Matt Lewin: From Field Maps to Boardroom Strategy

When Matt Lewin was knee-deep in the Florida Everglades collecting data as a young environmental biologist, he didn’t expect that moment to shift the course of his entire career. But somewhere between the statistics, programming, and GIS tools he used to track ecological patterns, a spark ignited.

“I realized I was enjoying the application of computer programming, software development, statistical analysis, and GIS more than I was enjoying the biology and the fieldwork,”

That spark led him to swap muddy boots for code, and eventually, to the strategic helm of geospatial innovation.

Matt’s career spans software engineering, defense systems, business consulting, and now leadership in geospatial strategy at Esri Canada. But his path wasn’t linear. After a second degree in computer programming and years working in the defense sector—where “everything is solving a big complex problem with a lot of integrations”—Matt saw a bigger picture forming. The systems thinking that underpinned military strategy was surprisingly aligned with what organizations needed to unlock the power of GIS.

“Geospatial is a discipline… a body of knowledge, and it’s a practice—something you apply to any business problem,”

Matt explains. But too often, it’s boxed into technical roles or misunderstood as just “points on a map.” His mission? To elevate GIS from backroom tool to boardroom imperative.

That’s where strategy comes in. Matt didn’t just want to advocate for GIS—he wanted to equip organizations to lead with it. He developed a structured methodology based on classic business strategy principles, blending people, processes, and technology into what he calls “the seven building blocks” of geospatial capability. His approach begins not with maps, but with people: understanding business needs, translating them into geospatial opportunities, and building capacity from the ground up.

“I always say strategy is about choices,” he says. “It’s figuring out the best combination of people, process, and technology to meet your goals. You can’t think of GIS as a silo—you have to think broadly.”

The path wasn’t without friction. Within the GIS community, he faced resistance from traditionalists wary of business-speak and strategic frameworks. Externally, there was the challenge of proving that this work wasn’t just product promotion—it was about transforming how organizations think.

But Matt held fast. “You can’t even do the cool AI stuff without having all the foundational GIS in place,” he laughs. And over time, as executives saw GIS strategy elevate their decision-making, the tides turned.

Now, Matt leads a thriving consulting practice and a trusted team. He’s helped government agencies, enterprises, and nonprofits alike develop GIS strategies that are both visionary and pragmatic. The work humbles him.

“You’re being called on to develop a strategy—and they ask, ‘This will work, right?’ And you say, ‘I think so.’ That responsibility keeps you hungry, keeps you learning.”

Matt’s story proves that GIS isn’t just about where things are—it’s about why they happen where they do. And that understanding can change everything.