By Sarah Kelsey

“Every person needs to have a purpose,” Meigan Terry, the SVP and Chief Sustainability, Social Impact and Communications Officer at Scotiabank, says. “I’ve been able to realize mine in part by working with companies that are committed to doing good for the communities that they serve.”

Meigan says she discovered her desire to affect change at an early age through participation in student government. The experiences taught her confidence to use her voice and helped her uncover key issues she was passionate about. She also learned how to stay calm under pressure, weave a storyline to encourage engagement among followers, and communicate effectively. 

These are skills she now leverages every day in her role at Scotiabank. 

“My team plays a key role in that we align a multitude of stakeholders, inside and outside the Bank, to create positive outcomes for the communities that we live and work in. When we do our jobs well, that work helps to build pride in our employees while also making our customers feel proud that they bank with Scotiabank,” Meigan says. 

Upon joining the team in 2018, her first task was to solidify the organization’s purpose. The result was a singular focus that now acts as a “red thread” for the 190-year-old institution: for every future. “It works for the Bank on many levels. Collectively, we’re here to enable every future. We also need to be ready for every future, including pandemics, climate change and so much more. But on an employee level, it can be bespoke and personal to every Scotiabanker depending on the individual contribution you make every day for the Bank.”

From there, she played a leadership role in launching three of the company’s social impact programs: ScotiaRISE, Allyship, and the Bank’s Sustainability program.

“We live in a country that is welcoming, supportive, and so multicultural, but not all systems are set up to help all people thrive.”

ScotiaRISE is a 10-year, $500 million initiative to promote economic resilience among disadvantaged groups so they can actively and successfully take part in the economy. 

“We live in a country that is welcoming, supportive, and so multicultural, but not all systems are set up to help all people thrive,” Meigan says. “Communities face systemic challenges not just in Canada, but across Scotiabank’s footprint, and our ScotiaRISE initiative is designed to help remove these barriers and provide disadvantaged groups the support they need to participate fully in society and the economy. It works to open up opportunities and to help more people realize their potential across all the communities in which we operate.”

The Bank’s commitment to Allyship was developed in the wake of the murder of George Floyd, and the discovery of unmarked graves surrounding residential schools in Canada.

“We realized there was more to do to build employees’ understanding of the role they can play as allies and to ensure that all equity-deserving groups feel included at Scotiabank. We established a framework to ground our inclusion efforts: Listen, Educate, Act and Sustain, and a deliberate focus on enhancing our capabilities as allies,” Meigan says. 

Working with many partners across the Bank, Meigan’s team built the Allyship program with the help of experts from the Centre for Diversity, Inclusion, and Belonging at New York University and hosted an Allyship Summit for Change in January for 90,000 Scotiabank employees. Following the Summit, the team focused the Bank’s annual calendar of inclusion events on enabling employees to become better allies year-round. 

“Everyone can be an ally and everyone can benefit from allyship. That’s part of why our commitment to allyship works — it’s inclusive and supportive and a program that brings our winning teams together at their highest levels to advance our commitment to diversity, equity and inclusion,” she says. “We have to listen, get educated, and ask questions, so we can show up for one another in meaningful ways.”

Finally, Meigan and her team worked with partners across the bank to deliver Scotiabank’s Sustainability program. Addressing and mitigating the risks associated with climate change is the most important and pressing challenge for future generations but, she acknowledges, it can’t be done by one person, one company, or one government. It requires collaboration. Not only is Scotiabank committed to mobilizing $350 billion in climate-related capital by 2030, the Bank’s leaders also now work to ensure the business and their initiatives — from the clients they take on to the output within their buildings — will transition to net zero emissions. “Businesses can show up in a way that mitigates climate risk. We have to work together for everyone’s future.”

“There is an opportunity to make your own positive impact in everything you do, whether that’s in student government, parent council, or by volunteering for a committee at work.”

Prior to Scotiabank, Meigan’s dedication to purpose — ensuring others find theirs, living hers, and bringing it to an organization — made her a sought-after leader on an international level. She began her career as a director at Hill & Knowlton in London, UK, then moved to BlackBerry where she held marketing, communications, and corporate affairs roles across Europe, Middle East, Africa and Asia Pacific. She also worked alongside Sir Richard Branson as the Senior Vice President of Corporate Affairs and Communications at Virgin Atlantic Airways. 

Throughout her extraordinary career, Meigan says there are a few guiding principles that have helped her achieve success, both personally and professionally. 

“Look for the opportunity to make your own impact in every new task and challenge, and avoid being a skeptic by default. There is an opportunity to make your own positive impact in everything you do, whether that’s in student government, parent council, or by volunteering for a committee at work. People should never let fear hold them back. Fail fast and fail early. You’re only going to grow and learn so much.” 

The second is to believe in and support the success of others as though it is your own. “Nothing happens in silos,” Meigan notes. “Be an ally for someone else’s success and take people along with you in your own success. We don’t live in a zero-sum world and there is always more opportunity when we align together than we first realize alone.”

Finally, “be right at the end of the meeting, not the beginning,” she advises. “When it comes to partnership and collaboration, going in with an open mind is absolutely essential. If you use all of your energy to advocate for your own viewpoint without actively listening to those around you, you will miss out on key learnings and opportunities to do things bigger and better.”

