Justin Ledoux

Compliance that unlocks enterprise revenue

I co-own security and compliance with our IT director. I co-authored the information-security policy set and co-led the implementation that took the company to ISO 27001 audit-ready, and we are self-assessed compliant with CMMC Level 1. Before that I drove a FedRAMP Moderate authorization program for over a year, carrying it roughly a third of the way before it was suspended in 2020 to preserve cash. SOC 2 Type 2 and HIPAA are scoped as the next stage.

Where a security questionnaire is holding up a deal, this is a solved problem rather than a project to start.

AI-native delivery, measured rather than claimed

I rebuilt our development workflow around AI — Gherkin-first specifications, custom agents, MCP integrations, AI-assisted code review and AI first-pass QA — and then instrumented it instead of assuming it worked. The measured outcome was a 7% velocity gain, with the material returns in specification quality, unit-test coverage we previously did not have, and same-day proofs of concept. The real cost was code ownership.

I give the real number because it is more useful than the ones usually quoted. This is AI as how the team builds, not AI as the product.

An organization builder, with retention to prove it

Scaled engineering from 4 to a peak of 20 and rebuilt it twice. Interviewed more than 100 candidates and made 34 hires across my tenure, working alongside external recruiters and bringing in engineers who immigrated through a Québec immigration program. Remote-first across three provinces. My longest-tenured engineer is past fifteen years; two more are past ten. When COVID forced the company to suspend the entire engineering team, I delivered the news to each person myself. Once we were ready to scale again, every person I called came back.

Product judgement, not just delivery

I own product direction for our flagship platform: discovery with hospital, utility and fire-service customers, translating that into product strategy, and carrying it through specification into engineering. I structured its pricing on a flat fee plus per-bed basis — chosen deliberately as the most stable and auditable metric available to the buyer.

An engineering leader who can hold the product conversation rather than waiting to be handed requirements.

Commercially fluent

Priced and repriced two product lines over a decade across per-seat, per-feature, per-population and per-workspace models, with volume and term discounting. Fluent in US federal, state and local procurement and the GSA Multiple Award Schedule. Secured $1.1M in non-dilutive funding — $700K in SR&ED credits, $375K in NRC IRAP agreements, $50K from PME Montréal — including the technical justification and progress reporting behind it. Manage a $1.2M annual engineering cost base, roughly double that at peak headcount.

Served a year as company President, running operations and executive meetings, before returning to full-time technology leadership by choice.