Not a day goes by without hearing about environmental, social, and corporate governance (ESG) principles. Executives are facing mounting pressure on all sides. Consumers, investors, and governments are raising their expectations and demanding concrete commitments. Companies that ignore this pressure will pay the price and face several challenges in accessing financing, attracting talent, and sustaining growth. Like a steamroller, ESG is a major trend that organizations can no longer ignore.

However, a recent survey shows that businesses are not ready to face this rising tide. The CASACOM Elevate Study, conducted with Leger among 300 organizations of all sizes in various sectors in Quebec and Ontario, reveals that 40% of organizations have no ESG or CSR (corporate social responsibility, which can be considered ESG’s anteroom) strategy. Only 48% of respondents claim to have implemented such a strategy. 

Another concern is that half (52%) of businesses integrating ESG/CSR principles don’t publish a report. This indicates an incomprehension of this rigorous and transparent process based on measurement, systematic evaluation, and disclosure.

Moreover, the understanding of the ESG/CSR concept differs greatly from one organization to another. Many companies report practicing ESG/CSR through donations and sponsorships, or by taking a public stand on policies or societal issues. 

Companies face barriers to implementing ESG/CSR, including lack of time, lack of clear priorities, and difficulty collecting internal and external data. Lack of expertise within organizations is also an important obstacle.

Taking the Lead

Despite the pitfalls, it is essential to take the lead to position yourself well. Decision-makers who fall behind will live with the consequences of their inaction and the backlash will only be greater. As with any challenge, it is important to think ahead and exercise leadership to avoid having to take action under pressure. 

So, where to start? There are three main steps to take: the business must first assess its ESG risks and opportunities in relation to its stakeholders. This audit can be carried out within the organization or, better still, externally, to gain perspective and objectivity. It is then necessary to mitigate the risks or exploit the opportunities identified. Some of these elements must become priorities in the company’s strategic plan. Finally, each of the performance objectives must be closely monitored, measured, and disclosed. 

The tone and means of communication surrounding this approach must be chosen with care. ESG is definitely not a marketing campaign! The credibility of the process depends on the ability to involve stakeholders, starting with employees. The last thing a business wants is to be accused of greenwashing and be forced to go back to square one. So, are you ready to take the plunge?

Marie-Josée Gagnon, founding president, CASACOM

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To think that I hesitated for three years before I dared to go into business for myself. Not having been exposed to entrepreneurship in school or through my immediate family, starting a business on my own seemed entirely out of reach. I doubted my entrepreneurial skills. I believed that I would not be able to develop a business, nor to live without an assured paycheque. Worse yet,  I had imagined this failure a thousand times.

And yet, on September 11, 2001, when the world trembled, was the day I decided to take the plunge – alone. 

That first step 20 years ago created CASACOM and subsequently the  Brave Project. Today, I live an exceptional human and professional experience that exceeds all my young-adult dreams. Along the way, I’ve learned a few things that I am compelled to share with you. 

Building a Business is a Permanent Profession of Faith

You can’t think about it too much, but everything hangs by a thread and nothing is ever granted. A new contract, an employee or partner’s response, the available cash flow to make a certain payment, your team’s well-being: uncertainty is permanent.

How was I able to keep everything in place despite the fragility? Faith. Faith that everything will be fine, that we will be okay, and that we can face anything. You’ll tell me that’s the way it is in any organization. In fact, when you’re leading an independent company, like CASACOM, there is no one there to catch you when you fall. I often say: my business is like a flying car. There is nothing above, nothing below. But the beauty of it is that we are behind the wheel!

Your Business is an Expression of Yourself and Your Values

There is little difference between me and CASACOM. Just like her, I’ve grown as the years went by, through our client interactions and the contributions of the employees who joined us. By imbuing CASACOM with our values and our vision for the future of our profession, we have made the organization unique. 

I didn’t apply ready-made recipes, I didn’t try to be someone else.  In fact, that’s what we tell our clients and employees: we need you as you are. It’s your quintessence that interests us. Like many people, too many organizations waste a crazy amount of time not being themselves. Whereas it is precisely their originality, their independence of mind and their unique values that will make them a success.

Seek Daily Discovery and Transformation Opportunities

Not having a bachelor’s degree in business or working in a PR firm before starting CASACOM, I learned everything in the heat of the moment. There were plenty of learning opportunities, day in and day out, and I took advantage of them all. I learned about myself, public relations, related disciplines, our clients’ industries and the business world. Among my most important learnings in 20 years, I would say real-time digital interactive communications, mindfulness, consultative sales, refining our approach and teams’ mobilization top the list.

