John Bozzo Email & Phone Number

► I have my ICD.D from Rotman School of Business and am looking to join Boards of Directors► Interested in Interim / Fractional CEO or Executive work► Open to interesting and complex projects► Advisor to organizations► Coach / Mentor to Executives and Senior Leadership Teams

Toronto, Ontario, Canada

SCOPE ► Reporting to and working closely with the OMA Board of Directors► Mandate included the strategic, financial, operational, and human capital leadership of the organization► Ensured the success of the One OMA strategic plan while maintaining its long-term financial health and ensuring its sustainable operationACCOMPLISHMENTS ► Brought the OMA’s new strategy for the organization into existence with unanimous support from the board of directors► Realigned objectives and resources to the strategy ► Able to keep the organization aligned and moving in the transition from the previous CEO► Exceeded expectations and delivered everything in the mandate given by the board of directors

Toronto, Canada Area

SCOPE► My division was responsible for all reputation and brand programs for the OMA representing and advocating for 43,000 physicians in OntarioRESPONSIBILITIES► Key areas of responsibility include executive communications including the Board and key governance committees, member communications, engagement programs, government relations, advocacy, earned and social media, digital and web communications, marketing communications, and publications ► My team led all communications with members, government, and the public during the global pandemic leveraging the voice of doctors and building trust in doctors as leaders and expertsACCOMPLISHMENTS► Successfully led the restructuring of communications and marketing at the OMA with a focus on the member, government, public, and stakeholders► Rebranded the OMA to align reputation and brand to the voice of doctors as experts and leaders in the system► Won several Platinum, Silver, & Best in Category Summit International Awards for public service programming ► Established the first-of-its-kind integrated measurement system for the OMA and launched a semi-annual research program helping to understand the key drivers of trust

SCOPE► My division focused on the OEB’s consumer, stakeholder, and corporate communications-related initiatives as well as employee communications. RESPONSIBILITIES► Responsible for increasing the organization’s visibility, building consumer trust, and increasing energy literacy. ► My team was also responsible for all communications planning and delivery of Board adjudicative, compliance, and enforcement decisions. ACCOMPLISHMENTS► Put in place a new communications and media relations structure ► Reorganized the planning and research process► Developed and implemented an integrated reputation and brand strategy► Established a new stakeholder and community relations function to support the hearings process ► Developed new visual and verbal identity standards and website for the OEB

Toronto, Ontario, Canada

SCOPE ► As part of the Executive Team I was responsible for all reputation, brand, stakeholder, and public affairs activitiesACCOMPLISHMENTS ►Established a corporate-wide research-based Reputation and Brand measurement model ►Developed and implemented an integrated Reputation and Brand strategy for OTN to enable OTN to reposition itself in the marketplace and amongst and wide range of consumers, customers, stakeholders, and healthcare providers (HCPs)► Developed and relaunched OTN’s online channels and developing an integrated content strategy for OTN to engage HCPs ► Developed and implemented a Public Affairs program with key political and OPS decision-makers ► Rebuilt the Marketing and Communications department from a group of 3 to a group of 12. But more importantly, repositioned the department as a strategic partner to the business and as the steward of reputation and brand

Toronto, Ontario, Canada

SCOPE►Recruited to build and develop the national Healthcare and Public Service practice with a focus on strategic communications and planning; media and stakeholder relations; social marketing; positioning and branding CLIENT ROSTER ► Developed a strong client roster that included some of Canada’s largest private and public sector brands including: Alberta Electric System Operator, Ontario Power Authority, MOHLTC, Cancer Care Ontario, AstraZeneca, HomeInstead Home Care, St. Michael’s Hospital, Mackenzie Health, MS Society, Government of Newfoundland and Labrador, and Fanshawe College► Generated billings of over $1 million annuallyACCOMPLISHMENTS► Reorganized or redeveloped clients’ communications structures and processes to better fulfill their mandate ► Delivered key outcomes through proactive media, stakeholder and community engagement programs, including issues and crisis management based on an integrated and overarching strategy ► Developed an overarching reputation and brand strategy for Columbus Centre, Canada’s leading Italian-Canadian cultural arts centre. The works includes a communications and organizational audit, development of a revitalized brand architecture and a marketing strategy to increase awareness and participation of the Centre’s programs and activities

