Veritas is Canada’s leading independent equity research company. Being independent means having the courage and conviction to say what others can’t or won’t. Established in 2000, Veritas’ mission is to be a source of independent knowledge and advice that helps our clients make better decisions. We cover Canada's largest companies and companies that pose a risk or an opportunity to the investing community.

The Globe's number one priority was to double digital subscriptions over a three-year period. Email newsletters was a core part of that. Newsletters are an ideal way for media companies to nurture daily habits with readers and build engagement. Our conversion and retention rates for newsletter users was significantly higher than for non-newsletter users. In a little more than two years, The Globe doubled the number of newsletters if offered and increased in its newsletter signups by several… Show more The Globe's number one priority was to double digital subscriptions over a three-year period. Email newsletters was a core part of that. Newsletters are an ideal way for media companies to nurture daily habits with readers and build engagement. Our conversion and retention rates for newsletter users was significantly higher than for non-newsletter users. In a little more than two years, The Globe doubled the number of newsletters if offered and increased in its newsletter signups by several hundreds of thousands. Using data analytics, we improved the content, upgraded our designs, aggressively acquired new users through onsite and offsite marketing and converted thousands of free readers into paying customers. Show less

When I took this job The Globe’s financial and investing products were in decline. The company was caught between using aging in-house systems and using third-party providers that were not cost effective and could not meet business needs. The budget for financial data on the Globeandmail.com's Globe Investor, Globeinvestorgold.com, and Globeadvisor.com sites was too high and we were also losing customers. The company needed a new direction and needed to decide whether to invest in and keep the… Show more When I took this job The Globe’s financial and investing products were in decline. The company was caught between using aging in-house systems and using third-party providers that were not cost effective and could not meet business needs. The budget for financial data on the Globeandmail.com's Globe Investor, Globeinvestorgold.com, and Globeadvisor.com sites was too high and we were also losing customers. The company needed a new direction and needed to decide whether to invest in and keep the systems in house or find a third-party solution provider that could better meet current and future business needs. Through a lab testing environment, I led a team that evaluated multiple new solution providers and wrote an RFP. We also did a fresh study of our customer needs and emerged with a clear direction that is resulting in hundreds of thousands of dollars of reduced costs and an improved multi-platform experience for our customers. Show less

My role was to help The Report on Business editorial group adapt to the changing business conditions of newspaper and digital and to be the liaison between editors and the digital subscription and advertising business groups. We completed analytical data studies of the content that was driving new digital subscriptions as well as retention. We recruited new staff with new skills and moved staff internally to adjust to reader and business needs. On a daily basis, we studied readership data and… Show more My role was to help The Report on Business editorial group adapt to the changing business conditions of newspaper and digital and to be the liaison between editors and the digital subscription and advertising business groups. We completed analytical data studies of the content that was driving new digital subscriptions as well as retention. We recruited new staff with new skills and moved staff internally to adjust to reader and business needs. On a daily basis, we studied readership data and created more content that met subscription goals, especially in the content verticals of investing, wealth management and capital markets. We also created the first content program that played across newspaper, magazine, desktop digital and mobile that attracted a sponsor for all platforms Show less

In this role, I was the director responsible for newsroom culture and structure. I liaised with the Human Resources Department and the Union on HR issues and represented editorial management during collective bargaining negotiations with the union. I recruited for newsroom vacancies and helped move journalists to new areas to meet readership and business needs. I was the communications point person for the newsroom and created training programs that upgraded the newsroom’s skills in areas such… Show more In this role, I was the director responsible for newsroom culture and structure. I liaised with the Human Resources Department and the Union on HR issues and represented editorial management during collective bargaining negotiations with the union. I recruited for newsroom vacancies and helped move journalists to new areas to meet readership and business needs. I was the communications point person for the newsroom and created training programs that upgraded the newsroom’s skills in areas such as social media, mobile content, interviewing, investigative reporting, writing, ethics, digital security and more. I led two change management teams, one to develop content for mobile audiences first (as opposed to print or desktop) and another to help make journalists more fluent with social media. We also reorganized the newsroom to create a Live News desk, bringing together social media editors and breaking news editors who could develop mobile-first content. Finally, I also coordinated the implementation of Secure Drop, a technology solution that allows anonymous sources to supply information securely to the newsroom. Show less

