Director Database

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Deborah S. Stein CA CPA ICD.D

Board Value Proposition: 

A seasoned executive with public company experience in a variety of industries, in senior level roles that required working closely with board of directors and CEO, including finance, accounting and audit, and investor relations.
 

Chief Financial Officer Experience

  • As Senior Vice President, Finance and CFO at AltaGas, worked closely with the CEO and Board to enable the company to achieve its strategic goals.
  • Played a significant role in AltaGas growing its energy infrastructure asset base by $7 billion since 2005.
  • Helped raise over $8 billion in the capital to support the growth of the company.
  • Developed several programs within finance to grow and retain staff and reduced staff turnover from annual rate of 20% to just 2%.
  • Implemented project management methodology for managing IT projects, reducing costs, and improving the success rate of implementation.
  • Champion for an ERP solution to meet the needs of a growing company.

Investor Relations and Internal Audit

  • At TransCanada, developed and executed investor relations strategy for both TransCanada Corporation, TC Pipelines LP, and TransCanada Power LP.
  • Specialized in audits of risk management and commodity trading businesses.

Kirstine Stewart

Chief Strategy Officer Diply

Board Value Proposition: 

Leadership Strategy and Execution

  • Extensive C-Level experience, setting and executing corporate strategy, as well as overseeing large and mid-sized business operations. Currently oversees Twitter’s North American media partnerships for the platform across television, film, news, sports, government, and music.
  • Founded Twitter’s Canadian business, establishing and leading its operations and advertising business, building Twitter Canada to the fourth largest country revenue contributor to Twitter overall.
  • As EVP of CBC, was the highest-ranking executive at the organization. As Executive Vice President, CBC English Services, successfully launched the 2012 winter season television schedule, breaking multiple viewing records in its premiere week and concluding as the most successful season for Canadian programming in CBC’s history.
  • Successfully won the bid for the upcoming 2014–2016 Olympics, marking a return of the Games to CBC after an eight-year absence.

Innovative Products

  • Known as a respected expert in digital social media and commerce, with a unique skill-set in Millenial and customer generation.
  • Adept at creating value for public and private sector businesses and working within media and political environments.
  • Launched CBC’s new digitally based music distribution and curation service CBC Music, a ground-breaking initiative formed through successful negotiations of rights agreements with the music industry. Offering 40 audio channels and over 500,000 artist profiles, CBC Music quickly became the number one downloaded application on Apple’s iTunes post-launch. In its first five months, seven million hours had been streamed through the service.

Change Management, Increased Efficiency, and Cost Savings

  • Increased revenues by 8% while cutting $118 million from the CBC operating budget in 2012.
  • Led the reorganization of CBC’s former digital programming and business development group, ensuring the integration of digital operations into programming areas of the organization and creating a new centralized revenue group providing greater efficiencies and maximizing revenue flow into CBC.
  • Delivered improved communications and better engagement with employees, increasing CBC English Services response to 68% from 39%.

Recognized Thought Leader

  • Selected for Young Global Leaders Paris Initiative, one of 40 leaders worldwide advising President Sarkozy when he took the presidency of the next G20 and defined the agenda of the 2013 G8 and G20 Summits.

Margaret Beckel F.RCGS ICD.D MBA

President and Chief Executive Officer Canadian Museum of Nature

Board Value Proposition: 

An experienced senior executive and board leader, who brings governance expertise in small, medium, and large organizations, as well as deep experience in organization and board change management.
 

Leadership and General Management

  • Leading the revitalization and repositioning of the Canadian Museum of Nature, leveraging a $216 million renovation.

  • Led the redesign of the University of Waterloo’s approach to fundraising, alumni affairs, marketing and public affairs, and government relations.

Marketing and Branding

  • Led the rebranding, repositioning, and visual identity refresh at the University of Waterloo, the Royal Ontario Museum, and the Canadian Museum of Nature.

Organizational Transformation and Major Projects

  • Led the operational transformation of the Royal Ontario Museum within the context of the architectural transformation, and oversaw the $250 million renovation and construction project.

  • Co-led the governance transformation of the Royal Ontario Museum.

  • Leading the transformation of the Canadian Museum of Nature from a government appropriation-based model to a business enterprise model.

Lynne Clark FCA FCPA ICD.D

Board Value Proposition: 

A retired senior partner at Deloitte with expertise in financial reporting, enterprise risk management, corporate governance, and business and IT internal controls and CEO/CFO certification, as well as deep experience in the financial services industry.

