baseline.io

Nomination: Jocelyn Racine joins our Board of Directors.

Our leadership is expanding. Jocelyn strengthens our team by bringing a rare combination of financial leadership and operational perspective, shaped by years as CFO and VP Finance across technology, construction, and high-growth environments.

We are delighted that he has accepted to chair our Finance & Planning Committee.

As we scale, financial discipline becomes a defining factor.

Growth creates opportunities, but It also creates complexity.

Without structure, planning and visibility; rapid expansion is often more dangerous than none at all.

Jocelyn’s role is to bring clarity and rigor where it matters most:

- Financial planning and forecasting
- Capital allocation and deployment
- Performance tracking and accountability
- Risk management and financial controls

His experience spans both operating roles and advisory environments, giving him the ability to connect day-to-day ex*****on with long-term financial strategy.

That perspective matters now more than ever as we prepare for more complex financing decisions and continued expansion across 7 vertical markets in 4 countries over 3 continents.

As the saying goes in construction: "Measure twice, cut once."

This is now about making sure that:
- "No-turning-back" decisions are grounded.
- Investments are intentional.
- Financial projections become tools we can rely on

This is the third of seven nominations. More to come soon.

We’re grateful to have Jocelyn join the board at this stage of our evolution. Thank you for deciding to help us navigate the way forward.

Our team has helped over 180 municipalities try to modernize their operations in the past 2 years.

Different sizes. Different regions. Different constraints.

The single constant: Human Factors:

- Inertia
- Resistance to change
- Change Management

And in larger cities, the 'Not invented here' syndrome.

So what happens?

A new system gets introduced. Training gets scheduled. Everyone agrees it “makes sense.”

And then… Nothing changes.

Real change comes from the bottom-up. In the field. Not at a desk. Not after the fact.

Progress and improvement must be palpable, eagerly sought.. Mobile ressources don’t need more inputs. They need clarity.

Where others redesign operations from the outside, our success has always come from starting from inside, from the ground up, from the field first.

GovOps is not about digital transformation. Just better ex*****on, in real conditions.

There’s a different feeling of responsibility when it’s not your money.

When I served on the board of Retraite Québec, every tech decision meant allocating retirement, not capital.

It forces a different lens:

Does it actually work?
Is it understood?
Can it be explained?

Because when it fails, it’s not a metric.

It’s trust.

It hits different when it’s public money. From founder to public capital steward. How that shifted the way I evaluate software, risk, and what “working” actually means.