And of course, “start with your purpose — it will be your guidepost for your big decisions and a powerful gauge for impact and accomplishments. That’s where you will make your mark.”

By Hailey Eisen

In late 2014, Laura Curtis Ferrera picked up the phone and made a cold call to Scotiabank.

Having had a rich and dynamic strategic marketing career with wealth management brands, Laura says she was eager to work with an international bank and was impressed with how Scotiabank interacted with Canadians and its customers.

“I had always thought the bank was optimistic, approachable, friendly, confident, and knowledgeable when interacting with its customers,” she says. “That’s what brought me to the bank and has kept me here ever since.”

Her cold call worked, and in February 2015, Laura was hired by Scotiabank into the role of SVP, Marketing. Her first job was to help launch the Scotia Wealth Management brand, which represented several of the bank’s wealth management businesses.

“When I came to the bank, I came in as a specialist in wealth management and asset management marketing. So even though I knew my craft and I had industry experience, the bank was exciting and new, and it was also mildly terrifying,” Laura says. “In my background, I have worked at start ups, family-owned businesses as well as large global companies. But coming to one of the largest banks and largest companies in Canada was a whole new challenge — operating in multiple cultures, in multiple languages, in multiple offices with a matrixed structure was largely new to me.”

Laura went on to add Global Business Banking and Canadian Retail Marketing to her repertoire prior to September 2020 when, in a significant career milestone, Laura was named Scotiabank’s Global Chief Marketing Officer. 

“When you ask what the highlight of my career has been, I have to say I’m living it right now,” Laura says. “To come to work every day and be the steward of the bank’s brand — that’s my bliss.”

“There’s now an enormous obligation for us as marketers to show up as a force for good.”

With a huge emphasis on not only marketing for growth but also marketing for good, Laura says she feels proud of the work she’s doing and the team she’s leading. Under Laura’s leadership, the marketing team at Scotiabank is focusing on advancing the bank’s global brand to be an inclusive ‘Bank of Choice’ — through everything from advertisements to partnerships. 

What’s changed the most over the past seven years, Laura says, is the focus on Diversity, Equity, and Inclusion. Not only internally — “we must walk the talk,” she says — but also in all aspects of marketing. 

“There’s now an enormous obligation for us as marketers to show up as a force for good,” she says. “Our focus is how we can help communities and society at large by ensuring we remove racial and gender stereotypes and biases and represent all Canadians in an authentic way. For us, it’s about using the power of our dollar to do things that are not just going to be promotional in nature, but actually helpful for the communities we serve.”

An example of one such program which Laura was instrumental in launching — and means a lot to her personally — is Hockey for All. A sponsorship and partnership program, Hockey for All aims to make “Canada’s game” more diverse, inclusive, and accessible to everyone, breaking down the barriers that stand in the way of true inclusion and diversity.

“What makes me especially proud is that it is a platform for consistent change with programming and funding and partnerships versus a campaign that merely highlights the problem,” Laura says. “I love that we are part of the solution in a long-term way. I believe that as marketers and bankers, it is our obligation to use our positions to be a force for good in society. And with Hockey for All and its Latin American equivalent, Everyone on the Field, I think we have accomplished something so special.”

The program involves everything from supporting and partnering with grassroots initiatives, funding community hockey leagues, mentoring young girls interested in hockey and supporting the Hockey Canada Foundation Assist Fund which makes the sport more accessible to Black and Indigenous youth and young People of Colour. 

“I wanted to eliminate the assumption that banks weren’t being good partners to women entrepreneurs.”  

Laura has also had the opportunity to work on the launch and roll out of The Scotiabank Women Initiative, which breaks down barriers to increase economic and professional opportunities for women now, and in the future. “One insight I had always found very troubling was that women were not going to banks when they needed to borrow money for new ventures — likely because they assumed they’d be turned down, even if that wasn’t the case,” Laura says. “I wanted to eliminate the assumption that banks weren’t being good partners to women entrepreneurs.”  

Through the program, Scotiabank has been able to create a community with outreach, mentorship, education, and funding — breaking down the problems women traditionally face and creating a program that solves for each of them.

From small business owners, to women running established companies, to executives looking to get onto boards, to those in receipt of large wealth transfers, Laura says the program hasn’t stayed in one lane, but rather works to respond to a variety of client needs.

“I love that the program has changed dramatically over the past few years and we keep adding to it,” she says. “This type of program makes me feel like I really have a purpose and value in the work I’m doing.”

Through Laura’s leadership, Scotiabank has also committed to the Association of National Advertisers (ANA) #SheHer mission which aims to increase accurate portrayals of women and girls in the media. The group developed the Gender Equality Measure (GEM) to track progress and the marketing effect of removing unconscious bias from content. Scotiabank is also a member of the Global Alliance for Responsible Media, a cross-industry initiative established by the World Federation of Advertisers to address the challenge of harmful content on digital media platforms and its monetization via advertising.

“I feel like I have a huge obligation to help communities be better off. And that goes beyond reflecting where we’re at now as a society. I don’t see why we can’t reflect the society we want to live in — the world we’d like to see.”

