Etienne LeBoeuf, CPA,CA

In my role overseeing financial regulation and governance, I was responsible for ensuring financial stability, effective governance, risk management, and regulatory compliance of credit unions, loan and trust companies, and cooperatives. With a strategic focus on depositor protection and corporate governance, I implemented a risk-based supervisory framework, modernizing regulatory guidelines and policies. I reduced operational risks in the credit union sector and enhanced stakeholder engagement. By driving operational improvements and legislative advancements, I contributed to a stronger more resilient credit union sector while ensuring alignment with industry’s best practices and regulatory standards.

• Strengthened depositor protection by overseeing the financial stability and solvency of credit unions and loan and trust companies.
• Reduced solvency risk by adapting and implementing the Office of the Superintendent of Financial Institutions (OSFI) risk-based prudential supervisory framework for New Brunswick credit unions.
• Reduced operational risk in the credit union sector by requiring the implementation of an Enterprise Risk Management framework and NIST cybersecurity framework and standard operating procedures.
• Improved stakeholder collaboration by introducing a structured shareholder engagement and communication process.
• Modernized legislative provisions and regulatory frameworks within the Cooperatives Act, meeting industry needs while maximizing consumer protection.

As Chief Financial Officer, I provided strategic financial leadership, overseeing risk management, resource allocation, and financial planning to drive organizational stability and growth. Reporting directly to the CEO, I played a key role in decision-making, financial restructuring, and operational efficiency improvements while leading a high-performing finance team.

Directed risk management, strategic and operational planning, financing, ROI analysis, and Board presentations, ensuring alignment with business objectives.

• Led a team of 54 employees across finance functions, including general ledger, treasury, payroll, accounts payable, receivable, collections, budgeting, retail accounting, and loss prevention.
• Developed and executed a $5.5M working capital improvement plan by restructuring long-term debt, securing additional financing, and reducing expenses.
• Enhanced communication and divisional efficiency by spearheading the development of a client-focused strategic plan for the Finance Division.

As Senior Manager, I provided strategic consulting to small and medium-sized enterprises, optimizing financial performance and operational efficiency. I played a key role in client relationship management, financial reporting, and public relations, while leading a team and driving business growth.

• Cultivated and maintained strong client relationships, contributing to business development and long-term partnerships.
• Led and mentored a team of four direct reports, fostering professional growth.
• Oversaw the planning, coordination, and review of more than 100 financial statements and corporate income tax returns.
• Spearheaded a high-profile public relations initiative—the International Day of the Francophonie—engaging Federal and Provincial Cabinet members and over 100 public and private sector participants.

As Manager, I led multiple departments with a focus on financial operations, including general ledger management, payroll processing, and receivables oversight. Reporting to national and international comptrollers, I managed a diverse team and
budget while implementing strategies to improve financial efficiency, risk management, and cash flow.

• Led a team of 80 employees across six departments, managing a $4.5M annual operating budget and ensuring smooth financial operations.
• Completed 1,100 monthly general ledger account reconciliations for 26 national and international companies, ensuring accuracy and compliance.
• Processed Canadian payroll for over 5,000 unionized and non-unionized employees, as well as 6,400 COD daily transactions.
• Managed receivables, collections, and billing resolutions for 20,000 clients, handling $150 million in receivables.
• Successfully coordinated the transition of administrative functions to shared services sites in Columbus, Scranton, and Dallas, ensuring seamless operations.
• Reduced financial risk by decreasing the number of General Ledger reconciliation items aged over 120 days from 610 in 2009 to just 9 in 2010.
• Enhanced collection strategies and streamlined business processes, improving efficiency and accuracy.
• Improved cash flow by reducing Days Sales Outstanding (DSO), optimizing financial liquidity.

As Director, I led the administration of individual insurance and financial services, managing a team focused on policy administration, customer service, and support for agents and brokers. I worked closely with the Vice President to ensure operational efficiency, financial risk mitigation, and improved client satisfaction across a broad portfolio of services.

• Led a team of 40 employees and managed a $1.8M budget, overseeing services for 50,000 clients, including 22 investment funds, and 75 defined contribution pension plans.
• Implemented internal controls and standardized operating procedures (SOPs) to reduce compliance and financial risks, ensuring regulatory adherence, and operational efficiency.
• Enhanced customer, agent, and broker satisfaction by establishing service level standards, increasing training programs, and fostering improved cross-functional communication.

As Director, Reporting to the Vice-President, I was responsible for capital and operating budgets, preparation of financial statements and conducting monthly variance and ROI analysis to drive informed financial decision-making. I managed the administration of mortgage loans and marketable securities.

• Implemented, within budget and a 1-year timeline, two mission critical asset management systems.
• Reduced overtime in Finance Department by 58% over 3 years.
• Earned Manager of the Year Award in 2000.

As Director of Finance and Financial Services, I played a pivotal role in supporting the Minister and Deputy Ministers in managing the financial operations of the Department of Education. I led a team of 50 employees in preparing a $940M budget for school districts while overseeing payroll and corporate services. My efforts focused on enhancing financial accountability, cost reduction, and strategic financial management across the department.

• Led a team of 50 employees, reporting to the Assistant Deputy Minister, in the preparation of a $940M budget for school districts and the department.
• Managed payroll for over 12,000 employees across school districts and coordinated corporate services to ensure efficient operations.
• Enhanced financial accountability by establishing a transparent reporting process within a new governance structure after the elimination of school boards, reducing costs by centralizing 18 school district financial information systems. Negotiated repayment plans with First Nations, successfully reducing receivables from $10M to $3M.
• Coordinated the merger with the Department of Advanced Education, facilitating a smooth integration of financial operations.

As Senior Accountant, I supported the Comptroller in conducting audits and investigations to ensure financial integrity and accountability across public sector entities. I played a key role in assessing public-private partnerships, developing fraud
investigation procedures, and delivering staff training to strengthen financial operations.

• Supported the Comptroller and reported to the Manager, conducting financial audits of school boards, fraud investigations, and operational or value-for-money audits.
• Led special projects and investigations, ensuring compliance with financial standards and identifying opportunities for operational improvements.
• Assessed and evaluated high-profile public-private partnerships, providing in-depth financial analysis and recommendations.
• Developed and implemented a fraud investigation manual and facilitated staff training sessions to enhance audit and investigation capabilities.

As Managing Partner, I led the firm’s business development efforts, focusing on client acquisition and exceptional service delivery. I played a key role in the growth of the firm’s customer base and provided a range of accounting, auditing, tax, and financial management consulting services. My entrepreneurial approach and leadership enabled me to achieve significant milestones in a short time.

• Spearheaded business development and client acquisition, growing the customer base to over 200 clients.
• Delivered high-quality accounting, auditing, tax, and financial management consulting services, ensuring client satisfaction and retention.
• Achieved the milestone of becoming Managing Partner at the age of 27 through strong entrepreneurial skills and effective leadership.