Jennifer Mc Gill Canu


A bilingual Senior Marketing & Business Development Executive with 15+ years of experience working with global businesses around the world. Results oriented leader with a proven track record of delivering results in difficult environments with limited resources. An integrative manager, able to lead and deliver on cross-functional initiatives that grow revenue and profits.

Work History

Work History
Sep 2005 - Apr 2009

Strategy & Marketing Director

Lafarge Gypsum South Africa
Reporting to the Managing Director & the Corporate EVP Marketing, responsible for the introducing strategic business planning into the business, product innovation, performance management & for the development & implementation of marketing plans for a €55M (CAD $90M) business with a mine, 2 manufacturing plants, 2K SKU’s and 26 distribution facilities. Member of a 7 person Executive Committee responsible for P&L and member of the Board of Directors. Managed a team of 7 direct reports. • Introduced strategic planning • Delivered the first marketing plan, market segmentation and defined product and service offerings which resulted in sales increases of 72%, volumes increases of 99% and 14% increase in market share over 3 years in a highly competitive market. • Planned and developed channel marketing strategies to accommodate the capacity increase generated by new local manufacturing. • Led global pilot to define, design &implement new product brand strategy. • Refocused &led innovation program; reduced product launch time by 50%, increased sales from innovation from 18% to 38% making the business the 4th largest global contributor to corporate innovation target. • Led cross-company performance improvement program, focused on Sales Force Effectiveness, Innovation, Product Quality, Safety, Logistics and Administration, delivering increased customer satisfaction ratings year over year. • Launched a world-class training center providing support to 500 local contractors annually, upgrading skills to meet local and international standards; became a benchmark for Lafarge worldwide. • Led post merger integration and supported Managing Director on diverse projects for corporate head office. • Developed & led crisis management and communications in response to a major incident. • Restructured sales & marketing function, developed the succession plan recently implemented.
Mar 2002 - Aug 2005

Corporate Knowledge Manager

Reporting to the CIO and Lafarge Executive Committee, responsible for implementing a global knowledge management strategy including vendor selection and negotiation and for leading selected projects and several cross functional teams to deliver specific performance improvement projects. • Developed vision and road map and led the initiative for the global knowledge sharing within the group. • Fostered sharing of best practices, increasing speed of performance improvement within the company. • Selected and deployed infrastructure platforms for knowledge sharing; negotiated contracts with software suppliers, saving €3M over 3 years. • Oversaw the development and roll out of 20 corporate knowledge sharing projects creating standardized approaches for each functional area. • Reported quarterly to Lafarge Executive Committee. • Knowledge management and sharing now institutionalized in Lafarge worldwide.
Sep 2000 - Oct 2001

VP Collaborative Change & B2E Solutions

Agilience, Subsidiary of Siemens

A spin-off from SIEMENS, AG is a leading European provider of products and solutions for knowledge management and collaboration. Incubated in the Siemens Centre for E-Excellence in Munich, Germany. Vice President, Business to Employee Solutions (B2E)•Contributed to development of business plan, sourcing of funding, new business development and product R&D.

Feb 1998 - Sep 2000

Director, Lifelong Learning

McGraw Hill Ryerson

Developed business plan and gained executive buy-in; built and led team; negotiated supplier contracts; launched McGraw Hill’s pilot in the corporate learning business; expanded through acquisition in the UK and consolidated with US Corporate business unit. Profit and loss responsibility.

Sep 1992 - Sep 1996

Assistant Manager

Royal Bank Financial Group
Analyzed best practices in online recruitment among North American companies to set the benchmark for new innovative and cost effective recruiting policies · Consulting: Advised head office human resources on its implementation of e-learning, e-recruitment and work family life policies. · Project Management: Managed the design and roll out of e-learning to 150 national branches Management Trainee: Managed customer service and back office operation for a bank branch as part of the management training program.


2006 - 2006


1998 - 2000


University of Toronto - Rotman School of Management
Aug 1988 - Jun 1992


University of Toronto
1983 - 1988

High School

Branksome Hall School