“As a bank, we are very critical of ourselves and our commitment to move beyond stereotypes in all of our marketing efforts when it comes to gender and race,” Laura says. “I feel like I have a huge obligation to help communities be better off. And that goes beyond reflecting where we’re at now as a society. I don’t see why we can’t reflect the society we want to live in — the world we’d like to see.”

One of the earliest lessons Laura learned after joining Scotiabank was, “in order to thrive in a large organization, you must find your people who make the large feel small,” she says. During the last few years of the pandemic, she says what she missed most was the camaraderie of these natural interactions. In fact, she believes the obstacles she faced during COVID were, in many ways, the most challenging of her career. Looking back, Laura says she’s learned a lot about herself as an individual and a leader. 

“I’ve come to the realization that I’m an extrovert, and while I used to think of myself as more of an introvert, I truly get joy from working with my marketing peers and partners,” she says. Finding this joy while working from home was actually harder for Laura than she expected it to be.

“My team was highly productive during the pandemic and they transitioned really well to working from home — but I’m not sure I did such a good job of it.”

In better understanding herself, Laura was able to make some changes and open some doors that may not have otherwise been opened.  “I’ve actually decided to go back to school — both as a student and as a teacher,” she says. As a student, she’s joining CMO’s from around the world for a 12-week Leadership Program through the Institute for Real Growth, and as a teacher, she’s been providing guest lectures for MBA schools across Canada on ‘metrics that matter.’ “Both of these came from the realization that I needed to do something to spark my curiosity and creativity,” she says. 

Beyond work, Laura has always followed her passion and committed time to causes and organizations that matter to her. She was a former director, and now a board member, of Hot Docs,  and currently volunteers with the Children’s Aid Foundation. As a mentor, she’s worked with Next Canada — completing what she refers to as “the triangle” of being a teacher, a student, and a mentor. A network of academics, entrepreneurs, investors, and founders, Next Canada has allowed Laura the opportunity to work with young entrepreneurs providing insight and support. “It feeds my soul,” she says.

Looking back, she says there was a time in her career when she felt selfish for wanting to be a marketer. “I envied those people in careers that were in service to others,” Laura recalls. “But, at this point in my career, I realize I can be a marketer and make a difference. It doesn’t have to be so binary, and I feel truly honoured and proud to be part of projects that continue to have real and lasting impacts.”

By Hailey Eisen

When Jackie Wang was 19, her father encouraged her to leave China and move to the United States for college — something that was far less common in the early 1990s than it is today. In order to get a visa to study in the US, Jackie had to secure a full scholarship, which she managed to do at a small college in Boston. 

As she was deciding if she had the courage to leave home, her father offered some sage advice: “If you choose to stay, what is in front of you is your world; but if you choose to leave, the world will be in front of you.” 

With that in mind, Jackie packed up two suitcases and took a leap. She’s been taking risks and making big moves ever since. 

After one semester at school in Boston, Jackie realized that she’d need to make a transfer in order to get the education and exposure required to secure a job in the US upon graduation. She got a partial scholarship to a more well-known school, the University of Houston, and then made a final transfer to complete her degree in Consumer Economics and Policy Management at Cornell University. 

From there, Jackie went on to work for Procter & Gamble (P&G), the Coca-Cola Company, and Rio Tinto — living in Ohio, Germany, Switzerland, Atlanta, Utah, and Montreal. In 2018, she moved to Toronto for a job with Scotiabank. In her role as Senior Vice-President & Chief Procurement Officer, she has been championing an overhaul of the Scotiabank procurement process to be more effective and inclusive — increasing diversity, and tackling bias.

“The higher up you are, the less it is about functional skills and the more it’s about people skills.” 

As a leader, Jackie is working on developing and nurturing soft skills — the skills that she believes real success comes from. “The higher up you are, the less it is about functional skills and the more it’s about people skills,” she says. “How you listen, communicate, build and manage relationships, resolve conflicts — all of these are critical for career success.” 

But she wasn’t always this confident in herself or where her career would lead her. Looking back, Jackie says none of her many pivotal career and life milestones were planned. Each one came about almost by chance — coupled with a lot of hard work — and led to the right experiences and opportunities to propel her forward.  

Her first job was the hardest to come by. “As an international student, options for work were limited. I was introverted, lacked confidence, and was competing with an outstanding group of Ivy League classmates,” she recalls. “I didn’t fit the profile of a consultant — so that wasn’t an option.”

Jackie’s boyfriend at the time (now her husband) had interned at P&G as an engineer the summer prior to her graduation, and he’d loved the work and culture. There were two jobs with P&G that Jackie applied to, one in sales and one in procurement. 

“I knew nothing about procurement, but it was the first job I was offered, and so I accepted it.” Little did she know that this decision would lead to a rich and diverse career in the field. At the time, she was glad to have a job.  

“While I prayed that my assignment would be in marketing procurement, the job P&G offered me was in chemical procurement,” explains Jackie. “As an economics major who chose to go into arts instead of sciences because of my inability to excel at chemistry and physics, suddenly I was in charge of buying chemicals for billion-dollar brands.” 

“As an economics major who chose to go into arts instead of sciences because of my inability to excel at chemistry and physics, suddenly I was in charge of buying chemicals for billion-dollar brands.”

