Sam Fallis

WORK HISTORY

EDUCATION

ABOUT SAM FALLIS

ENERGY drives us forward and keeps us connected. I am a high-energy, transformative finance leader at Enbridge Gas, Inc, North America’s largest gas utility where I lead the modernization of the finance department with a focus on continuous improvement. Employee engagement and development are very important to me as a leader. I believe these are key drivers of organizational success. If you agree, keep reading. Enbridge fuels people\'s quality of life. A North American leader in delivering energy, Enbridge has been ranked on the Global 100 Most Sustainable Corporations index for the past 8 years. Learn more at As a Finance Transformation Leader at Enbridge, I lead two distinct groups: Consulting and Finance System Support. Within the Consulting role, I ensure our finance teams are effectively supported and utilized. This is accomplished by raising, investigating, supporting, and implementing changes and improvements for the Enbridge Gas Finance Department as a whole.Our Financial System Support team is responsible for all applications, processes, and data spanning across the finance organization. FUTURE DRIVEN LEADERSHIPThroughout my 15+ year career, I’ve applied an innovative mindset and a focus on employee engagement and process improvement. Change is inevitable. Having the right mindset to adapt to those changes is key. MENTOR & TEAM LEADEREvery day, I work to increase the performance, knowledge, confidence of my team to help develop their capabilities. There are 3 things I love most about my finance leadership role at Enbridge:1. People: I lead an amazing team and enjoy the opportunities for mentorship, team building, and networking. It’s important to continually mentor junior employees to help shape them into future finance leaders. Ability to Change / Improve: Opportunities are created as organizations evolve. I help to build wider stakeholder engagement by leveraging relationships. Creativity: One of our mandates was to integrate the finance departments of two legacy companies (Enbridge Gas & Union Gas) and find innovative ways to operate more effectively and efficiently. I have enjoyed building on the strengths of both companies and guiding our employees to think ‘outside the box’ throughout this process. LEADERSHIP PHILOSOPHIES:🟡 “The riskiest thing we can do is just maintain the status quo”🟡 “People believe thinking outside the box takes intelligence and creativity, but it’s mostly about independence.”🟡 “Great creative minds think like artists, but work like accountants.”