Work

Resumes can be rather limiting in your ability to tell a story, but rightfully so. No one wants to sift through a 10 page resume which includes all the nitty gritty details.

Here I outline the organizations I've worked for and some of the projects I've inputted in through more of a consumer friendly lens (more story telling, less numbers). The professional teams I've been on were focused on solving consumer or business problems and I'll go into a some detail on my role and how I've contributed. Recruiters, hiring managers, organizations don't fret! My actual CV has a tighter version with metrics, KPI's and achievements specific to each role that add tangible numerical backing to my contributions.

For fun, I also add in some of my odd jobs I did during my teenage years before embarking on my professional career path. Let me tell you, you learn a lot about yourself, patience and dealing with difficult people in those roles.

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Brand Marketing, Mobile Experience

Samsung Electronics Canada

This is my current role, with the details being a work in progress. Want to know more about what I do at Samsung? Drop me a line, lets connect.

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MARCH 2019 - PRESENT

Team Lead, NIKE Brand Ambassadors

Momentum Worldwide

Working with Momentum on the NIKE account was a labour of love and an incredible opportunity. It goes without saying that NIKE is my favourite brand, so be to given the opportunity to sit in on experiential event briefings, event set up and leading a team of brand ambassadors was an insightful learning experience.

Before the pandemic, NIKE was putting on roughly 15-20 experiential events a year to either launch a new sneaker, promote a sporting event or to connect with the community. The consumer experience journey was meticulously crafted to ensure those attending were immersed in the brand with the event being anchored on their products and/or their vision of athletics and what it means to be an athlete.

My role was to communicate the story of the event and experience NIKE is trying to deliver to its consumers via an experiential framework. Leading and managing the BA's ensuring they understood each event and launch brief so they can guide consumers through an experience by sharing the narrative. Making tweaks where necessary and understanding the fulsome experience from start to finish allowed me to lead the Brand Ambassadors to deliver the best journey for the consumers. If an event was the launch of a new sneaker and allowing consumers to test it out through ball handling/dribbling drills - the BA needed to explain the innovation and process that went into the design and construction of the sneaker. The technology that improved the sneaker (grip, mobility, comfort) and highlight the consumer benefit which would translate to on court performance. Alternatively if the focus was a sporting moment (new NBA season) the event would be focused on the history of the league and how the sport has evolved and how NIKE has embedded the brand in the betterment of basketball.

Ultimately creating hands on 1 to 1 experiences to explain the product and brand benefits is what made engaging events and allows NIKE to bridge the gap from upper funnel awareness to mid-funnel consideration of their products. Working with Momentum allowed me to see and learn how a Global behemoth is focused on brand building and creating moments with consumers that builds advocacy and preference from a market leader in sporting goods.

Key take-aways from Momentum:

Big picture thinking. Identify and understand the message the brand is trying to deliver through the experience. Although there are individual inputs, it important to understand what each of these inputs ladder up to.
Understanding CEJ. Be conscious of the message and the experience the consumer is being guided through. Whether the focus is building awareness, strengthening affinity or driving sales, how are we leading consumers through the funnel and what is their journey.
Be observant. With field marketing, changes can happen quickly driven by uncertainties. Its important to identify gaps and be nimble to make quick pivots to enhance the experience.

NOVEMBER 2016 - MARCH 2019

Campaign Marketing Manager

Virgin Plus (Previously Virgin Mobile)

Working for Virgin Mobile (recently re-branded to Virgin Plus) had its benefits. Having the reputation of the Virgin brand and Richard Branson is an easy plus, but this was also an organization that wanted to be authentic to its brand roots in what Richard represented. Being fun, entrepreneurial and a little bit cheeky created a vibrant culture allowing boundaries to be pushed while still having the backing of the parent company BCE Inc.

