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Lucie Martel

Senior Vice President, Chief Human Resources Officer Intact Financial Corporation

Board Value Proposition: 

A senior executive and corporate director with deep experience in human resources, executive compensation, talent management, succession planning, and Human Resources strategy in a variety of industries.

HR Strategy and Talent Management

  • As CHRO of Intact Financial Corporation ($8 billion in assets) and working closely with the Board’s Human Resources Committee, lead impactful initiatives to drive constant improvements in employee engagement. 
  • As a result of this leadership, in 2015, Intact was named Aon’s Best Employer—Platinium Level, Top 100 Employers in Canada and Top 100 Employers in the GTA, just four years after a number of mergers and integrations, including a significant one in 2011 of AXA Insurance.
  • As a member of the board of the Quebec Liquor Board, and now Chair of its Human Resources Committee, have contributed significantly in the areas of executive compensation, talent management, succession planning, and HR strategy.

Mergers & Acquisitions

  • As an executive at Intact, have led the successful integrations of many companies over the past five years, adding more than 5,000 employees.

CEO Recruitment and Succession Planning 

  • As Chair of the Human Resources Committee of Quebec Liquor Board, led the successful recruitment and integration of the new CEO.

Debbie Nagle CHRP ICD.D MBA

Board Value Proposition: 

CEO Recruitment, Succession Planning, and Executive Performance Planning

  • Significant CEO recruitment and onboarding experience; recruited and onboarded six CEOs.
  • Redesigned annual CEO and Executive Performance Plan processes to ensure alignment with annual Service Plan, and developed operational and leadership scorecards to strengthen alignment with base and incentive pay at BC Hydro, Fortis BC (BC Gas), and Centra Gas.

Human Resources and Merger Integration

  • Led integration of BC Hydro and BC Transmission Corporation staff/total rewards programs. Integration completed on time, below budget, and exceeded position elimination targets. This included redesigning HR organizational structures to meet workforce planning needs, increasing emphasis on training and information systems, simplifying end processes and systems. Development and implementation of company-wide HR information systems (e.g., payroll, recruitment, employee self-serve). 

Change Management and Organizational Transformation

  • Successful, cost-effective completion of wide workforce reduction project, eliminating 850 back-office positions, while maintaining employee engagement and ensuring succession plans were leveraged.
  • Led executive project team in redesign of Trade Floor business model; established new organizational structure that better supported day-to-day operational requirements and succession planning. Developed compensation philosophy/framework and supporting performance-management framework/tools.

Strategic Planning and Implementation

  • Updated Terasen Gas’ (now Fortis BC) annual business planning process and drafted a "Strategy Map" of the five-year strategic plan based on the "Balanced Scorecard" framework (including measures/ targets); facilitated monthly executive financial and operational reporting meeting to ensure alignment with strategic 2010 goals and objectives.

Michèle D. McCarthy ICD.D LL.M LLB

President McCarthy Law Professional Corporation

Board Value Proposition: 

Strategy, Organizational Transformation, and Restructuring

  • At McCarthy Law, created new Schedule 1, 2, and 3 banks for clients addressing all operational functions, as well as advising on regulatory matters and capital structures across the spectrum of capital market entities. Significant work with mutual funds as chair and member of independent review committees. Chair of a number of closed-end funds. 
  • At GMAC/ResMor with full regulatory responsibilities, launched Ally, a new online banking functionality, and launched retail automotive lending, developed new business strategy with the ResMor board and GMAC LLC, built legal department of four lawyers, reducing legal spending by over 50%, managed roll-out of new legislative compliance management system, and built and maintained strong working relationships with OSFI, CDIC, and the OSC.
  • At GMAC/ResMor, created a structure to augment Tier 1 Capital by $333 million, led the acquisition of ResMor and its continuance as a bank, restructured GMAC Residential Funding of Canada during ABCP crisis and divested non-core divisions, and led the Canadian aspect of the $14 billion debt financing for GMAC.
  • At UBS Bank (Canada), established UBS AG Canada Branch, completing over 200 tasks across all disciplines and functions in the Bank and directing project decisions; drafted the Business Plan for OSFI in consultation with US parent company.
  • At Deutsche Bank (Canada), led the branching project to convert DBC to a foreign bank branch, with full budget responsibility directly reporting to the DBC Board, led multi-disciplinary team integrating BT Bank of Canada and BT Alex Brown and the acquisition of Scudder Mutual Funds, and was Relationship Manager for all regulators including: OSFI, CDIC, BAK (Germany), the IDA, TSX, and securities commissions.