The learning curve was huge, but turned out to be exactly what Jackie needed. “There could not have been a better category to learn about strategic sourcing than chemicals, which was a dynamic and challenging market with dominant suppliers and complex supply chains. It was also a white male-dominated industry — which posed many challenges and taught me a lot.” 

It also prepared her for the work that was to come. Today, with a focus on unconscious bias and diversity, she draws upon those early experiences, and others she’s had throughout her career as a Chinese woman and a new American — often the only one at the table. 

For 14 years Jackie worked for P&G and honed her skills to become a strategic sourcing professional. From chemical procurement she moved into the team that launched the Swiffer brand, and had two international assignments in Europe which helped provide a more diverse perspective and leadership style. 

A few years in, Jackie was asked to take on the role of Global Fabric and Home Care Supplier Diversity Manager. When her VP approached her with the position, she already had a full-time role, and he asked her to take this one on as well. “It was essentially two full time positions, but I didn’t know how to say no, so I said yes,” she recalls. “In two years I doubled our chemical supplier diversity spend and received many awards.”

Her success in that double assignment, Jackie says, led to her advancement into a director role, just six years after graduating from college. In 2012, Jackie made another big move to join the Coca-Cola Company in Atlanta, and after a few years in this role, she joined the global mining company, Rio Tinto where she stayed until she was recruited to join Scotiabank. “While I loved the challenges and opportunities afforded to me in that last job, I was struggling with the company culture. When I was approached about leading Scotiabank’s global procurement services, I was excited.”

Jackie is now accountable for the bank’s worldwide acquisition of externally purchased products and services, with a focus on enterprise-wide strategic sourcing, expense reduction, category management, supplier management, and third-party operational risk management. 

“Each and every one of us has a role to play in being a steward of the environment and the community we live in. Procurement can impact environmental stewardship, social inclusivity, and governance.”

One of her key focuses has been to re-engineer the procurement process and approach by developing a best-in-class responsible procurement program. “Responsible procurement ensures that the products and services we buy have the lowest environmental impact and the most positive social results,” she says. 

This is something that’s very important to Jackie. 

“Each and every one of us has a role to play in being a steward of the environment and the community we live in,” she says. “Procurement can impact environmental stewardship, social inclusivity, and governance.” 

In fall 2021, Scotiabank launched a new Supplier Diversity Program under Jackie’s leadership. In the three years prior, her team assessed the Bank’s procurement spending to inform the development of the program which helped the Bank to better understand its business relationships with companies owned and led by Indigenous Peoples, members of the LGBT+ community, People of Colour, and women, which in turn enabled it to identify potential suppliers for inclusion in future sourcing initiatives. 

As a result of these assessments, the Bank has designed its Supplier Diversity Program to improve access to procurement opportunities by addressing sourcing, partnerships, outreach, monitoring, and metrics for diverse suppliers. That includes engaging with potential diverse suppliers to build a database in order to introduce them to procurement initiatives where possible. Importantly, the Scotiabank supplier management program enables suppliers to not only get a foot in the door, but continue to develop and partner with Scotiabank to achieve long term sustainable successes.  

“Look around at the country we’re living in,” she continues. “This is the most diverse country I’ve lived in and the most diverse environment I’ve worked in. If our business practices don’t reflect the customers we serve, they’ll leave us. Who wants to do business with an organization that doesn’t support and reflect their community?” 

It’s an exciting time for Jackie to be focusing on something she’s so passionate about. She approaches her work with a focus on unconscious bias, something that’s been top of mind for years. 

“It’s a behaviour change, above all else,” she explains. “When evaluating a supplier, don’t just look at how established they are, when evaluating an individual don’t judge them only by their experience — read the potential. Don’t always look for familiarities or information and data that supports your prior beliefs — always consider the other side, or the other opinion, and ask yourself, ‘what if.’” 

By Hailey Eisen

Having worked in the financial services sector for 30 years, Alida Pellegrino is familiar with the biases that women have traditionally come up against — both in the workplace and as business owners. 

“During the more than 20 years that I was a commercial banker, I would say that 80 per cent of the businesses I interacted with were led by men,” she says. “But things are definitely starting to change, and that’s why The Scotiabank Women Initiative is so important to me.” 

Alida has been helping to address the challenges women face in her current role as Vice President, Credit Adjudication Canada at Scotiabank, and as an advisory board member with The Scotiabank Women Initiative. Providing information, education, and financing, The Scotiabank Women Initiative is committed to dismantling barriers for business owners who identify as women or non-binary, empowering them to take their businesses, careers, and financial futures to the next level. 

“Gillian Riley, President & CEO of Tangerine Bank and Founder of The Scotiabank Women Initiative, created the program after learning first-hand about some of the challenges that women experience when starting their own businesses. For example, it is more challenging for women to access capital than their male counterparts, and she wanted to help women overcome those barriers,” Alida says. “Because I oversee Scotiabank’s small business loan adjudication team, we are able to help small business owners meet their financing needs through assessing loan applications.” 

“Oftentimes, entrepreneurs have a passion, and they jump right in with the resources they have available to them. It’s not until they realize they are ready to grow and need more money to do so that they truly think about finances.” 

Alida personally provides financial education to The Scotiabank Women Initiative clients, and always stresses that a solid understanding of your finances is a critical factor for long-term business success. 

