Building Brand Trust in the Age of AI: Purpose-Driven Leadership ft. Marie-Chantal Savoy (Savoy Strategy)

What does it really take to build brands that not only stand out—but stand for something? In this episode, I sit down with Marie-Chantal Savoy, a seasoned strategic marketing leader with over three decades of experience at iconic companies like CN, LOGISTEC, and Air Canada. Today, through her firm Savoy Strategy, she’s helping leaders transform complexity into clarity and unlock purposeful growth.

From navigating turbulent times with agility, to building brand trust in the age of AI, Marie-Chantal shares how resilience, authenticity, and storytelling can turn uncertainty into opportunity. We also dive into the often-overlooked role of water as the foundation of resiliency, and why purpose-driven strategy is no longer optional—it’s essential.

If you’ve ever wondered how to lead with impact while staying true to your values, this conversation is full of insights you won’t want to miss.

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[Host: Lauren Scott] Welcome back to another episode of The Resilience Report. This is going to be a really important one, because for many of us who work in the sustainability space, or even consume in the sustainability space, we know how important branding is. And our next guest is really able to add so much expertise from that branding and positioning and trust perspective. So, with that, I would love to welcome Marie to the show. 

[Guest: Marie-Chantal Savoy] Thank you, Lauren. It’s a pleasure to be with you today. Really appreciate the invitation.

Let's dive right in on your career trajectory, because you have such a distinguished career at large companies, such as CN and Logistec. But you've recently made this transition over more to the consultancy world setting up Savoy Strategy. So what does that transition look like in one's career? And then what kind of inspired you to do so at this moment in time. 

Thank you, Lauren, for asking the question. You know I launched Savoy Strategy because I saw a real gap and a huge opportunity in how organization really approach growth and transformation. Throughout my career. As you said, I had the privilege to work with very iconic brands, but I was still very hungry for more. I wanted to work with brands that truly stand for something and that want to drive meaningful impact really, on the long term. So Savoy Strategy is really my way, my personal way of bringing together everything that I've learned over the last 35 years. 

35 years! 

My God! Time goes by fast. 

So combining the rigor of strategy which I've learned with the large corporations, but also bringing the creativity of brand building. And I really want to help leaders. I'm really focusing on the leaders, to unlock the full potential of their organization, especially today. I mean, while the US are focusing on the US, while many have kind of left sustainability on the side, or some are still doing a lot on the sustainability front, but are keeping it hush hush, why not use this perfect moment / this background to really pivot and make a real contribution. That's what I felt. So I think that when we have turbulent times as we have now, it's when really things start clarifying. That's when you know what mattered the most. And that's what happened to me. And I think a lot of that is happening to a lot of leaders. So I'm really energized about the opportunity to help shape what's next. And I ultimately really wanted to start Savoy Strategy, because I truly believe that there are organizations out there that really want to lead with purpose, with a clear vision and with a genuine authenticity. So my mission is to empower these leaders, and I look forward to the next few years.

And you mentioned working for some of these iconic brands. And those were in both the logistics area as well as some of the environmental management areas. What did you learn in those respective domains that you're able to bring over to what you do now more in the consultancy strategy side? 

Well, my 3 decades in logistics and environment have definitely shaped the way I look at strategy, the way I approach strategy. My approach is driven by a real bias on action. I want to capture the big picture, but I really want to look at every little detail. I believe that these strategies that look good on paper often cannot deliver. So I'm really focusing on having a strategy that can deliver, no matter what unpredictability is down the road. 

What I've learned is, you really must build resiliency into your plan. I mean, in both logistic and environmental services. Unpredictability is the norm, as you know. So whether it's a supply chain disruption, a regulatory shift, an environmental event. You need to design that strategy with that in mind, you need to design, solution and process and organization that can adapt, that can pivot, that can thrive in the face of change. 

The other thing that I learned also, both in logistic and environmental work is, I've learned that success demands early, broad, and very inclusive stakeholder engagement. You know, collaboration is not an option for anyone. It's the foundation for real progress. And I think that most of all what I've learned is that you need to turn complexity into clarity. Logistic and environmental challenges are rarely simple. So my backgrounds really taught me on how to turn these complexity into very clear and actionable strategies, translating these little technical issues and challenges into compelling business opportunities and guiding the teams through the uncertainty and with confidence and conviction. And I bring that to every strategic exercise that I take on with my customers, and I believe that makes a real difference.