On the Campaign Marketing team the role encompassed a variety of different components. I owned channel marketing, drove product launches, implemented new CapEx processes and consumer upsell and cross-sell, but to put it simply the primary objective was driving revenue. Every campaign needed to have an output that gained new subscribers, upgraded existing subscribers or renewed subscribers for a positive ARPU (average revenue per user). Marketing campaigns were rooted in data, constantly looking through consumer profiles, service usage, propensity models and creating strategies that would entice migration to higher rate plans, upgrading a low value prepaid customer to a 2-year contract or encouraging attachment of additional lines. Ultimately, all components would positively impact the bottom line, increasing revenue opportunities for the business.

For product launches, I led and coordinated the cross functional teams (retail, web, merchandising, CRM, product, training, communications, pricing, brand and legal) to execute a launch readiness plan. My role would mirror that of a quarterback, where I would cascade the OEM campaign strategy and ensure teams understood the deliverables and execution plan for their channels. Come launch day, the retail team need in-store collateral that's consistent with online messaging. Content needed to be vetted and approved by legal to ensure we were not being opportunitistic or misleading the consumer. When mining the base, we extrapolated consumers due for a device upgrade based on tenure/upgrade cycle and targeted them with SMS/emails to drive sales leads. In order to be successful as the prime, you must be comfortable developing succinct 360 plans which account for the objectives from various business inputs, manage multiple partners with different timelines and own a detailed work back schedule to ensure executional excellence.

Another part of my role was CapEx projects, which involved being on a small team to solve business problems. One of the most interesting business problem was developing a solution for devices ending up on the black market. A large number of phones were being purchased outright however never activated on the network, and ending up in South America. This meant the business was taking a device subsidy loss on the sale of the phone without recouping revenue through an active monthly plan. We identified the systematic gap as retail channels were unable to activate devices in store and consumers were asked to self activate at home through a hotline, which clearly wasn't happening. Over an 18 month span working with IT, Finance, Legal, Training, Retail and external vendors, we created an activation portal which blanketed over existed retail platforms to ensure 100% of devices were activated in channel. This not only allowed the business to recoup the the device subsidy cost but also within the first year generated 7 figure revenues through monthly rate plan activations. This also allowed the business to create upsell plans to migrate consumers up the rate plan ladder for additional revenue opportunities. The most fulfilling part was working with the SME's to understand, ideate and implement a solution that nearly completely reduced black market exposure.

Key take-aways from Virgin Mobile:

Understand Data. My boss at the time would always say "know your numbers" and he was right. In order to defend decisions, being able to support solutions with data is critical. Looking at a data set and identifying key number sets that support an insight will strengthen your case.
Work cross-functionally. Working with various teams that that have a common over-arching goal, you need to understand how to lead and also be a team player. Recognize that divisional KPI's may be different and how to connect with teams in order to support them but also lean on their expertise. It's impossible to do it alone, therefore managing priorities and expectations with teams requires delegation and setting milestones for success.
Effectively communicate. Being the lead on projects means you are the north star. To ensure we about teams from spinning or creating confusion, clear and concise details are prudent. Teams are looking for your direction therefore you need to articulate goals/targets effectively.
Be Strategic. This is not a pencil pusher role. In order to get business buy in and move the needle, you need to be able to formulate strategic concepts that make business sense. Understand where the gaps are and develop effective solutions that are timely, measurable and realistic.

MAY 2014 - MARCH 2019

Media Strategist

OMD Canada

My first "real job" out of University was working for an ad agency as a Media Strategist with Rogers and Fido as the client. The primary objective was brand building and driving awareness of products and services to target audiences using various traditional (TVC, OOH, Print, Radio) and digital tactics (Social, SEO, CRM). We needed to make sure that every launch, promotion, brand build and tactical drive period was in front of target audiences effectively and efficiently.

With Rogers we were focused on spending dollars to drive rapid mass awareness within reach of the target audience (M/F, 18-49). At the time, digital/social marketing was still in it's infancy, therefore it was very exciting to be using FBAI and GDN to target audiences based on their likes, interests, habits and seeing results quickly, something you couldn't accurately nor quickly measure with traditional media.

