Most of my career has been spent inside heavy industry: dams, grids, plants, mines, ports and factories. I have built the digital platforms that run them and advised on the capital, deals and operations around them. Each drawing below shows a part of that work and the scale it ran at.
Each plate is a sector I have worked in, drawn as the asset with the platforms I helped design and deliver marked on it. The bulk were built in the SNC-Lavalin years, where I led product, engineering and delivery teams across every one of these sectors. A photograph of a project of that kind sits beside each plate.
Digital dam safety, generating-station twins and the data spine that joins them.
Intelligent substations, line inspection from the air and asset management at grid scale.
Renewable fleets run from one operating picture, from blade to battery.
Refurbishment, site robotics and the digital record a sixty-year asset needs.
Reservoir uncertainty, remote and offshore assets, and safety in hazardous areas.
Moving and storing hydrocarbons safely: pipelines, compression, LNG and terminals.
Refining and distribution: plant models, control and turnaround discipline.
Crackers to pellets: olefins, polyolefins and the plants and markets that run on them.
Pit to port, run from a city: autonomy, tailings assurance and connected crews.
Signalling, wayside inspection and the asset model handed over on day one.
Cities run as one system: mobility, energy and infrastructure on shared data.
The port as one system: berth, yard, gate and the data shared across them.
A digital thread from design to sustainment for programmes measured in decades.
Converged security for grids, plants and the structures between them.
OT to enterprise, and AI that runs in production rather than in slides.
How megaprojects get built and run: mobile, modelled and accountable.
A platform that works on one site still has to reach the next fifty. These sheets show the machinery I set up and ran to get it there: the product practices, capital governance and engineering centres behind the platforms, built and operated alongside the teams who used them.
Digital, hardware and infrastructure products taken from discovery to operation on one roadmap.
Models built like products on a line, and governed from a centre of excellence.
Enterprise IT reorganized around long-lived products, shared platforms and the blueprints beneath them.
Engineering prototypes taken through readiness stages to revenue, with partners alongside.
Capital decided at gates and then watched as a portfolio.
Turnarounds won on risk, claims and value discipline.
Schedule, cost and change held to one truth, from the field to the steering committee.
Making projects bankable: equity, debt, offtake and risk put in the right hands.
Centres of excellence that hold the methods, people and tools every region draws on.
Common processes run once, automated, and taught to everyone who uses them.
Labs built so engineers can model, prototype and test before the field ever sees it.
Winning the work and setting it up right: tender packages, FEED and bid strategy.
Before and between the engineering years, I advised sovereign funds, banks, operators and governments as a consultant at EY, PwC and Design Molecule. These sheets show what that work put in place, built with the client teams who would go on to run it.
Where sovereign funds, banks and investors should put capital, and how to watch it once they do.
Deals integrated layer by layer, from process to controls, rather than org chart first.
Supply networks rebuilt end to end, from supplier risk to the control tower.
Finance rebuilt around one core, then measured, automated and shared.
The three lines of defence, the board above them and the policy around them.
Requirements to operations on one digital thread, designed to reference architectures.
Three pieces of work stand apart from the rest: a company I helped create that now competes worldwide, critical infrastructure delivered where nothing could be taken for granted, and the standards and alliances I help shape for whole industries.
The most lasting thing to come out of the SNC-Lavalin years: a global substation company that did not exist before.
Critical infrastructure built and protected where security, logistics and communications were all in question.
From the plant floor to the standards committee, and back again.
Team size changed with the setting; the approach did not. Read across the four settings to see how the same five responsibilities scaled.
Board seats, nonprofit leadership and standards work, held alongside the roles in the chapters below.
A not-for-profit network of manufacturing practitioners focused on continuous improvement. On the board I led the paper setting out AME’s role in manufacturing intelligence, and the mandate for its AI strategy working group.
A volunteer-run nonprofit where engineers solve real problems together. I own the project pipeline lifecycle from idea to release, am building out its Innovation Labs, and set the product lifecycle management that carries designs through each technology readiness level. I run quality and risk assurance on project prototypes, and lead several projects within the community.