Some experiences have literally transformed me, others, sometimes painful, have moved me deeply. Whether the result of hardships or simply lessons learned from my mistakes , every new challenge has gifted me with knowledge and insight. I became addicted to surpassing, sharing what I knew and transforming. As I said, there is little difference between CASACOM and I. We both share a purpose with our team;  to elevate ourselves…in all spheres of our life.

Courage as a Driving Force

If there’s one thing to remember, it’s the importance of courage. Without it, my life would have been unsatisfactory. Courage is learned, and the more it is practiced, the easier it becomes. Courage made the difference between an ordinary and an extraordinary journey for me. I owe it everything. It is what inspired me to create Brave (braveinspiration.com) four years ago. To tell stories of courage that will inspire others to take action, to take the plunge that can elevate their lives. 

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In this pandemic, there are silver linings. The pandemic has shed light on why managers and business leaders should acknowledge the strategic and essential role of public relations and communications. Both have been at the heart of the most critical business activities, whether it is meant to inform, reassure, or mobilize employees, or managing the multiple layers of external communications.

Furthermore, businesses are becoming increasingly important for the public in general. They are expected to address unmet needs from governments. We also expect them to take a stand and get more involved at the societal level; expectations go beyond words, stakeholders want concrete actions! Finally, with the acceleration of digitization and increased direct contact with customers and other key audiences, public relations managers must engage in this conversation on an ongoing basis, whether it be to listen to it, to contribute to it, or to assess it.

Aligned Business Priorities

Companies are also realigning their top management priorities. For about a year, not a day has gone by without hearing about societal impact, ESG, corporate social responsibility, employee engagement, or business transformations. The alignment workshops between vision, mission, and values that our team designs are running more and more frequently. More than ever, decision-makers have their eyes riveted on the same priorities as us communicators.

3 Ways to Elevate 

In my 30-year career, I have never seen such a favorable context for recognition of our expertise. The door is wide open to redefine our role as communicators and our relationships with other leaders. It is more than time, if it hasn’t already been done, to move public relations in a direction that allows communicators to have a voice on the executive committee.

Here are specific ways to help further develop your strategic role and increase your contribution to your organization’s business affairs:

1. 1. Listen while asking the right questions. Listen actively to develop an excellent understanding of the business’ challenges. Ask: what is the main issue or opportunity, how have we tried to address it in the past, what happens if we don’t act, what are the deadlines, etc. Ask courageous questions, question the status quo, and offer new perspectives. No one (in their right mind) is going to blame you for making them think.
   2. Talk business. Identify the cost or opportunity, the overriding reason for your internal client. Afterwards, help them assign a monetary value to it. For example, how much is it worth avoiding this crisis or what can we gain if we increase our visibility in this market segment? Then, develop an approach with a substantial budget for this issue or opportunity and take the time to compare it to the cost or gain identified beforehand. 
   3. Beyond the communication spin, propose actions. In your plan, include concrete and meaningful actions, not just communications messages, but actions to reach your goals and objectives. To do this, draw inspiration from the needs of stakeholders, starting with employees. They bring a wealth of ideas!

Of course, there are several other ways to elevate the role of PR and communications. But, I can guarantee that if you start with these three steps, you will make significant progress. Keep us informed on your journey!

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Like many others, the long months of the pandemic has filled my head with questions. My certainties as an entrepreneur and business leader were shaken, my bearings scattered, and despite this, I had to make quick, solid and fair decisions.

To help clarify my thinking, I reached out to my network of partners at Worldcom PR Group. This group of 85 independent public relations and communications firms helmed by entrepreneurial leaders like myself, became my number one resource to help me navigate through the early days.

First I called a few friends in the group to discuss in confidence the delicate issues I was facing. Together, through phone calls and Zoom calls, we survived the fragile stages of the first weeks. Finding common ground with them and feeling less alone was both reassuring and life-saving. My perspective and my solutions became less uncertain. I had regained some of my bearings.

Since those early days, I have continued to participate in bi-weekly peer-to-peer meetings during which we discuss our challenges, our successes and, above all, our experiences. These are invaluable exchanges.