Rosemarie McClean CMA ICD.D MBA

Senior Vice President and Chief Operations Officer, Enterprise Operations Division Ontario Teachers' Pension Plan

Board Value Proposition: 

A senior executive with significant experience in financial services, renowned for the ability to build consensus and foster communication among people with divergent interests. A corporate director with experience as a committee chair and serving on audit committees.

Strategic Planning and Implementation and Operations Leadership

  • COO during adoption of an updated investment strategy with a new global focus. Ensured a pragmatic, collaborative approach to introducing the strategy enterprise-wide. 
  • Leading the development of a three-year, enterprise-wide plan to coordinate efforts across divisions to drive innovation, identify productivity improvements, and improve both risk and cost consciousness, which will define and align priorities and communicate objectives for the entire organization.
  • Created and led the board-level operational risk committee. 
  • Led the organization to achieve first place in service delivery in an international benchmarking study.
  • Provided key leadership to successfully maintain services throughout a contentious labour disruption.

Transformation and Reorganization

  • Successfully introduced a COO structure within operations to advance Teachers’ efficiency and innovation objectives; this involved development of three strategic pillars, the identification of a new leadership team to promote the plan, and creation of a roadmap to streamline work processes and eliminate redundancies.
  • Leveraged existing system capabilities to remove an accounting service provider, resulting in $2 million in annual savings.
  • Achieved a strategic reorganization with significant measurable improvements in the speed, range, and quality of service delivery.
  • Played a key role as executive advisor to a major finance and IT transformation within the investment division at Teachers’, resulting in a more streamlined organization with clear lines of accountability.

Diversity and Inclusion

  • Founder and executive sponsor of Women in Teachers’ (WIT), which enables women across the organization to connect and benefit from learning opportunities. WIT has become a thriving group with annual funding and semi-annual town halls. The highly-rated CEO Speaker Series hosts prominent female leaders who share their stories with WIT members.

Sheila M. McIntosh ICD.D MBA

Board Value Proposition: 

Corporate Restructurings

  • Played key executive role in three major Canadian corporate restructurings: break-up of Canadian Pacific Limited into five publicly traded companies in 2001; merger of PanCanadian Energy and Alberta Energy to form Encana Corporation in 2002; and split of Encana to form Cenovus Energy in 2009. Provided market perspectives and strategic input; managed key relations with investors, government, staff, and the public.

Stakeholder Relations; Investor, Media, Government, Aboriginal, and Community Relations

  • In the 2009 creation of Cenovus Energy, played a part in developing the company’s overall strategic direction and managed all external relations during the split and through the company’s first six years.
  • Built strategies for stakeholder acceptance for the creation of Encana; led award-winning investor and media relations teams at Encana; recognized by IR Magazine Canada Awards.
  • As a member of leadership team, was mandated to plan and execute the break-up of Canadian Pacific Limited and guided the investor relations and communications activities, helping to facilitate significant realization of value for shareholders. Executed a highly complex investor relations program that encompassed as many as 10 companies in different industries.

Brand Development and Reputational Risk Management

  • Led the creation of the Cenovus brand, which in both 2012 and 2013 was recognized by Brand Finance Plc as one of the "Top 50 Canadian Brands" with a brand value of over $1 billion.
  • Increased awareness of the importance of company reputation within the organization, developing a framework for managing reputational risks.