It was important to ensure that within a hyper competitive telecommunications market, Rogers and Fido products/services were first options and more desirable than the other two big players to their consumers. Working with various vendors to tactically purchase print space, OOH boards, radio and TVC spots ensure our advertising was in front of the right audiences. Developing relationships were key because there were constant contract negotiations with vendors with moving timelines and ever changing creative swaps which mean incremental fees without incremental budgets. It was also equally important to work with the creative agency to ensure the messaging and visuals clearly delivered from a copy and content standpoint. Making sure the right hand was talking to the left hand ensured reduction of spin and that we can be in market on time.

Key take-aways from OMD:

Multi-tasking as you'll need to manage multiple agencies, vendors with different timelines and requirements. Changes need to be addressed quickly in order to make deadlines.
You'll need to be strategic if you want to effectively reach audiences. Knowing where they are, what they like and how to drive engagement is important in order to achieve KPIs.
Succinct communication is key. In order to disseminate the brief, understand what the client wants and cascade that information to teams effectively in order to minimize spin.
Be collaborative. The strength of the whole will always be stronger than individual parts. Being a good leader is knowing when to lean on SME's to help achieve collective goals.

MARCH 2012 - MAY 2014

Casino Surveillance

Canadian National Exhibition

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This seasonal job was definitely an interesting one. A few friends were asked to work in a surveillance booth at the CNE casino to watch for any "suspicious" activity on the gaming floor where a variety of card games and roulette were played.

We found the ones you least suspect, were the ones most frequently trying to defraud the games. From trying to increase their bets using slight of hand tricks or distracting the dealer to switch bets - we were watching it all via surveillance. Majority of these little maneuvers were being performed by women in their 70s! Because cheating at a Casino is a crime, monitored by the OLGC and punishable by law we needed to be absolutely certain the act was being committed. Attention to detail and certainty in decision making was a must as we were working with the law and a bad decision by us could have severe implications. Nevertheless, extreme diligence was practiced and the culprits were caught, charged and banned by the OLGC. Can also confidently say a group of 11 friends lead by a con-man never pulled a well calculated fast one one us and I'll take credit for that.

Key take-aways from the CNE:

Be diligent. Cheating is a very serious offence at a OLGC level and you have to approach tasks with absolute certainty. There is no margin for error therefore being thorough is key.
Attention to detail. Understand the key take away of every tasks and do it effectively. Knowing what you're looking for (in this case cheating) and be extremely vigilant.
Make decisions. Gathering succinct information and evidence to make confident decisions is necessary when you need to convince a panel with a strong case and get buy in.

JULY - AUGUST 2010/2011

Head Teaching Assistant

Horizons at Upper Canada College

I got involved with the Horizons program at Upper Canada College as a middle school summer camp student. The program focused on providing enrichment opportunities over a three summer period for students (12 - 14 years old) from various inner-city Toronto communities who excelled academically. Each class had two high school teaching assistants guiding and mentoring the students along with a TDSB teacher who led the curriculum throughout the month long camp. Putting students in an environment such as a prestigious private school exposes them to higher learning opportunities and boy did it open my eyes. Seeing the facilities, the equipment, the technology definitely drove me to strive for more knowing that my current environment wouldn't be a limiting factor and that more was possible. I took it all in.

A few years after graduating the program I was asked to come back as a teaching assistant and following my first year was asked to be the Head Teaching Assistant. It was my job to ensure the 16 Teaching Assistants understood the weekly curriculum and can support both the students and teachers. Working on development plans for each TA so they were also getting leadership opportunities to highlight their own personal strengths within a classroom setting. Days were extremely chaotic and no two days were alike making it imperative we stuck to the run of show in order to complete daily programming without falling behind. While planning, leading and making sure we were executing, I also needed to be a confident in control role model for 16 high school Teaching Assistants but also 130 elementary and middle school who were always watching. To be a reliable leader but also being kind were key soft skills. I often found common ground with the students because I was once in their shoes which drove me to be empathic and recognize that our walks of life weren't that different. It was incredibly fulfilling to see the quiet, shy, introverted kid open up because they were empowered and comfortable enough to be themselves because there was no judgement, reminding me that I was once that shy kid. Although they're currently in an inner city neighborhood, it was important to empower the students to understand their current situation wouldn't define what they're capable of doing.

