Director Database

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Liz Graham C.Dir.

Montreal, Quebec

Board Value Proposition: 

A business leader, with international operational experience leading a company from a six-person spinoff to a listed leader with presence in more than 20 countries at its peak.  Brings pragmatic approach to organizational challenges, with deep credibility based on a wide range of successful mandates throughout career.  As an executive at the Board table, built trust based on track record of delivering results in complex contexts, and the ability to both challenge thinking and listen with intelligence.


Strategic Planning

  • Active counsel on broad range of strategic and complex business issues.   An independent thinker able to act in complex, ambiguous environments and comfortable asking insightful questions

Business Management

  • Vast operational and customer experience in marketing & data analytics services, airline, and call centres.  Competences focused in operations, restructuring, crisis management and labour.

Mergers & Acquisitions

  • Experience in M&A and post-merger business integration including deep involvement in IPO process     

International Experience

  • Over 25 years of experience working internationally at senior levels in UK & Europe, USA, Mexico, APAC, and South America. Core member of airline team in creation of Star Alliance.


  • Extensive experience with leading a transformative global technology initiative to create an integrated shared services model that addresses costs, security and efficiencies.


  • As a founding executive member of Aimia, executed a spin-off of airline frequent flyer program through public offering and growth through acquisitions.  Fostered an energetic, entrepreneurial culture led by strong executive leadership.

Melinda White MBA

CEO Transit Wireless New York, New York

Board Value Proposition: 

A competent, driven and poised executive with a 20+ year progressive career in senior leadership, who led company transformations, over achieved P&L benchmarks, and established leadership across functional areas. Recognized for turnaround, strategy, operations, finance, product, and marketing in B2C, B2B, B2G segments. Thoughtful approach to business opportunities, bringing strategic purpose to the discussion and go forward. Team player who ensured respect was a part of the discussion as functional expertise is exchanged. 


P&L Accountability and Leadership

  • Led a $3B P&L with leadership responsibilities across all functional business areas. 7,000 employee organization. Top Region performance in a Fortune 250 company for 3 consecutive years. 
  • Demonstrated results-driver with achievements in market share growth, EBITDA delivery and long range strategic plan/execution. 

Strategy and Operations

  • Strategic leader with a tone of clarity, consistency and care across organizations and partners. Known for a creative and analytical perspective, and ability to attract, develop and lead exceptional talent. 
  • Uses collaboration, proven ability to assess and discern key market and organizational priorities across competitive landscape. 
  • Co-led the California Public Utilities Commission (CPUC) approval process for $10.6B acquisition of Verizon wireline properties in CA, TX and FL, with a unanimous approval in December, 2015.

Innovation and Technology

  • Knowledgeable about network and product capabilities (B2B, B2C).
  • Within the enterprise segment, worked with product and engineering to build solutions that win in a complex network footprint. 
  • Deep network understanding (wireline/wireless).

Stephanie Hill

Senior Vice President, Corporate Strategy and Business Development Lockheed Martin Bethesda, MD

Board Value Proposition: 

Dynamic technology leader with more than 25 years of engineering and program management experience in the development, integration, test, and deployment of complex technical solutions. Outstanding builder of client relationships across a wide array of aerospace and defense, information technology systems and services in areas such as information and cyber security, finance, transportation, citizen protection, energy, health care and space exploration. Passionate mentor, leader and visionary on bringing diverse perspectives to business challenges.


P&L Accountability and Leadership

  • Responsible for development and profit and loss responsibility for various lines of business within Lockheed Martin.  Responsible for geographically dispersed organization with locations all over the world; leading teams with up to 10,000 people.

Strategic Planning and Program Management

  • Responsible for global strategies and new business capture, and leads the Lockheed Martin business development organization for a $47B business.

Organizational Transformation

  • Led team to transform a line of business from one of decline to one of growth, through focus on creating an environment of trust, transparency, collaboration and engagement.

Lorraine Martin

Executive Vice President and Deputy, Rotary and Mission Systems Lockheed Martin Bethesda, MD

Board Value Proposition: 

Global Management & Strategic Planning and Execution

  • Provided strategic guidance for aligning and expanding a newly created line of business with a global portfolio encompassing more than 1,000 Lockheed Martin programs and generating more than $13.5 billion in sales in 2016. This included developing policies and programs to support the business and cultural integration of the nearly $9 billion Sikorsky Aircraft acquisition to strengthen and streamline an organization with more than 34,000 employees in 16 countries.
  • Led all aspects of the $9 billion F-35 Lightening II fighter aircraft program, including profit and loss accountability following a period of cost overruns and schedule delays, reducing costs while simultaneously increasing production and fielding aircraft worldwide.