“We know that business owners are typically experts in their trade but having a good handle on your finances is also an essential part of running a successful business,” she says. “Oftentimes, entrepreneurs have a passion, and they jump right in with the resources they have available to them. It’s not until they realize they are ready to grow and need more money to do so that they truly think about finances.” 

If it’s an area you’re unsure of, she adds, there are many simple steps to take to get more comfortable with and take charge of your finances. 

“The very first step is to understand your cash flow,” Alida says. That includes knowing what you’re spending and bringing in each month and following a budget to support the financial management of your business. She also advises that entrepreneurs understand the seasonality of their business, and how that impacts cash flow and to plan for it. 

“I’ll give you an example,” Alida says. “Ramping up for the holiday season, a company producing a product has to buy inventory and start production a few months or quarters in advance— but they won’t have the cash flow from the sales of those products until November or December. Also, to take advantage of other sources of financing such as trade credit from your suppliers which female entrepreneurs tend to shy away from” 

“Remember, it’s ok not to know. It’s those areas of uncertainty where you can really leverage other professionals to support you along the way.” 

For clarification of your financial needs, you must also be able to identify what stage your business is in — start-up, sustainment, or growth — and how you should support it at each stage. Unsure? When it comes to finances, the more questions you ask and information you seek, the better. This is where a relationship with your accountant and banker can be especially beneficial, Alida advises. 

“Knowledge is power. Don’t just meet with your accountant once a year to prepare your financials,” she says. “Befriend them so you can leverage their counsel throughout the year. The same goes for your banker.”

Alida’s favourite part of working in commercial banking over the years was getting to know her clients, learning their stories, and working with them through their challenges and successes- there are few jobs in the world where a business owner shares their trade secrets, info about their clients, suppliers and industry. “As a business owner, you can confide in your banker, tell us about your business and your plans, and we can assist you with your needs and wants and ensure we are a key partner in your success.” 

If you’re hesitant to ask questions, “Remember, it’s ok not to know,” says Alida. “It’s those areas of uncertainty where you can really leverage other professionals to support you along the way.” 

Relationships, in general, are also key to business success, and networking is something Alida advises all women entrepreneurs to spend more time doing. That’s one area The Scotiabank Women Initiative can really help with, she adds. 

“We’ve been able to bring like-minded women together who might not have had the opportunity to connect — in person or virtually — and talk about their challenges, what’s working and what’s not, and build that network which can often prove invaluable,” Alida says. “Through workshops and education, mentorship opportunities, and networking, so far we’ve engaged more than 6,000 women entrepreneurs across the country.”  

Providing access to capital and tailored financial solutions is another key focus of The Scotiabank Women Initiative, and since its inception three years ago, more than $3 Billion in capital has been deployed to women-owned and women-led businesses in Canada. Now, that help is needed more than ever. 

“Women-led businesses already face unique challenges, but the COVID-19 pandemic and the ripple effect on the economy has put added pressure on women entrepreneurs,” says Alida. “In order for the Canadian economy to grow, we need to support all types of businesses, led by a diverse group of entrepreneurs, because diversity of thought is where true success comes from.” 

This article is provided for information purposes only. It is not to be relied upon as financial, tax or investment advice or guarantees about the future, nor should it be considered a recommendation to buy or sell. Information contained in this article, including information relating to interest rates, market conditions, tax rules, and other investment factors are subject to change without notice and The Bank of Nova Scotia is not responsible to update this information. References to any third party product or service, opinion or statement, or the use of any trade, firm or corporation name does not constitute endorsement, recommendation, or approval by The Bank of Nova Scotia of any of the products, services or opinions of the third party. All third party sources are believed to be accurate and reliable as of the date of publication and The Bank of Nova Scotia does not guarantee its accuracy or reliability. Readers should consult their own professional advisor for specific financial, investment and/or tax advice tailored to their needs to ensure that individual circumstances are considered properly and action is taken based on the latest available information.

By Hailey Eisen

In 2017, Rebecca Ehrlich hit a major career milestone: her first Vice President role at Scotiabank. That same week, two of her three high school-aged children received mental health diagnoses. 

“I had this incredibly demanding assignment and was often working under tight timelines at work, and at the same time I had to do all this research to find the support and treatment my kids needed,” recalls Rebecca. “Some people in my life actually expected I would take a leave from work, but knowing myself, I knew being busy at work would be a good distraction from my worries at home.” 

She credits her leadership team and the bank’s support — allowing her to work whenever and wherever she was able — with her ability to navigate that difficult time in her life. “No one gives you a playbook to support your family when they’re struggling, and often it takes a lot of time and energy to find the right tools and resources,” she says. “Watching their resilience has made me more understanding of others going through similar struggles and the impact great support can really have. I always want to be able to provide that support from a leadership perspective.” 

This wasn’t the first obstacle Rebecca faced during her more than 20-year career in financial services. “I’ve had a visual disability since I was six, and it’s always made things extra challenging.” From not being able to spend extended periods of time looking at a screen to needing to find alternate ways to look at presentations and documents, Rebecca has had to adjust her work accordingly. “When things are projected on a screen I have to go up close to see them, which can be awkward.” 

