Years In Review

Select a year from the list below to read the year in review for that year.

2010 Year in Review | 2010 Board | 2009 Board

Marlon Reid

BRAND + RELATIONSHIPS + STRATEGY = ANSWERING THE CALL… TOGETHER!

It was a landmark year.  UFSC Toronto President, Marlon Reid, renewed the organization’s commitment to being financially fluent and fluently bicultural, and delivered a battle cry to his board, UFSC members and stakeholders to make a pledge to “Answer the Call”.

Marlon recently sat down to answer a few question about his organization’s transformation.  

 

“To this end, we needed to change the way we communicated, reinforce the quality of the products and services we offered, articulate the ‘who we are’ and the ‘what we do’ and, finally, harness the power of our network.”

 

 

WITH DECLINING MEMBERSHIP, WANING CORPORATE SUPPORT, UFSC REACHED WHAT MANY WOULD AGREE WAS THE NADIR OF ITS EXISTENCE SEVERAL YEARS AGO.  HOW HAVE YOU MANAGED THROUGH IT?

We were on the brink but our survival, during the tough times, prepared us in ways we could not have imagined.  In his book Outliers: The Story of Success, Malcolm Gladwell makes an important hypothesis and asks pressing questions about success and the things that distinguish people who succeed from those who do not.   If success is the manifestation of an individual’s habit or commitment to obtain ultimate mastery over a skill, resource or gift, while at the same time being conscious of opportunities that emerge from time to time, could this postulate not apply to organizations like UFSC?   

In the struggle to survive, we discovered that the habit that we needed was a commitment to building our brand.  We developed a habit to deliver the finest communications, enlightening and relevant general meetings, and first-class programming through our four pillars (professional development, community outreach, financial literacy, and networking), and this habit would become our brand.  Aligning our goals and needs to the vision of our corporate partners, became our way to remain aware of opportunities to answer the call.    Managing through the tough times was made possible by a combination of brand rehabilitation and strong relationship management.

WHAT WAS THE FIRST STEP IN REVITALIZING THE BRAND?

Non-profit volunteer-based organizations, like UFSC, are often required to defend their worth and relevance to stakeholders.  UFSC stakeholders, who include members, corporate sponsors, and the community at large, presented some challenges.  UFSC was defined in too many different ways, by too many different people, and the result was an organization without a clear and unequivocal identity.  The invariable result of this identity crisis was a difficulty in communicating to our stakeholders what it was we could do for them.  The first order of business tasked to me by then-President Gavin Douglas was to make an impact by rehabilitating the brand of UFSC.

Over the past three years, UFSC has sought to seize a defined space in a crowded milieu of community service organizations.  To this end, we needed to change the way we communicated, reinforce the quality of the products and services we offered, articulate ‘who we are’ and ‘what we do’ and, finally, harness the power of our network.  It was increasingly evident that UFSC’s success would be effectively connected to its ability to align its vision to those of its community and corporate partners.  It was our resolve that we could no longer be all things to all people, and still expect to be the operationally efficient, strategic, driven, industry and community-changing organization we aspired to be.  So, in an effort to set UFSC on a trajectory consistent with its potential and one worthy of its membership, establishing our brand was the undisputed priority.

Members and guests who attend our General Meetings and networking sessions extol the virtues of  membership and speak of the camaraderie they experience when a community of finance professionals get together for this monthly exchange.  Those receiving only an e-mail, or people simply visiting our website, discovered something far different than what they may have heard.  Our communications were not professional, lacked key messages and were rarely uniform.  Our website lacked engagement, was almost always out of date, and was short of the desired ‘stickiness’ needed to keep people coming back.  

Adoption of an e-mail marketing strategy that included (1) the redesign of our logo, (2) targeted imagery, and (3) an e-mail marketing tool for distribution and analysis signalled the tangible change throughout the organization.  The 2009 launch of our ‘next-generation’ website set the stage for the follow-up phase of the communications leg of our branding strategy.   A website, complete with current and historic information, would provide plenty of information about the organization, while the UFSC job board would offer members opportunities specifically targeted to our community.  Further website development, such as a searchable talent database for corporate partners and recruiters, will continue to drive value to our members and partners but, perhaps most importantly, speak clearly of who we are, what we do, and what’s in it for you.
    
 WHAT WERE THE IMMEDIATE RESULTS OF THESE EFFORTS?

What emerged from the measure taken was the UFSC brand: A community-based non-profit organization of fluently bicultural finance professionals, drawn together through networking, a common need to grow and develop as professionals, and a commitment to financial literacy. A group determined to “Answer the Call” by using our individual talent and collective resources to raise the economic condition of our community, while encouraging youth to consider financial services as a viable career option.  

