Served as the acting CEO, reporting directly to the Board of Ontario Federation of Cerebral Palsy and Clothing Pick-Up for Cerebral Palsy.Exercised comprehensive operational leadership, encompassing call centre operations, transportation, vendor management, client retention, people and culture, and change management.Retained multi-branch (four locations province-wide) responsibility, including oversight of 52 employees, financials, audit, risk, technology, and project management. Implemented a continuous improvement platform across all employees, resulting in +$250K savings annually.Managed and mentored staff providing hands-on guidance in developing staff and increasing overall business performance for enhanced donor relations. Coordinated company-wide initiatives, including talent/performance management, succession planning, market rate, and rewards and recognition programs.Oversaw a significant premises optimization/renovation project across branches, facilitating contract renegotiations with landlords, suppliers, and vendors.Created a strategic financial structure with accounts payable/receivable and in-house policies and procedures. Established a comprehensive HR unit with plans to roll out performance/talent management, succession planning, R&R programs, and an RRSP contribution program. Acted as the first-point connection with the Value Village account, retaining oversight for relationship management portfolios across all suppliers, vendors, government agencies, landlords, BDO, etc.Highly valued for implementing people and culture policies "from scratch," - including creating employment letters for existing staff for proper record retention, enhancing performance management programs (KPIs, etc.), and facilitating a seamless relocation from the Toronto office to the Etobicoke office.

Contracted by the Ontario Lottery and Gaming Corp to lead a significant change management project - overseeing a company-wide implementation of the Workday Application across 1500+ employees.Accountable for the development and rollout of the change management strategy aligned with business objectives - implementing communication and training programs to ensure a cohesive understanding of the new Workday methodology.Engaged with senior management across all business units to determine impacts and requirements, working to ensure all concerns were addressed and resolved.Collaborated with the Project Team to capture all outlined change management requirements and develop appropriate solutions.

Maintained accountability for an average yearly department operation expense budget of $16MM; developing and overseeing training for a team of 300+ employees. Implemented and monitored changes to the business unit based on the bank's ongoing industry transformational changes including significant procedural changes across all transaction processing, along with intake of many net new clients across multiple channels.Prepared and presented business financial plans for review and approval.Advised the Human Resources business unit in making decisions related to people management concerns based on team assessment and departmental needs analysis. Developed and managed client and stakeholder relationships ensuring that business strategies were met while exceeding client expectations. Collaborated, met with and communicated critical details to technology and human resources departments, vendors and suppliers, and Senior/Executive Management teams.Directed all required audit, compliance, and risk activities, ensuring quality, on-time delivery, and accountability for all findings.Led and managed production activities including resource allocation, process adherence, compliance, change integration, system and application effectiveness, and process improvement.

Managed average yearly departmental operations expense budget of $6MM; overseeing the development and training of 100+ employees.Worked to develop, coordinate, and present financial business plans to the Director.Oversaw all compliance activities for the business unit ensuring quality, on-time delivery, and accountability in addressing any audit findings.Coordinated production activities including resource allocation, compliance, change integration, and system and application effectiveness; assessed each for adherence to internal policy and attainment of pre-set performance targets.

Oversaw the onboarding, training, and professional development of a team of 23 staff members; assessed knowledge and performance gaps and set KPI indicators accordingly. Managed daily operational functions, including inbound and outbound records processing, client record retrieval processing, and records retention.Provided exceptional client-facing leadership, maintaining high-level standards for customer interactions amongst the team.

Maintained responsibility for the onboarding, assessment, development, and professional growth of 18 employees; managing daily production activities to ensure all business targets were met and client expectations were exceeded.

Participated in the development and reporting of the annual department budget, comparing actual expenses to projected budget, and managing all accounting, payroll, and financial reporting functions.