Exceptional mutual trust

For the past 15 years, I have been fortunate to be part of this community of independent public relations firm executives. Originally, I joined to connect with the world as I felt alone on my Montreal island. Over the years, the reasons to be affiliated with this group have multiplied.

Here are a few of my personal favourites:

• Continuous learning from generous expert partners that inspire growth;
• Access to the insights and multidisciplinary experience of 2,000 professionals located in 132 offices on 6 continents;
• Foresight to be one step ahead and always “ready” to recommend and deliver the latest PR and communications tactics;
• Secure access to the international market through our 85 partners for our clients;
• International client recommendations from partner referrals;
• The opportunity to build exceptional camaraderie between people who are wondering about the same questions we are;
• Visiting the world to participate in spring and fall meetings (in normal times, of course).

Today, having survived (and dare I say thrived),  through the crisis at the beginning of the pandemic, I feel deep gratitude towards this organization and that is why I wanted to offer this testimony. CASACOM simply would not be CASACOM without Worldcom.

#WorldcomStrong

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I can’t help it, it’s in my nature. I see the glass half-full most of the time. Of course, I have my moments of discouragement, but they recede almost as fast as they rise. I am fortunate and I recognize that. I have learned that the best way to honour my good fortune is to listen to others and with their very real needs in mind, give back as much as I can.

Before you can give back you must have your own house in order.  The uncertainty, the fear, the chaos – our team at CASACOM didn’t escape the trying reality of the past three months.  The pandemic upset us and challenged our every norm, but what it did most is strengthened our bond as a team and showcased our creativity, commitment, and resilience. And unexpectedly, it opened up a world of possibilities.

A Refocused Mission, New Opportunities

I thought I had our priorities well thought-through and articulated before this crisis. I have come to learn how to prioritize them even better. Very quickly, as a team, we came together and identified the essentials. Very quickly, we got down to the business of living our values and serving our communities.

1. Our Employees: Like many companies, we took immediate steps to ensure health and safety. Beyond the physical, we took unprecedented strides to not lose sight of the quality of team morale and motivation by increasing weekly contact and investing in creative distance-team-building activities. We also took extra good care of our culture in these past weeks and the reward has been inspirational and an ongoing source of pride and joy. Employee well-being and communication will always be a foundation of our success

2. Our Clients: As our world required pivots and adjustments so did theirs. Many had to hit pause on projects that just days before consumed their working hours. Despite the sudden stop, we stayed close to their needs. We spoke, and most importantly, we listened. Many needed us urgently.  We were honoured to respond.

Agility became the key as we raced to adjust to everyone’s different situations. From a complete shutdown of operations, to an outburst of demand for products and services, to a complete change in operating business models, we stayed on our toes with each new scenario. Listening, adaptation and creativity have been our guiding key words!

3. Our PR Community: From the very first hours of the crisis, we realized that even the most experienced experts were thrown off course, which was understandable given the unprecedented circumstances!

We had to act. Given the chaos, we were happy to have a driving mission: to support the community of communicators and to provide them forums for discussion, access to the latest insights, and peer interviews for inspiration. We took on these activities to be useful and to use our platforms to contribute to a greater good. We kept up the steady pace by constantly reinventing our approaches.

Here is an overview of our activities for our community to date:

• We published 20 blogs following the evolution of the crisis.
• We held ten CASACademies in Montreal and seven in Toronto, with new themes every week! More than webinars, these meetings have become a place to exchange ideas and concerns almost as intimately as those held in our lounges in Old Montreal or Queen West in Toronto.
• We conducted 25 interviews with Communications experts and CEOs for our new CASAContact podcast.
• We created a dedicated Covid-19 section on our website providing relevant in-depth articles and insights.

The production of this content has been beneficial for us. It mobilized our team around a common goal and strengthened our learning culture; it also allowed us to reflect, be able to anticipate upcoming issues and to sharpen our strategic advice. Above all, it has enabled us to stay in tune with our community, and better serve our clients.

These many meetings and conversations have strengthened existing relationships and created new ones.

The rewards have also been in the countless messages of thanks, the words of encouragement, and the requests for more. And it is true – you do feel good when you give. What better feeling than knowing that you are making a difference for someone?

From the beginning, despite the difficulties, I dared to believe that this pandemic could make us better. And today, I am convinced that it will. Our track record shows how far we’ve come, the importance of our work and the impact we can have.

