Experience from principals who have done the work themselves.

She was selected as Global Advisor and Chief Organizational Development Officer to an international partner network founded by a globally recognized supply-chain strategist, with more than 150 partners across the United States, United Kingdom, Germany, China, Brazil and Australia. Over a year she built the organizational development practice out from the ground up — advising executive teams on the people and culture risk behind entrepreneurial growth, industrial expansion and technology adoption, across multiple geographies and regulatory environments. She has since exited that role to focus on AMC as it scales. For clients considering AMC, the point of that chapter is simple: the same EBITDA-linked diagnostic method used with mid-market and PE-backed firms in Canada was vetted and adopted by a global network.

Before AMC, Agnes founded an AEC-focused recruitment and advisory firm. She built it first in Toronto, scaled it across Ontario, then nationally, then into the United States — fourteen years in total — before selling the business to her partner, who runs the organization to this day. The handover ran on a one-year exit plan she designed and executed herself. She led senior leadership and critical talent searches throughout, and advised on employer brand, culture and leadership practice.

That last detail matters more than it looks. When AMC advises a board on succession, key-person risk or a founder transition, it is not theory being applied to someone else's business — she has built a company, scaled it across three markets, and then made herself unnecessary to it on a planned timeline.

She is also the founder and president of a not-for-profit building community, policy and mentorship for women and diverse professionals in architecture, engineering and construction.

Her working principles are consistent across every engagement: evidence-based rather than opinion-led, commercial rather than sentimental, and capability-building — your internal team should leave stronger, not dependent on her.

Her operational grounding is genuine rather than theoretical: she came up through civil, nuclear and infrastructure construction as a Site Superintendent and certified National Construction Safety Officer before moving into operational engagement and innovation leadership. That history is why AMC's recommendations tend to survive contact with a real organization — she knows what a plan costs the people who have to run it.

At AMC she leads end-to-end execution: designing and implementing people strategies, optimizing project delivery, enabling digital transformation and integrating new technologies. Alongside her AMC work she serves as Associate Director of TRACCS, a national transit and rail association, contributing to policy development and governance in the Canadian rail sector and advancing standards across the industry.

The through-line of her training is the same as her practice: rigorous analysis, then practical implementation, turning human capital from a cost centre into a driver of profitability.

He is a Certified Master Coach and Master NLP Practitioner, a Certified Psychological Health & Safety Professional and a Certified Mental Health Coach — a combination that is rare in executive coaching, and the reason he can work credibly at the intersection of leadership performance and psychological safety rather than treating them as separate agendas. He describes the role as working like a sports psychologist for the boardroom: agile, grounded in evidence, and tuned to the real conditions inside a specific organization rather than a curriculum.

Critically for the executives he coaches, Mike does not coach from an academic vacuum. Before building his practice he spent twenty years in sales, operations and consulting across the construction industry, and held a seat at boardroom tables himself. He has lived the quotas, the tight deadlines, the pressure of client work, the operations behind the scenes and the team pressures his clients face every day. Senior leaders tend to relax with him quickly for exactly that reason: he has carried commercial responsibility, and he is not describing pressure he has only read about.

His work spans three areas. Team alignment and facilitation — he does not lecture, he runs the conversations that identify strengths, bridge gaps and bring a team into a single direction. Performance psychology, introduced as practical tools built into the daily workflow rather than as abstract theory. And targeted one-to-one growth, helping each leader understand their own psychology, navigate their distinct challenges and reach their goals.

There is no rigid script and no standard programme. In his own words: "I am not there to build dependence on me. I am there to leave a team that can sustain its own performance long after our work is done." Which is, not coincidentally, the same thing AMC says about every engagement.

In a group programme he runs the workshops that build shared language across the executive and management layers. Between them, he runs the individual coaching that makes it stick.