ANDREW D. GALL, FCPA, FCMA, EMBA, CPA, CMA

SENIOR EXECUTIVE & BOARD OF DIRECTOR

Toronto ON & Kitchener ON

647-***-****

ac9ys0@r.postjobfree.com

andrewdgall

Strategic & Transformational Leadership Financial Stewardship & Operational Excellence Technology Enabler Designated Accountant Board Governance Experience & Designation Widely respected, authentic leader with comprehensive experience and critical success driving performance improvement across diverse sectors, in multi-stakeholder and entrepreneurial environments; effective change agent and solution provider with a proven record of championing business transformation projects; successful at enabling technology to resolve pain points and provide solutions to the business that enhance customer experience, build employee engagement, and achieve long term sustainable growth and stakeholder value. Regarded as a collaborative and decisive leader who inspires, manages, motivates, and orients individuals at all organizational levels toward high performance while cultivating trust and loyalty. Executive strengths include:

Financial & Operational

Management

Strategy Development &

Execution

Corporate Performance

Management

Board Governance

Risk Management

Stakeholder Relations &

Partnership Building

Business Process

Management

Mergers & Acquisitions

Change Management

Employee Engagement

Coaching & Mentoring

ICT - Information

Communications &

Technology Systems

TOP 3 CAREER HIGHLIGHTS

1. Co-created and implemented a new business model and high performance organization, moving CMA Ontario from #3 market position to #1 in Canada as measured by number of new graduates. This strategically positioned CMA Ontario as an equal merger partner. 2. Successfully championed and executed a $4.2M business transformation ICT initiative that was completed both on time (< 4 years) and under budget. 3. Developed a world class training facility for the new Professional Development Institute, a model duplicated by other external organizations, and this new business division achieved 14% of net revenue in < 5years and was instrumental in propelling CMA Ontario into #1 market share. PROFESSIONAL EXPERIENCE

Ontario Pharmacists Association, Toronto 2017 – 2018 Largest professional membership advocacy organization, continuing education, and drug information provider for pharmacy professionals in Canada. 10,000+ pharmacist and pharmacy technician members and 3,000+ pharmacy subscribers in Ontario. The Ontario pharmacy profession represents over 60,000 direct employees and has an annual direct economic impact of $3.6 billion. Chief Executive Officer

Reported to Board of Directors; provided executive leadership and visionary and strategic thinking to develop a new strategic direction to enhance the value proposition and elevate the brand value and influence of the pharmacy profession. Focused on raising the visibility of the role pharmacists play in the healthcare continuum, and advocate on key issues around economic reimbursement models, increased scope of practice, medicinal cannabis and others. Developed and implemented appropriate communications and government relations strategies and plans. Established collaborative relationships with relevant stakeholders within the pharmacy profession, and key influencers within the broader health care system. Recognized as a key spokesperson for the profession in Ontario required working in ANDREW D. GALL PAGE 2

collaboration with the board, external stakeholders including provincial government, federal government, insurers, and other key pharmacy stakeholders.

Health Shared Services Ontario / Ontario Association of Community Care Access Centres, Toronto

2016 – 2017

Not-for-profit member and technology shared-services organization that supports Ontario's 14 Community Care Access Centres (CCACs) and Local Health Integration Networks (LHINs) and their partners in providing home and community care to people across Ontario.

Vice President, Finance & Administration

Report to Chief Executive Officer; oversee Finance, Human Resources, Procurement, Facilities, Administration, Privacy, Risk Management, and Security. Administer an annual budget of $43M and 200 employees including 4 direct reports.

Chartered Professional Accountants of Ontario (CPA), Toronto 2007 – 2016

Self-regulated professional education and certification association (resulting from the merger of CA, CMA, and CGA); 84,000 members and 23,000 students; oversaw annual budget of $110M and 325 employees. While with CMA oversaw annual budget of $35M and 110 employees; self-regulated professional education and certification association with 20,000 members and 5,000 students. Vice President Operations (CPA) (Similar to COO / CFO role), Toronto 2014 – 2016 Reported to President & CEO; oversaw Finance, ICT / IT, Facilities & Administration; spearheaded work stream automation, consolidation, integration, and service extension. Administered $110M+ annual budgets; one of seven executives on the Senior Management Team, and team of 75 including 4 direct reports.