Corporate Social Responsibility and Communications Leadership

  • Guided development of corporate responsibility program at Cenovus; the company received global recognition for its corporate responsibility performance, and was named to the Dow Jones Sustainability World Index (DJSI) for four consecutive years and to the Dow Jones Sustainability North American Index for six years in a row. In 2015, Cenovus was the only North American oil and gas producer to make the World Index.
  • Led the creation of innovative and recognized communications initiatives, including early adoption of social media within the industry.
  • Built strong internal communications to support corporate culture at Encana and Cenovus.  

Jennie Moushos CA CMA CPA

Intact Financial Corporation Senior Vice President, Western Division, Intact Insurance Company

Board Value Proposition: 

Operations and M&A Integration

  • Transitioned from leading a $475 million western company to a $1.6 billion company, including establishing a new management team.
  • Improved direct written premiums from $1.6 billion to $1.9 billion, combined ratio from 102.8% to 96.5%, and employee engagement from 62% to 75% between 2012 and 2015.
  • Integrated the purchase of Citadel General Insurance Company into various operational functions within 18 months.
  • Increased productivity, measured by employee per policy in force, by 24% since 2004.

Organizational Transformation and Human Resources

  • Developed and implemented a human resource policy that focused on retention, recruitment, and training, increasing employee engagement from 76% in 2006 to 87% in 2010.
  • Transformed company culture by changing company structure, introducing disciplined reporting and monitoring, including operational excellence concepts and key performance indicators.

Strategy Innovation

  • Pioneered and implemented an outsourcing strategy with India for commercial business.
  • Developed a digital strategy for distribution channel.
  • Developed broker partnering models focusing on service standards, growth, and profitability

Sales and Marketing Leadership

  • Entered market/product segments with a new strategy for specialty solutions, and launched auto insurance in British Columbia.
  • Protected and increased Intact’s market share using broker financing and acquisitions.
  • Transformed the sales culture for commercial lines through new marketing techniques, operational excellence, and disciplined reporting and monitoring.

Laurel Murray CA CPA

President Murray Consulting Inc.

Board Value Proposition: 

Board, Audit Committee and Audit Chair Experience

  • As Chair, led the audit committee of the Liquor Control Board of Ontario (LCBO), including: oversight of financial reporting; development of enterprise risk management and its effective integration into strategic, operational, and project planning and decision making; re-engineering of the internal audit function that resulted in improved business processes, enhanced compliance, and over $100 million in savings; and enhancing policies and practices to improve committee performance.  
  • As Chair, leads the Audit Committee for the Office of the Privacy Commissioner of Canada, providing strategic advice and oversight of financial reporting, risk management, human resource management, and protection of personal information, internal audit, information technology, and cybersecurity.
  • As a member of Shared Services Canada’s Senior Advisory Council, provided strategic advice to streamline the Government of Canada’s $1.4 billion IT infrastructure and enhance security across the enterprise. 

Management Consulting with Financial Expertise

  • Founded and developed Murray Management Consulting, a management consulting and CFO services practice working with executives in the public and private sectors to improve business processes and management practices and enhance performance. 

Executive Leadership, Capital Projects, and Organizational Redevelopment

  • As an executive with the Ministry of Health and Long-Term Care, successfully managed the health and long-term care sector in eastern Ontario. In addition to managing a $250 million service budget, successfully established three Community Care Access Centres and led the first redevelopment of a $250 million chronic care hospital into a long-term care facility in Ontario.

Janet Woodruff FCA FCPA ICD.D

Board Value Proposition: 

Financial Expertise and Diverse Industry Exposure

  • Deep financial expertise in a variety of industries throughout career and on boards. Experience serving on numerous audit committees as both a member and chair.

C-Level Leadership

  • Successfully partnered with the executive of the Transportation Investment Corporation as Acting CEO to deliver the $3.3 billion Port Mann/Highway 1 Project and related tolling operations.
  • Effectively led as President the BC Transmission Corporation, during a time of rapid growth. Responsible for strategic planning, operating, maintaining, and expanding the electrical transmission system
  • Directed the execution of $1.5 billion in capital investment, the interconnection of British Columbia’s first wind farm and the renegotiation of the $400 million Northwest Transmission Line—projects critical to British Columbia’s renewable energy strategy.

