Laurence Brockman

As Principal Director, I lead the Engineering, Data, and Product organizations within Microsoft Gaming’s Safety & Compliance division. Our mission is to design, build, and operate AI-powered platforms that protect players, uphold compliance, and enable safer, more inclusive gaming experiences across Microsoft Gaming: including Xbox, ZeniMax, ABK, and our global partners.

At the core of this missi

In my role as Principal Director, Product & Engineering, Gaming Safety at Microsoft, I spearhead the development of safety platforms for Xbox, first party studios, and third party Gaming enterprises. We collaborate with industry giants like Electronic Arts and Supercell to ensure amazing and safe experiences for all Gamers.

Leading Xbox Safety Trust and Responsibility Engineering teams, including Two Hat's Community Sift teams.

Leading Two Hat's Engineering teams

Brockman Consulting provides strategic technology advisory, implementation, and operations expertise to the Western Canada market.

We are primarily concerned with the strategy, structure, management, and operations of a company from a tech perspective. Our combination of technology and business background allows us to tailor strategies that align with business objectives.

Leading the Engineering and Product teams

Advisor to Canadian startup LotSpot.

Member of Valhalla Angels, a Valhalla Private Capital Company.

 Brought in as a key member the team of business leaders across ENMAX accountable to build new $100 million in new revenue streams.
 Built Retail Business Development strategy, goals, tactics, and overall framework for execution.
 Built new non-traditional business pipeline consisting of $96M worth of deals for ENMAX.
 Built and executed a plan to monetize intellectual property, including the

Led the consolidation of two Information Systems team and the Competitive Energy Retail Program. Working to transform Competitive Energy business unit systems and digital strategy. Served as the head of the technology group for the Competitive Energy business, and worked across:

 Customer Care
 Generation
 Retail
 Wholesale/Trading
 Energy Services (Business Development)

Led the transformation of multiple Information Technology teams, including:

 Information Technology Strategy & Planning
 Enterprise and Solution Architecture
 Information Technology Security (Governance and Ops)
 Infrastructure (Delivery and Operations)
 IT Project Resourcing and Delivery

 Business owner of negotiation team for managed services for back office IT services.
 Established qu

Worked with Shaw’s senior executive to create a vision, strategy and team to lead Shaw’s Enterprise Innovation efforts. Established a framework including governance and stewardship of the Centralized Innovation Framework to ensure the effective management (including identification, analysis, assessment & measurement, monitoring, reporting and recognition) of Innovation across Shaw. Our next step w

Transformed large (300+ person) delivery organization from a group of reactive individuals into a proactive team. Prior to taking on the leadership role, this strategic program had yet to produce working and integrated software at all. We then evolved to producing functioning, integrated production releases every six weeks, which led to our team taking on extended accountabilities. These accountab

Over a series of three subsequent promotions and increasing responsibility, brought all technologists within Technology Transformation into one team, including Architects, Technical Leads and the Innovation Team. The restructuring of the team led to increased focus, predictable execution, and internal customer satisfaction.

 Took dysfunctional architecture group and initiated a team rebuilding t

Brought into the Information Technology organization from the Engineering team to stabilize the key IT delivery portfolio supporting Shaw’s busiest product lines. Accountability included team leadership of 20 full time staff and numerous partner resources across Field Force Management, Service Activation and Order Management technologies.

 Implemented new delivery processes leading to successful

Accountable for working with the Operations and Engineering teams to provide Monitoring and Enterprise ticketing system support reporting first to the Manager of Network Operations and from Jan 2007 to the Director of Shaw Operations Centre.

This team was responsible for managing monitoring systems supporting both the Engineering and IT groups, totalling over 10,000 devices managed in multiple ne

Owner/operator of small professional services/consulting services firm serving the legal, non-profit and oil and gas services sectors.

Senior Planner in Enterprise Management at Shaw Communications.

Server Specialist at Shaw Communications.

Accountable for network operations and project delivery world wide with a focus on North American operations for the Valve Automation division. Utilized by the Vice-President of IT as a project triage expert across the globe for problematic initiatives due to the unique ability to work and communicate with front line technical staff, senior executives and partner organizations.

 Coordination of

Pursued a Master of Business Administration (M.B.A.) degree.

Studied Computer Science at the University of Alberta.