About ScottB.ca
And why he is your best choice for Technology

illustration of Scott Bruder in front of a server rack holding a laptop and smiling
  • an icon used to depict being an expert in interconnecting systems

    Ah, the early 2000s. When “digital transformation” meant 1Mb broadband and Dial-up. I was hoping the customers wouldn’t unplug the wrong cable. My technology career started on the customer service and sales side until I realised that I could make an larger impact handling the technology directly. I started supporting in a call center environment and quickly moved into a role where I was designing the teams conducted support. I juggled everything from application support to network connectivity. Then in no time at all I moved to a company that let me be hands on with connectivity and networks. I grew my understanding of Routing and VoIP troubleshooting, all while keeping a smile for customers who barely understood what the internet was. My official title suggested specialization, but in reality, I was a walking Swiss army knife of tech support—patching analog systems one day, installing home theaters the next, and occasionally figuring out why someone’s fax machine refused to cooperate with modern electronics.


    Industry trends were… optimistic. Providers promised instant connectivity, zero downtime, and effortless cloud migration, while the reality was routers were overloaded, networks that collided, and management teams that loved buzzwords more than actual results. Despite the chaos, I practiced the art of patience, the craft of translating technical chaos into plain language, and how designed solutions that survived both human error and hardware limitations. I understood that being technically competent was only half the battle; the other half was my now decade old skills of diplomacy, improvisation, and a willingness to dive into problems that were technically “someone else’s job.”

  • an icon used to depict an understanding of systems and networks

    Somewhere along the way, I was promoted from “fix-it-all technician” to “senior systems specialist,” which, in practice, meant that the chaos followed me—but now with a team of people that I trained in real-time on how to juggle it. During this period, I managed multi-site operations, deploying enterprise IT systems while contending with outdated infrastructure, half-baked integrations, and staff members who were still trying to remember their own passwords. Projects ranged from cabling and wireless networks to clouds that promised efficiency but delivered endless meetings and change requests.


    The industry was moving rapidly. Cloud services were beginning to dominate, ITIL processes were the trendy buzz, but for those who understood the practice there was solid resaults. I had the pleasure of implementing change management frameworks that, at least on paper, reduced chaos and improved efficiency—but only after wrestling with systems that had been cobbled together and external teams that were more cowboys than elite teams. My daily experience was part technician, part manager, part psychologist, and part miracle worker. Each day required balancing the need for immediate solutions with the long-term vision of scalable, resilient systems, all while keeping vendors accountable and teams motivated. In short, it was exhilarating, exhausting, and occasionally absurd—but deeply educational to myself and those I lead.

A woman holding a tablet with full bars of signal
illustration of Scott Bruder in front of a whiteboard. Scott is teaching technology to businesses and residential ca.
  • an icon used to depict being an expert in interconnecting systems

    Next came the era of IT service management. My title suggested strategy, governance, and oversight—but the reality involved an endless parade of incident tickets, change requests, and misaligned expectations. I oversaw operations teams responsible for hardware, software, networks, and cloud systems, spanning multiple locations and dozens of users who believed their every request was an emergency. Meanwhile, the industry was embracing ITIL, and ISO standards, with endless documentation to prove compliance—even when common sense suggested otherwise.


    This was also the time when I honed my skills in balancing the human and technical sides of IT. Mentoring, training, and coaching became as critical as troubleshooting networks. I learned to translate complex technical issues into language executives could understand, implement systems that actually worked, and manage vendors who were simultaneously brilliant, absent-minded, and bureaucratically inclined. Every challenge—from slow VPN connections to failing SaaS integrations—was an opportunity to refine processes, build resilience, and occasionally question whether anyone really understood what “digital transformation” was supposed to mean.

  • an icon used to depict an understanding of systems and networks

    Finally, the current chapter. No longer shackled to a another company’s bureaucracy, I run my own consulting and technology practice. Here, I get to choose the chaos I enjoy most, guiding businesses through IT strategy, troubleshooting, network integration, and staff training—all while dodging the occasional overly-optimistic vendor promises. Industry trends now emphasize cloud, cybersecurity, and digital transformation at scale. Every client expects seamless results, instant insight, and measurable ROI, and my job is to deliver without the luxury of trial and error.


    Running this practice is simultaneously liberating and humbling. I get to apply everything I’ve learned—from hands-on network troubleshooting to enterprise IT strategy—to solve complex, real-world problems. I translate decades of experience into actionable guidance, helping clients navigate modern IT challenges while anticipating tomorrow’s trends. The role is simultaneously technical, managerial, and strategic, and it’s rewarding to finally see the results of my accumulated experience applied with purpose and clarity. Of course, some days it still feels like the industry hasn’t learned a thing, but at least now I can choose which battles are worth fighting.

A woman holding a tablet with full bars of signal