- Increase in department productivity while decreasing operational cost- Rebuilt the department, from personnel to processes following departures and a need for greater structure- Introduced a new operations software for the department, later implemented on a company-wide basis- Created a training curriculum for new employees- Created a company-wide training program upon the launch of the new operations software- Recruit new team members for the department- Implemented new operational structure at the receptionist position- Raised the department's answered calls rate- Augmented the responsibilities given to the department- Creation of a departmental culture, based on meritocracy, investment and self-fulfillment

First line intervention for emergency situations.- Reception, analysis and treatment of emergency calls destined to police officers, firefighters, paramedics, Sureté du Québec or other first responder corps- Answer emergency calls from the public as well as intervention partners- Analyse the received data as to determine the nature of the emergency and the appropriate intervention- Complete the software sheets while communicating the necessary information for the interventionGive necessary support to on-going interventions (research and/or validate information, transmit data, etc.)

- Reworked in-game experience to offer new experiences to the team fan base- Created and executed the theme night experiences to match up with the new "34 theme nights in 34 games" mantra for the 2021-22 season- Rebuilt Fan Experience team which was mostly dissolved due to the forced COVID-19 break- Established new best practices in planning of live hockey games for the company (ex: multi-department conference calls) and review (ex: post event wrap-ups)- Designed four unique theme night jerseys- Established new partnerships with local charities, showcasing the generosity of the team while solidifying its relationship with the community (ex: Seniors Serving Seniors, Victoria Transition House, Rise Together, RainCoast Dog Rescue, Victoria Edelweiss Club, etc.)- Reunited 36 "Community Heroes of the Pandemic", all from different walks of life (ex: grocers, plumbers, police officers, firefighters, small business owners, health care workers, volunteers, military personnel, etc.) and honored them during a very special pre-game ceremony on Opening Night 2021- Managed a budget of over $100,000, optimizing expenses tied to revenue streams while minimizing net expenses- Created new door prizes to match budget evolution and fluctuations, particularly when faced with the sudden rise in cost due to the pandemic- First mover / imitation is the sincerest form of flattery - created the trick-or-treating fan experience, which was immediately duplicated by other teams, such as the Prince George Cougars and the Pacific FC

- Managed box office sales while serving over 100 customers per hour- Creation of a new training program, allowing both Box Office full and part-time staff to be more assiduously trained in a shorter time frame- Analyzed customer feedback as to produce detailed statistical analysis upon which the 2018-19 season Bell Centre customer experience was enhanced- Collaborated on continuous improvement of employee reports as to best match Finances’ evolving needs- Creation of Ticket Sales tracking documents, detailing complimentary and/or sold tickets by day, week, month, year and software- Creation of an attendance report for all Laval Rocket home games, detailing ticket types and times of arrival of fans- Achieved 94% and 95% grades in yearly KPI evaluations- Development and upkeep of a parking sales and attendance report for all games and events for reconciliation purposes with the city of Laval

Problem-solving issues for the hockey department, such as:- Creation of CGI goaltending techniques- Offensive zone face-offs strategies- Bench management during an away game- Individual defensive tactics- Player development planning- Entry Draft strategy

- Managed game day operations, revamping the fan experience which went from a 60% to 92% customer satisfaction rating- Rebranded a closed food concession into a beer garden, thus allowing fans to enjoy seven different beer options (as opposed to one) as well as new warm food options, such as chicken wings, onion rings, etc.- Lead advertising and pricing initiatives on a team which saw a 180% increase in season ticket purchases - Selected as a member of the QMJHL's 2015-16 Marketing Committee - From conception to unveil, lead the renaming of the entrance to the K.C. Irving Regional Centre to the Sean Couturier Avenue - Revamped the team's communication strategy (advertising, social media, press releases, etc.), most notably writing 100+ press releases- Surpassed the yearly 20% growth objective for social media platforms- Launched the team's new Stadium Digital website, being the first QMJHL team to do so, simultaneously going from one of the league's worst to one of the best- Creation of new fan experiences, such as the season launching Jamboree event (Fan Experience received a 5 out of 5 "return on investment" rating from Stadium Journey)- Surpassed yearly 20% growth objective for social media platforms- First mover / imitation is the sincerest form of flattery - creation of the "Generation Hockey Passport", which was later duplicated by the Montreal Canadiens for the purposes of their Fan Club, as well as the first QMJHL team to fully introduce live music during games, which, just in that league, was later duplicated by the Sherbrooke Phoenix, the Halifax Mooseheads, the Charlottetown Islanders, the Moncton Wildcats and the Cape Breton Screaming Eagles.

- Coordination of a department which saw an increase in demand from participating teams to a company record 2,000 teams- Creation of new tournament prizing items, converting a departmental weakness into a pillar of the brand- Saw demand increase beyond capacity from minor hockey associations wishing for Sensplex Tournaments to host their event- Co-lead a department which saw its customer service rating increase from 64% to 91% (as per Syers Group evaluation)- Named President of the Customer Orientation Committee- Coordinated staff during events operating simultaneously in five different venues on eight different ice pads

- Improved organizational management of all ticketing needs and requests- Enhanced all team communication efforts, from press releases to interview requests to social media platforms- Created and managed the team's game day protocol- Ensured fast fulfillment of corporate sponsorships (ex: Bench apparel sponsorship was signed during the first round of the playoffs and signage was placed in time for the second round)

- Managed corporate accounts, taking them from a "sponsor" to "partner" relationship- Oversaw and enhanced all game day operations, including but not limited to in-game entertainment, music, crowd games and sponsorship activation- Managed and improved all phases of ticketing operations- Manager of Hockey for the Northern Classic, Canada's first outdoor junior hockey game- Named to Fort McMurray Today's "Top 40 Under 40" (award was declined as I was departing for my new position with the Montreal Juniors)

- Managed corporate accounts, converting disgruntled sponsors into satisfied customers - Ensured all corporate agreements were executed to the last detail- Prepared the Cisco Lounge on every game day according to the specific needs of that day's activity- Coordinated the Royal Canadian Mint's unveiling of a new $0.25 coin

- Raised retention rate of initiation class participants from 24% to 55% - Organized numerous club events, such as the 2009 Corporate Regatta, Novice Recreational Racing Event and monthly club members events - Raised volunteering for regattas by members of the club to an unprecedented growth (approximately 300%)- Immediately achieved long-sought profitability for the club, allowing it to ship newly purchased boats from the Ottawa Rowing Club at a small profit, pay off debt on the previous purchase of an Empacher boat and purchase the club's own custom-made boat trailer

- Created player lists for Team Quebec's 2004 Selection Camp- Lead the franchise's most successful player recruitment off-season - Self started the team's development program, achieving profitability in its very first year