Many of our listeners are entrepreneurs or business leaders in the sustainability space. And most of the time I would say it involves leveraging new technology to try and solve some of these problems. But we also know that a lot of people feel a little bit of distrust already with sustainability, but then they feel distrust, maybe with then layering on technology. How do you advise your clients to build that trust, especially when it requires leaning into maybe the unfamiliar of new technology? 

Excellent question. And let's 1st think about when you say new technology, the reality is many of these solutions that we need, whether for water, for clean energy, for sustainability have been here for years. These technologies are tried, they're tested. They've already been proven in the field, yet they remain underutilized or not fully adopted. And in today's rapid, evolving environmental landscape, these technologies are really essential to achieving a meaningful impact. So despite the availability of this technology, despite the fact that we have more and more clean startups, that there's more funding, we continue to fall behind. And that's even more predominant in the water sector, water infrastructure or water resource management. So technology itself is not enough. As you said, it's trust you need to build trust with your customers. So you need to go beyond the technical spec. The technical feature you need to create a collaboration. As I was saying earlier, really working with your customers, so that there is a shared goal. 

And what I've done with my customers really to start with being very authentic and have a lot of communication prior to the projects or the pilot. So you know, we talk about our successes. But we talk also about the challenges we talk about, our lesson learned. We are transparent with the data, so that you know we have them visit other customers that have gone through the change. That is really important. As I was saying earlier also engage other stakeholder. I mean, if you work with the community, engage the mayor, engage, you know the council get, you know, business leaders within the community. It's very important to get everyone engaged so that everyone has a say, and everyone feels, you know, it has an impact. 

And I think the other aspect. Also, I think we tend to forget is, let's focus on a long-term relationship with that customer with that community and not just a single transaction. And I think that's when the trust will happen. And that's when you'll have relationship for the long term. And that's when a pilot becomes a project, and then becomes, you know, an annual program and a 2 year program and 3 year program. And it's actually like anything else we do in life. You have to build these relationship and then move on with our with customers and stakeholders.

And I feel like it's probably an additional layer on top of this trust, but brand trust, brand equity is so important when it comes to talking about more sensitive topics like making impact or more values driven work. Why is brand so important when it comes to helping kind of shape the narrative around those more sensitive topics? 

Well, brand has always been about trust, about credibility, about connection. But I think that brand today matters even more than before, and it actually becomes the real differentiator. I think, as an example, in the past year we've seen tremendous change in a lot of sectors, and I'll take the water technology sector as an example and AI is now at the heart of everything. The industry is doing from predicting pipe breaks and optimizing treatment plan and enabling real time, water quality monitoring. These advances are revolutionary, and they're really going to help water utilities. And how community will experience water. But what I find is that we overlook the aspect of trust, of safety, of sustainability, which are non-negotiable for our customers. So, even if you have the most innovative AI solution, it won't scale if the utilities, if the partners, the stakeholder, if the public do not trust the company that's behind, and that's why the brand becomes so important. It's no longer a logo. It's really a promise of that reliability of that ethics of that expertise that you'rebringing to the table. 

And I think it's more urgent today than it was before, because AI, as an example, is reshaping the whole water industry, I mean, the landscape is even more crowded. Now there's more and more players. So companies need to work, and communities and stakeholders need to work with a company that has a very clear, compelling brand that has a promise that's rooted in very strong values. 

And you need to really work again. It's the same thing that I'm going to repeat. You know, working with these communities with these customers, with the background, that you want to build a lasting partnership with them, that you'll be there for the long term. So what I advise my customer is you know, set these goals with them, lead with purpose, really have clear conversation about what you want to achieve as an organization. For sure, you want to be able to grow your organization, have the revenues, have the profit. But be also honest in the fact that I'm trying to generate revenue. But I'm trying to advance this technology. I really care about what's happening in the field. And I think that basically over time you'll gain that trust, and you'll have customer calling you back with questions. And I mean, I've worked with actually, in the last 3 years, we've seen a lot of mayors as I was talking earlier, getting engaged, wanting to better understand what's happening in their community, wanting to better understand the companies they're working with and really caring about the brand that's involved in their communities. So that's a beautiful example of this type of change that we're seeing.

