
I have built three companies across three different technology waves. The thing I keep relearning is how little of the outcome is about the technology.
I started at BlackBerry as a young engineer and wrote BrickBreaker on the side. It ended up on more than fifteen million devices — I was only 19 or 20 years old. That was the first lesson in how unevenly value gets attributed inside a big company.
I founded Well.ca out of Guelph and grew it into one of the largest e-commerce businesses in the country. McKesson acquired us in 2017. The deal worked because of years of operating decisions made long before any banker was in the room. Customer trust. Category position. A team that could be handed the keys without the wheels coming off.
I founded Tulip while I was still running Well.ca, because I could see what mobile was about to do to retail and nobody else was building for it. Mulberry, Coach, Kate Spade, Michael Kors, Salvatore Ferragamo. We raised over a hundred million in venture capital across the two companies and learned, the expensive way, what enterprise sales actually take.
I am co-founder of Transformer Lab now. Open-source platform for AI model development. This is a different world, but it’s the same pattern underneath. Great products lose deals. Trust, timing and people decide more than the tech does. The founders who internalize that early build companies with more options when the moment arrives.
Toronto in 2026 is in a strange place. More capital than it has ever had. More AI-native competition than most founders have priced in. More acquirer activity than the headlines reflect. The decisions founders make in the next eighteen months will quietly determine what the next decade of this ecosystem looks like.
As Chair of @TechExitConf Toronto 2026, I am working with this steering committee to build a program for the Toronto founders who are inside that decision right now. Less narrative. More of what actually moves the outcome.
Learn more: techexit.io/toronto/
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