Upon joining Look Good Feel Better, I led the assessment and strategy for organizational re-engineering and initiated the process to establish LGFB as a stand-alone charity with a newgovernance framework including by-laws, board assessment, and recruitment. I prioritizedgender parity and ensured the first female board chair appointed in 2019. Evolved the mission and sustainability of organization. Meet Board of Director objectives through strategic design and implementation, riskidentification and mitigation, relationship management and effective reporting. Direct resourcing strategy and program delivery of workshops in 100 hospitalsand cancer care centres along with virtual programming across Canada- including the coordination of over 1200 volunteers Lead on fundraising efforts to meet annual revenue budget of $5M+; giving portfolio includescorporate giving, signature events fundraising and sponsorship, cause marketing, annualgiving program, major donor acquisition and retention and government/foundation grants Resource support of program development, fundraising innovation and cross collaboration opportunities for LGFB’s 27 country global network Led the brand audit and refresh including new Mission, Vision and Values, brandconsolidation, case for support positioning, reimagined community engagement andintroduction of storytelling strategies Direct operational management of financial controls such as annual audit and CRAsubmission, grant and donor reporting and risk management strategies Lead on the recruitment, retention and mentorship of a high-performance team of 15 Foster diversity, equity, inclusion and belonging efforts through on-going formal learningopportunities, stakeholder feedback and accountability assessments

As Vice President, I led fundraising strategy and execution to achieve strategic plan and annualgoals in corporate, annual giving, major donor, Foundation grants and event fundraising. Withan established portfolio of $1.3M, I ensured donor retention while cultivating growth of $500,000in new revenue. Wrote the organizational case for support based on conducting a brand and donor audit Developed and implemented business processes and system infrastructure to supportfundraising growth and stewardship Established comprehensive and cross organizational marketing communication tools Led the execution of an annual brand awareness campaign with an external marketingagency Re-engineered team of six to maximize fundraising and marketing opportunities Led collaboration with War Child UK and War Child Netherlands to create internationalopportunities for strategic partnerships Supported War Child Canada Founder for fundraising and operations expansion in the U.S Worked closely with executive team and board to establish fundraising cabinet and advisorycommittee

As Director, I led strategy and execution of several fundraising channels, including corporategiving, gift-in-kind, cards and gifts with a $10 million revenue goal. I oversaw an average 10-15% year-over-year growth and secured the largest-ever, pledged corporate gift of $5 million. Developed new business strategies including prospect and pipeline development, proposaldevelopment (up to $50+ million), sponsorship program and large-scale legacy projects Led strategy and negotiations to transform cards & gifts program to licensing model;model established became global best practice for business transition Directed a complex, high-risk delivery program of gift-in-kind vaccines & medicines ($40million value) Sat on the steering committee for the three- to five-year strategic plan Developed and executed high-profile ambassador and executive events, communicationand marketing plans for priority campaigns including emergency & disaster relief appeals,and cause-related marketing with corporates such as IKEA, H&M, and Hallmark Supported executive team with board relations and managed a team of 10 Built collaborative partnerships with other UNICEF committees globally

As Director, I led and managed all new and existing business development, realizing a 20%revenue growth year over year, from $3.4 million to $7 million. My donor portfolio included: Wal-Mart Canada, TD Bank Financial Group, ReMax, Dairy Queen, Blockbuster, Foresters and Costco.  Developed and directed CMN strategic and annual operational planning within SickKidsFoundation’s overall strategies and negotiated annual agreement with CMN Canada Led all strategic and creative direction for marketing and communications and acted asFoundation spokesperson for all CMN events and media Managed a team of 5 and established a summer program to cultivate retail relationships Liaised with CMN’s International and Canadian offices regarding strategic national and regional activities Facilitated meetings with Foundation board members and corporate advisory group

Safe Kids Canada was an national children's injury program of SickKids Hospital. The program amalgamated with other injury prevention organizations and is now known as Parachute Canada. As Manager, I led all marketing, communications, branding and outreach strategies, spoke atconferences and events, and cultivated relationships with other injury prevention organizations Directed all corporate and Foundation grant fundraising activities from strategy, cultivation tostewardship with a portfolio of $1.6 million Oversaw digital development of awareness campaigns, educational resources and programresources Managed all aspects of 1-800 public service for injury prevention inquiries (approximately7,500 calls annually) including database management, staffing, quality assurance, best-practice research resources, policy implementation and evaluation.

The Centre for Health Information and Promotion- was both a hospital family resource centre and responsible for community and in-hospital health communication campaigns. As a Specialist, I answered inquiries related to diagnosis or treatment from patients and/orfamily members as well as general child development inquiries from the community Provided psycho-social support for family mediation with patient representatives andmedical team Developed and implemented strategic health communication and promotion projects relatedto safety (bike helmets, poisonings), general wellbeing (nutrition, active living) or mentalhealth (bullying, ADHD) Conducted annual evaluation of programming, policies, and resources to ensure relevancythrough patient-centred and needs based assessments Event coordination in partnership with SickKids Foundation including the development ofcollaborative partnerships, program planning, marketing and fundraising (raised $75,000).