Thank you to my entire team, our clients and our community for all we have accomplished in the past few months. May the next few months bring us just as much!

The post A Pandemic of Possibilities appeared first on CASACOM.

CASACOM is pleased to announce the appointment of Tricia Doyle as Business Strategist and Managing Director of the Toronto office. Tricia has been leading the English Canada operations of the Québec-based firm since the beginning of the year.

Tricia is an innovative brand strategist and marketer with 20+ years of expertise counseling senior executives, motivating and engaging teams, and fostering relationships with multiple stakeholders.  Her extensive experience leading clients through crisis and change has provided great value to the firm’s client base, particularly given the current climate.

“I feel privileged to join this team of dedicated people, committed to doing insightful and strategic client work.” said Tricia Doyle. “My immediate focus will be to help our clients navigate through these unprecedented times and to engage with their clients and customers in a meaningful way. We will also use our platforms and networks to help share information in a timely and accurate fashion.”

“We are delighted to have Tricia join our CASACOM family”, said Marie-Josée Gagnon, CEO & Founder of CASACOM. “Heading up our Toronto Office, she will lead our experienced client-centric team. Tricia is a marketer, a business strategist, a communicator and a relationship builder. It is rare to find all these qualities in one individual but when we met Tricia, we knew we had found the right person to lead our Toronto team as we continue to grow our business.”

In addition to her new role at CASACOM Toronto, Tricia is also a part-time Professor at the Centre for Business at George Brown College where she lectures in Business Strategy. She holds an MBA from the Schulich School of Business. 

Suzanne Rappaport promoted to Senior Vice President

CASACOM is equally pleased to announce the promotion of Suzanne Rappaport to Senior Vice President of the Toronto office.

Since joining CASACOM three years ago, Suzanne has provided strategy and oversight to the firm’s clients, as well as leadership and mentorship to the entire team.  In her new role as Senior Vice President, she will continue to oversee key accounts for the agency with an added focus on content creation, creative direction and client excellence.  Suzanne will work closely with Tricia to grow the Toronto business.

“Suzanne has been an incredible leader and strategist and we are so pleased to have her continue with us in this new role.” Said Marie-Josée Gagnon, CEO & Founder, CASACOM.  “Our leadership team in Toronto of Tricia and Suzanne is incredibly strong – bringing diverse yet complementary expertise to our clients and team members.  I have no doubt these two leaders will make magic happen!”

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Seven tips for business leaders

The global COVID-19 pandemic is taking us out of our comfort zone and forcing us to measure our words and actions. Business leaders know how essential communication is under such circumstances.

After offering a first guide to address communications and public relations during a pandemic in this blog post, here are seven more specific recommendations.

1) Show empathy. The risks to human health are real. It goes without saying that you must primarily be interested in people and their personal situation. Companies that are empathetic will be rewarded by their audiences. A concrete example: one of our clients, Fondaction, announced last Friday that it was giving its clients a three-month break in the payment of their loans.

2) Track, listen and measure. The situation is changing rapidly. It is important that you follow developments closely and stay aligned with your stakeholders and their reality. Do not hesitate to ask your employees, suppliers and customers what concerns them. Many of you will not be able to physically meet your contacts. So don’t hesitate to pick up the phone! Also, monitor social media conversations and look for the most popular topics to predict the reaction of your audiences. Personally, I want to see the blows coming. I imagine that this is the case for all business leaders.

3) Communicate regularly and with clarity. Your decisions must be clearly communicated, without ambiguity. Communicate frequently, especially as the situation evolves. Your decisions may change accordingly. Choose a tone that lends itself to the gravity of the situation, without being alarmist. Beware, however, of information overload or unclear content. It’s better to communicate little and often than rarely and a lot. The last thing the world needs right now is confusion. Also, internally, in parallel with your crisis unit, set up two-way channels and call on the collective intelligence of your teams to generate ideas.

4) Be consistent. The forms and types of communication channels are also crucial. At this stage of the crisis, they must be reliable, constant and without artifice so that the message gets through. Regular emails from organizations and the daily press briefings from the Premier of Quebec are good examples. You will soon have to think about varying the forms of communication, but let’s do it one day at a time.

5) Train and inform your teams and their leaders. The new procedures you are implementing must be fully understood by all your troops before they can be adopted. Are your managers sufficiently informed and trained to ensure their rapid implementation? We cannot cut back on training and coaching in this period of uncertainty.