Standards for how LLM agents interface with other systems, behavioural safeguards for AI models, and AI risk and safety.
Brought Kimberly-Clark in as the first consumer goods member of two national manufacturing technology alliances.
Each place on this map marks team work where I was responsible for delivery execution. Select one to see what was done there, then open the industry, discipline and advisory sheets it connects to.
Hydro generating-station replacement and run-of-river hydro on Vancouver Island and the coast.
The energy practice for the Canadian market: oil and gas joint venture operations, supply chain and operations technology, and energy policy.
Alberta transmission programmes.
The studio, with energy and investor engagements.
An HVDC converter station on a northern transmission link.
Sustainable mining operations assessments and models.
Nuclear refurbishment, onshore wind and mining decarbonization.
Head office, in the home province of Hydro-Québec and a wide base of Quebec utilities. The digital work spanned all of the firm’s Quebec capital projects: Hydro-Québec generation, including Romaine-2, and transmission; the new Champlain Bridge; the REM light rail network; and the Éléonore gold mine. Montreal was also the base for nuclear robotics partnerships.
The studio.
Transmission and utility engineering, digital transformation and grid modernization for a utility group.
Transmission and substation engineering for a New England utility.
Gas-insulated substations for data center campuses.
Enterprise manufacturing technology strategy, OT convergence, the Factory of the Future vision, and data and AI for a global manufacturer.
EMEA advisory engagements in transactions, risk and energy.
Merger integration for a global engineering combination.
Air- and gas-insulated substations at transmission voltage.
The carve-out that created Linxon, a substation joint venture with ABB working across fifteen countries.
Organizational setup for oil and gas, operations and plant consulting, and plant modelling and controlling for refinery operations.
Financial services and structured finance, then energy and petrochemical operations, including international joint venture projects.
Major capital projects in transmission and infrastructure.
Financial services and business risk advisory offices for the Middle East, then energy operations engagements.
Major capital projects in transmission and infrastructure.
Financial services and risk engagements, then energy operations.
Major capital projects in transmission and infrastructure.
Financial services and energy sector engagements.
Transmission substations delivered in a conflict zone.
Critical infrastructure protection (CIPS) programmes in a conflict zone.
Engineering internships on infrastructure documentation.
Base for the risk services and structured finance portfolio practices; national oil and gas portfolios, GCC 2030 strategies, and petrochemical operations turnaround assessments.
Major capital projects in transmission and infrastructure.
Structured finance, then oil, gas and petrochemical operations engagements.
A substation for a gas processing plant, and transmission infrastructure.
Financial services and structured finance engagements.
Gas-insulated substations and a bulk supply point.
Financial services and structured finance, then energy operations.
Substations for a utility-scale solar park and the city grid, renewable origination and smart city work.
Ultra-high-voltage substations in Rajasthan and Haryana.
Mass rapid transit monorail lines.
Strategy and valuation engagements across APAC.
A utility-scale wind farm.
Leadership roles, never from an ivory tower: building with the team, making the delivery and execution calls, carrying the P&L risk and steering the technical teams that shipped the products. Several hats at once.
Where systems engineering started.
Structured finance, risk and the energy sector, from Kuwait outward.
An energy practice built twice: first in EMEA, then for the Canadian market.
A distressed transmission portfolio, rebuilt from the project controls up.
The power business, run as a digital business, and digital scaled across the company.
Hands-on technology for operators and investors.
Setting the technology direction for how a global manufacturer makes things.
What managers, clients, colleagues and classmates have written about working with me, quoted as they wrote it on LinkedIn, from the consulting years through Kimberly-Clark.
Amish punches incredibly far above his weight.
I have had the pleasure of working closely with Amish during his time as part of the K-C strategy team. I’ve consistently been impressed by his keen ability to hit the ground running in any situation and quickly become an expert on a wide range of materials. His technical and analytical skills are top-notch, and he has a talent for developing innovative solutions to complex problems.