Organizational Transformation and Cost Savings

  • At Vancouver Coastal Health, the largest health authority in Canada, transformed the way healthcare is delivered in BC by applying private-sector business practices to manage within frozen budgets without reducing services or jeopardizing care. Delivered over $300 million in annual savings strategies through system redesign, outsourcing, revenue generation, strategic sourcing, and cost reductions over a four-year period.

Strategic Planning and Execution, Regulatory, and Risk Management Experience

  • As an executive with the Westcoast Energy Group, career highlights included creating and executing the operational strategy to successfully enter deregulating power markets in Canada and the United States, as well as establishing an enterprise risk-management function. Responsible for financial operations in this multinational company environment.

Catherine Tait

President and Co-Founder Duopoly Inc., New York

Board Value Proposition: 

Oversight and Governance

  • Guided the complex repositioning of a $2.5 billion telecom/IT holding company (now Bell Aliant) into the second largest regional telecom company in North America, creating $2 billion in shareholder value.
  • Oversaw the growth and ultimate sale of a $1.7 billion broadcasting company to Bell Globemedia (now Bell Media).
  • Guided early growth and transformation of home entertainment company (eOne Entertainment) into Canada’s largest vertically integrated entertainment company.
  • Advised private entertainment company on strategy to expand into the US market, positioning the company for ultimate sale.

Executive Leadership, Strategy, and Business Development

  • Operated the largest organization of independent filmmakers in the United States, surpassing significant growth objectives in revenue and membership during tenure.
  • Oversaw the IPO and high-growth agenda of a mid-size film and television company, and within four years, the sale of the company at a significant premium for shareholders.
  • Co-founded, financed, and launched a digital content company, iThentic, named Canada’s 2012 Digital Company of the Year.
  • Co-founded, financed, and launched Hollywood Suite, a Canadian broadcasting venture, achieving nationwide carriage within two years.

Digital Transformation

  • Provided advisory services to governments, agencies, and private companies in the planning for the digital transformation of entertainment and media businesses.

Government Relations

  • Over 25 years of experience in (and exposure to) highly regulated broadcasting, content, and telecom industries, with relationships at federal and provincial levels of government.

Denise Turner ICD.D

Principal Bravura Business Solutions Inc.

Board Value Proposition: 

Visionary Leadership & Organizational Transformation

  • As a founding director of BC Provincial Health Services Authority ($1.7B budget, 10,000+ employees), played key role in initial formation of board governance, management oversight, and strategic planning frameworks.
  • As Vice-Chair, helped oversee creation and development of entirely new, complex organization comprised of eight major provincial agencies: BC Cancer Agency, BC Children’s Hospital, BC Center for Disease Control, BC Women’s Hospital, BC Transplant Agency, BC Mental Health and Addiction Services, BC Renal Services Agency, and Cardiac Services BC.
  • As Chair, Community Living BC ($700M budget, 500 employees, 3,200 independent service provider contractors), led Board and senior management team through period of transformative change involving board governance and management oversight practices. Provided vision and leadership to facilitate organization’s evolution to a crown corporation where sensitivities required of a social service delivery organization are balanced against firmly entrenched corporate best practices, and a culture of innovation, excellence, and resiliency.

Strategic Planning, Oversight, and Innovation

  • As co-principal of IAT Group, structured and negotiated first participating land lease with a US airport landlord (McCarran International Airport, Las Vegas), which assisted in aligning policymaker’s interests with our business; this transaction went on to become Clark County’s (Nevada) preferred model for all future land lease transactions.
  • Was a member of Chaired Provincial Health Services Authority/BC Cancer Agency Board’s committee that examined and recommended a business model which drove BCCA to full integration of clinical and research operations, a strategic objective considered a defining characteristic of BCCA and unique among global leaders in the fight to cure cancer.