But Rebecca’s own struggles haven’t stopped her — they’ve made her a more empathetic and better leader. She’s had the opportunity to work on a number of large transformational projects which involved bringing various groups together, with an emphasis on people and what each individual can bring to the table. This is what really gets Rebecca excited. She’s committed to understanding the perspectives individuals bring to the table and making sure they’re heard. 

“By recognizing people’s differences and the challenges and disadvantages they may face as a result, we are better able to support them through their career journey.” 

Now with over 14 years at Scotiabank, Rebecca has had a number of roles in a variety of business lines — from risk, audit, and security, to information and data management, to the development of strategic opportunities. In July, she started her current role as Vice President, Financial Crimes Risk Management, and in early 2021 Rebecca joined Scotiabank’s Employment Equity Committee, which allows her to consult on strategies around the equitable representation of People with Disabilities at the bank by amplifying their voices, reducing barriers, and elevating opportunities for improvement. 

One of the big focuses of the committee this year is intersectionality, a term first introduced in 1989 by professor Kimberlé Crenshaw to explain how Black women experience overlapping layers of discrimination on account of their race and gender. Today, the term has grown to represent how each of us holds an individual range of identities — such as race, disability, ethnicity, religion, age, sex, gender identity, sexual orientation, and more — some conferring advantages, with others resulting in disadvantages. This multifaceted understanding of identity is encouraged at Scotiabank, because it enables individuals to bring their whole selves to work — and that’s when inclusion happens.  

“By recognizing people’s differences and the challenges and disadvantages they may face as a result,” explains Rebecca, “we are better able to support them through their career journey.” 

Sharing her personal experiences, she says, often allows others to open up to her and share about themselves and their experiences and struggles. “As a leader you often want to problem solve for others, to step in and find solutions, but sometimes the best thing you can do is to listen, validate their emotions, understand their needs, and then work together to take action.” 

Understanding that no two people will ever have the same experience, Rebecca says the key to creating more inclusive workplaces is making these connections. “I always make time for one-on-one meetings where I welcome others to share information in a safe environment,” she says. 

“I love the complex problem-solving side of business, but even more important to me is the impact I have with people — making them feel included, empowered, successful and happy.” 

Helping others is something Rebecca has been passionate about for a long time. In fact, when she was applying to university, Rebecca says she was torn between a career in mental health and one in business. Unable to settle on one focus, she opted for a double major in Psychology and Economics. While she went on to pursue a career in business and has worked in the financial services sector for 20 years, she says her greatest passion is still people. 

“I love the complex problem-solving side of business, but even more important to me is the impact I have with people — making them feel included, empowered, successful and happy,” says Rebecca.

She’s also found a way to connect her work-life with her personal passion of fitness and wellness. Having always relied on exercise as a way to balance her own mental health and well being, she recently became certified as a group fitness instructor to share her passion with others. Now she hosts morning and evening virtual fitness classes with her team at work. “It’s been a great way for us to come together while we’ve all been away from the office.” 

Beyond the workplace, Rebecca works as a parent engagement volunteer with Lumenus, a non-profit organization that provides families with mental health, developmental, autism and early years intervention. 

“My family is very fortunate and privileged, and I know not everyone has the same opportunities we’ve had to access support,” she says. “There were times, even still, when I felt helpless, heartbroken, and alone and so I wanted to help others navigate these challenges and contribute and make a difference in a real way.”

By Shelley White

Tanja Perry’s passion for allyship with Indigenous peoples has always come naturally. It stems from her upbringing, her friends and family, her environment, and her job. 

“I grew up in a very small town in British Columbia and went to school with many Indigenous kids my age. They were my friends, my neighbours, and I’ve always had very strong relationships with their families,” says Tanja, who is District Vice President for Alberta/Northwest Territories at Scotiabank. Tanja also met her Indigenous husband living in the north. “My children embrace their Indigenous heritage and it is my role as a parent to ensure it is valued and honored. And living in remote communities has always been in my wheelhouse. I love the remoteness, and all that it has to offer.”

Tanja moved to the Northwest Territories at a very young age to work as an apprentice mechanic. But her chosen career would take a turn when she was approached by a recruiter from a local bank. 

“They said I had the personality to talk to people, so why am I not in banking?” recalls Tanja. “Once I stepped into my role as a banker, I saw very quickly that there were a lot of challenges with credit and accessibility to banking in the Indigenous communities around me. And my passion and advocacy started there.” 

Now, with 30 years of experience in the banking industry, Tanja is a driving force for allyship and positive change in both her role as District VP and as Co-chair for the National and Prairie Region Indigenous Employee Resource Groups (ERGs). Based in Fort McMurray, Alberta, Tanja has made it her mission to build trust and forge relationships between the bank and the Indigenous communities in her district and across Canada. She’s particularly passionate about improving relationships with those that are challenged geographically and lack access to banking services. 

“These are relationships that we need to repair as bankers, not the other way around.”

“These are relationships that we need to repair as bankers, not the other way around,” Tanja notes. “And I continue to try and show others what I do, how I work within Indigenous communities, and the relationships that I have been able to build.” 

Another passion of Tanja’s is financial literacy, or, as she prefers to call it, “financial fitness.” Over the past year, in cooperation with the Aboriginal Financial Officers Association, she helped to develop customized Financial Fitness modules specifically tailored to Indigenous community needs. The four modules — targeting Grades 3/4, Youth, Adults and Older Adults/Elders — will soon be making their way into Indigenous communities across Canada via trained facilitators. 