 

Financial Reporting and Enterprise Risk Management Expertise

  • Significant experience in federally and provincially regulated financial institutions in banking, securities brokerage, capital markets, wealth management, investment management, and pensions.
  • Contributed to a number of regulatory committees, including OSFI Bank Auditors Advisory Committee and SOX OSFI Bank Auditors Committee.

Audit Committee Experience

  • Significant experience working with audit committees and boards of public, private, and nonprofits. 

Business Development and New Service Line Development

  • Grew practice to represent one of the largest industry practices in the Deloitte Canadian firm, and the largest industry practice in the Toronto practice.    
  • Developed new initiatives including computer auditing, Sarbanes-Oxley, and new service lines within Deloitte, such as anti-money laundering, Global Investor Performance Standards (GIPS), and Basel.

Corporate Governance Expertise 

  • Not-for-profit board leadership experience in CEO and director recruitment and strategy oversight and performance management, and leading and enhancing oversight of finance, risk management, and external audit.

Alizabeth Calder ICD.D MBA

CIBC, Program Director, Data Transformation Strategy & Governance Sylvester Consulting Inc.

Board Value Proposition: 

A proven strategist with experience aligning transformational investments with both strategic priorities and stakeholder value. C-level experience includes transformation of operations, technology, risk management, and sales.  

 

Transformational Strategy and Governance  

  • Delivered transformational strategy at CML Healthcare, doubling non-Government revenues and motivating a strategic buyer at $10.75 per share on a $ 7.50 market price.
  • Established a program and governance model that successfully delivered the business transformation program for CP Rail, setting the foundation for three-year, over $300 million capital investment. 
  • Transformed IBM’s Canadian outsourcing delivery model to profitably align with Global delivery in the unique Canadian mid-market.
  • C-Level strategic success delivering next-generation technology including big data and analytics, social media, solutions as a service (SaaS), strategic sourcing, and disruptive entrants in both FinTech and healthcare.

Enterprise Risk and Crisis Management  

  • Established risk management and regulatory compliance programs as part of start-up, M&A,  IPO, and global operations oversight.
  • Delivered effective crisis management and continuity, including successful oversight of the IBM Global Services 2003 responses to both the power outage and SARS .

Laurel Broten ICD.D JD

President and CEO Nova Scotia Business Inc.

Board Value Proposition: 

Public Policy and Change Management Expertise

  • Provided strategic advice on complex public policy challenges, change management and government transformation to clients in Canada and abroad, including conducting a comprehensive review of Nova Scotia’s taxes and regulations.   

Transformative Strategy and Fiscal Responsibility 

  • As a senior Cabinet Minister, implemented transformative strategies to bring expenditures in line with Ontario’s fiscal realities, to modernize regulatory and funding regimes, and to establish stronger and more robust accountability measures including: the development of comprehensive strategies to modernize child-care services; to improve the delivery of children’s mental health services; and to transform Ontario’s $1.4 billion child welfare system.

Strong Leadership on Complex Social Issues, and Public Policy Expertise

  • Tackled the issue of bullying in Ontario schools and worked to better protect and preserve Ontario’s drinking water following the Walkerton tragedy.  
  • Developed and led a number of cross-ministry strategies, including Ontario’s Domestic Violence Action Plan, Sexual Violence Action Plan, and Air Quality and Climate Change Plans.

Heather Briant CHRE ICD.D MBA

Senior Vice President, Human Resources Cineplex Entertainment LP

Board Value Proposition: 

Risk, Regulation, and Governance

  • Assessed risks and provided risk oversight in a highly regulated bank environment, directed health and safety portfolios across Canadian jurisdictions reducing injury rates, ensured labour compliance in non-union and unionized environments reducing risk.  
  • At the board level, developed agendas, chaired meetings, and led committee initiatives; applied corporate governance principles to board and committee activities.
  • Oversight on corporate social responsibility initiatives, including over $1 million in philanthropy per year, building hospital screening rooms, building Canadian youth engagement for volunteering.

Corporate Strategy and Transformation

  • Developed frameworks for strategic planning processes, co-led corporate transformation resulting in a more diversified EBITDA, including numerous acquisitions and integrations of Canadian and US businesses to drive synergies.
  • At the board level, led strategy discussions and built organization structures. 

Executive Compensation

  • Designed and delivered executive and board compensation recommmendations, including base pay; short, medium and long-term incentives including various forms of equity compensation; executive benefits and perquisites; and capital accumulation plans.
  • Transitioned organizations to new incentive plan designs with pay-for-performance elements linked to business  strategies, bridging management and board objectives. 
  • Drafted proxy circular and ancillary disclosure materials regarding compensation, nominating, and governance.

