Legal team size: 32

What projects are you most proud to have worked on over the past 12 months?

During the past 12 months, BlackBerry completed the separation of its principal business units into two virtually autonomous divisions. As part of this effort, I carved out two divisional legal teams from my department, establishing separate budgets, reporting lines and areas of functional accountability. Through this process, I drove new efficiencies, reducing headcount-related costs by 20% without any increase in voluntary attrition or deterioration of service standards.

In 2025, I oversaw the strategic disposition of the assets of BlackBerry’s Cylance business. This sale helped to eliminate the company’s significant quarterly cash burn and strengthened the company’s balance sheet with $120 million of initial cash proceeds. The investment community praised the speed of execution and value generated through the Cylance transaction, which contributed to a 69% increase in the company’s stock price over the fiscal year ended February 28.

At the Board level, I’ve promoted renewal by working with the Nomination and Governance Committee to recruit and onboard two new directors in the past year and a total of four new directors over the past 18 months. Prior to 2024, the company had not appointed more than one Board member in a single year in over a decade. At the management level, I advised BlackBerry’s new CEO on restructuring the senior leadership team and helped to integrate a new CFO and a new Chief People Officer.

In the dispute resolution arena, last year I led BlackBerry’s successful defence against a former partner that sought to unwind the company’s sale of over 32,000 legacy patents to a third party.

My role with respect to IP matters expanded over the past 12 months as I took on oversight of BlackBerry’s patent licensing and prosecution team, which operates as the company’s third revenue-generating division, including not only the legal aspects of the patent function but also full P&L responsibility. My business-side duties have also expanded in 2025 with the addition of BlackBerry’s government affairs team to my organisation.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

Two instances of advising the BlackBerry Board stand out as key moments in my career: (i) advising on a strategic review of alternatives in 2013 that led to a $1.4B debt financing and the appointment of a new CEO, and (ii) advising on the replacement of that CEO in 2023. In both cases, the strategic direction, financial health, and company culture of BlackBerry hung in the balance, and it was gratifying for me to have had the confidence of the Board.

How does your team contribute to the overall business strategy of the company?

My team contributes to BlackBerry’s overall business strategy by enabling profitable growth across several key areas. We support the company’s revenue teams in expanding into new markets and establishing strategic partnerships. We also play a central role in monetising BlackBerry’s portfolio of over 7,000 patents, ensuring that intellectual property becomes a driver of financial value.

Additionally, we help guide capital allocation toward initiatives that enhance long-term value, while mitigating risk through regulatory compliance and strategic dispute resolution. Our efforts to control costs through operational efficiencies and technology adoption further strengthen the company’s financial position. Finally, we promote a culture of collaboration, inclusion, and transparency, aligning our work with BlackBerry’s broader strategic goals.