Vice President, Corporate Services (Similar to COO / CFO role) & Treasurer and Chief Privacy Officer (CMA), Toronto 2007 – 2014

Reported to President & CEO; oversaw Finance, ICT / IT, HR, Governance, Corporate Legal, Facilities, and Administration with budget accountability of $35M and team of 22 including 4 direct reports; acted as interim co-CEO.

Business Issues: Complex merger of 3 competitive and regulated professional organizations. Led corporate infrastructure initiatives including business process re-engineering, new business model implementation, improved customer experience, delivered operational excellence initiatives, created new state-of-the-art training facility, and implemented governance reform. Business Transformation Operational Effectiveness Change Management

Managed the Governance function, generating the mandate, charter and work plan framework for Board Committees and Directors; raised annual Board satisfaction score from 56 to 84 over a 4 year period. Canadian Society of Corporate Secretaries recognized CMA Ontario as a leader among the top for-profit and not-for-profit companies in Canada for corporate governance, strategic oversight, and value creation

Implemented new business model aligned to strategic plan, resulting in CMA Ontario becoming the #1 accounting designation in Canada, in terms of number of new graduates per year, (previously # 3 market share) in < 5 years

Integrated three offices, complex processes and systems (for CPA), increasing synergies and productivity efficiencies by > $1M per annum

Co-created a Professional Development Institute and “State-of-the-Art Facility” that was instrumental in propelling the organization into #1 market share. This new business division achieved 14% of net revenue in < 5 years. Average professional development revenue per member increased from $125 to

$277 (+221.6%)

Enhanced the CPA brand and ensured all student/member facing systems, platforms, and portals were unified and conveyed the new CPA brand and created an enhanced customer experience during M&A ANDREW D. GALL PAGE 3

Negotiated $1.5M+ in landlord inducements and significantly heightened the footprint and prestige of the organization’s new Professional Development Institute; added 2 satellite offices Business and Financial Leadership

Created strategic plans and roadmaps aligned to the organization’s vision, values, priorities, and long- range goals including its provincial mandate to protect the public interest

Increased revenues, grew sponsorship / fundraising opportunities, leveraging membership base, reducing costs, and driving financial and operational deliverables.

Developed enhanced and proactive business analysis and financial reporting package including dashboards and KPIs for Management and Board, reducing month-end close period by 33% (5 days)

Served as senior Service Level Agreement [SLA] negotiator through procurement initiatives, saving

>$500K in expenses annually. Generated $600K in procurement savings during the last twelve months.

Provided the infrastructure to grow the business, doubling dues revenues in 4 years; financial surplus - achieved 5% net surplus while maintaining NFP tax status; exceeded financial equity level five year target by $2M

Led major restructuring and M&A efforts including hands-on due diligence; consolidated back-office for 3 provincial associations into one with a top-performing workforce, leading-edge technology infrastructure, and highly efficient operations

Enhanced financial reporting quality and timing; reduced days to report results by 40% as well as bad debts and A/R days outstanding by 80%

Information Communications & Technology Systems (ICT)

Negotiated outsourced server hosting to a virtual, scalable model featuring enhanced security, improved up-time and network performance including robust business continuity solution; saved 53% ($400K) in annual server hosting costs

Champion and executive sponsor, and obtained Board approval for a $10M ICT transformation initiative involving Infrastructure, CRM, Core Business Applications and Digital Content Management; estimated efficiency and business values will exceed $15M+ by end of fourth year