Toronto, Ontario, Canada

SCOPE ► Reported to the Executive VP English Services and VP Corporate Communications ► Responsible for all reputation and brand management including media relations, issue management, employee and stakeholder communication, advertising, brand development, publicity and promotion, and marketing communications for CBC TV, Radio, and Web► Managed a national and regional staff of over 140 and a total budget of $25MACCOMPLISHMENTS ► Implemented a new approach to targeting and media placement that resulted in a 22% savings while maintaining or increasing reach and frequency with key target audiences► Drove a major restructuring and out-sourcing plan that improved performance in program promotion by more than 100% while delivering labour cost savings of 12 – 15% over two years ► Reversed a negative trend in media coverage by realigning and focusing promotion of priority programs. Measured against the benchmark year of 2004, positive coverage increased from 14% to 40%, and negative coverage was reduced from 14% to 8%► Led the development and implementation of publicity and promotion for the most successful program launch in CBC history, Little Mosque on the Prairie. 2.1 million Canadians tuned in (more than double the average audience for similar programs on CBC) to the premiere episode and generated total media impressions of 38 M► Led the development and implementation of a new brand structure and architecture for CBC. The brand was redefined and built around customer choice and relevance, merging 17 disparate brands into one cohesive customer-facing brand: CBC. Canada Lives Here. ► Increased positive association of CBC’s reputation and brand against key drivers from 30% to over 60% in two years

Toronto, Ontario, Canada

SCOPE► Reported to the Deputy Minister MOHLTC and the Deputy Minister Cabinet Office Communications ► Successfully worked under three different Ministers under both the Tories and Liberals► Managed a staff of over 100 and a budget of approximately $20 MRESPONSIBILITIES ► Responsibilities included reputation management, brand strategy and management, advertising, issues management, communications policy and planning, media relations, stakeholder and community relations, and employee communicationsACCOMPLISHMENTS► Led the development of a brand and positioning framework that guided the marketing and communications of major government initiatives in the health sector which enabled more focused and effective implementation across all program offers► Developed and implemented integrated marketing programs for three major initiatives: Universal Flu Immunization Program, Tele-health Ontario, and www.healthyontario.com. The programs were very successful and awareness jumped by 17%; program approval ratings jumped by 9%; website hits went from 55,000 to 375,000; and monthly call volumes jumped to 11,420 from 6,875

Toronto, Ontario, Canada

SCOPE► Reported to the President of Bell Ontario and managed a staff of 40 and a budget of $10 MRESPONSIBILITIES► Responsibilities included reputation management, corporate brand strategy and management, media relations, government affairs, community relations, and employee communicationsACCOMPLISHMENTS► Launched a major marketing and communications effort in 1997 that contributed to the achievement of 50,000 long-distance customer acquisitions, which were 100% above target in the first three days of the campaign and pre-empted competitors’ plans. ► Supported a telemedicine suite demonstration site at Sick Kids

Toronto, Ontario, Canada

SCOPE► Progressive roles leading up to director-level roles► Led a special project for the Executive VP Customer Service Group to help define the strategic brand framework for Hydro’s extension and entry into the competitive retail market. including a brand hierarchy redesign.► Researched and developed a new best-in-class client account model to reorganize all of Hydro's reputation and brand resources focusing on strategic alignment, accountability, and positive outcomes for the brand► Part of the core team responsible for delivering the single most comprehensive 25-year energy plan.

Icd.D, Business Administration And Management, General, Pass

Executive Development Program And Marketing Communications Program