You touched on the topic of AI. I absolutely want to pick your brain on that in a couple different ways, especially with your deep marketing communications lens. Are you seeing any good opportunities for your clients to lean into it from a marketing communications tool? What kind of trends are you seeing on that forefront?

Well, 1st of all, AI has truly changed the game in the last year, I mean, I think it's been faster than many of us ever imagined myself included so suddenly. You know, you can have access to very powerful tools for content, creation, for predictive, analytical for personalized messaging. You name it. But there's also a lot of upside. So you know, efficiency scale the ability to reach the right audience that you're targeting at the right moment with, you know, with a message. The challenge on the other side is with AI. There's a tendency to generate content that may feel familiar. It may feel almost like deja vu. So you really have to double down on brand again. Value purpose.

So you need to remember that AI can mimic your style, but it can't fake your purpose. It can't fake your value. So the brand that really break through and really have this good balance of promoting their mission, their value, their unique signature so blending that human creativity with the AI efficiency, that's the right combination. So let AI handle the repetitive, the routine stuff, and let your people really get into the narrative. The emotion, the big ideas. That's what you know when you're able to create a memorable campaign that has this human inside. There's this story that people want to connect with. But AI can bring it to scale, which is difficult to do as an organization. So AI has raised the bar for everyone, but it's also made originality, creativity, human intuition, strategic mindset, more valuable than ever. So don't be afraid. The brands that will stand out are those that will use AI, but not to take over. You know that unique and genuine differential to take it, just to amplify what you have to share. I'm really looking forward to the next few years. I think we're going to see some really wonderful things happening.

That's really hopeful, too, and I love that you emphasize that there's still a need for authenticity. I think we're starting to see, it's very interesting in that both you and I are very active on LinkedIn, and it's interesting to see in the past year all of these “thought leaders” emerge that are starting to sound very similar in terms of what they're writing. This style almost seems the same. I think it's beautiful, and that it's maybe elevating some voices who weren't as strong previously in writing now have access to this tool, help accelerate, but it is getting a little homogeneous. So, I appreciate that you're still leaning into that authenticity piece. 

Yeah, I think again, that cannot be replicated. You know, people that know you or that know me. They know our style. So, we have kind of our own tone. And people, that's why they work with you. That's why they enjoy, you know, the collaboration. So we need to keep that in mind. Yeah.

And it extends to this idea broader idea of storytelling. I know you definitely believe in this, and work hard in it from a from your strategic lens. What value do you see in storytelling when it really comes to more sensitive topics? Certainly, the geopolitical environment right now is one in which sustainability can feel really sensitive. So how do you advise your clients to navigate these moments in time, whether it is tariffs or environmental claims that sort of thing, but especially, maybe from that sustainability lens. How do you navigate a more volatile environment from that strategic lens?

So I'll go back to branding. Because again, that's why branding is so important, because branding becomes your stand. You know that it's in a world where there's a lot of kind of empty promises. When you have a strong brand, and you kind of plant your flag, and you know, it's about not being perfect, but it's about being clear on what you stand for. It's showing your progress. It's showing your journey. It's showing your vulnerability. A lot of people talk about storytelling. But you have to really kind of weave in the story because a lot of people focus on facts, facts, and forms, but they do not inspire you. So a strong brand will inspire you. It will kind of transform sustainability from a compliance checkbox to a story that people want to be part of. It's going to become emotional. It's going to become real. 