Generated the ICT strategic plan and administered million-dollar-plus annual capital budgets geared to upgrading the CRM solution and developing new corporate empowerments; included: new Enterprise Content Management implementation [ECM] and new Website Content Management System while simultaneously improving IT Governance; administered one $4.2M business transformation project estimated to have returned over $12M in value; project completed on time and under budget

Supported program development and delivery of learning and professional development to 110,000 customers utilizing a learning management system and digital delivery during a complex merger environment and maintaining member satisfaction levels > 90% and retention rates > 98% People Team Leadership Stakeholder Relations & Partnerships

Led, coached and mentored direct/non-direct reports throughout the organization, resulting in employee satisfaction levels increasing from 56% to 87% in 5 years (goal was 80%) and annual voluntary turnover rate < 1.5% during a five year period (pre-merger)

Implemented an ‘Excellence Canada’ Excellence, Innovation & Wellness initiative (equivalent 3rd party ISO for NFPs); achieved Level 1 and 2 certification (Silver Award) and received Project Award for Project Management Excellence with business transformation project; developed an internal capacity for collaboration and continuous improvement as a result of the results-oriented culture that ensued

Implemented a performance management system aligned to the new strategic plan and business model, that supported employee satisfaction goal of 80, annual 5% net surplus objective, and #1 or # 2 market share target

Created a member self-serve education portal, significantly reducing operating expenses while enhancing member satisfaction and retention; Member Satisfaction > 90% and Member Retention > 98%. Net Membership Growth: doubled dues revenues in 4 years. Average annual revenue per member increased from $125 to $277 (+221.6%)

ANDREW D. GALL PAGE 4

Enhanced multi-stakeholder and partnership collaborations by strengthening the provincial body’s capacity to leverage its NFP status and membership base scope and scales resulting in new affinity program offerings and professional development program content quality and offerings grew as a result of these strategic partnerships; membership engagement levels increased as measured by hours of volunteerism to the organization

Developed partnerships with a range of private and public sector organization's to support vision, mission and corporate objectives and generated sponsorship revenue > 1% per annum ($350K) Strategy Development & Execution Risk Management

Achieved and/or exceeded 5 year strategic plan objectives with the senior leadership team; financial equity levels exceeded by $2M, employee satisfaction level exceeded target by 7% in Year 5, and achieved

#1 market share in Canada defined by new graduates, non-dues revenue increased by 14%, and professional development revenue grew from 5% to 14% of overall revenue

Created the Enterprise Risk Management [ERM] framework; led strategic map development and performance tracking software; upgraded systems and enhanced back-office infrastructure to deliver best-in-class models over a 4-year time horizon

Assembled key components and led implementation of a new online strategy map with an integrated and standardized balanced scorecard reporting system for Board and Management, resulting consistent, timely reporting while increasing transparency

Led development and ongoing update of corporate risk register and reporting framework integrated to strategic and operational plans and risk management becoming an integral part of the culture ; culture of security and privacy awareness also created and internalized by the employees ACAPULCO POOLS LIMITED, Kitchener 2006 – 2007

Privately owned aquatic facilities company specializing in commercial swimming pool design, construction, and service throughout North America.

EXECUTIVE VICE PRESIDENT (INTERIM)

Directed IT, operations & accounting, administration staff, external suppliers. Reported to President.

Re-engineered back office operations, enhancing corporate services and upgraded service and supply functions to improve customer satisfaction

Developed growth strategies for the construction, service, and training divisions and assisted in annual revenue growth of over $1M in 9 months

CALENTI GROUP OF COMPANIES & METHAPHARM INC., Brantford 1997 – 2005 Privately held group of branded pharmaceutical and fine chemical companies that manufacture and provide clients and partners with active pharmaceutical ingredients, contract manufacturing services, and finished dosage forms. Methapharm is a branded pharmaceutical company with a focus on the acquisition, licensing and promotion of respiratory and organ transplant healthcare products in North America. Combined US$50M revenue, 50 employees.

EXECUTIVE VICE PRESIDENT AND DIRECTOR

Directed a team of 20-25 staff through 6 directors and managers (finance, operations, regulatory affairs, sales, ICT, and HR). Reported to President.

