Vice Predident, Marketing

Location: Montreal

MISSION
Own CPP’s marketing strategy and make it happen in every clinic. Set CPP clinics apart in the minds of consumers so our network grows faster than our peers, and do it in a way that our physicians, practice managers and marketing team trust and get behind.

THE ONE THING THAT MATTERS MOST
CPP owns its clinics, but we treat our physicians and practice managers like owners. This person earns their trust and the trust of our marketing team. Trust is earned by showing up with a sharp strategy, knowing digital inside out, rolling up your sleeves to deliver results, and building a team people want to be part of.

KEY OUTCOMES
1. Earn the trust of our physicians and practice managers

Partner, not vendor:  Build real working relationships with physicians and practice managers, and treat them like the owners they act as. Understand each clinic’s goals, patients and local market before recommending anything.

Speak their language:  Translate marketing into what clinics care about: new patients, rebooking, revenue per provider and return on spend. Explain the why behind every plan in plain terms.

Show up:  Visit clinics regularly, run clear monthly performance reviews and follow through on every commitment. Bad news early, good news with data.

Clinic-level guidance:  Give clinics practical playbooks they can run locally, and coach practice managers who are less familiar with marketing.

2. Earn the trust of our marketing team

Lead by example:  Be the person who can do the work, not just review it. Credibility comes from walking the talk.

Clear direction:  Set clear priorities, targets and ownership so everyone knows what winning looks like and how their work moves the numbers.

Back your people:  Remove roadblocks, give honest feedback, and give credit generously. Build a fun, drama-free team culture aligned with CPP values.

Local brand positioning:  For each clinic, define how it stands out in its local market: who its patients are, what it is known for, and how it beats local competitors.

Clinic marketing plans:  Build a marketing plan for every clinic with the channels, budget and targets it needs to grow, created together with its physicians and practice manager.

Local presence:  Grow each clinic’s reputation in its community through reviews, local search, social media, events and referral partners.

Growth levers:  Drive both new patient acquisition and retention of existing patients (rebooking, visit frequency, loyalty) clinic by clinic.

Network advantage:  Use CPP’s scale, shared playbooks and annual promotional calendar to make every local brand stronger, and decide where in-house beats agencies.

4. Lead our digital marketing team

Lead digital experts:  Lead a team of digital marketing professionals across paid media, SEO, web, CRM and design. Know the craft deeply enough to coach and challenge each of them.

Set clear goals:  Set goals and targets for each person and channel, tied to clinic results like new patients and rebooking, and review progress with the team regularly.

Clear the path:  Help the team work through challenges, from underperforming campaigns to tech and data issues, and make the call when trade-offs are needed.

Translate digital:  Explain what is happening in plain language to physicians, practice managers and business operators: what we did, what it delivered and what comes next. No jargon.

Measurement:  Make sure tracking and dashboards are in place so results are clear and trusted by everyone.

AI in marketing:  Keep building AI into our marketing stack, from content and creative to targeting, reporting and patient journeys. Test new tools fast and scale what works.

Walk the talk:  Personally build campaigns, review ad accounts, write briefs and fix what is broken. This is a player-coach…