
Oliver Lemaire
Analyst
Olivier will bring his expertise in psychosociology, social innovation, and organizational development to provide strategic insights, facilitate effective interventions, and support the successful execution of projects.
Olivier has been an integral part of the Boreala Management team for over two years, contributing as an analyst to a wide range of projects. Known for his people-centered and analytical approach, he has worked on strategic planning retreats, HR program design and launches, and various project management initiatives. His ability to analyze relationship dynamics, coupled with his deep understanding of organizational psychology and development, ensures the delivery of high-quality solutions tailored to meet client needs.
Olivier is passionate about social innovation and change management. With experience in team management, training facilitation, and intervention, he excels in navigating the complexities of organizational systems while prioritizing interpersonal and inter-group dynamics. His multidisciplinary expertise allows him to view challenges from multiple perspectives, enabling him to devise innovative and sustainable strategies.
Widely recognized for his empathy, listening skills, and creativity, Olivier fosters trust and collaboration within teams, making him a valuable partner in addressing diverse organizational challenges. His dedication to public and social communication further enhances his ability to connect with and inspire stakeholders.
Olivier holds a Bachelor’s degree in Human and Organizational Communication, specializing in intervention and support for individuals, groups, and organizations, from the Université du Québec à Montréal (UQAM). He also holds a certificate in contemporary social & Political history.
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Don’t Call It Strategic Planning If Nothing Changes
Strategic planning is one of those phrases that sounds impressive in a boardroom but often fails to produce meaningful results. Too many organizations go through the motions—workshops, PowerPoints, dashboards, only to return to business as usual. If nothing changes after a strategic planning session, can we really call it “strategic”?