6) Offer help. Some organizations are able to offer help. For example, the media, such as The New York Times or La Presse, have set up daily newsletters on COVID-19. Also, broadcasters, such as Télé-Québec, offer television programs adapted for children. At CASACOM, we volunteer to help charities during this critical time for them. And you, what can you do?

7) Finally, I beg you, do not take advantage of the crisis. We must avoid taking advantage of or appearing to take advantage of the crisis. Use caution if the temptation to generate revenue on the back of the pandemic or its victims arises. If you are a Zoom (videoconferencing solutions company) of this world, your business will benefit enormously from the crisis. Take the example of its CEO who, even in this profitable period for his business, has shown humility so far.

Finally, as you know so well, there are opportunities in every crisis. At this point, leaders have the opportunity to rise above and show their humanity. Your audiences will remember it.

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2019 was a very clear year for the future of humanity. We are increasingly experiencing what science has long predicted. Threatening forest fires in the Amazon and California and those that are still terribly active in Australia. Severe flooding. Extremely violent storms. Suffocating temperatures. Never seen. The impacts on nature, humans and the economy are unequivocal.

In December, I participated in a French Summit* on ethical and responsible governance. For two days, governments, private companies’ leaders, entrepreneurs, representatives of the First Nations, artists, students, reflected on what everyone can do to improve our world and avoid the worst.

It is becoming increasingly clear that there isn’t and will not be simple or immediate solutions. Nor will there be a law that will fix everything, everywhere and in time. Everything will have to be tried by everyone.

While “it is too late to be pessimistic” as the French biologist Gilles Bœuf puts it so well, it is in my opinion that it’s urgent to be courageous.

Courage: The Virtue to Face Crisis

Whether we are ordinary citizens, leaders, entrepreneurs, journalists, artists, political decision-makers or students, courage is the virtue that can change the course of our history.

I am convinced of this, because for the last three years I have been interested in the question of courage. I have discovered many things through the 21 Brave** interviews I conducted.

Courage is a mental and moral force accessible to all; it is at the heart of all engagement. Despite fear and doubt, courage allows you to change the course of your existence, to face trials and to undertake. In short, it allows humans to move mountains. In the face of the untenable, courage helps us to persevere and hope. It also allows us to live with integrity in our values to say what we think and to stand up for our beliefs. Good news, courage can be learned, we can become a habit, and what’s more, it’s contagious. Courage inspires courage.

During my Brave interviews, I especially noticed that courage is what transforms an ordinary life into an extraordinary life. It’s also what makes ordinary people do extraordinary things.

Watch Greta Thunberg’s journey. That’s exactly what I’m talking about.

Only the brave know what they are really capable of. Only the brave can help change the course of history. It is the privilege of those who dare.

In this decisive new decade for humanity, all that remains is to be brave. For us, for others, for civilization.

Happy and Courageous New Year!

* Happy Gov Day, Lyon, France.

**On braveinspiration.com, you can hear interviews (in French) with Brave interviewees, such as Mylène Paquette, Valérie Plante, Claudine Labelle and Anie Rouleau. Interview with Nancy Trites Botkins is available in English.

The post 2020: The Urgency to be Courageous appeared first on CASACOM.

Study reveals expanded role of strategic communications and provides tools to practice them.

At CASACOM, we are always looking to “go beyond,” to “elevate.” Elevating to increase the impact of our ideas and programs is our raison d’être. So, you won’t be surprised to know that a new study about the increased role of leaders of public relations and communications (or CCO for Chief Communications Officer) has caught my attention. This research concludes that the sphere of operation for high-level communicators is becoming even more extensive and strategic in the context of corporate transformation. As a result, CCOs form a real team with the CEO to deploy necessary projects.

The comprehensive study comes from the American association Page, supported by public relations firm APCO. For 18 months, 200 communications leaders around the world were interviewed in depth and 170 others were surveyed. Four emerging areas of focus were identified for communications teams. These are

1. The Corporate Brand

Historically under the responsibility of marketing, corporate brand stewardship is now in the hands of 66% of the communications leaders surveyed. These leaders oversee the experience of all target audiences at all points of contact. The corporate brand becomes a multidimensional master brand that must be strong and integrated. For instance, customers are more interested than ever in knowing the brand attributes of the companies from which they purchase products or services, both in B2B and B2C. For the corporate brand to become a strong lever for transformation, brand attributes, storylines and messages need to form a coherent whole. A central place must also be given to evaluation. There is still work to be done in this area: the study shows that only 44% of communications leaders assess the scope of their brand in the way it should be assessed.

