HÉLÈNE BOUCHER, M. Sc.

Executive leader with 20+ years of experience in operations, customer service, organizational transformation and strategic account management. Recognized for mobilizing teams, strengthening cross-functional collaboration and leading change in complex, fast-paced environments. Experience directing teams of up to 140 employees and managing portfolios exceeding $180M in annual revenue. Brings a strong combination of operational discipline, customer focus, analytical thinking and people leadership. Uses AI strategically to streamline workflows, accelerate analysis, improve efficiency and support faster, better-informed decision-making. A motivational leader focused on performance and value creation. I combine strategic vision with operational rigor to build committed teams, optimize processes, and deliver sustainable results.

• Account Management
• adaptability
• Souci du détail
• Communication bilingue
• Budgeting
• Change Management
• Client Relationship Management
• Coaching
• Communication
• Conflict Resolution
• Continuous Improvement
• crisis management
• Critical Thinking
• CRM Management
• Cross-Functional Collaboration
• Service à la clientèle
• Analyse de données
• KPI Management
• Leadership
• Mentorship
• Microsoft Excel
• Microsoft Office Suite
• Negotiation
• Onboarding
• Operational Excellence
• Operations Management
• Sens de l’organisation
• Organizational Transformation
• People leadership
• Performance Monitoring
• Prioritization
• Résolution de problèmes
• Process Improvement
• Process Mapping
• Gestion de projet
• Assurance qualité
• Recruitment
• Relationship Building
• Root Cause Analysis
• Vente
• Staff Development
• Supervision
• Team building
• Team Engagement
• Travail d’équipe
• Gestion du temps

1. NATIONAL FAS DIRECTOR

   bioMérieux Canada

   janv. 2023 to Aujourd’hui

   (Field application specialist) (100 employees for CA) (15000 empl. world-wide) Lead the Canadian team of Field Application Specialists to support business growth, ensure scientific excellence, and develop lasting partnerships with customers across Canada. • Developed the skills of and mentored a national team of specialists. • Implemented performance metrics to drive continuous improvement. • Strengthened collaboration between sales, marketing, and operations to deliver a consistent customer experience. • Developed strategic relationships with key clients and partners.

2. NATIONAL DIRECTOR, CUSTOMER SERVICE

   IPL North America

   janv. 2019 to janv. 2022

   (250 employees) (4100 empl. world-wide) Reporting to senior management, responsible for national customer service operations across three manufacturing divisions, managing a portfolio with over $180 million in annual revenue. Member of the executive committee, responsible for improving operational performance, the customer experience, and process transformation. • Led the implementation of an organization-wide ERP system, ensuring a seamless transition of operations. • Optimized customer service processes to improve operational efficiency and service quality. • Mobilized and developed multidisciplinary teams in a transformational environment. • Contributed to strategic decisions as a member of the executive committee.

3. DIRECTOR, CUSTOMER SERVICE

   Innotex Inc.

   janv. 2015 to janv. 2016

   (300 employees) Reporting to senior management, responsible for all customer service activities for this manufacturer specializing in technical textiles for the emergency services and protective gear markets. Responsible for the customer experience, coordinating sales operations, managing strategic accounts, and continuously improving service processes. • Managed relationships with strategic clients in Canada and the United States, maintaining high levels of satisfaction and service quality. • Coordinated activities related to requests for proposals, orders, and deliveries in a demanding manufacturing environment. • Worked closely with production, procurement, quality, and sales teams to ensure efficient operations. • Contributed to continuous improvement initiatives, including participation in Kaizen activities and quality audits. • Optimized customer service processes to improve operational efficiency and the customer experience.

4. GENERAL DIRECTOR

   Synergie Contact

   janv. 2010 to janv. 2013

   (140 employees) Managed all operations at a contact center with up to 140 employees, including the production, training, quality assurance, and management teams. The role focused on improving operational performance, developing managers, ensuring customer satisfaction, and meeting financial goals. • Led the operations of a contact center with up to 140 employees and multiple levels of management. • Reduced the absenteeism rate from 14% to 5% by implementing management practices that fostered team engagement and accountability. • Improved sales performance by moving the center from 14th to 7th place among all centers in the network in just four months of operation. • Developed a performance-driven culture based on management metrics, regular coaching, and continuous improvement. • Ensured rigorous management of budgets, human resources, quality, and customer satisfaction. • Mentored and developed managers to strengthen their autonomy and their ability to motivate their teams.

5. ASSISTANT Vice-President OPERATIONS

   iQor Canada

   janv. 2006 to janv. 2010

   (1300 employees) Reporting to the Vice President of Operations, responsible for managing strategic portfolios totaling more than $24 million, including Hydro-Québec, Fido, and the Ministry of Justice. Responsible for operational performance, client relations, business growth, and team development. • Managed strategic portfolios representing over $24 million in annual revenue while ensuring that financial and operational objectives were met. • Developed trusting relationships with major clients, contributing to client retention and the growth of accounts. • Led teams ranging from 14 to 50 employees, fostering skill development, accountability, and performance. • Contributed to a 21% increase in market share through operational optimization and improvements to the customer experience. • Monitored performance metrics, budget forecasts, and service level agreements to support the sustainable growth of operations.

1. UQTR

   Administration/Accounting certificate, Administration/Accounting

   Trois-Rivières, QC

   2012 to 2014

2. HEC

   Diploma of Advanced Studies in Management (D.E.S.G.), Management

   1997 to 2001

3. Armand-Frappier Institute

   Doctoral Studies, virology

   1997 to 2001

   The source states doctoral studies and does not state that a doctorate was awarded.

4. University of Montreal

   Master of Science (M.Sc.), Microbiology

   1994 to 1997

5. University of Sherbrooke

   Bachelor of Science (B.Sc.), Biology (microbiology track)

   1991 to 1994