My Professional Story

The Era of Discovery and Experience

In the early 2000s, the digital world was still defining itself. It was the era of Flash, budding transactional commerce, and the emergence of the first major online communities. Multimedia was still consumed massively on CD-ROMs, and Macromedia Director was the standard for creating rich, immersive interactive experiences. This era also marked the birth of the Multimedia City in Montreal and the arrival of Ubisoft, transforming the city into a tech hub.

It was in this creative ferment that I joined DTI-Infogramme—later Atari—tasked with designing Gamecitizen, a major gaming portal. Within cutting-edge organizations like Nurun and BCE Emergis, and later as co-creative director at Sid Lee, I strengthened my technical mastery of web development while navigating the "rich media" explosion. My role was to act as the essential bridge between bold artistic concepts and viable technological solutions.

For global brands like Adidas, MGM, and Cirque du Soleil, I transformed creative visions into interactive realities. These internationally awarded projects (including at One Show New York) helped redefine how major brands tell their stories online, proving digital could be much more than a business card.

The Entrepreneurial Leap

In 2009, I founded We Are Interactive (WAI) with a clear vision: to build a boutique agency where strategic proximity trumps mass growth. I chose to maintain an agile structure of 30 experts, becoming the trusted tech partner for leaders like Hydro-Québec, St-Hubert, Cascades Pro, and Warner Bros Games in Montreal.

Rather than multiplying mandates, we deepened our impact by orchestrating complex ecosystems, such as the simultaneous deployment of mobile apps for Osheaga, Heavy Montreal, and ÎleSoniq, managing millions of real-time data points to optimize crowd experience.

This period marked my transition from service provider to asset creator. With the architecture of the Noovo platform (V-Télé), we proved an agile structure could pivot to a high-value content model. Parallelly, I explored the sharing economy with PRKAIR, a viral marketplace for urban parking. Dubbed the "Airbnb of parking," it acquired 300,000 members in six months and became an innovation model cited in national press and academic studies. This decade forged my reputation as a leader capable of combining creative vision and operational performance under high pressure.

Application Prkair

Corporate Rigor and Turnaround

After ten years of entrepreneurial agility, I joined Keurig Dr Pepper Canada with a precise mandate: to transform a digital cost center into a net profitability engine. In a context where e-commerce was maturing and ROI became the sovereign metric, I piloted the complete in-housing of digital services, including critical pillars like paid media and content creation.

I notably created the "Digital Shelf" department, establishing a single source of truth for brand imagery to guarantee a consistent, impactful presence on partner sites, from Amazon to e-tailers. This period was also marked by my leadership during annual strategic negotiations (AVN) with Amazon, where I orchestrated 110% growth, propelling this channel to second place in national sales revenue.

By optimizing this reach and launching LTV-focused loyalty programs for the DTC site keurig.ca, I orchestrated a spectacular 197% financial turnaround. This $1.5M swing proved that execution rigor and hyper-personalization could transform technical infrastructure into a dominant strategic asset.

The Artificial Intelligence Frontier

My time at Intelcom marked my entry into the most accelerated phase of tech history: Agentic AI. We moved from AI that answers questions to AI partners that execute complex tasks autonomously. As a technology strategist, I developed business cases to integrate AI into development cycles, projecting efficiency gains of +50%.

Beyond pure innovation, I established rigorous governance to support strategic decision-making. By orchestrating a dedicated steering committee (T-PLT), I ensured fluidity between technological imperatives and the organization's business pillars. Today, as a fractional Chief Digital Officer, I help leaders not just "use" AI, but tame it to increase production capacity and decision precision, guaranteeing competitiveness in a world where technology is now an active operational partner.