2. Corporate culture

Corporate culture refers to how you do business in each company. For a long time under the responsibility of human resources, more and more often, it reports to communications leaders. Here, we are not referring to internal communications, but to the creation of a common culture.

This includes adopting innovative ways of working, such as the Agile method, or establishing processes so that business decisions can be based on data. Most of the communications leaders met and surveyed intervene to strengthen customs, training, tools and sometimes even the systems to transform their organizational culture in a sustainable way. These are highly strategic interventions, particularly when it comes to retaining and recruiting employees, the issue of the day in Quebec and in Canada.

3. Societal value

Customers, consumers, employees, investors and citizens, to name only a few, are increasingly pushing organizations to become agents of social change. At a minimum, they expect companies to contribute to society, whether it be from an environmental, social or cultural standpoint. This primary responsibility is very often placed on the shoulders of communications leaders. Their scope of action is vast. It includes, among other things, the definition of the company’s raison d’être, the ESG (environmental, social and governance) reports and the integration of societal value creation into the company’s strategic development. This is a sector driven by the need for transparency, and that requires strategic decisions. Organizations can’t do everything! Today, 80% of the communications leaders surveyed communicate about the societal value of their organizations, 54% lead ESG efforts and 27% conduct gap analyses between stakeholder experience and organizational objectives. This is another sector that will expand in the coming years.

4. CommTech

Finally, there is what Page calls Commtech, an emerging discipline that uses technologies to improve, understand and engage stakeholders, focusing primarily on their behaviours and outcomes. Based on increasingly accurate data, this trend leads communications leaders to design and optimize a customized stakeholder journey and assess whether these paths have been taken. This includes the integration of automation and AI. Commtech requires new tools, team structures, skills and budgets. This is just the beginning.

Impact on communicators

This is one of the most exciting studies for the profession that I’ve read. It shows how to progress in each of the disciplines—and it’s very well done.

That said, in the day-to-day reality of our organizations, I see a few challenges emerging, ones I find quite surmountable.

• First, you must immerse yourself in the affairs of your organizations, have the information and be part of the discussion at the right time. Otherwise, how can you become an agent of transformation? This requires constant attention, a healthy distance and a certain courage. One must cultivate one’s credibility to influence change. Fortunately, we have more and more markets, consumers and employees on our side!
• Collaboration has always been at the heart of our work, but it is becoming even more of a key element given the magnitude of tomorrow’s organizational challenges. Becoming a top-notch/first-class partner for all senior executives of the organization is a must.
• Finally, we must ensure balance in all of this. Expectations for input from communications leaders are always higher. And the conditions for success are often unclear. Staying on a moving path requires excellent physical and mental health. And we are solely responsible!

I’d love to know your thought on this. Don’t hesitate to drop me a line. Enjoy reading!

The post Communications leaders are becoming leaders in business transformation appeared first on CASACOM.

“I’m looking forward to leading our firm with a quality leader such as Jean-Michel,” said Marie-Josée Gagnon. “He is highly competent, results-oriented and has a contagious positive attitude. He embodies CASACOM’s values, is completely committed to everything he does, and is widely respected by clients and employees alike. Together, we will continue to grow, develop and transform CASACOM.”

“I am privileged to become a partner in the success of CASACOM, whose mission, values and work fulfills me in every respect,” says Jean-Michel Nahas. “Marie-Josée is a visionary entrepreneur whom I value deeply. She has built a high-caliber firm with an enviable reputation that drives ambitious goals. Thanks to the trust of our customers and our great team, I can say that the future is very promising.”

About Jean-Michel Nahas

A professional with 12 years of experience in journalism, public relations and management, Jean-Michel Nahas began his career as a journalist with the Journal de Montréal. He later led the Marguerite Bourgeoys School Board communications team and made his mark by launching the organization to the public, including through the media and social media.

Jean-Michel is an expert crisis communicator, strategic planner and team leader. He specializes in integrated communications campaigns, delivering high-level results that speak directly to our client’s business objectives. At CASACOM, he has advised several top tier organizations, including Toyota, Pharmascience, the Quebec Association of Proprietor Pharmacists, Agropur, Expedia, Fondaction, Kiewit, Sleeman, amongst others.

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