I bring more than 20 years of leadership experience to helping nonprofits use AI effectively and responsibly.

From 2013 to 2019 I was Executive Director of the School Lunch Association in Newfoundland and Labrador. Over those years we tripled revenue and expanded to 34 school locations, serving over 1 million meals a year with a team of over 80 people.

Growth on that scale in a nonprofit rarely comes with matching resources. It meant hiring and scheduling across dozens of sites, reporting to funders and a board, and keeping quality steady through that growth.

The team consistently gave more than anyone asked of them, and the experience taught me that good systems are what protect good people.

Alongside my nonprofit work, I have extensive experience in operational leadership within a large Canadian university, spanning planning, strategy, oversight and implementation as well as employee relations and organizational change.

It is the practical side of keeping a large organization running, and it has given me a close view of how organizational change affects staff, particularly when resources are tight and workloads are already full. That experience shapes how I approach every engagement.

For more than two years I have worked hands-on with AI, building it into everyday workflows and deciding who does what, what information can safely go in and who checks what comes out. The time savings are real, but they last only when privacy, quality and accountability are designed in from the start rather than added later.

I have also seen the gap that opens when staff experiment with AI on their own, without a plan or guardrails, while leaders are too stretched to step back and decide how it should fit. Nonprofits and social enterprises feel that gap most, because limited resources can make mistakes especially costly, and they have the most to gain from time returned to their mission.

I started Draftera to close that gap for nonprofits, charities, social enterprises and associations, bringing an operator's perspective rather than a vendor's and measuring the results as time saved and its estimated value.

These come directly from running organizations, not from the technology, and they shape how I approach every piece of work.

• Start with one real task, a piece of recurring work that costs your team real time, so the value is visible before anyone commits to more.

• Keep people in charge, with staff reviewing, correcting and sending everything a workflow produces, just as they do today.

• Agree the guardrails early, in plain language, so everyone knows what can go into AI tools, what stays out and who checks the output.

• Use the tools you already have, wherever possible. I am tool-neutral and have no product to sell.

• Measure what changes, in time saved and its estimated value, in a form you can share with your board.

• Stay accountable, rather than handing over a tool and moving on. The work is finished when it is working for your team.

My education and professional training cover employee relations, organizational management, governance and project delivery.

• MBA (Employee Relations), University of Leicester
• Master's Certificate in Project Management
• Certificate in Not-for-Profit Governance, Rotman
• Qualified Mediator

I'm based in Newfoundland and Labrador, working with nonprofits across Canada. Most of the work happens remotely, through video calls and the systems your team already uses. I also lead information sessions and workshops on AI for boards, leadership teams and staff.