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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 experience

Sep 2005Apr 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 2002Aug 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 2000Oct 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 1998Sep 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 1992Sep 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.






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


University of Toronto

High School

Branksome Hall School