Description

Over the course of my career — across government audit, a multi-entity family office, and independent consulting — a pattern kept showing up. The biggest drag on performance was rarely strategy. It was accumulated operational overhead: processes nobody owned, structures that solved a problem from three years ago, workflows that made a broken system run faster without actually fixing it.

That's now my explicit focus. I step inside organizations, find what's creating drag, and remove it. Not improve it — remove it. The question I bring isn't "how do we do this better?" It's "should we be doing this at all?"

The instinct comes from 9 years as an Audit Lead at the Office of the Auditor General of Ontario — my entire job was walking into programs worth hundreds of millions and asking "is this delivering value?" Then building regulatory risk frameworks from scratch at the AGCO. Then 4 years as de facto Chief of Staff across a multi-entity family office, which included doing exactly this work with their portfolio companies: stepping into operational situations, identifying what wasn't working, and eliminating it.

I founded MTP Consulting to do this independently — with the speed and directness that's rarely possible inside a large firm.

Industry field of expertise

Languages

English
Native or bilingual
French
Fluent
Russian
Native or bilingual

Workplace preferences

Can work on-site

Paris (up to 50km)

MTP Consulting
Founder and Principal Consultant
September 2022 - Today (3 years and 9 months)
Paris, France
My independent practice works with family offices and fast-growing companies on time-bound operational and strategic mandates that include: investment due diligence, portfolio company assessments, execution planning, and cross functional initiative management from diagnostic through to implementation. Over time, a pattern emerged across every engagement: the biggest drag on performance was rarely strategy. It was accumulated operational overhead - processes nobody owned, structures that solved a problem from three years ago, workflows that made a broken system run faster without actually fixing it. That's now my focus. I step inside organizations, find what's creating drag, and remove it. Not improve it - remove it. The question I bring isn't "how do we do this better?" It's "should we be doing this at all?"
Providence Wealth
Strategy and Operations Consultant
September 2018 - October 2022 (4 years and 1 month)
London, UK
Served as a strategic liaison between the CEO and business leaders, overseeing cross-functional alignment, tracking key objectives, and ensuring seamless operational execution across the family office portfolio

Provided operational oversight as well as start-up and business development support to drive growth and business expansion, while optimizing performance across diverse ventures

Conducted investment and risk analysis to support informed decision-making and managing investor relations to maintain strong stakeholder engagement
Office of the Auditor General of Ontario
Audit Supervisor
November 2006 - February 2015 (8 years and 3 months)
Toronto, ON, Canada
Relationship-Building, Leadership and Communication Experience:

Built and managed stakeholder relationships with external parties, including agencies, Deputy Ministers, Program Directors, Internal Audit, CEOs, CFOs and Board Members; facilitated and open exchange of information and ensuring collaboration, cooperation and buy-in on significant issues

Led teams of auditors, researchers and IT experts; responsible for creating and executing work plans, managing performance, and coaching, mentoring and motivating staff with the goal of fostering a positive and productive team environment and achieving results on time and on budget

Responsible for formal communications with external parties; drafting Audit Reports and Follow-up Reports

Technical experience:

Planned, led and delivered risk-based, strategic audits of the Provincial government's programs in a variety of sectors, including Infrastructure, Travel and Tourism, Health, Social Services, and Immigration

Identified financial and operational inefficiencies within government and service provider organizations, evaluated and quantified the overall risk and impact on the organizations, and providing detailed recommendations on how to improve key processes, including risk management and overall strategic planning

Determined whether proper governance and a sound control environment existed to ensure efficiency, economy, and effectiveness of government spending

Provided strategic recommendations to improve program delivery and government operaitons