Engineering capability, construction delivery, and the operating and financial foundations of a creative business.
01 / ENGINEERING LEADERSHIP
From stalled design to a working hydrogen truck demonstrator.
Redrock Power Systems · 2022–2023 IDC consulting engagement · Consulting Director of Engineering
AZETEC demonstrator at the AMTA Industry Innovations Expo, September 2024. Photo: AMTA, via Power Progress.
The challenge
Redrock Power Systems, a hydrogen fuel-cell startup, participated in the Alberta Zero Emissions Truck Electrification Collaboration (AZETEC), an Alberta government-supported project developing heavy hydrogen-powered demonstration trucks. Responsible for the power unit, the company needed structural engineering to support the fuel cell, cooling radiator and hydrogen tanks. The demands exceeded its young mechanical engineering team’s experience, and design progress had stalled.
The work
Through Intelligent Dynamics Canada, Baruch served as consulting Director of Engineering. He introduced disciplined, code-based design practices and upgraded the team’s finite-element analysis software. Weekly technical seminars connected elasticity, finite-element methods, materials science and manufacturing to the structural machinery design decisions facing the engineers in training.
He also led the engineering interface with the consortium’s chassis manufacturing partners, coordinating the power unit’s integration into the truck.
The result
The design progressed into an operating demonstration truck in Alberta. The structural design performed under load during both on-road and off-road operation, with no failures reported.
AKA Energy Systems engaged Baruch to lead civil and mechanical construction through completion and hand the site over to its electrical team. Sunbank comprised an 80-acre solar installation with 26 MW nominal capacity and a 10 MW / 20 MWh battery energy storage system.
Construction was stalling amid gaps in on-site project management and civil/mechanical expertise. Some contractor payments were more than 90 days overdue, and contractors were threatening to leave.
The work
Baruch revised contractor payment arrangements and built close working relationships with the construction manager and site team. He established weekly coordination with Hatch, the engineer of record, to address design and construction issues.
He recruited a dedicated quality-control specialist experienced in statistical analysis of large datasets and enforced code-compliant concrete placement, including winter heating and temperature monitoring. Foundation controls included pouring into dry excavations and foam isolation to mitigate frost heave.
Baruch rebuilt the construction schedule in Microsoft Project and engaged a scheduling consultant to support its management. Ahead of Fiona, the team cleared loose materials and debris, secured equipment and supplies in sealed containers, and tied down site trailers.
The result
Civil and mechanical construction reached completion close to the original schedule, enabling a clean handover to the electrical team. The site sustained minimal damage during Fiona following thorough storm preparation.
“Thank you for all that you did for us Baruch. You did it with passion and commitment.”
Building an agency around a major creative opportunity.
Rubber Ring Creative · Two-year period, 2024–2026 Chief Operating and Financial Officer
The challenge
A Hollywood director secured a major annual contract with a prominent New York hospital and research institution. He engaged Baruch as COO/CFO to establish the advertising agency’s operational and financial infrastructure and support delivery of the contract.
The work
Baruch established the agency’s standard operating procedures, insurance arrangements and production administration through Wrapbook. He managed contractor relationships, served as hiring manager and direct supervisor for all employees, and oversaw the part-time accountant and financial records in QuickBooks.
His remit connected day-to-day operations, staffing and financial oversight, giving the founder an organized business through which to deliver creative work.
The result
During Baruch’s two-year tenure, combined owner compensation and net income represented approximately 35% of revenue. The agency remained profitable after paying the owner’s salary, supported by the operating procedures, staffing and financial oversight Baruch established.
Based on the two-year cash-basis accounts. The percentage combines owner compensation and business net income; it is not a net profit margin.
