Hello, I’m Lauren Legrand
I didn't plan to go independent. The work found me first.
Before I had a website, before I had a business name, before I'd told a single person I was considering going out on my own — the work started finding me. Former colleagues. People I'd worked with at one company who'd moved to another. Leaders who'd heard my name in the right rooms. They weren't looking for a consultant. They were looking for someone who would actually understand their problem — not just arrive with a ready-made answer.
That kept happening. So eventually, I listened.
I've spent over a decade leading marketing at the intersection where brand ambition meets business accountability — inside some of Canada's most demanding financial services, fintech, and telecom organizations.
At TD Bank and TD Insurance, I led enterprise-scale strategic planning cycles and portfolio investment governance: the work of translating executive ambition into capital allocation decisions that actually held up under scrutiny. At Rogers, I drove large-scale go-to-market strategies across a complex multi-product portfolio. At Questrade, I worked at the speed of a growth-focused fintech — where the tolerance for slow thinking is low and the expectation of measurable results is high.
What connects all of it: I've always been the person who wants to know why — why the numbers look the way they do, why the strategy isn't translating into results, why the team isn't aligned even when everyone's nodding in the room.
My Philosophy
I believe most marketing problems are diagnosis problems in disguise.
The first question I ask isn't 'what do you want to do?'
It's 'why do you think this problem keeps coming back?'
Most organizations are extraordinarily good at generating solutions. Where they struggle is pausing long enough to make sure they're solving the right problem. The brief arrives, the agency is briefed, the campaign launches — and somewhere in that sequence, the original question got lost. The result is brilliant execution of the wrong strategy. Funnels that run but don't convert. Rebrands that look great but don't shift perception. Investment that grows year over year without a clear sense of what it's actually returning.
My job is to slow down the right moment. Get the diagnosis right, and the strategy almost writes itself. Get the strategy right, and the team actually believes in it — which changes everything about how they execute.
I also believe marketing should be treated as a profit centre, not a cost centre. That means embedding real financial accountability into how teams plan, measure, and govern their work — KPIs that connect to revenue, investment decisions grounded in customer lifetime value, and planning systems that don't fall apart the moment priorities shift.
Outside the work, I care about the same thing I care about inside it: developing people.
Some of my most satisfying roles & engagements have been the ones where an individual or team came out the other side not just with a better strategy, but with a clearer sense of how to think about the next one.
If you're working on a hard marketing problem — a repositioning, a growth plateau you can't explain, a launch that needs to land — I'd like to hear about it.