CEO Succession and Talent Development

  • Provided direction to boards on short-term and longer-term CEO succession matters, drafted CEO and executive employment contracts.
  • Facilitated board discussions on executive bench strength and development opportunities. 
  • Managed corporate cultures and workforce effectiveness, and created strong employment brands for attracting and retaining strong business lead

Christa C. Wessel C.Dir. LLB

Chief Operating Officer and General Counsel ClearView Strategic Partners

Board Value Proposition: 

A seasoned senior executive and director with cross-functional leadership skills and experience across a wide variety of industries.
 

Board Leadership

  • As a board member, have extensive experience relating to operations, strategic planning, corporate development, substantial capital investments, and all aspects of relationship with CEO and senior management, including compensation, succession planning, and board renewal.
  • Worked closely with boards and audit and HR committees at Siemens and McCain, to formulate strategy and implement substantial transformational projects in addition to regular reporting and engagement.

International Strategic Planning, Execution, and Corporate Development

  • Implemented a new vision and strategic plan; established project management office; led broad-based stakeholder engagement addressing McCain’s purpose, employee value proposition, global branding, and social mission; increased revenues by $1.5 billion; harnessed critical assets and capabilities to deliver innovative products, state of the art manufacturing processes, and leading-edge capabilities for the global business.

Human Resources, Executive Compensation, Benefits, and Pensions

  • Led transformation of McCain’s global human resources (19,000 employees in 130 countries), including redesigned international incentive programs with a value of over $50 million; updated global compensation and benefit programs, reducing annual costs by more than $15 million; implemented HR information systems, resulting in streamlined HR process and reduced costs. 

Deborah Close

Board Value Proposition: 

Strategy Creation and Execution

  • Developed a turnaround strategy for Tervita Production Services, moving it from diminishing profitability to growth, re-establishing the company as a leading provider of oil and gas well servicing.
  • Developed and executed sales, marketing, consulting and customer support strategies globally, taking DO2 Technologies (SAAS software company) from start-up to market leadership.
  • Started and led a new business unit at Landmark Graphics focused on large national customers, exceeding planned revenue by over 40% in the first year.
  • Managed P&L of numerous divisions, focused on delivering both revenue and profit to meet corporate targets (more than $250 million in revenue and $200 million in operating expenses).
  • Introduced many new products to high-tech markets, including development of marketing strategy, product launch plans, and staffing plans for marketing, sales, operations, consulting, and customer support.

Change Management

  • Led a company through transition from a founder-managed business to a performance-based culture, from separate business units to an integrated, matrixed organization.
  • Led and managed change through numerous re-organizations, mergers, and acquisitions, including an international acquisition that doubled the size of the business.
  • Led a 1,000-person independent business unit through significant change, transitioning the culture and organization from silos to a collaborative, shared services model.

Leadership and Vision

  • Led Tervita Production Services ($250 million in revenue, 1,000 employees) out of a period characterized by falling profits and shrinking market share to renewed profitability and growth.
  • Led and managed Landmark’s largest international business unit covering Europe and the former Soviet Union, with multiple international offices and more than 350 employees.
  • Developed and implemented new market positioning and associated sales, consulting, and support model as part of a corporate strategy shift to move from a single vertical market (oil and gas) to horizontal markets.

Jane E. Pagel ICD.D

Board Value Proposition: 

C-level Leadership, Organizational Transformation and Turnaround

  • As Interim President and CEO of Sustainable Development Technology Canada (SDTC), rebuilt relations with the Federal Government, improved employee engagement and internal communications, and significantly reduced operating expenses.
  • While CEO, transformed the Ontario Clean Water Agency into a high-performing organization with a private-sector focus and energy, a streamlined and strengthened leadership team, a broadened range of services, increased revenues, and newly forged international partnerships.
  • Led the turnaround of Zenon Environmental Laboratories, which involved restructuring, cultural transformation, and improved quality and customer service, resulting in the sale of the company to Philip Services.

Government Relations

  • Improved relations with Federal Government resulted in an infusion of long overdue $325 million into the $1 billion clean technology foundation SDTC.

Good Governance Practice

  • As member of Maxxam Analytics’ Board, developed a sophisticated governance model based on publicly-traded best practices for a private lab company, resulting in Maxxam winning the Conference Board of Canada’s national award for governance in 2006 and its eventual sale to an institutional investor.