BFL CANADA’s CEO, Chair of the Board of Directors and Founder, Barry F. Lorenzetti, and President and COO, Lisa Giannone / Barry F. Lorenzetti, chef de la direction, président du conseil d'administration et fondateur de BFL CANADA, et Lisa Giannone, présidente et cheffe des opérations.
Photo KAROLINA JEZ
A conversation between BFL CANADA’s CEO, Chair of the Board of Directors and Founder, Barry F. Lorenzetti, and President and COO, Lisa Giannone
Conversation entre Barry F. Lorenzetti, chef de la direction, président du conseil d'administration et fondateur de BFL CANADA, et Lisa Giannone, présidente et cheffe des opérations
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 offer a glimpse into leadership dened 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 Of cer, it was obviously a moment lled with pride and gratitude. Professionally, it represented the culmination of years of hard work, sacri ce, and collaboration that shaped my journey and prepared me to step into this role. Personally, it reaf rmed 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 SELFDOUBT, AND HOW DID YOU NAVIGATE THEM?
L: I think many women experience more selfdoubt than they should, and I was no exception. Over time, I’ve noticed that con dence in women is sometimes misinterpreted as aggressiveness, while the same behaviour is praised in men. That double standard can amplify selfdoubt, 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 selfdoubt 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.