How does your legal team contribute to broader business strategy within your organisation, and can you share an example where legal input materially influenced a key decision or outcome?

My legal team spans Canada and the U.S. and supports virtually every aspect of the organisation, from board governance, M&A and corporate matters, technology, cybersecurity, HR, procurement, investments, GR, and litigation. We also have dedicated legal teams for each of our major business lines and operate in some of the most highly regulated industries in North America. Last year alone, our legal team supported one of Canada’s largest wealth distribution acquisitions and, with the support of our team’s dedicated Government and Industry Relations function, we contributed to industry discussions and regulatory changes and consultations across several provinces. The Chief Data Officer, who oversees Data Governance and Strategy and her team also report to me, as do the Procurement and Material Ressources teams. This breadth and scope give us a unique enterprise-wide perspective and allow us to “connect the dots” across iA’s most important strategic decisions. Our mission is simple: to help protect and propel the business. We do that by staying close to our business partners, understanding their priorities and what keeps them up at night, and helping them navigate not only what’s in front of them, but also what’s “around the corner”.

What impact, if any, has AI had on your legal function to date, and how are you approaching its use in a way that aligns with Canadian regulatory, privacy, and ethical considerations?

There is a tendency to think of AI as something that will transform the legal function and that lawyers simply need to keep pace. I see it differently. For me, AI is a tool. The real opportunity is in rethinking the way we work from the outset, rather than simply automating existing processes. In many ways, AI also makes legal judgment more important than ever. Many of the decisions organisations face today sit in grey areas where technology alone cannot provide a clear answer. I want my team to understand how to use AI and to understand how our business partners are using it. But equally as important is understanding this gap – what AI cannot do. It cannot replace ethical judgment, accountability or an appreciation of business strategy, regulatory and social considerations. As AI becomes more embedded in organisations, those human skills become even more valuable. So, as I see it, the most successful legal teams will not be those that simply use AI to do the same things faster. They will be those that help business partners navigate uncertainty, exercise sound judgment, and make decisions with confidence, integrity, and trust.

Are there any causes, sectors, or community initiatives in Canada that you are personally passionate about, and how has that influenced your professional perspective?

My son is autistic, which has given me a deep personal connection to autism, and I support several initiatives that help individuals and families navigate this issue, including via my involvement on the board of Giant Steps Autism Center, a center dedicated to autism education and inclusion for autistic children and adults, and fundraising initiatives such as the construction of specialised housing for autistic adults with Espace Vie TSA. I am also the proud sponsor of our Employee Resource Group for neurodivergent individuals and their allies.

My experience has profoundly influenced how I show up as a leader. First, it has taught me the importance of empathy and listening. Many of the most complex challenges, whether in business or in life, do not have straightforward solutions. They require openness to different perspectives and a willingness to adapt. Second, it has reinforced my belief that talent comes in many forms. The strongest teams recognise and embrace different ways of thinking, learning, and solving problems. Some of the most capable, creative, and insightful individuals simply experience and process the world differently, and those differences can add tremendous depth and strength to our teams. And lastly, it has also taught me that sometimes, no matter how much effort or time you put into something, there are things that you do not control and you have to accept them as they are and work on changing your perspective instead.