I look at a company like Patagonia, which I was writing about not too long ago. They do this very well. They engage people in the conversation, so when you are in turbulent times and the issues are polarizing, people look for a signal of authenticity. They look for a brand that will consistently live their values, that won't change their values because something is happening in the background, even if it's uncomfortable. And that's when you become a trusted brand, a trusted advisor. What I tell my customers is actually, you know, when these times are happening, embrace the tension. Don't judge it. The most powerful brand, and let's use Patagonia as an example: don't tiptoe around these topics, they lean in. They acknowledge the complexity, they invite the conversation. It's like anything. If you try to please everyone, you'll inspire and please no one. Also lead with your values, not your virtue. I mean, stand by your message. What's true to your organization. Don't try to follow a certain trend, because again, it won't look natural. It won't come easy, you know. Share your setbacks. I think that I've worked with organization where they were wanting to, or they were trying to hide, or they wanted to mute. And and I was saying, No, no, this is the time to actually be upfront.

The other aspect also that I find is that there's this global conversation that may be very heated. But real change happens when you connect with a community, when you connect with the big issue, with the people's lives and their community. So I think we need to really think of these global conversations. But let's tell stories that resonate at the local level. And these issues might be totally different than what you hear. You know in the background. 

The other thing also that I find is that people want to kind of draw a sand line, you know, a line in the sand around their brand. No, no, no, you know this is not the time to pull the walls up. This is the time to build a common ground. It's kind of the reverse. So you need to talk to try to figure out with that community, you know, at the local level, what do we have? What do we share in common? What are our aspiration? What are the things that even if they're debates, I mean, what is it that kind of bring us together, and I think that sometimes the most courageous thing to do is ask question instead of giving answers. I mean, if you, if you feel that people are kind of questioning. Well, let's turn the debate, you know. Let's open the dialogue, and that's really when your brand goes from not just being storyteller. But it's really kind of a catalyst for real change. 

Someone had told me actually, a few years ago, and at the time I didn't really, truly understand it, but he had said, branding is the stage where the hardest stories must be told, and I was like, what is he talking about? But, you know, what he was saying is that, especially when things are messy or controversial, don't just stand out. Stand for something, you know, try to make things move forward. And I now today really appreciate and really understand what he meant. 

I love it. Well, I do want to lightly switch gears as well, because I would be remiss to forget such a deep part of your experience, which is around water, and the reason I bring it up is, we actually had a previous guest on who, I think, said it so well. And I work in the energy and emissions space, so I completely admit to this: we've spent the past 5, 6, 7 years, maybe, with almost like greenhouse gas blinders on, and that we're all so focused on emissions that I feel like a lot of the narrative, at least the top level, has neglected water, and you have deep experience in this space. So what do you view as the next frontier for that space? If we have listeners who are trying to think about it for their own respective businesses, or maybe entrepreneurs who are trying to think of different solutions there. What advice would you have for our listeners? 

So thank you for raising this critical point, because, you know, the focus on greenhouse gas is important. But when most of the organizations out there have their GHG blinders and they have a special event, and they plant a few trees. I think we're missing the bigger picture. Water is ultimately the foundation of resiliency. No company, no matter its industry, no matter its size, no matter its ambition, can operate, grow, or even exist without water. I mean, it's the invisible force powering every factory, every supply chain, every data center, every employee's life and every community. Water and climate. They're inseparable. I mean climate change is primarily a water crisis, and unfortunately, water is too often invisible until there's a crisis that people start to think about it

I mean the major water issue that we facing right now with droughts and flood, are really disrupting industries and threatening the long-term growth of many companies. So I'm going to go through some numbers, because I think it's important to think about it. In the last 50 years, the world has witnessed an explosion in water-related crisis. I mean, you know, real disaster, climate disaster. These events now strike 5 times more often than they did in the seventies. So what was once a rare event is almost routine now, I mean, across the world every single day on the planet a community faces catastrophic floods, storm droughts. I mean, if you look at the month of July, just that we just passed 31% of the US experienced severe extreme drought. That's significant. That's a 3rd of the US. So we need as organizations, we need to adopt climate-smart water solutions. Companies need to focus on water by using less, by recycling more, by trying to restore nature's waters. They need to identify the risk for their own organizations. They need to manage the risk. And this is not about saving money, because it actually, they can do this and create new opportunities for their organization. Again: there are these risks. If I take these risks and start looking at them, they could become new opportunities for us. And I think to go back to this GHG focus. I think we need to understand the broader definition of sustainability. You know, when you look, when you take a dictionary, we don't do that anymore. But we go on Google and type, you know, sustainability, definition. It says, meeting the need of the present without compromising the ability of future generation to meet their own needs. It's quite broad. So we need to create the condition for people and the planet to flourish together. And I think it's not. You know. I think too many people focus on survival instead of saying how, through connection, how through collaboration, through a shared goal, how, what can we do together? 