Business Issues: Start-up branded pharmaceutical company, new drug product approvals, in-licensed new drug products and medical devices, and grow top and bottom lines for group of related entities.

Transformed a US$0.5M start-up business into one generating over US$7.5M. Re-launched a pharmaceutical drug product and expanded its appeal globally to achieve a US$6M annual revenue stream and gross margins > 76%.

Created new consolidated financial reporting package and related dashboards and KPIs for Management ANDREW D. GALL PAGE 5

and Board

Negotiated in-license and distribution agreements for new drug products and established new sales divisions (organ transplant, oncology, animal nutrition)

Formed scientific advisory boards in North America and Europe for medical advice, business strategies, research & development, and new drug protocol development

Led $2.5M R&D project for a patented respiratory project involving new formulation, supervised international trademark and patent registrations

Managed design and construction of $3M new head office and FDA / TPD approved distribution centre; project under budget and on time

VICTORIAN ORDER OF NURSES, Guelph-Wellington-Dufferin Branch, Guelph 1994 – 1997 Not-for-profit, charitable home and community care organization providing home care, personal support, and other community services. Reported to Executive Director. FINANCE, ADMINISTRATION & SYSTEMS DIRECTOR

ACAPULCO RECREATIONAL CONTRACTORS, Kitchener 1985 – 1993 Privately owned aquatic facilities company specializing in commercial swimming pool design, construction, and service throughout North America. Reported to President. FINANCIAL OFFICER AND TREASURER ACCOUNTANT & TREASURER MINISTRY TABLES & SECTOR WORKING GROUPS

Pharmacy Implementation Table with Ministry of Health & Long-Term Care and Assistant Deputy Minister and Executive Officer

Canadian Pharmacists Association Advocacy Working Group Pan-Canadian Pharmacy Investment Working Group

Image & Reputation Collaborative Working Group

EDUCATION & PROFESSIONAL DEVELOPMENT

Education:

Executive MBA, University of Toronto. General Management in the Global Economy, 1997 Honours BBA, Wilfrid Laurier University, 1989

Professional Qualifications & Accreditation:

FCPA -- Fellow of the Chartered Professional Accountants of Ontario, 2014 CM&AI -- Certified Merger & Acquisition Integration Designation, Pritchett, LP, 2013 CPA – Chartered Professional Accountant, 2013

IT Management Certificate, Queen’s Executive Development Centre, 2011 A.C.C. -- Audit Committee Certified, The Directors College, McMaster University 2011 C. Dir. -- Chartered Director, The Directors College, McMaster University, 2009 FCMA -- Fellow of the Society of Management Accountants of Canada, 2007 CMA -- Certified Management Accountant, 1996

ANDREW D. GALL PAGE 6

PROFESSIONAL AFFILIATIONS

Chartered Professional Accountants of Ontario, Fellow / Member FEI Canada, Member

International Association of Privacy Professionals, Member Human Resources Professionals Association of Ontario, Affiliate Member Institute of Corporate Directors, Member

The Directors College, Alumnus

BOARD & COMMUNITY INVOLVEMENT

Health Partners Canada – Director and Finance & Audit Committee Chair, October 2018 – Centre for Education & Training –

Currently: Vice Chair, Secretary, and Governance & Nominating Chair, August 2018 – Previously: Director, Treasurer, and Finance & Audit Committee Chair, 2016 – August 2018 TSCC # 2300, Condominium Corporation -- President & Director, 2013 – 2016 Excellence Canada, Director & Member Audit Committee, 2014 Excellence Canada, Board of Governors, 2010 – 2014 TSCC # 1888, Condominium Corporation – Director, 2008 - 2010 United Way of Kitchener-Waterloo, Finance Committee Member, Past Professional Committees:

CMA Canada, – National Certification Committee, Past ADDITIONAL LANGUAGES

Conversational French and German.

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