Expert delivery, AI-enhanced

Here's what changed. At Quebecor, I spent time on the warehouse floor with operations teams to understand what requirements actually looked like in practice, not in a boardroom. At TEC, I built AI-powered systems that produced 100 times more content while cutting costs in half, and led engineering through a complete infrastructure rebuild. At Saputo, I saw the requirements problem at a scale that made everything before look small: hundreds of stakeholders, dozens of systems, one very fragmented understanding of what "done" meant. After two decades of fixing those same failures (the companies changed, the dysfunction didn't), I built Specira AI to automate the pattern recognition that used to live exclusively in senior heads. Good. But some projects need more than a platform. They need someone who's personally led a $17 billion enterprise's digital transformation and knows where the decisions go wrong.

That's the services arm. Led by me, Nicolas Payette (MBA, McGill Desautels), and backed by the same structured methodology the platform encodes. Not a 200-person consultancy with a bench of juniors. A focused team that shows up knowing your domain, writes specifications your developers actually trust, and stays until the thing ships.

I should be honest about something, though. For a long time I thought the problem was documentation. Write better specs, hire better analysts, use better templates. At TEC I tried all of those while rebuilding the entire engineering infrastructure. None of them worked the way I expected. The real problem isn't what gets written down; it's what doesn't. The assumptions. The "obvious" decisions that three people interpret three different ways. The architecture questions nobody asks until sprint six because they felt theoretical at sprint one.

That realization, the one that hit hardest during a Saputo digital innovation initiative spanning four continents, is what separates Specira's services from the consultancies I've competed against (and lost to a few of them, too). We don't show up with a generic methodology deck. We show up with a system that catches the gaps before they become expensive. Four areas, each grounded in patterns I've seen fail at companies from 10 to 20,000 employees.