So I'm really hoping that we can convince industries. I mean, if we look at the technology, all these data centers that consume large volume of water. If you have 1 of these major giant companies starting on being water positive, that's going to change the whole industry as a whole, so I am very hopeful that this is about to come. I mean the numbers are speaking for themselves, and I think that insurers are also pushing. So I mean, we're seeing a lot of change, and this will bring about positive change for the collective.

I definitely share your optimism there. I think the moment you have regulatory compliance meeting sales opportunity. I wish that it was more altruistic than that, but it feels like when those 2 come together, we do see phenomenal funding that allows for that phenomenal innovation. So I am hopeful. But I appreciate you sharing your deep expertise there.

And as you look ahead, it might really just be that you're stepping more deeply into this new space, but are you working on any specific projects right now that you're really excited about, and that you can share with our audience? 

Well, I can't share the name of the company, but I can share that I'm working with an organization that's Quebec-based that wants to expand internationally, and they're in the wellness sector. And it's a brand-new experience for me. But I'm so excited about actually what they want to achieve, the values that they have and to really look at the potential for them to play a major role on the world scale, and they're in their early forties. So I'm just, you know, it's amazing to see an organization like that. So, it gives me hope that we will see more and more organizations as we are facing these challenges with our neighbor to kind of look at expanding, but outside of the traditional way of expanding and doing it in sectors that, again, would have usually be more local, so very excited about being part of that, and I hope I can share more in the near future.

You did mention that you love the value alignment, that clearly values have driven your path, this trajectory over the past 35 years, as you mentioned. What would you say were some of those driving values, and maybe they evolved over the years as well. But what helped create such a successful career for yourself? 

Well, I like a more, you know I like simplicity. So if there was one value that has truly defined my journey personally and professionally. It's agility.

Growing up, I moved 36 times in my 1st 18 years. So that experience really taught me to embrace change, adapt quickly, find my footing in a new environment over and over again. Each move with my parents, you know, kind of sparked my curiosity. It kind of opened a new world for me. It really proved that home is wherever you know you're true to yourself, even if your address keeps changing. There are things around you that you recognize. So, fast forward, 35 years of corporate life, and that same agility has been my compass all through my career. I mean whether navigating a new industry, leading a new project. These crises that we go through, I've learned to see change as an opportunity for growth and transformation and agility is not about moving faster. It's really about moving forward with intention, adapting with purpose, having confidence. A lot of people talk about being a woman and so forth in the industry. And I think that because of my agility I've always had kind of this confidence that I can play a role here. I can bring something and I think that has carried me. This value has carried me through all my chapter. And this is one that I actually promote also for leaders. I think it's an important one to have.

As you look ahead, what legacy do you hope to leave, whether it's through Savoy Strategy, or maybe just the whole legacy of your career do you have? Do you think about that at all? Is that something that you have given some time to?

Well, I definitely do not think in terms of legacy. My vision for a Savoy Strategy and for the role I can play is deeply rooted in today. I want to make a difference now. So I need to focus on the now. I think my intention is really to demonstrate that we can accelerate real change in a very positive way in a meaningful way. And to truly make that happen, I think we might need to redefine leadership in today's world. So that's what I hope people kind of think about when they, you know, if they have worked with me, or, you know, kind of go back. For me, leadership isn't about title. It's not about tradition, it's about action. It's about accountability. It’s about having courage to challenge the status quo. I mean to listen to various voices, to bring people together, to solve complex problems. And I think that you know the leaders who are willing to lead with purpose that are kind of, as I was saying, willing to be uncomfortable in uncertain time, not having all the answers, not looking at change as a threat, you know, but looking at it as an opportunity. Those are the people that I want to work with. I think that most people want to work with. So I hope someday people say, well, I worked with Marie, and here are, you know kind of the things that she kind of was pushing for, and that it made a difference in the way they look at their work in the future.