Mergers and Acquisitions & Joint Ventures

  • Directed strategies to support the business and cultural integration of Lockheed Martin’s nearly $9 billion acquisition of Sikorsky Aircraft, along with the merging and divestiture of existing business areas to create the new Rotary and Mission Systems.
  • Structured large components of Tata Lockheed Martin Aerostructures Limited (TAMAL), an India-based joint venture between Tata Advanced Systems Limited and Lockheed Martin Aeroframe Corporation established in 2010 to produce C-130J Super Hercules airframe components. TLMAL not only exemplifies the Government of India’s “Make in India” objectives, but it has the distinction of being the single global source of C-130J empennage assemblies.

Advanced Technology & Cyber Security

  • Pioneered cyber security standards for the U.S. Air Force and Lockheed Martin while working in support of the Strategic Defense Initiative and the YF-23 fighter aircraft program.
  • Advised and operated programs that ensure sensitive information for the U.S. and its allies are protected no matter the environment or location, including ALIS (Autonomic Logistics Information System), the backbone of the management system for all F-35 operations.

Government Relations & Global Communications

  • Broadly experienced in working with Congress, the Pentagon, and international governments and militaries to build relationships, secure funding, facilitate contracts and deliver products and capabilities, including strategizing and winning Pentagon support for a proposed three-year block-buy of nearly 500 F-35s that will result in significant procurement and sustainment efficiencies, reducing customer costs.
  • Served as a global ambassador for Women in Leadership and STEM, presenting at numerous high-profile events, including the Global Entrepreneurship Summit 2017 with India Prime Minister Narendra Modi, the US-India Strategic Partnership Forum launched in 2017, and appearing with Her Excellency Fatima Al Jaber at the 2016 Women in Industry Forum in Abu Dhabi, helping to underscore Lockheed Martin’s commitment to the UAE’s strategic objective of advancing women in leadership and business. 

Lori Mitchell-Keller MBA

EVP and Global General Manager, Consumer Industries SAP Washington, D.C.

Board Value Proposition: 

Senior Executive with global public company experience in technology, consumer, and healthcare industries. Extensive experience in marketing, launching, and deploying new products in existing and new markets as well as helping consumer companies execute a path of growth through digital transformation. 


Software Product Innovation

  • Established global governance structure across all functional domains in four industries to capture industry synergies and enhance strategic team alignment - delivered 25.8% yoy software and cloud topline growth. 
  • Created integrated product strategy and roadmap across previously siloed application units to drive market differentiation. 
  • Delivered end-to-end industry solutions that help customers transform their business through a consumer-centered approach driving re-imagined core retail processes with consistent customer interactions in all touch points. 

Acquisitions & Integrations

  • Proven business success in leading acquisitions, including integration activities, with emphasis on achieving maximum synergies.
  • Developed build, buy and partner strategy across integrated offering; led acquisition and integration activities of several acquisition candidates (including hybris).

Operations Management

  • Significant experience in operations management, including all aspects of the demand and supply chains. 
  • Oversaw the delivery of end-to-end solutions in the areas of Supply Chain Management, Product Lifecycle Management Manufacturing, Procurement, Operational Performance Management and Business Networks. 

Diane S. Reyes

Group General Manager & Global Head of Liquidity & Cash Management HSBC New York, New York

Board Value Proposition: 

A seasoned executive with 20 years of financial services experience across a number of financial institutions with an emphasis on P&L Management, Regulatory Expertise, Sales and Client Service and Product and Risk Management. Most senior roles involved working closely with Board of Directors or equivalent in own organization, clients and regulators. Board Director experience in both Banking and Not for Profit institutions.


P&L Accountability and Leadership

  • Developed and successfully executed on annual operating plans that ensured both short term performance and long term sustainable viability for Profit & Not for Profit organizations.
  • Led 6 years of record results exceeding $7B for a Global Financial Institution Liquidity and Cash Management business including receiving investment spend to hire 1400 incremental staff for an aggressive growth plan with solid innovation offered to 40,000 large corporates and middle market enterprises as well as over 1 million small business clients.

Financial and Regulatory Expertise

  • Formulated and implemented a transformative resolution recovery plan for banks to take advantage of contingency arrangements on a bi-lateral basis across 7 large geographies. Executed in collaboration with competitors and regulators for both partial and full resolution.

Organizational Transformation and Business Strategy

  • Drove innovation across mature product lines through a combination of partnerships with Third Parties including Fintechs, Mobile Operators and Payment Providers. Product led roll out of digital improvements in the client every day service experience across 38 countries.
  • Represented large Financial Institutions at Davos and participated in the World Economic Forum Mobile Readiness Working Group.