At the same time, we were developing strong relationships with corporate partners, like CIBC, BMO, KPMG, Macquarie Group, law firm Blake, Cassels and Graydon, and TD Bank, whose vision is to be the bank of choice and employer of choice in the black community.  As the UFSC’s official communications sponsors, general meeting and networking partner, TD Bank helped UFSC establish the footing necessary to make its communications efforts effective and sustainable, and we are fortunate and thankful to have relationships of this calibre

Our momentum is thrilling and we are excited about the future, but we will never forget that we emerged from under a dark cloud, in a way that would make even Malcolm Gladwell proud.

WHAT MADE THE BIGGEST IMPACT ON MEMBERSHIP THIS PAST YEAR?

That is a very difficult question to answer.   Our Membership & Networking, Community Outreach and Financial Literacy committees did an excellent job answering the call, building excitement at our General Meetings and networking sessions, forming new relationships, strengthening old ones, and forging ahead boldly.  While our committees can each make an argument as to which of them had the greatest impact on membership, the yeoman’s work of the Professional Development committee knocked it out of the park this year.  Pulling together a formidable roster of mentors committed to sharing their time, professional insight and experience with our membership filled us with hope, as each word of advice illuminated many of our next steps.

With the introduction of two new exciting offerings from the Professional Development committee in (1) the Canadians for Canadians (C4C) Mentoring Program for young professionals, and (2) the Mastermind program from mid and senior level managers, our membership grew on the promise of the impact this level of engagement would have on their individual careers.  The feedback was clear… the General Meetings got people in the door, but Professional Development will keep people coming back for more.

Our mentors are models of success and each set the benchmark for professional excellence, but the time they have taken out of their busy schedules tells us all we need to know: that there is always time to make a difference.

HOW DO YOU PLAN TO BUILD ON THIS MOMENTUM AND WHAT IS YOUR FUTURE OUTLOOK?

Building on our momentum will rely on strong leadership who will remain true to our simple strategy.  Our members, the community at large, and our corporate and community partners need to remain invested in UFSC’s desire to: (1) enhance its brand; (2) demonstrate outstanding content and execution at monthly General Meetings; (3) build, nurture and leverage strong and sustainable relationships; and (4) deliver strategic, targeted and celebrated programming through our four pillars (professional development, community outreach, financial literacy and networking).

The summer of 2012 will be a monumental year for UFSC Toronto as the organization sets out to host the 38th annual UFSC International Conference, entitled “Borderless Future, Boundless Opportunities”.  Leveraging the momentum of the 2012 conference will drive engagement and stir interest, but we must not lose sight of the Baltimore conference (June 8 – 12) in 2011.  A large contingent from Toronto at the Baltimore conference will not only send a message of “Excitement and Readiness” loud and clear to our friends south of the border, but will provide a galvanizing and inspiring experience for those who travel with us as ambassadors for Toronto 2012.

Building on the momentum will require careful execution in planning, organizing and controlling.  While these tools of management will be necessary to shape success, a real win will be orchestrated through tools of leadership: vision, alignment, and motivation.

I have every confidence in the succession of leadership.  Incoming President Davina Reid is not only a tough-as-nails manager and highly decorated UFSC executive, but has the vision, qualities, tools and support of a strong executive and Corporate Advisory Board, that will allow her to shine as the leader she promises to be.

UFSC’s momentum is left in good hands.

WHAT WAS THE MOST DEFINING EXPERIENCE FOR YOU PERSONALLY?

I received a call at the office one afternoon and I immediately recognized the voice of an elderly gentleman who had been following my career since I was an undergraduate student.  He marvelled at my success, but was more impressed with the work I put into each undertaking and into pushing myself to deliver results.   A recent honour I received from the Canadian Association of Black Lawyers, which this gentleman had caught in the newspaper, inspired him to recite the following to me over the phone:

“The heights by great men reached and kept… were not attained by sudden flight,... But they, while their companions slept, were toiling upward in the night”

The words, from what I later came to learn were a line from the poem The Ladder of St. Augustine by Henry Wadsworth Longfellow, resonated with me.  Nothing gained overnight or attained by ‘sudden flight’, during my time at the helm of UFSC, would have delivered a sustainable or enduring result.  The leader UFSC needed me to be, and the transformation to which I was tasked, could be attained only through hard work and an unrelenting commitment to the journey and not the destination.

Because people are at the core of what we do, the most defining experiences were those, both good and bad, that involved people and personalities.  I want my administration to be defined by the collective effort of a strong and committed board, committee leadership and members.  My trust was placed in a set of people who aligned their personal interest with the vision of the organization, persevered where others surrendered, and stepped-up when colleagues faltered.  That my vision came to life through hard work, determination, accountability and sheer willpower, is reassuring.   Hard work and willpower are within our control and, as long as we aspire to be the best we can be while making our community’s children the priority, the heights of UFSC’s vision will not only be reached, but kept.

I would like to thank the UFSC executive board for its hard work and commitment to the vision during my administration.  The work of such a dedicated leadership team demonstrates that the possibilities are endless when we are prepared to “Answer the Call”, now and beyond, TOGETHER.

