On a mission to serve Canadians better, I lead horizontal whole-of-agency solutions to deliver more seamless, empathetic, and client-centric services that are digital-first. Through compelling presentation materials and expert storytelling, I connect employees’ work to the clients that they serve, distilling research findings into impactful causes worth solving. • CX Strategy & Execution: Led cross-functional teams to design and execute national CX strategies, aligning with organizational goals and priorities. Achieved large-scale changes with minimal resources and favourable ROI (most recently, identified $400,000/year savings in operational expenses related to client status updates while significantly improving client service). • Data-Driven Insights: Conducted comprehensive client research, led advanced analytics, and presented compelling recommendations to senior leadership (Minister, Assistant Commissioners, Director Generals), influencing national policy and resource allocation. Led the development of a performance measurement framework to track CX project success nationally. • Project Management: Managed multiple projects and priorities in a dynamic environment, delivering high-quality results under tight deadlines. Created an automated Project Management tool, enhancing efficiency and reporting capabilities for various levels of leadership.• Stakeholder Collaboration: Developed strong relationships with stakeholders, facilitated CX methods training and led evidence-based solution development. Simplified complex methodologies into actionable ideas.

Planned and executed audits and regulatory reviews to ensure compliance with new and complex legislation, including Fuel Charge (Carbon Tax), Luxury Tax, and the Air Travellers Security Charge programs. Consistently exceeded quality assurance standards while remaining under budget. • Enhanced Operational Efficiency: Developed and implemented an automated workload management tool that saved managers 20% of their time. This innovative solution was adopted by all Atlantic managers and presented to headquarters for nationwide implementation.• Built International Relationships: Effectively communicated and collaborated with international taxpayers to ensure compliance with Canadian tax regulations, fostering positive relationships and enhancing the agency’s global reputation.

I lead a volunteer finance team of six, overseeing a $1M budget comprised of annual operating expenses and capital campaign donations. I developed and implemented comprehensive financial policies, streamlined reporting, and presented strategic recommendations to the Board.• Automated Expense Reporting: Saved operations staff 8-10% of their time.• Implemented Online Donation System: Captured lost revenues due to in-personrestrictions ($450,000/year) and saved a recurring $12,000/year in financial transaction fees.

Led the construction of a 2300 sq/ft professional video broadcast studio and furnished office space over four months. Inspired a team of 26 volunteers and tradespeople to donate time, resources, and materials, delivering the project at 27% of its estimated market value.

• Managed the charitable status application team. Established all financial policies and procedures, internal controls, and compliance adherence in a 4-month timeline.

• Supported the merger between Artisan Landscaping and KRL, including creating compensation agreements, a code of ethics and an employee handbook, and advised on strategic direction.• Created fleet safety management system, including pre and post-trip walkarounds, maintenance lockout procedures, and daily checklists.• Implemented IT infrastructure to collect job site data; created analytical tools to identify contract profitability.

Spearheaded a 5-year strategic plan for a multi-site retailer, driving stakeholder engagement to address core challenges. The implemented roadmap optimized staffing, generated operational synergies, reallocated resources, and launched an online store (mitigating in-store traffic decline). This resulted in $200,000 annual expense reduction and a projected 17% revenue growth.

• Advocated workplace safety; facilitated the internal Standard First Aid program. Spoke at annual Farnell Safety Summit, teaching tangible safety skills and knowledge to all 200+ employees.• Operated Film Converting machines. Increased machine production to 119% yearly average. Utilized in foreman role

• Improved safety standards by developing and managing an employee skills training program, paired with the rollout of new standard operating procedures, safe work practices, and an employee handbook.• Oversaw a team of 25 lifeguards and program instructors. Generated higher community program attendance by partnering with local groups such as the white-water kayak club to offer indoor kayaking lessons in the winter.• Constructed three capital project proposals to reface the offices, upgrade the changerooms, and resurface the pool. All three were approved by the CFO.• Saved $75,000 annually by restructuring the organizational chart, eliminating a vacant position, and giving more latitude to shift supervisors. This resulted in reduced employee turnover, increased employee engagement, and created many new aquatic programs with higher community attendance.