Every channel. One customer.
For 25 years my job has been the same: take a business that sells through more than one channel and get every one of them delivering the same experience, and growing. Stores, dealers, national retailers, call centres, online, door-to-door. I have run all of them, usually several at once.
Corporate Stores
Dealers & Partners
National Retailers
Call Centres
Online
Door-to-door & MDU
Clearnet → TELUS, 1999–2004
TELUS, SVP Channels, 2005–2012
The Source, 2013–2014
WOW Mobile Boutique, 2015–2018
Rogers Branded Retail, 2018–2021
Connectivity provider, 2025–2026
TELUS COMMUNICATIONS · SENIOR VICE PRESIDENT, CHANNELS · 2005 – 2012
Multi-channel network
2,500 people · seven channels · national · B2B and B2C
What I was responsible for. TELUS' industry-leading multichannel strategy. One integrated national network of corporate stores, independent exclusive dealers, national retailers, online, outbound call centres, MDU and door-to-door teams.
What I did.
• Reset the basis for competition around the quality of TELUS' channel partners.
• Built strategies and programs to deliver the same client experience in every channel, as a source of competitive advantage.
• Established an industry-leading outbound call centre capability.
• Led the overhaul of the online channel into a best-in-class shopping and support experience, aligned with the TELUS brand promise.
What changed. Annual sales growth of 8% to 20%. Sales, churn and operating expense targets consistently met or exceeded. Team engagement among the highest in the organization.
Why it matters. This is the full problem Mile End solves: seven channels competing for the same customer, each with its own economics, all expected to feel like one brand.
ROGERS COMMUNICATIONS · VICE PRESIDENT, BRANDED RETAIL · 2018 – 2021
Branded retail, three brands
712 locations · 362 corporate, 350 dealer · Rogers, Fido, Chatr · 3,000+ people
What I was responsible for. Sales strategy and retail operations across corporate and dealer locations for three brands, with a mandate for a step change in productivity.
What I did.
• Reset the purpose: make sure customers make purchase decisions that are right for them.
• Introduced a store management and leadership model built on target setting, behavioural standards and coaching.
• Reset workforce management standards, including the part-time and full-time mix and a 20-hour weekly minimum.
What changed. Productivity up 15%. Sales productivity and customer satisfaction up 20%.
Why it matters. Three brands, two ownership models, one standard. Scale does not have to cost consistency.
MATCH MARKETING GROUP · WOW MOBILE BOUTIQUE · SVP & MANAGING DIRECTOR · 2015 – 2018
Joint venture Multi-brand retail
What I was responsible for. Sales strategy and retail operations for an outsourced operator selling six carriers' brands, without the infrastructure of a large company.
What I did.
• Introduced non-negotiable operational and sales standards.
• Rebuilt recruitment and selection, training, store management practice and coaching for performance.
What changed. Sales up 60%. EBITDA up 300%. Store productivity up 60%. Turnover down 15%. Customer LTR of 92%.
Why it matters. This is the partner's side of the table. I know what a dealer or outsourced operator needs from a brand to perform, because I was one.
THE SOURCE (BELL) · SVP SALES & OPERATIONS · 2013 – 2014
Company Stores and Dealers, Coast to Coast.
700 locations · 550 corporate, 150 dealer · 3,000+ people
What I was responsible for. Sales strategy and execution for Canada's leading consumer electronics and wireless retailer.
What I did.
• Built a culture of accountability for sales performance.
• Redefined scheduling and training so client experience became the driver of sales.
What changed. Wireless sales up 13%. Residential services sales up 86% year over year.
CLEARNET → TELUS · VP CORPORATE RETAIL STORES · 1999 – 2004
Building the Corporate Store channel
From 30 kiosks to a national retail chain
Scope: Initial 30 Clearnet kiosks growing to a national corporate network.
What I was responsible for. A six-month-old retail program, which I took over with no retail experience and a brand promise to keep: "The future is friendly."
What I did.
• Built a store management model around target setting and coaching for performance.
• Grew the network into an award-winning national chain with an innovative store design.
What changed. 107% of sales target and 122% of EBITDA target in 2001. Churn down 57%. Distribution points up 76% on 80% of capital plan. 20%+ sales growth year over year.
I've sat on every side of the channel
The architect. At TELUS I designed and ran the whole system: seven channels, from corporate stores and exclusive dealers to national retailers, online, call centres and door-to-door, all selling to the same customer.
The operator. At The Source and Rogers I ran national networks of corporate stores and dealers, and held them to one standard the customer could feel.
The partner. At WOW I ran the outsourced operator, living with the rules brands set and learning which ones help partners grow.
The adviser. Now I diagnose channels from the outside, with the operator's view of what the data is really saying.
Most advisers have sat in one of these seats. Channel problems usually live between them.