Twenty-five years of turning direction into something that gets done.

The work

A planner who has had to deliver the plan.

Mark spent 25 to 30 years managing projects for the public sector in British Columbia and Manitoba before bringing that work to small and mid-sized businesses and local organizations. Different rooms, very different budgets, and the same recurring problem: the thinking was fine, the follow-through was not.

That observation is why EAGL Management exists. After a long run of successful projects, what stood out was not that organizations lacked ambition or ability. It was that most of them lacked direction expressed as a clear roadmap and plan, and so good people spent years working hard on the wrong order of things.

He works collaboratively rather than prescriptively. Clients are the essential input to their own plan, because the people doing the work already know most of what is broken. The job of an outside advisor is to get that out of the room, sort the important from the merely urgent, and turn it into something sequenced and owned.

He is candid, which is usually what a leadership team or a board actually needs. A consultant who agrees with everything is pleasant company and poor value. If a priority is not realistic given the capacity in the room, Mark will say so while there is still time to do something about it.

The certification matters here. As a Project Management Professional, Mark writes plans knowing exactly what it takes to deliver them, and he can stay on to run the delivery. That is a rarer combination than it should be. Strategy people hand over a document. Project people are handed someone else's plan. Mark does both ends.

A good deal of that career has been project rescue: being called in partway through, when something important has stalled and someone has to get it finished. He is usually asked to stay on and see it through to completion, which tells you most of what you need to know.