“We’ve selected 12 Scotiabank employees from across Canada to act as facilitators due to their outstanding work within their Indigenous communities,” she says. “They have all completed their facilitation training and as of September, they will be supporting our branches going forward to offer these great programs. So, I’m really proud of that,” she says. 

Tanja points out that the modules aren’t meant to be one-size-fits-all. They have been developed so that they can be adjusted based on an individual community’s needs. “We can really come in with something to offer that’s meaningful, to help individuals plan for their future. It will also allow us to be in our communities to listen, learn, and be partners.” she says.

Another important aspect of Tanja’s advocacy and community-building work has been through her work with the Scotiabank Indigenous ERGs, which are composed of both Indigenous employees and allies. “Employee Resource Groups are a fantastic way to grow opportunities for leadership, networking, and professional development,” she notes. 

The groups’ mandates include striving to recruit and retain Indigenous employees, strengthening partnerships with Indigenous-focused organizations, establishing and maintaining an inclusive banking experience for Indigenous customers, and acting as a key influencer to foster, support, and raise awareness of the bank’s National Indigenous People Inclusion strategy. 

“The collaboration, vision, and work that the Indigenous ERG team is doing is truly inspiring, and I am honored to be a part of it.”

One important project Tanja helped to create is the Indigenous Cultural Competency program, a mandatory learning course for all Canadian-based employees to further enhance their learning and allyship, she says. The Indigenous ERGs have also been increasingly exploring opportunities for collaboration with other ERGs at the bank, to great success. “The collaboration, vision, and work that the Indigenous ERG team is doing is truly inspiring, and I am honored to be a part of it,” she says.

Tanja notes that September 30, which will be the first National Day of Truth and Reconciliation in Canada, marks a critical step to honour survivors of residential schools, their families, and communities. “It is a time to learn and reflect on how we can do our part to eliminate racism and other forms of discrimination,” she says. “We must stand together to learn this history and take action to ensure it is not repeated — it is the only way forward.”

There is still much work to be done to repair and build relationships with Indigenous peoples, adds Tanja, and all Canadians can do their part to help support the healing process. “We must recognize the unique history, culture, and traditions of each community as a fundamental first step. Educate ourselves, be knowledgeable, empathetic, and respectful of Indigenous peoples,” she says. “The culture is beautiful, steeped with values, spirituality, and connections to the land. It is important we all develop a greater understanding, know what is important to them and what they will fight to protect.”

Tanja says she treasures her own connection to the natural environment. When she’s not at work in Fort McMurray or travelling through Northern communities, she and her family spend time in the wilds of British Columbia. “We have a 600-acre ranch where we enjoy our horses, developing our land, kayaking, quadding and taking in the breathtaking surroundings. It’s my happy place.”

In her role as a business leader, Tanja hopes to send a message to others in positions of power about the importance of an inclusive and diverse workplace, offering this advice to managers and executives looking to become diversity champions: “Lead by example by fostering transparency and two-way communication in which every opinion is valued. Embrace the uniqueness people bring to the table and ask yourself what perspectives and voices have not yet been heard,” she says. “Be a leader who creates an environment where individuals feel they can be their true authentic selves.”

As Executive Vice President, Finance and Strategy at Scotiabank, Anique Asher shares why and how mentorship is a mutually beneficial relationship, the ways her mentors impacted her career, and how she’s supporting others in their career aspirations. 

By Shelley White

Take a risk. Trust your instinct. Seek out mentorship. Work hard. 

These are the words of wisdom that Anique Asher has kept front and center while building an impressive career as an executive in the financial industry. Now, she’s passing along that advice and more to a new generation of go-getters.

“Mentorship is one aspect of my job that I really enjoy, because now I get to see it from the other side and provide advice that may help others in their own careers,” says Anique, Executive Vice President, Finance and Strategy for Scotiabank.

“When I say to someone I’m mentoring, ‘I don’t think you’re challenging yourself enough, I think you should take that risk,’ I see myself 10 or 15 years ago,” she says. “And it feels really good to know that you can help that person make an impact in their career.”

Anique is no stranger to taking risks and leaping into the unknown. Growing up on the island of Trinidad in the Caribbean, she was the third generation in a family-owned and operated business, and spent her summers as a teenager working alongside her parents. 

“I always envisioned myself becoming an entrepreneur,” Anique says. “I never envisioned a scenario where I would be working in a large financial institution because it’s just not something I had ever seen growing up.” 

But her path would prove very different. Anique’s father had gone to university in Montreal, Quebec, and wanted to give his children the same opportunity. “My parents made the financial decision to enable us to go to a university that was outside of Trinidad. They felt that experience was important for us to expand our thinking and have different experiences,” she says.

“I never envisioned a scenario where I would be working in a large financial institution because it’s just not something I had ever seen growing up.”

Anique went to the University of Western Ontario in London, completing her undergrad and MBA at the Ivey Business School. Instead of pursuing a path of entrepreneurship, she took a position at a multinational financial consulting firm, working in mid-market M&A, eventually moving into investor relations for a major life insurance company. 