As growth in digital advertising flattened in 2012, The Globe needed new digital revenues and believed that its journalism was worth paying for online. I was the lead writer of the business case to sell subscriptions to Globeandmail.com. After the business case was approved, I was one of the senior members of the team from across departments that implemented the project through 2012. This new product was the company’s top priority in 2012 and involved many millions of dollars in capital… Show more As growth in digital advertising flattened in 2012, The Globe needed new digital revenues and believed that its journalism was worth paying for online. I was the lead writer of the business case to sell subscriptions to Globeandmail.com. After the business case was approved, I was one of the senior members of the team from across departments that implemented the project through 2012. This new product was the company’s top priority in 2012 and involved many millions of dollars in capital spending in new content and systems. It involved significant internal change management in every department as the company was previously centered more towards the newsprint business. The Globe was the first major Canadian media company to launch a digital subscription product at that time. Prospective customers were used to receiving online content for free, so the project involved considerable external communications and marketing. Since launch, The Globe now has more than 140,000 digital subscribers, while other Canadian media companies have abandoned digital subscription efforts or have had limited success. During this period, I also managed The Globe’s business and investing websites and up to 15 business journalists. From 2009 to 2012, the number of unique visitors grew more than 50%, ranking The Globe as one of the top three visited financial news sites in the country. My team developed external partnerships, studied audience reports and delivered on business cases to expand our audience in areas such as small business, careers, international business, economics and personal finance and others. My team won several awards such as best international business blog by SABEW (Society of American Business Editors and Writers) two years in a row. Show less

• The Globe at this time saw an opportunity to be the dominant provider of financial markets and investing content for Canadians online. I was the lead editorial stakeholder for a multi-million-dollar capital project expanding GlobeInvestor.com’s investing and personal finance tools and content. We studied audience data and redesigned Globeandmail.com/Globeinvestor. We built new personal finance and investing tools at the same time we successfully broadened our target audience and therefore… Show more • The Globe at this time saw an opportunity to be the dominant provider of financial markets and investing content for Canadians online. I was the lead editorial stakeholder for a multi-million-dollar capital project expanding GlobeInvestor.com’s investing and personal finance tools and content. We studied audience data and redesigned Globeandmail.com/Globeinvestor. We built new personal finance and investing tools at the same time we successfully broadened our target audience and therefore increased our advertising revenue base. • We developed new content to educate a younger and less-experienced audience about investing and designed tools to encourage them to come back to our site regularly. I liaised with the advertising department to create advertising revenue programs specific to the new content. Our most successful product was our Watchlist tool that attracted many hundreds of thousands of users. Utilizing user data and customer feedback, we expanded and improved the product's features over the course of many months. I wrote dozens of blogs and promotional items for it, espousing the tool’s features, training users on how to use it and fielding requests for product improvements. • I also managed a team of journalists for multiple platforms: newspaper, website and an investment magazine. We expanded the team’s skills into video, social media and data analytics. Show less

As editor of the investment section of the Report on Business newspaper, I managed a team of editors, reporters, columnists, and freelancers. At the beginning of this job, The Globe provided many pages of stock market data in the newspaper and from audience reports. We knew these pages had limited value due to the emergence of stock market information online. We restructured the investing section of the newspaper to replace these pages with smarter, more analytical and higher-value content… Show more As editor of the investment section of the Report on Business newspaper, I managed a team of editors, reporters, columnists, and freelancers. At the beginning of this job, The Globe provided many pages of stock market data in the newspaper and from audience reports. We knew these pages had limited value due to the emergence of stock market information online. We restructured the investing section of the newspaper to replace these pages with smarter, more analytical and higher-value content. This included Number Cruncher, a sophisticated daily column on stock screening and investment strategy. I authored the column for the first couple years and it remains one of the most popular items in print and digital for Globe readers today. I was also a leader in the newsroom at a time of unprecedented market chaos in the near-collapse of the global banking system in 2008. My team's editors and columnists helped thousands of Canadians manage their portfolios through extreme crisis and volatility. Show less

Led a team of 5-6 journalists for the investing section of The Financial Post. Established a partnership with StarMine to launch Canada’s first investment analyst awards and another with Rotman for a national student team investing competition.

Wrote a daily column called Trading Desk about capital markets, hedge funds, buy-side analyst recommendations, trading rumours, stock valuations and more. Scanned the day’s investment research reports from Canada’s investment dealers for the best market-moving ideas. Deepened key contacts in Bay Street community, including analysts, portfolio managers, economists, executives and investor relations professionals.

Under a lead research analyst, we covered wireless technology companies and I completed technology sector equity analysis. It involved investment report writing, financial modeling, channel checks and buy-side marketing. Companies under coverage included Research in Motion and Palm. We visited companies under coverage, participated in venture capital evaluations, attended trade shows and undertook primary research that led to both “buy” and “sell” recommendations.