• Provided senior expertise and leadership in Marcom planning, branding, KPI establishment, advertising strategy and production. Team mentorship.Achievements:• Global Marketing Plan and Strategy using “inside” (enablement) – “out” (activation) plan structure to address internal and external audiences• Streamlined KPI’s/Scorecard for tracking Marketing Plan success (based on Brand Health/Perception, Business & Client Metrics)• Leadership of creative and media plan development for global brand campaigns and research processes• Developed predictive market investment model for spend by market to achieve desired brand "funnel" objectives using historical spend, predicted inflation rates and market competitiveness• Mentored and coached team Managers

• Overall Agency and Account Service leadership. Also responsible for “day to day” leadership on agency’s largest account (Ontario Honda Dealers) and most awarded creative account (Go RVing Canada)Achievements:• Key role in establishing agency’s holistic key financial targets and staffing ratios• Developed annual business planning process and targets• Key role in establishing agency values & “behaviours” incorporated into employee performance evaluations• Successfully pitched Ontario Honda Dealer Association (OHDA) business and solidified relationship with Honda Canada Central Zone and Ontario Honda Dealer Council • Lead agency efforts that helped drive Honda Canada’s best all-time sales performance and dealer profitability in Ontario• Hit or exceeded planned financial targets for 10 consecutive years (even in 2020 pandemic year)• Grew OHDA business/gross revenue by over 100% in 8-year period• Created “Win A Civic A Week” Sales Event; setting all-time high for monthly Civic sales in Ontario• Lead pitch and successfully won Go RVing Canada business• Lead role in establishing Go RVing Canada’s brand platform; establishing core values, KPIs, creative brand articulation, MarCom Planning process partners for very successful/award winning “Bring Back Wildhood” campaign

• Responsible for maintaining holistic view of the entire account team resource and staffing to revenue levels. Combined with responsibilities as Revenue Director; responsible for business revenue, career development processes, client evaluation, and service needs across accounts. Achievements:• Created structure led by 4 core business leaders with focus on senior client interface and junior project execution• Member of TBWA Global Compensation team• Played key role in client fee negotiations and staffing structure• Developed a combined retainer and variable fee structure for consideration

• Lead large businesses & teams for Nissan Canada Infiniti Canada (Corporate/Tier 1, Dealer Associations/Tier 2, Dealer Engagement/Tier 3, After Sales), Petro-Canada Limited (2007 - 2010), adidas Canada. • Lead direct team of over 45 FTE’s, and 3 regional teamsAchievements• Launched over 13 Nissan/Infiniti new products in 40 months; including development of brand positioning, identification of key audience segments, values and audience motivations to leverage • Grew Nissan/Infiniti revenue by 75% in 7 years, negotiated consistent revenue increases while under global pressures to lower • Expanded partnerships for both Nissan (Football; CFL/NFL) and Infiniti brands (Cirque du Soleil) that reflected brand values• CMA Awards for integrated campaign (FX, Murano), work in CA; Bessies awarded for Nissan (“Grown Up”, “Morning Light”)• Played key role in development of Petro-Canada’s Corporate Olympic Strategy• Successfully negotiated a 130% revenue increase YOY for Petro-Canada assignment• Developed Petro-Canada “Master Brand” strategy to “bridge” both political barriers and encompass key retail facing brand and operational structure – after failure of “outside consultant”• Developed brand solutions/structure for the bringing together of two key “parent brands” (Petro-Canada and Suncor Energy) after the Suncor Energy purchase of Petro-Canada

• Lead team of five Analysts dedicated to automotive business, charged with co-ordination of all market data, research and studies; improving efficiencies and quality of information provided to Agency and Client teamsAchievements:• Moved information from purely distillation and conclusions – to implications that were actionable from a marketing perspective. E.g., Moving Pontiac Sunfire to an opportunity to aggressively target women• Developed process, regular cadence and framework for market information delivery to Agency teams

• Lead “integrated” team across all areas of marcom planning, communication and partnerships for key General Motors’ portfolio (Pontiac, GMC, Buick, Cadillac, Corporate,Optimum, GM Card, Fleet, OnStar)Achievements:• Lead development of GM’s brand vision, positioning architecture, research/measurement methodology and roll-out plan• Lead role in developing marketing plans, creative strategy/development and media planning for over 8 product introductions and brand campaigns• Played lead role in establishing partnership with Ski Canada

• Responsible for strategic and consumer insights for Ford of Canada Dealer Associations and PEI Tourism businesses; along with key new business pitches Achievements:• Played major role in the development of strategy and communication focusing on a new audience - Eastern Canadian Visitors as strategy to extend “the shoulder season” for PEI Tourism• Introduced and demonstrated benefits of strategic planning to Ford Dealer group with history of “price-features” communication

• “Business Partner” with Co-Creative Directors; responsible for the operation of the Creative Department, where I established and managed all financial, operational and administrative functions within department • Duties included: review and input into all creative briefs & strategies; department financial management; established and responsible for communicating Creative mandate to both internal and external audiences; department structure recommendationsAchievements:• Created and established unique role with no “blueprint” • Introduced operational changes that increased creative opportunities while maintaining client knowledge equity• Process for identifying and prioritizing key corporate tasks• Improved understanding of “Great Work” mandate outside the Creative Department• Created unique employment agreements to secure senior creative talent