“Being in that role, I knew early on that I was going to have a significant learning curve,” she says. “What I needed to do to be effective was to build-out a strong team, to ask questions, to ask for help when I needed it, and to make sure that we were addressing the issues of the shareholders and the institutional investors.”

When Scotiabank approached her in 2018, Anique says she was initially hesitant to make the move, having never worked in banking. But she was enticed by the idea of a new challenge, and once again was encouraged by her mentors to take the risk of the new role.  

“What made this role very appealing to me was a couple of things: First, it was a much larger team than I’d ever managed — 100+ people. Secondly, it was a different industry, and one of the things I have prided myself on in my career is being able to get up to speed quickly, being able to be challenged and learn new things,” she says.

Anique joined the Scotiabank in 2018 in a Senior Vice President role, and in November 2020, she was promoted to Executive Vice President, Finance and Strategy. It’s a role she relishes because it encompasses varied sides of the business, she says. While she is responsible for the more traditional financial side of things, such as global financial planning and forecasting, Anique is also involved in formulating and articulating the bank’s identity from a strategic perspective. 

“It’s rare that you would see finance so well connected to strategy, and sometimes people scratch their heads and say, ‘It’s actually such a different skill set, why would you have the same person doing that?’ But the reality is that it’s such a valuable opportunity to connect those things in a way that will drive meaningful value for the bank and deliver value for our shareholders,” she says.

Throughout her career, Anique says mentorship has been invaluable. Sometimes, her mentors were people that she worked with. Sometimes, they were people that she worked for. And sometimes, they were people outside of her organization.

Anique says that one of the most valuable things she gained through being mentored is having others see things in her that she didn’t see in herself. 

“I remember having a conversation once about a role that I was contemplating taking. And the individual said to me, ‘I think you’re making a big mistake if you take that role, because I don’t think you’re thinking big enough.’ And it was the first time in my life that I’d ever thought, ‘If this person thinks I could do that, maybe I can.’”

“Early on in my career, I would say, ‘I really appreciate everything you do, is there something that I can do?’ And nine times out of ten when you ask that, you get an answer.”

Now, Anique is the one doing the mentoring, through both informal and formal programs like Scotiabank Inspire. She says that the best mentor relationships are reciprocal, with both sides benefitting. As mentees, people should always be asking how they can help their mentor, she says.

“Early on in my career, I would say, ‘I really appreciate everything you do, is there something that I can do?’ And nine times out of ten when you ask that, you get an answer,” Anique says. “Maybe, it’s helping them with a project that’s off the side of their desk, or maybe it’s dealing with an issue that they’re struggling with from a different perspective.”

As the leader of a large team, Anique says that diversity is essential in any organization. She notes that of the 100+ people on her team, more than 50 percent identify as women. “I feel very proud of that as a woman leader,” she says. 

It’s important for people in an organization to see women in leadership, Anique says.  It’s about role modeling, she adds. 

“My husband and I have two kids, 14 and 12. Many times, I’ll say to my team, ‘I have to leave now because I need to do something for one of my sons. I’m going to a baseball or hockey game, so I’m not available at this time.’ And I think that it’s important to role model these behaviors for the team.” 

Anique notes that there were times in her career when she was the only woman in the room, and she had to trust her instincts and ensure that she was heard. 

“I came back to work after my second maternity leave, very clear that I wanted to be promoted, and I was an advocate for myself,” she says. “But if I didn’t have strong women mentors that were supporting me and giving me the runway in which to do that, while still getting to be a mom where I could actively engage with my kids, that would have been a lot harder. I feel a responsibility, particularly within my own team, to be a role model so that people see that it’s possible to have both, just not always at the same time.”

Beyond gender, other aspects of diversity are essential to any successful team, Anique says, which is why it’s important to hire people with different perspectives, such as newcomers. “Because that was me. I was new to Canada and needed somebody to give me an opportunity,” she says. 

“If the person happens to be from a warmer country, I’ll send them a note at the first snowfall saying, ‘Don’t worry, don’t leave. It’s not that bad. You’ll get through it!’” she adds with a laugh.

“When I’m most challenged and I’m really struggling with something, I always think, there’s a path through. Maybe that means getting a different perspective. Maybe that means asking for help.”

Outside of work, Anique loves to travel, read, and play tennis, but most of all, she enjoys spending time with her kids, especially when they’re on the baseball field or at the hockey arena.  

“Both of my sons play competitive sports. I actually find it funny, because I go to these games and they can be so intense for other parents, but I find it to be a source of stress relief for me, because I was so terrible at sports growing up. It just amazes me that we’re genetically related because they are pretty good. And it’s so great to see them take on those challenges and learn how to win and lose as a team — a valuable lesson that they can take with them as they grow up.”

While she can’t predict where her career will take her in the future, Anique notes that she’s always ready and willing to take on any new challenge that comes her way. 

“One of the things a mentor said to me is, ‘There’s always a path through, you just have to find the path.’ When I’m most challenged and I’m really struggling with something, I always think, there’s a path through. Maybe that means getting a different perspective. Maybe that means asking for help.”

Or maybe it comes down to those earlier words of advice: Take a risk, and work hard.

“Don’t feel you can’t do something because it’s not innate to you,” Anique says. “You can always figure it out.”