I love that idea of focusing on the now as opposed to necessarily the future legacy. I think that is really important, and I do want to go back on the agility piece, because being agile is such a gift, and I guess, bless your parents for putting you through those 36 moves. But I'm sure going through all of that change management as an adult in your career and having all the crisis management which always comes with marketing and communications. How have you managed to continue to fill your own cup up as you're navigating that because I'm sure so much of what you're doing is giving to your respective teams and connecting with those communities. So how, over the years, have you defined that for yourself? 

Well, actually, I think that the more there are things ongoing, the more there's crisis, the more that there's a sense of urgency, I get more energized. A lot of people talk about working: is it like a marathon or a sprint? To me, it's more like - and I love Formula 1 and racing - so for me, it's more like it's like Formula 1. And yes, I just watched the latest movie with Brad Pitt, which I really liked. Formula 1 is very demanding. It’s very strategic. It's full of unexpected twists. But there's a way where the teams come together, you know, it's not just the driver. It's everyone around the team. Look at every lap that the driver takes, and there's a balance between pushing for speed and managing their tires. The fuel, you know their focus. There's taking a pit stop and kind of talking to the team about the performance of the car, getting guidance. I mean, they are adapting to the changing conditions. Suddenly there's, you know, wind. Suddenly there's rain, you know, the track conditions change. And I was listening actually to some of the drivers, you know, you don't focus on just one race. But you focus on the whole season, on the championship. So you kind of are always reminded of why you're doing the work you're doing, you know. So to me, but to me it's that's what energizes me is kind of this staying focused. Taking my pitstop, kind of enjoying the ride. But you know, kind of working with people to make things happen and building these championships. I'd love to be part of the Ferrari team, or something great.

They have phenomenal branding. I think if you ask Lewis Hamilton he's not thrilled with some of the cars right now, but…

And he's right! He's right. But again I look at his performance through the season has gone from, you know, to 4th and 5th position. So I mean, it's coming. It's work. It's work. 

If our listeners want to learn more about yourself or Savoy Strategy, where would be the best place for them to go check out. 

Well, I think LinkedIn is the right place for them to find me and Savoy Strategy. As you said, I'm very active, and I respond very quickly. I'm very fortunate to have a really good network of former colleagues and friends, so we also are very engaged in the industry in various association here in Quebec, but across Canada and the US. I'm very, very fortunate and actually working with colleagues and former colleagues in Dubai and Africa, Morocco, India. So I'm open to all geographies. And one thing that I recognize again to our conversation earlier is, there's this global discussion. But locally, you know there's different issues. And if you get to work in these local regions and have an impact for these communities, well, that's the greatest thing that you can do.

Kind of a “think global, act local” approach to it. To wrap things up, you mentioned that you feel like the way we need to lead going forward is going to change, or even now, in this time. We do like to end every episode of the same question which I'd love to ask you, which is, what do you think it will take for businesses and leaders to be resilient, going forward? 

Well, I think that what is happening right now, as I was saying, when you have a crisis like when we had Covid, like when you have a crisis, people suddenly really focus on what matters the most, and they start really kind of owning in what they can bring to the crisis that's ongoing, or the situation that's ongoing. So, as we're going through this this situation with our neighbor, I think it sets a tone for leaders to, and I'll take some Canadian organizations to say, what do we do in Canada? How do we come together? And we're actually seeing barriers and walls that used to be there between the provinces kind of coming down, and people really wanting to work together versus kind of creating their own, their own little silos. 

So you know, I believe that the more we're going to have challenges in front of us, the more leaders will come together and realize that it's coming together that's going to really allow us to really move forward faster. And so that's why I always love a good crisis. I think we need to leverage every one that comes. They used to come every 5 or 10 years now they come every year. So you know, let's really kind of stay focused and remember that, in the end, why we're doing it. I think that's another very important aspect is, why am I involved in this work? Why do I want to drive the change? Why am I investing the time? And we're doing that for our people, our community for a lasting impact? And that's why I love what I do, and I am very, very, very confident that these are all positive changes.

I can't think of a better way to end this conversation. Thank you so much, Marie. Thank you, Lauren. It was a pleasure. Thank you.