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Edward Rogers chairs Rogers Communications and oversees family telecommunications and sports holdings, using trust authority to reshape leadership, advance the Shaw acquisition, and gain control of Maple Leaf Sports & Entertainment—a case in governance and inherited power.
Wes Hall founded Kingsdale Advisors after growing up in Jamaica and moving to Toronto, then launched the BlackNorth Initiative to combat systemic racism, connecting proxy battles, executive leadership, and opportunity-building from limited beginnings in corporate Canada.
Lino Saputo Jr. led Saputo Inc. for two decades, expanding the family-founded dairy company internationally through disciplined acquisitions while protecting its close-knit culture—a study in succession, cross-border integration, and navigating volatile commodity markets with operational discipline.
Galen Weston Jr. led Loblaw and George Weston through consolidation and scrutiny, using the Shoppers Drug Mart acquisition, discount chains, and private labels to shape a long-term approach to family ownership, turnarounds, inflation, and retail strategy.
Jeff Skoll was eBay’s first full-time employee and president, helping design its business plan and peer feedback system before directing private capital and storytelling toward systemic challenges such as climate change and pandemics at global scale.
Ryan Cohen co-founded Chewy before becoming an activist investor at GameStop, where he challenged legacy leadership and helped turn the retailer into a cash-rich holding company, linking customer service, capital allocation, and executive accountability.
David Thomson is a British film critic and historian whose subjective, confrontational writing explores why audiences sit in the dark, how actors contend with the camera, and how cinema’s illusions shape the lives viewers lead.
Jacques D’Amours spent three decades building Alimentation Couche-Tard’s operational core, enforcing store-level discipline and testing acquisition targets while decentralized management and rigorous cost control made large post-merger integrations work across a 16,000-location network in practice.