Strategic advisory and independent governance for founder-led and family-owned enterprises navigating AI-driven change, governance complexity, and long-term growth decisions.
No pitch. No pressure. Just an honest conversation.
Your competitors are copying each other. Your industry is chasing trends. You're working harder than ever and wondering why it isn't translating.
The problem isn't effort. It's direction.
A strategy isn't a vision board or a five-year plan. It's a clear-eyed answer to one question: "Given where we are, what is the most powerful thing we can do next?"
I examine your business from the outside in. You'll understand exactly why certain things aren't working — often within the first conversation.
Not a 60-page document. A clear, prioritized roadmap your team can act on Monday morning. Strategy that sits on a shelf is worse than no strategy at all.
No software to sell you, no preferred vendors, no quota. My only incentive is your results. I've built companies, run hotels, and chaired a regulator.
For enterprises seeking independent directors or governance counsel, I bring hands-on operating experience to the boardroom — not just policy checklists.
Most consultants deliver a report. The S.T.A.R. Strategies Methodology delivers a system. It integrates quantitative analysis with qualitative positioning — combining data and analytics with a deep understanding of perceptions and market dynamics that spreadsheets alone cannot capture.
“Plan the Work — Work the Plan.”
Global plans and objectives that align the entire organization — the corporation, its divisions, and its products — around a coherent direction. Without this, everything downstream is noise.
Ground-level plans with attainable objectives, defined assignments, and clear budget allocations. Tactics are where strategy touches the real world — specific enough to execute and flexible enough to adapt.
Ideas are only as good as what you do with them. This stage converts plans into specific, time-bound actions — with the right people, budget, and tools assigned. Execution is where most strategies die.
Measurable outcomes are the only honest measure of strategy. We define success metrics up front, track them rigorously, and hold the plan — and ourselves — accountable to what was promised.
Resources and Responsibilities are embedded throughout the Actions stage, ensuring that accountability and capability are woven into every step of execution.
Independent hotel owners, property developers, and accommodation groups navigating exits, repositioning, technology adoption, or regulatory complexity.
Companies with $5M–$50M in revenue that need senior-level strategic thinking without a $500K consulting engagement.
Organizations that need an independent director perspective — someone with operating credibility who asks the questions staff won’t.
Those who built something and are now figuring out what comes next — structurally, financially, personally.
Board Chair of the Travel Industry Council of Ontario (TICO), a statutory regulator responsible for consumer protection and industry oversight across 2,400 registered travel businesses. Led the board through a governance restructuring, an Auditor General Value for Money Audit, a new industry funding model, and a modernized certification platform — reporting directly to the responsible Minister. Term concluded February 2026.
Opened and operated two Ottawa hotel properties over 30 years — Best Western Plus Ottawa Downtown Suites (opened 1990, hired all staff, oversaw from distressed acquisition through construction and franchise negotiation) and the Albert at Bay Suite Hotel (took over 1995, led conversion to full-service suite hotel). Both properties earned top quality designations and were sold in October 2020.
Pioneered online hotel distribution with the launch of BookDirect (1996), one of the earliest internet hotel booking engines. Integrated with the Amadeus Global Distribution System, enabling real-time booking access to more than 90,000 hotels worldwide, and scaled across hundreds of properties including Delta Hotels and Westmont Hospitality. Built and led Spyre Infostructure Inc. for 18 years as founder and CEO.
President, Ottawa Gatineau Hotel & Motel Association. Vice President, Ontario Hotel & Motel Association. Member, Best Western International Marketing Advisory Board. Contributor, Canadian Tourism Research Institute at the Conference Board of Canada.
Michael is by far the most insightful strategist I have ever worked with, and I have worked with some of the best. If you are fortunate to have Michael on your team you have a tremendous resource to achieve your strategic objectives. One of the few people who share a “moon-view” of the world.
I evaluated all existing crew accommodations technologies in the market and found Michael’s CrewStay system to be innovative and richly featured. Michael is brilliant, easy to work with, honest and a great problem solver.
Michael is a creative, out of the box, cutting edge technologist and Entrepreneur. His ability to see the big picture from a completely different and dynamic perspective has brought tremendous value.
I’ve worked with Michael now for almost two years. He is honest, works hard and gets results. All this and he’s a nice guy too! What more could you want?
"I'm particularly effective with founder-led and family-owned enterprises seeking to convert technological change into sustainable competitive advantage — without eroding culture or governance control."
No pitch. No pressure. Just a focused discussion about where you are, where you want to go, and whether I can help you get there.
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