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BAA: Could you share a bit about your career journey and what led you to work at the intersection of business and government? How has your education at the ¾ÅÐãÖ±²¥ School shaped your path?

My path into public affairs started in an unexpected place — the sports and entertainment industry. The thrill of live productions initially drew me in, but the deeper joy of storytelling kept me on this journey. I spent a decade as a TV reporter, most recently at Global Edmonton, building a deep understanding of ¾ÅÐãÖ±²¥: its economy, industries and the major issues shaping its future. While I loved my role, I also wanted to future-proof my career and maximize my impact.

That led me to the ¾ÅÐãÖ±²¥ School of Business MBA program in 2018. I sought to elevate my financial and economic expertise to complement my storytelling skills, knowing that the combination of strategic communication and analytical sophistication would be invaluable beyond media. The program was transformative. After diving deep into energy markets and finance, I transitioned into public policy, serving as a press secretary and chief of staff on energy files for the Government of ¾ÅÐãÖ±²¥. My ¾ÅÐãÖ±²¥ School of Business education fundamentally shaped my ability to analyze complex issues, communicate effectively and lead within the legislature.

BAA: In your experience, what makes for an effective relationship between the private sector and government?

Success in government-business relations is about alignment: finding the intersection between commercial priorities and government mandates. I’m fortunate that my advocacy focuses on strengthening air service connectivity for our region while advancing innovation and decarbonization, priorities that resonate with governments at all levels.

Being an effective advocate requires a sophisticated approach. I like to present agency-quality materials that showcase economic, social or environmental modeling in alignment with policy objectives. Equally vital is fostering authentic relationships with both political and administrative leaders. Trust is built through openness, reliability and a genuine commitment to shared goals.

Finally, collaboration is key. Building strong alliances within industry and regional associations ensures a broader, more impactful voice in policy discussions.

BAA: How have you seen policy shifts — federally or provincially — impact business decision-making and risk management?

Canada is navigating uncertain economic times. Productivity is lagging, and investment has shifted heavily toward real estate rather than business innovation, resulting in fewer GDP-driving activities that spur job creation and tax revenue.

When policy introduces additional uncertainty, investment hesitates. Now more than ever, governments must work together to foster stability, provide clear investment signals and remove unnecessary regulatory barriers that impede growth.

BAA: As Canada positions itself in a shifting global landscape, what policies do you believe are critical for strengthening business competitiveness?

My focus is on policies that enhance air service connectivity for the Edmonton region, unlock ¾ÅÐãÖ±²¥’s clean energy potential for aviation and improve global logistics infrastructure.

As Canada navigates an evolving trade landscape, diversifying market access beyond the U.S. is essential. Strengthening international connectivity through airports like YEG plays a vital role in expanding export opportunities, attracting investment and positioning ¾ÅÐãÖ±²¥ more competitively on the global stage.

BAA: What are some of the biggest challenges you’ve faced working in government-business relations, and how did you navigate them?

One of the biggest challenges is ensuring that our priorities stand out in a crowded advocacy space. After any government meeting, there are countless other organizations pushing their own agendas, meaning we must be tenacious and strategic in keeping our issues at the forefront.

Effective advocacy hinges on preparation and sophistication. From my time in government, I knew the stakeholders who presented well-rounded perspectives — the good, the bad and the unknown — were the ones who captured attention and drove meaningful follow-up. That insight shapes how I approach government relations today.

BAA: What leadership qualities are most essential for someone working at the intersection of public policy and business?

First, internal relationships are critical. Aligning policy and advocacy priorities within an organization takes time, trust and collaboration. The stronger those internal relationships, the more effectively our team can refine strategies and drive meaningful impact.

Second, alignment matters. Tackling major regulatory hurdles requires cooperation among peers in industry and regional associations. There is strength in numbers, whether it’s pooling resources for economic modeling or coordinating advocacy efforts, it requires trust, openness and patience to collaborate externally on advocacy matters.

BAA: How important is timing when engaging with government on key issues, and how do you identify policy windows of opportunity?

Timing is everything. We work closely with consultants to track critical policy windows when advocacy can have maximum impact. Ensuring our materials are polished well in advance means we’re ready when the moment arrives.

At the same time, some of the best opportunities arise unexpectedly. I’ve learned to reserve both budget and bandwidth for these moments as being nimble can make all the difference in seizing emerging advocacy opportunities.

BAA: What keeps you busy outside of work?

Outside of work, I spend much of my time as a dedicated chauffeur to my children’s activities, and I actively contribute to my community through service on various boards, including the ¾ÅÐãÖ±²¥ Motor Vehicle Industry Council, the Edmonton Ski Club and the Royal Alexandra Hospital Foundation’s Communications and External Relations Committee.