Fuel Growth | Drive Change | Seize OpportunityWe help midmarket and growth oriented companies activate strategy. The PilotCode system is our signature method to activate business strategy. Plans don't change business….people change business. We have the method, tools and facilitation to help you capitalize on three critical factors for success: the design factor, the activation factor, and the human factor.Midmarket and growth oriented companies can benefit from the systemic approach of a large firm, and the action orientation of a functional specialist. Our capabilities and system are uniquely positioned at the confluence of these two spaces, where few firms live.Business coaching and Fractional CEO, COO, CPO services

The Intergen community matches experienced talent with entrepreneurs and emerging companies. I mentor and lend expertise to scale-up companies through the platform.

Coming back to Everyday Financial Services, I combined my experiences to design and implement a new business strategy enabled by digital. It is the blending of the digital and human experiences that creates an opportunity to differentiate in a commoditized and hyper-competitive marketplace. The path to differentiation is through systemic transformation of people, process, and technology, while staying connected to our clients, culture, and workforce. I brought clarity to why digital is important to ATB specifically, where we are going, and what it means to our clients, our workforce, and culture. Following that, I •sponsored the change with ATB’s workforce and client base, •developed a strategic plan for the business model transition and desired client experience, bridged the gap between product development and business strategy by updating roadmaps, along with the implementation of critical tech modernization components,•and developed a playbook for systemic business change using digital and culture as capabilities. Throughout the process I was grounded in the belief that digitalization allows us to shift our role from processing and fulfilment to guidance and expertise, therefore amplifying the value of our team members to clients.

It was an honour to lead in People & Culture, an area of utmost importance at ATB. During this time, I developed expertise in human capital and digital business strategy, while leveraging experience in strategic execution to impact an enterprise wide talent strategy.• Bridged CPO transition while gaining valuable breadth of capability in Human Capital • Enterprise lead of people and culture for the pandemic • Invested in digital business strategy capability concurrently during the pandemic• Updated the talent system, practices, and operating model to more effectively deliver talent model consulting and services • Focused on effective delivery for current environment, as well as preparing for the next target operating model with the new enterprise strategic plan•Redesigned ATB’s target culture to support the new 10 year strategy: assessed, designed, activated, and hardwired to talent system• Established enterprise change practice and framework, connected to strategy, prioritisation, and operations• Developed key infrastructure items with architecture and framework for Learning and Development; as well as job architecture

I was promoted to lead all sales and services channels which included 320 locations, 2200 team members, and~700k clients. This period of increased responsibility and professional growth came at the same time I was completing my MBA.Branch and agency networks, mobile teams, mortgage services, and broker network were under my leadership. Together we: • Scaled focus on performance culture, talent investment, client outreach, workforce mix, unique distribution strategies and specialist segments. • Revised performance system to balance sales with experience and community presence.• Decentralized decision making, centralized growth plans, differentiated with trusted community presence and workforce capability. Results of this work included: • ATB recognized as the #1 Great Places to Work in Canada.• Expanded Retail Financial Services (consumer) to Everyday Financial Services (consumer and small business segment) with the addition of 100K non-relationship managed business and agriculture clients.

Built market share in Calgary with pace during this highly competitive time in the market through sales leadership and by investing in talent. Due to my performance, all three ATB markets were aggregated and came under my leadership focusing on a culture of performance, talent investment, and client outreach. During this time, I also:• shifted the mix of the workforce to increase the size and seniority of the sales team to improve both reach and productivity,• expanded physical presence and discovered new distribution strategies and specialist segments,• oversaw 32 locations, 300 team members, and ~100k clients

Owner of two Sweet Factory franchises, and master franchise rights for Alberta/Saskatchewan territories. The Sweet Factory is a retail venue that sells candy, popcorn, and ice cream.