A conversation between BFL CANADA’s CEO, Chair of the Board of Directors and Founder, Barry F. Lorenzetti, and President and COO, Lisa Giannone.
In this special feature, Barry steps in as interviewer for an insightful exchange with Lisa on ambition, authenticity, innovation, and the importance of supporting women in leadership. Together, they ofter a glimpse into leadership defined by trust and a shared vision for the future.
BARRY: WHEN I APPOINTED YOU PRESIDENT AND CHIEF OPERATING OFFICER OF BFL CANADA, WHAT DID THAT MOMENT REPRESENT FOR YOU, BOTH PROFESSIONALLY AND PERSONALLY?
Lisa: When you made the decision to step down and appoint me as President and Chief Operating Officer, it was obviously a moment filled with pride and gratitude. Professionally, it represented the culmination of years of hard work, sacrifice, and collaboration that shaped my journey and prepared me to step into this role. Personally, it reaffirmed my belief that when we commit fully to a goal, we can achieve far more than we imagine.
Trusting me with a legacy built on vision, courage, and entrepreneurship, I felt, and still feel, an immense responsibility to honour that legacy by leading with purpose and integrity. I keep that in mind in every decision I make in my role.
B: DID YOU EVER FACE MOMENTS OF SELF-DOUBT, AND HOW DID YOU NAVIGATE THEM?
L: I think many women experience more self-doubt than they should, and I was no exception. Over time, I’ve noticed that confidence in women is sometimes misinterpreted as aggressiveness, while the same behaviour is praised in men. That double standard can amplify self-doubt, especially early on when you are building a career.
Some of my natural strengths were initially seen as weaknesses. I remember being told in a meeting to “take the emotion out of it” when discussing a situation with my manager. I don’t believe I would’ve received that comment if I were a man. I likely would’ve been seen as passionate and motivated. Those moments forced me to question myself at times, but, over the years, they’ve helped me understand who I was as a leader. I chose to embrace the qualities that set me apart and learned to trust my instincts. Ultimately, the situations that once triggered self-doubt became sources of strength, contributing to my confidence and resilience.
B: WHAT MINDSET SHIFT IS NEEDED TO ACCELERATE PROGRESS FOR WOMEN AND ORGANIZATIONS?
L: I think that a trust-based mindset that recognizes the value of having complementary backgrounds, experiences, and visions around the table fuels collaboration, accountability, engagement, innovation, and excellence. When people feel trusted and valued for their strengths, they take ownership, contribute more boldly, and elevate the entire organization. Progress happens when we put the best and the right people in an environment where they are empowered to use their strengths in service of the organization, no matter their gender.
For women, the shift is about authenticity and working the “pendulum” that exists between professional and personal success. We often tell women they can do it all, but the truth is that you can’t do everything at the same time. The pressure to excel in every direction at once is unrealistic and impossible to sustain. You have to prioritize, stay focused, and understand what you bring to the table. You can only truly grow when you stop chasing expectations and start moving in alignment with who you are.
B: HOW IS BFL CANADA POSITIONING ITSELF TO STAY AHEAD OF INDUSTRY CHANGES?
L: Innovation has been part of BFL CANADA’S DNA since the beginning. Your vision and business model were unique from day one. You built a culture where we don’t follow the industry; we shape it. Most importantly, that business model is designed to attract and retain the best talents that share our innovative mindset.
Today, innovation remains a strategic pillar for us. We make sure to be creative in everything we do, at every level of the organization. Over the past 15 years, we have invested in building strategic growth practices, including a global network, risk management expertise, digital solutions, strategic proprietary product development, risk advisory services, and climate risk expertise. We are also integrating areas of market management in our innovation strategy, as well as our own Al-built tools to deliver operational efficiencies across the business. Through all of these, we continue to ensure we remain focused on delivering the best results for all stakeholders, including our clients, shareholders, and strategic partners.
Our goal is to remain trailblazers and disruptors, just as we have been since the beginning when you founded BFL CANADA.
B: AS IT RELATES TO SUCCESSION IN SOME OF MY PERSONAL ENDEAVOURS OUTSIDE OF BFL CANADA, YOU KINDLY ACCEPTED TO SIT ON THE BOARD OF THE WOMEN IN LEADERSHIP AND ENTREPRENEURSHIP PROGRAM AT CONCORDIA UNIVERSITY’S JOHN MOLSON SCHOOL OF BUSINESS, WHICH BEARS OUR FAMILY NAME. WHAT HAVE YOU LEARNED FROM THE YOUNG WOMEN WHO ARE PRESENTLY GOING THROUGH THIS PROGRAM, AND HOW HAS THAT EXPERIENCE AFFECTED YOUR VISION GOING FORWARD AT BFL CANADA IN TERMS OF IMPLEMENTING CHANGE THROUGH THE LENS OF THESE YOUNG ENTREPRENEURIAL WOMEN?
L: It was a natural decision for me to accept your offer to collaborate with the Barry F. Lorenzetti Centre for Women in Entrepreneurship and Leadership, as it aligns with my values and my vision. The experience has been inspiring. I have seen firsthand the impact of leaders like you investing in the next generation and giving young women the space, support, and networks they need to grow.
The participants bring remarkable drive, creativity, and vision. They remind me how essential it is to share experiences and learn from one another. Their energy reinforces my commitment to fostering an environment at BFL CANADA where emerging leaders can thrive by leveraging their strengths.
For more on BFL Canada, visit bflcanada.ca and follow @bflcanada. For more on the Lorenzetti Group, visit lorenzettigroup.ca.