By far my most fulfilling job and one that taught me most about myself and how to treat others. A professor once told me that if you've been fortunate enough to ride the elevator up, you should make sure to send it back down. Although I'm 20+ years removed as a student, I stay close to the program today and try to offer whatever I can to help the next generation, whether its mentorship or just my time. I feel it's our responsibility to lend a helping hand because knowledge and experience is meant to be shared. No professional praise from any leader to date has matched that kid who was afraid to come out of their shell, thanking you supporting them and having a positive impact on them over the past three years, and I don't think it ever will.

Key take-aways from Horizons:

Be empathetic. With the kids being from inner city schools with various familial make ups, you don't know what they are going through. Practicing a softer approach creates opening for easier dialogue and approachability versus being an authoritative figure.
Be a leader. Keeping 16 tutors on tasks means you must lead by example. Setting boundaries and a tight curriculum sets clear standards on what's expected from these young leaders. You also need to understand optics, because people always watching how you lead.
Be organized. Having a plan is critical. Staying organized and knowing where everyone is and what's on the agenda by the hour kept the program running smooth.

JULY 2006/2007/2008/2009

Sales Associate, Men's Dept.

H&M

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Working retail part-time (like fast food, telemarketing or at a restaurant) seems like a right of passage for a teenager. This job put a couple bucks in my pocket during university and taught me time management between work and school.

I helped manage the Men's department, ensuring shelves were stocked, display tables and mannequins were merchandised and the department was presentable. Many times pensive customers came in with no idea what they were looking for. Strong communication was important in order to help consumers find a look for a special occasion. Now, in no way am I a fashionista, but I understood the issue at hand and tried to provide customers with guidance that would help them feel confident in their outfits. A well fitted shirt, crisp denim and a genuine compliment can go a long way to make someone feel good about themselves.

Although there were opportunities to make customers feel good, nothing will outweigh the chaos of Christmas and the sales that come with it. Change rooms awry, clothes everywhere, Mariah Carey's Merry Christmas album playing for the umpteenth time. Your mental fortitude is tested. Additionally, you also come across some difficult customers because as a S/A, you're not treated as an equal but as "the help". I've learned is that the customer isn't always right, but they just want to be heard. By understanding what they're looking for and either providing the solution or an alternative, you can diffuse most situations without them needing to "speak to the manager".

Key take-aways from H&M:

Be task oriented. To manage the department, cash registers and change rooms all at once requires a plan. Prioritize based on urgency and approach each task accordingly.
Strong communication in both listening and speaking is important to not only help understand what a customer is looking for but to also diffuse difficult situations.
Always be kind. Again, in customer service type roles it easy to get into a war of words. Getting angry won't help solve issues with customers who are upset. Keep your cool.

JUNE 2006 - DECEMBER 2010

Grocery Clerk

Dominion Supermarket

My first "real job" was a Courtesy Clerk at Dominion where I had to make sure the baskets were stacked and carts were brought in from the parking lot - rain, snow, sleet or shine. Having to maintain a level of presentability across the store essentially made you the store maid.

Within a year, I moved to the Grocery department where I learned my obsessive compulsive nature of having perfectly stocked shelves. You also learn to communicate with all sorts of people who are very brand particular or are looking for something very specific, but can't remember the name. Being a good communicator and having patience were important characteristics.

There were also many instances where I had to roll up my sleeves and do/clean things I didn't want to do, but it tests your character to see if you're willing to put ego aside to get the job done. Although I was a young teenager, it taught me that I wasn't "above" the task and created a mental reference point for when other challenges were presented, I remind myself of overcoming previous challenges which builds mental resilience.

Key take-aways from Dominion:

Be willing to do the tasks you don't always want to do. You'll learn the most about yourself in the spaces you are uncomfortable and it'll drive the most growth.
Take pride in your work. Although this was just stocking shelves, have a standard to deliver good work. It's the early standards you set for yourself that build strong lifelong habits.
Always be kind. In roles that you are treated less than, does not reflect your worth and it doesn't mean you need to reciprocate that energy. There is no reason to change your character and who you are based on another bad apple.

APRIL 2004 - JUNE 2006