In addition to incredibly strong hard skills, Amish is a team player with a positive attitude and a willingness to go above and beyond to help his colleagues. He is a pleasure to work with and has consistently demonstrated his ability to adapt and thrive in any situation through values-based leadership.
I have no doubt that Amish will excel in any role he takes on, and I highly recommend him for any opportunity that comes his way. Amish punches incredibly far above his weight. I have no doubt that Amish’s ambition and drive, combined with his track record of success and leadership potential, will ultimately lead him to the C-suite.
He knows how to diplomatically disrupt, bring in fresh perspectives, and move any kind of work in the right direction.
Amish is an unbelievably talented, kind and professional individual. I cannot imagine a company that wouldn’t be better off having Amish as an employee, mentor, manager or consultant. He knows how to diplomatically disrupt, bring in fresh perspectives, and move any kind of work in the right direction. Amish has a unique talent for being creative and professional in any environment, yet at the same far exceeding the expectations of his clients, at any level.
I would rehire him in a heartbeat.
Amish is the right balance between the analytical and planing portion of a given assignment and the action portion. His capacity to quickly grasp the priorities and deploy resources accordingly has made him the go-to guy for business improvements and change management. Every file Amish was involved with was delivered quickly and efficiently and I continue to be impressed by the quality of the work. I would rehire him in a heartbeat.
Amish is a very organized, focused individual with amazing skill at hearing everyone’s point of view and finding common ground to make systems work for everyone. He is logical and meticulous at all things he takes on and is a great asset to any team.
I had to rely on Amish to provide the backbone for control process improvement.
I worked with Amish when I was Manager of Internal Controls and at SNC Lavalin T&D. While in that position I had to rely on Amish to provide the backbone for control process improvement.
Through Amish’s audit and business transformation experience he always demonstrated an ability to quickly identify the root cause and develop well organized implementation plans to meet the identified control improvement objectives. Control process improvements often require multi-department collaborative support and with Amish’s strong communication skills, and empathy to multi-department objectives, the usual reticence to change and potential conflicting concerns were always resolved.
Given my experience with Amish he has consistently demonstrated professionalism and a results driven focus that would be a fantastic asset to any team.
Extremely detailed and very astute in process and Project Management.
Amish is extremely detailed and is very astute in process and Project Management.
I was part of a special unit with Amish at SNC-Lavalin T&D improving and enhancing our organization efficiencies as a whole.
I would recommend Amish for any role that he was interested in as I found him to be a team player and result-oriented.
One of the very few management consultants that I have seen who operates with a very high ‘Emotional IQ’.
Amish is a well-rounded business transformation professional. He brings total focus, dedication and commitment to the projects that he is handling. Amish is one of the very few management consultants that I have seen who operates with a very high ‘Emotional IQ’ and this clearly distinguishes him from the rest. Amish drives towards results but ensures that he is being sensitive to the work & communication styles of the various personalities involved in his project(s). Amish thrives and is able to deliver consistently even under pressure and constantly changing business/project objectives & priorities. Amish, ensures that he understands the ‘big picture’ and he is able to effortlessly lead his project (cross functional) teams in delivering high quality results. Amish will be a great asset to any team that he works with.
His professionalism and ability to empathize with both the technical and people challenges we faced along the way were first rate.
Amish led a complex business transformation within my branch over the course of a year. His professionalism and ability to empathize with both the technical and people challenges we faced along the way were first rate. As a leadership team, we now have greater clarity over how to enhance our management of strategic performance; and the deliverables and outcomes from this project are going to be invaluable to the branch as we build on them and move forward.
Very early in the process Amish highlighted the different challenges, issues and risks associated with this type of transformational initiatives.
Amish assisted us in the elaboration of our strategy and action plan to support the successful deployment of our Category Management Program. Very early in the process Amish highlighted the different challenges, issues and risks associated with this type of transformational initiatives. His business acumen and thoughtful advices help us identifying potential impacts and ways to mitigate them. His support and contribution in the initial stage of the project were greatly appreciated and valuable.
We would welcome him back to the team at anytime without reservation.
