Fiscal discipline.
Substantive transparency.
Real accessibility.

The Platform

Five commitments to owners.

Maple Leaf Square deserves governance that protects your investment through disciplined financial management and transparent decision-making. Below is what I will focus on, the changes I will push for, and how owners will be able to measure progress.

As one director among many, my role is to advocate — but each commitment below is on the record, so owners can hold me to it.

• 01

  Maintenance Fee Control

  A review of comparable buildings in the neighbourhood confirms what owners have suspected: 65/55 Bremner has one of the highest maintenance fees per square foot in the area. High fees are not inherently a problem. High fees without clear, transparent justification are.

  My commitment

  • Advocate for year-over-year reporting of major line items in plain language.
  • Support competitive re-tendering of significant contracts on a clear schedule.
  • Bring in professional advice — accountants, procurement specialists — where it's warranted.
  • Advocate for plain-language explanations of material budget variances above 10%.

  Every dollar in fees is a dollar from an owner. Rising fees also flow to renters through their leases, eroding the entire building's value as a place to live and as an investment.

• 02

  Security Cost Discipline

  Security costs have continued to rise — even after policy changes that were specifically meant to reduce them. Lockers were purchased to take parcel-handling off security staff. Fobs were restricted to floors to reduce patrol burden. Owners accepted new procedures and restrictions in the name of security. The costs still went up.

  My commitment

  • Support competitive procurement of the security contract, with clearly defined service expectations and outcomes.
  • Seek professional advice on the most appropriate service model for a building of this size and complexity.
  • Careful evaluation of whether past policy changes delivered the savings they were intended to achieve.
  • Support proportionate decision-making: measures should be effective, measurable, and tied to the problem they are meant to solve.

  Security is non-negotiable. But stronger security still requires disciplined oversight: clear service expectations, measurable outcomes, and honest reporting on cost.

• 03

  Transparency, Starting with Short-Term Rentals

  Short-term rentals affect security costs, insurance, neighbour relations, and property values. The board has been discussing STR, but owners have limited visibility into the substance of those discussions, the positions being considered, and where policy may be heading.

  My commitment

  • Push for minutes that disclose the substance of board discussions on material policy matters — the same standard for any owner-affecting decision.
  • Advocate for meaningful owner consultation on material policy questions — not simply communication after the fact.
  • Ensure legal, financial, and operational risks are summarized for owners before major policy changes are finalized.
  • Support clear summaries of the options, risks, and expected owner impact before major policy decisions are finalized.

  Owners can't engage meaningfully with decisions they can't see taking shape. Good governance requires visibility into where policy is heading and how major decisions are being evaluated. Legal and financial risks should be assessed carefully before owners are exposed to unnecessary litigation costs.

• 04

  Resident Experience

  Owners and residents experience the quality of the building every day — in the elevators, lobbies, amenities, security desks, hallways, and common areas. Good governance is not only about budgets; it is also about whether the building runs well.

  MLS is a high-profile residential community with complex operations and high expectations. Elevator reliability, communication, cleanliness, access control, amenity management, and resident service all affect the property value, the reputation of the building, and the daily experience of living here.

  My commitment

  • Push for improved elevator reliability through stronger maintenance expectations, faster response times, and transparent uptime reporting.
  • Support a building culture where owners, renters, guests, visitors, and families are treated respectfully.
  • Ask for clearer reporting on the work of the owners' subcommittee, including priorities, recommendations, and follow-up. Make participation easier.
  • Hold management accountable for recurring service issues in elevators, lobbies, amenities, security desks, and other shared spaces.
  • Support practical communication standards so residents know what work is happening, why it is happening, and who is responsible for follow-up.

  Community is more than a slogan. It requires reliable service, respectful communication, and accountability for the day-to-day experience of living at MLS.

• 05

  Accessibility

  Owners should not have to wait for the AGM to understand how the Corporation is being run. Accessibility means owners can hear from the Board, reach management, access complete records, and receive clear communication on material issues.

  BuildingLink is a useful tool, but the record must be complete and current. Recent owner-facing records show gaps in posted AGM materials and budget documents, while Board minutes often record decisions without enough explanation of the issue, rationale, owner impact, or follow-up.

  My commitment

  • Advocate for at least two structured owner meetings per year: the AGM, and a Fall Update where the board reports on financial position, current initiatives, and material decisions.
  • Advocate for better minute-taking on material decisions, including the issue considered, the rationale, the decision, and the follow-up.
  • Support clearer owner-facing summaries of major Board decisions after they are made.
  • Support a complete and current BuildingLink library, including AGM packages, approved AGM minutes, annual budgets, audited statements, PICs/ICUs, rules, notices, and major project updates.
  • Support clearer pathways for owner concerns to be escalated from management to the Board when issues remain unresolved.

  Transparency is not only about making records available. It is about making sure the record is complete enough for owners to understand how the Corporation is being governed.