Marlon Reid

President, UFSC Toronto
2010 “Answering the Call”

2003 Year in Review

Kurunkye Sekyi-Otu

“Walk Strong”

UFSC has had a tremendous impact on me professionally since becoming a member in 1998. Last year, as President of the Toronto Chapter, was the most rewarding position I have held during my career in financial services. UFSC offered me and every member an opportunity to be challenged, give back to the community and have exposure to some of the most dynamic financial professionals in Canada. I encourage all UFSC members to share in riches this organization provides.

In 2003, UFSC Toronto was building on the success of our 5-Year Anniversary Gala(Oct/02) and the profile associated with it. UFSC Toronto was featured in ROB Magazine, a Mackenzie Financial publication and on ROB TV. We were able to leverage our increased profile into attracting a line-up of fantastic guest speakers at our monthly general meetings: James Morgan, Investment Banking, Scotia Capital Markets, Terrie-Lynn Devonish, Executive Vice-President, General Counsel & Chief Compliance Officer, HSBC Securities Canada, Hazel Claxton, Partner & Senior Vice-President, PriceWaterhouseCoopers. Certainly the year’s highlight guest speaker was Dr. Sherry Cooper, Chief Economist, BMO Nesbitt Burns. Many thanks to UFSC members who contributed to attracting the above mentioned professionals.

One of the pillars of our organization is working towards the professional development of our members. In 2003, there were a number of opportunities for UFSC members to explore areas beyond finance that can be critical to remain a well-rounded professional. Building Your Thinking Power(I): Mental Flexibility and Building Your Thinking Power(II): Power of Ideas. These sessions were facilitated by Maxine Shrouder, President of Toast of CIBC(Toastmasters International) UFSC members also participated in the following professional development activities: Thinking Like an Entrepreneur(Terrance Hibbert), Media Training(Media Profile) and Dress for Success(Charles Bennet, Holt Renfrew).

In addition to working on our professional abilities, UFSC members reached out to young folks in the black community to teach them how to become successful. Each year UFSC members participate in Junior Achievement. Here we identify two schools within the Greater Toronto Area that have a large black student population and teach Junior Achievement’s Financial Economics course to Grade 7 students. UFSC members also participated in activities with: The Applause Institute, Youth Encouraging Self-Empowerment(Y.E.S.), Tropicana and the Harry Jerome Scholarships.

Networking with other UFSC members is one the greatest benefits of becoming a UFSC Toronto member. Last year, the ability to network was increased significantly as our membership grew over 40%! Chapter achievements such as the first CFA study group and the creation of our quarterly newsletter, The Balance Sheet, attracted new members from across the financial industry. Throughout the year, UFSC members were forging business relationships. This is crucial for a successful networking organization.

Finally I would like to express my sincerest gratitude to our corporate partners and members of our Corporate Advisory Board.

Thank you for allowing me to serve as your President. Last year we “Walked Strong”, in 2004, with Dionne England as President, we will “Raise the Bar”.

Kurankye Sekyi-Out

2002 Year in Review

Earl R. Davis

Looking back upon 2002 puts a smile on my face. It was a successful year on many fronts; we expanded our membership, added to the depth of both our professional development and guest speakers, increased our participation in volunteer initiatives, and capped it off with an extremely successful fifth year anniversary gala.

It was an especially pleasurable year to be president given the dedication of our membership. Our members participated in numerous speaking engagements throughout 2002 within the community and amongst our youth. We spoke at elementaries, high schools and universities. The highlight of member participation was achieved at Junior Achievement where 16 UFSC members spent the day teaching approximately 120 grade 7 students about personal economics.

Another highlight of UFSC for 2002 was the commitment of the organization towards improving the skills and knowledge base of its membership. This commitment was demonstrated through the caliber of our guest speakers (which was second to none). Amongst our many interesting and varied speakers for 2002 were senior bank economists, portfolio managers and a former bank CEO & Chairman. UFSC also facilitated a number of informative and practical professional development seminars ranging from 'Writing Winning Resumes' to golf tutorials.

2002 also proved to be a very successful year in regards to forging new corporate relationships. Our corporate partners provided UFSC with unprecedented support (both morally and financially) in what they see as a well-run, well-structured and much needed organization in both the financial and black community. To our sponsors, I express our gratitude and excitement in building upon an already strong relationship. Thank you Mackenzie Financial; Scotia Capital; BMO Financial; TD and RBC.

In closing, I would like to say that UFSC would not be where it is today without the foundation that our past presidents have laid down. It is with this thought that I look forward to the future of UFSC and the strong leadership of both Kurankye Sekyi-Otu and Dionne England in the year and years to come. Thank you UFSC and continue to 'Walk Strong'.

Earl Davis
President Emeritus

Special Note:
I would like to extend my special thanks to the planning committee of our 5th year anniversary event, 'The Opening Bell Gala'. The Gala was a grand success with over 200 people (from across North America) in attendance at the grand hall of the beautiful King Edward Hotel. Without their commitment, this exquisite event would not have been possible.…