Product and Risk Management

  • Deep Payments experience across both developed and emerging markets; including Real Time Payments & Digital Currency Settlement Systems. Expertise includes Integrated Receivables, Electronic High & Low Value Payments, Stored Value, Commercial and Contactless Cards, Mobile Payments, Check and Cash Clearing payment schemes.
  • Served as Chair for several business risk and compliance oversight committees; interfaced with prudential and conduct regulators across multiple jurisdictions including for new payment and settlement schemes.
  • Successfully operated a high risk product business through a 5 year period under a “Monitorship” and Deferred Prosecution Agreement. Achieved a pristine control environment with Satisfactory audits.

Susan Stalnecker MBA

Wilmington, Delaware

Board Value Proposition: 

P&L Accountability and Leadership

  • ~$500MM rug fiber business
  • Start-up consumer and government marketing businesses
  • DuPont Hotel, DuPont Theatre, and DuPont Country Club

Mergers & Acquisitions, Finance Leadership

  • Responsible for M&A during $8B non-U.S. transaction; planned and executed associated $20B inter-entity capital structure repositioning, $10B foreign exchange transactions, 40B DKR deal contingent swap

Audit, Risk Management, Compliance and Compensation Expertise

  • SEC defined Financial Expert
  • Experienced with enterprise risk management and compliance processes
  • Served on Compensation Committee


  • Activism: Led effort to defeat activist; secured experience on what to do to avoid an activist and what to do when an activist is present
  • Strategic Planning, Portfolio Analysis, Scenario Planning: Experienced in drafting strategies, structuring (and re-structuring portfolios) via organic and M&A; apply scenario planning in strategic (and operational) situations
  • Treasury: Capital structures and balance sheets to support strategic objectives; keen understanding of sources and uses of liquidity; experienced in complex funding mechanisms and M&A transactions; led the Conoco IPO and split in 1999 and 2000
  • Financial risk management:  Understand sources of risk and strategies for risk management, including understanding covariance among risks
  • Productivity: Led three major DuPont productivity initiatives; Chair of Business and Finance Committee at Duke during financial crisis and provided oversight to the productivity effort
  • Change management: Ability to read cultures and assess what is required to drive change
  • Shared Services: Led initiative to drive service and cost productivity through implementation of integrated shared services; focus on transactional activities, end to end processes, and concentrating transactional work to free up higher cost FTEs for higher knowledge content work

Patricia S. Youzwa

RBC Woman Executive in Residence Hill School of Business, University of Regina

Board Value Proposition: 

A seasoned executive with CEO or equivalent experience in commercial crown corporations and government and experienced director on a wide variety of boards. 

C-level Leadership

  • As CEO of a multi-billion dollar commercial crown corporation, led numerous initiatives for major infrastructure expansion and renewal, energy market reforms, customer service delivery improvement, technological innovation, environment sustainability, and human resource development in the areas of safety, workforce planning, and diversity.

Extensive Energy and Resource Sector Knowledge

  • Over 25 years of experience working in the energy and non-renewable resource sector in the areas of utility services, energy trading, policy development, taxation, and regulation.

Government and Public Policy

  • Over 12 years of experience at the level of deputy minister or CEO with direct accountability to elected officials and boards of directors.
  • In-depth understanding of the policy development and implementation process at both provincial and national levels gained through a variety of senior roles and responsibilities.

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.

Sarah Raiss D100 ICD.D

Board Value Proposition: 

HR and Compensation Expertise and M&A Integration

  • Helped create and teach the Human Resources and Compensation Committee effectiveness course for the Institute of Corporate Directors
  • Part of executive leadership team that led merger integration and turnaround of TransCanada after difficult merger of equals; process improvements, creation of new vision, values, and strategy, and improved employee engagement from bottom of the bottom quartile to the top decile, winning multiple awards and recognition for sustainability, top employer, top diversity employer, and top employer for new Canadians; personal efforts led to significant cost reductions (over 50%).
  • Completed the successful merger integration of three electric utilities from creation of vision and strategies to implementation of all new governance and support function processes and systems, and HR policies and procedures.

Strategy, Organizational Transformation, and Restructuring

  • Selected by Chairman of Ameritech  for breakthrough leadership assignment to re-create the company from vision, values, culture, strategy, new structure, processes, systems, governance, marketing, human resources and compensation, and operations. 
  • Work resulted in creation of new business unit.

Operations and IT Leadership

  • At TransCanada managed budget of over $200 million and front-line staff of between 600 and 1,100.
  • Led the operations and IT functions at Ameritech, with a budget of $55 million and 650 staff,  implemented cost savings and process improvements with front-line union employees in Chicago, Detroit, and Cleveland. 
  • Led the product development of four new products representing $35 million in annual revenue potential; increased profitability of an existing product by 50%.
  • Devised a new planning technique for fiber facilities and metropolitan facility networks.