Eliza Oneil
Vice President Strategy @Kensington
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WORK HISTORY
Vice President Strategy @Kensington
Toronto, ON, CA
Enterprise leadership role overseeing strategy, operating model alignment, governance, and value creation across a multi-brand travel and technology portfolio- Lead enterprise-wide value creation initiatives driving 30%+ YoY revenue growth across B2B and B2C platforms- Align commercial, product, technology, and organizational priorities across a multi-entity portfolio- Scaled sales organization by 28% YoY while modernizing lead management, performance metrics, and operating cadence- Designed and implemented portfolio governance framework including strategic planning process, execution roadmaps, performance dashboards, and board reporting- Established and lead centralized PMO to standardize execution discipline, KPI tracking, and cross-functional accountability- Built enterprise Analytics & Insights function, implementing data architecture and automated scorecards to enable decision velocity- Partner to CEO, executive teams, and investors on capital allocation, strategic trade-offs, and performance acceleration
EDUCATION
Institute of Corporate Directors
Not-for-Profit Governance Essentials Program
Wine & Spirit Education Trust
WSET Level II
Court of Master Sommeliers
Certified Sommelier, Wine Steward/Sommelier
Ivey Business School at Western University
MBA, Business Administration
Ivey Business School at Western University
HBA, Business Administration
ABOUT ELIZA ONEIL
Enterprise operator and strategist pursuing CSO or COO mandates within complex, businesses undergoing growth, integration, or transformation.My work focuses on turning complexity into clarity and ambition into sustainable performance.For more than 25 years I’ve helped leadership teams translate enterprise direction into operating reality. That often means designing the architecture that allows strategy to scale including strategic roadmaps, initiative prioritization and governance, analytics capability, talent infrastructure, and capital alignment.Much of that work involves shaping the enterprise’s 3–5 year strategic trajectory. Identifying where growth should occur, how portfolios evolve, initiatives that need to be undertaking and the infrastructure required to support it.I’m particularly energized by environments where multiple businesses, stakeholders, and growth agendas intersect. These systems rarely struggle for lack of strategy; they struggle when alignment, execution discipline, and decision clarity fall out of sync.Recent work has included:• Supporting 30%+ annual revenue growth across a multi-platform portfolio• Scaling infrastructure to support 30–200%+ organizational expansion• Integrating asset-heavy and multi-brand platforms following acquisition• Designing enterprise PMO, analytics, HR, IT, and governance capabilities from the ground up• Partnering with CEOs, Boards, and private equity sponsors on value creation sequencing and performance accelerationMy background spans global strategy consulting (A.T. Kearney, SECOR, Oliver Wyman) and executive leadership within private equity–backed, public, and mission-driven organizations. Across these roles I’ve led strategy, transformation, and corporate operations functions with enterprise-level accountability across growth and integration mandates.My work increasingly centers on helping leadership teams align enterprise direction, operating performance, and long-term value creation.Toronto-based | Open to enterprise leadership conversations across North America.
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