Amish reported directly to me at Ernst & Young as well as in PwC post merger with the Advisory Team in 2009. I had the pleasure of working and indeed teaming with him on a daily basis for a period of 6 years on multiple pursuits and engagements, and in developing three distinct advisory practices across two major consulting firms across the Energy and Financial Services verticals. In all that time I found him to be an extremely sharp, well traveled, well educated, highly cultured and well connected individual; exceptionally articulate with charismatic stage presence – attributes which he leverages consistently to understand how local businesses operate as well as developing and maintaining a strong network of internal and external relationships alike. He is a tireless creative, hard working, technologically savvy and a great guy with a lot of integrity! I could always rely on Amish with total confidence to take the initiative, lead and go the extra mile with channeling efforts and tasks with resolute focus and a sense of purpose. He is remarkably responsive, efficient and empowering with his communication skills. Amish always believes that the “devil is in the details” as is often witnessed in his ability to combine strong risk assessment with the dynamic thinking necessary to craft solutions to most apparent obstacles faced by clients – the quality of his output and the realization of outcomes from his work by clients has always been first rate. One of his most enduring and valued traits to the team and I would say transmutable to any organization would be his forward thinking ability, entrepreneurial drive and focus on identifying innovative solutions to business challenges and opportunities be they internal or external facing. Though we as a regional practice collectively supported his ambitions in pursuing further geographical exposure along his career trajectory albeit within the global firm, his presence and perspective in the team is strongly missed, and we would welcome him back to the team at anytime without reservation. If you are looking to recruit Amish as a business advisor or to a leadership role within your organization I would have no hesitation in offering you my strongest recommendation.
A pragmatic consultant with the leadership ability to bridge aspirational business ideas with operational and technical realities.
Amish and I have worked extensively and closely on large scale bids and high value engagements, both at Ernst & Young when I hired him and since he joined the Consulting and Deals team following a merger with PwC in 2009. He has consistently distinguished himself as an exceptional consultant through his leadership initiative, his consulting acumen and relationship building skills with clients – core competencies which placed him on the Fast Track with us at Ernst & Young. His analytical, written and verbal communication skills are first rate – additionally, Amish has one of those rare gifts at being able to conceptualize and articulate ideas into visually compelling presentations and proposals – during his tenure with us in the EMEIA region he proved to be a crucial component in the team’s success on some of our biggest regional pursuits and in delivering on some of our highest profile engagements. With an enduring focus on outcomes vs. outputs he has a proven track record in delivering measurable business results for clients and their organizations, earning the respect of his colleagues and clients alike as a pragmatic consultant with the leadership ability to bridge aspirational business ideas with operational and technical realities. Internally, he has been a positive mentor and role model for the consulting practice and his peers, always willing to share knowledge and proactively involved in leading practice building dynamics or initiatives. I count Amish as a valued colleague and friend whom I would look to have on my team any day, and I wouldn’t hesitate to recommend that he would prove to be an asset to any organization.
He is a highly competent professional and exhibits strong work ethics.
I have known Amish for almost two years during my time at Ernst & Young and I always found Amish professional, deligent and client focused. He is a highly competent professional and exhibits strong work ethics, in addition, Amish consistently delivered high quality job and was highly appreciated by his team, manager and clients. I wish Amish all success in the future.
Amish is strategic in his thinking and knows the nuances of operational execution. Amish is reliable, and is committed to his work.
The consummate connector.
The consummate connector, Amish has an impressive ability to cultivate and maintain genuine long-term links with people he had the occasion to encounter through business or academia. While at LSE he quickly stood out as a leader among our peers. He’s a seasoned orator, with remarkable interpersonal skills. In addition, his career trajectory lends credence to his advanced proficiency in the areas of management consulting and financial services. Amish would be an invaluable asset to any team.
Balancing the opposing views and seeking win-win mutually beneficial policy solutions.
Amish and I were university peers at the LSE. Amish always brought a diplomatic flare to our discussions, balancing the opposing views and seeking win-win mutually beneficial policy solutions. As a person, he remains one of the people I highly respect and admire.
