When we first launched Hayle, we didn’t have a roadmap—just conviction.
I still remember walking through campus, introducing students to an app we built from scratch. No marketing budget. No fancy rollout. Just our own time, sweat, and belief that there had to be a better way to connect.

‍

I watched people download it right there in front of me.
And then? They stayed. They used it. They told their friends.
It felt like we were on to something.

‍

Back then, I was balancing my work in engineering with this new world we were building. I kept the systems running. Managed the releases. Brought structure to the chaos of creativity. It was exciting. It was real.

‍

And then COVID hit.

‍

Like most companies, we paused. Reassessed. But what we saw was bigger than market disruption. We saw loneliness surge. Mental health strained. Businesses drowning in uncertainty and noise. We knew we couldn’t keep doing what we were doing—not if we wanted to make a real difference.

‍

So David and I sat down.
We made a hard choice. And we pivoted.

‍

We took everything we had—our processes, our experience, our grit—and turned Hayle into something stronger. A creative agency. A software company. A partner for people solving real-world problems. We started building tools for contractors, engineers, restaurants, healthcare clinics—people who needed more than likes. They needed results.

‍

Today, Hayle powers over 50 businesses across North America.
But more than that, we’ve found our purpose: building clarity into complexity.

‍

I never left engineering. I brought it with me into every platform, every launch, every strategy session. Because at the end of the day, my job is still the same: to build systems that last—and support the people who use them.

‍

Looking back, getting that app onto campus was just the start.
It taught me that good ideas matter—but good execution is what carries them forward.