specific technical challenge: organizations had invested heavily in infrastructure, documented configurations, then struggled when key people left. The documentation told you what was built, but rarely captured why decisions were made, how systems actually operated, or where the temporary workarounds were hidden.

Years later, while hoping to get into veterinary school, I worked for the University's Computing and Communications Services department helping students in residence get connected to the Internet, which was in its infancy. Within months, I'd completed more successful connections than all of the other installers combined and was subsequently given the complex installs that came up. The fearlessness and determination that I'd grown up with enabled me to dig in, until things worked.

I haven't outgrown that childhood curiosity. The satisfaction of understanding how parts work together, the resilience to keep trying when the first approach fails, and the fulfillment of seeing everything come together still drives this work.

The systems are more complex now. The parts include people and institutional knowledge alongside technical infrastructure.

When I was young, I was fascinated with watching people build and fix things. What always stuck with me is that if you really want to fix something, you need to dismantle it, see the parts, figure out what they do, and ensure they work together properly.

With determination, patience and the right tools, anything could be made to work again.

I've always been curious about how things work.


Why I Do This Work—

Dismantle it, understand the parts, ensure they work together properly.

The Work—

I still specialize in network architecture and infrastructure design, that's the bread and butter. But technical work is rarely the biggest challenge now. Understanding the context behind systems that someone else built, finding the person who actually knows how things work and bridging the gap between documentation and operational reality, is.

Most engagements start with a specific project: resolving a network issue, a technology assessment, a security architecture review. Real value develops from someone who understands both the technical details and the organizational context, someone who can identify and address knowledge gaps that others miss until it's too late.

That's why many client relationships evolve from project-based work to retained consulting partnerships. Not because I sell them on it, but because organizations realize that time-in-market beats timing-the-market—consistent presence prevents more problems than crisis intervention ever solves.

The Approach—

That means understanding who knows what, why past approaches succeeded or failed, and what's been tried before. It means connecting with the team members others find difficult, the ones who push back, who remember why things were done certain ways, who hold critical knowledge but aren't always easy to work with.

Technical problems usually have technical solutions. Business problems that present as technical issues require a different approach, one that values institutional knowledge as much as technical objectives.

I integrate people before systems.

All of our long-term relationships started with a specific project, then expanded through demonstration of the value of sustained involvement. The pattern is consistent: initial engagement through a technical need, delivery on that project, then evolution into strategic partnership.

Specific technical challenges: integration, migrations, assessments, architecture design, security reviews. Clear scope, defined outcomes, typically where relationships begin.

Project Engagements

Retained Consulting

Monthly subscriptions that provide expertise for strategic decisions without project commitment overhead. Think of it as a gym membership rather than personal training sessions, ongoing access and involvement as needs emerge.

Integration Support

M&A technical due diligence, leadership transition planning, and knowledge transfer programs. When business risk concentrates around what people know rather than what's documented.

How We Work—

Systems are more complex than ever.  Teams are more distributed.  Knowledge is more fragmented.  Institutional knowledge is disappearing as people change roles faster, retire earlier, and more quickly move to new opportunities.

Meanwhile, documentation captures configurations but misses context.  Diagrams show connections but not dependencies.  Runbooks explain procedures but not the subtle expertise that makes them work.

Organizations facing mergers, transitions, or rapid growth can't afford to discover critical knowledge gaps mid-execution.

Why This Matters Now—

Institutional knowledge doesn't wait for you to notice it's missing.

Senior executives, CTOs, CEOs, Directors of Infrastructure—who recognize that technical complexity creates business risk, especially during transitions. Leaders who understand that their competitive advantage isn't just in their systems, but in the knowledge of how those systems actually work.

Organizations where:
  • Key technical team members are retiring, transitioning, or have already left
  • Mergers or acquisitions require understanding systems someone else built
  • Growth has outpaced documentation and knowledge transfer
  • Technical decisions need to support business continuity, not just immediate functionality

Who I Work With—

Twenty years of systems integration consulting, built entirely through referrals until recently.  Expertise in network and systems integration, architecture, infrastructure design, and the emerging challenge of institutional knowledge preservation.

Based in the Toronto area, working with clients across North America who value clear thinking over corporate jargon, sustainable solutions over quick fixes, and business outcomes over technical perfection.

When I'm not connecting dots for organizations, I'm with my 2 kids, 2 dogs, 2 cars, way too many cameras, guitars, even more computers, and one beautiful better half.

The Foundation—

Network confusion?  Ping enfusion!