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Meaghan Ferrigno

Meaghan Ferrigno, Senior Vice President and Chief Financial Officer (CFO) and Chief Data and Analytics Officer (CDAO), Destination Canada

Describe your career to date

I have always been drawn by the potential of data to inform decision-making and spark innovation. This passion led me through experiences in key disciplines such as strategic planning, enterprise architecture, advanced analytics, data governance, and beyond, spanning multiple industries. 

Throughout my career, I have had the unique opportunity to work at the intersection of strategy, finance, data and analytics, and technology – an approach that has enabled me to drive innovative solutions and transformative strategies, leveraging the collective strengths of these fields. 

In my role as Associate Vice President at Pacific Blue Cross, I pioneered the effort to lay the groundwork for the organization’s data and analytics capabilities. We executed a comprehensive data strategy, firmly establishing a culture of data-led decision-making and the organization’s data and analytics infrastructure. This included leading the implementation of the Enterprise Data Lake and chairing the Data Governance Committee.  

Since joining Destination Canada as Senior Vice President and Chief Data and Analytics Officer in 2021, I have led the development of a comprehensive data analytics program, crucial to fueling sustainable growth and enhancing Canada’s competitiveness in the tourism sector. My role involves transforming the organization into an Insight-Driven Organization, executing our Data Strategy, spearheading the Canadian Tourism Data Collective, and offering strategic insights through key initiatives like Tourism’s Big Shift. 

I stepped into the role of Chief Financial Officer at Destination Canada, blending my data expertise with my financial management skills. My career has been driven by a belief in the power of data to transform organizations and sectors. This latest role marks a significant milestone, merging my passions in data and finance, offering a new avenue to contribute to our organization’s goals alongside an exceptional team. 

 

Data literacy is a key enabler of the value and impact from data. How are you approaching this within your organization? 

Data literacy is crucial for unlocking the full value and impact of data within our organization. We approach this challenge by first understanding the specific abilities and needs of our users, then engaging them in meaningful conversations about data. We develop data products designed to not only address key questions but also encourage further exploration, leading to richer insights and more informed decision-making. 

Our approach to data literacy incorporates design-thinking sessions as a cornerstone of data product development. These sessions not only focus on generating user-centric products; they establish data as a gateway to broader, more strategic conversations. By focusing on users’ biggest queries and encouraging an environment where asking more becomes the norm, we transform data from a static asset into a dynamic tool for exploration and discovery. 

A key aspect of data literacy is transforming the users’ understanding of, and relationship with data. Data literacy is more than comprehending numbers; it is about seeing data as a pathway to insights and solutions, especially in a complex field like tourism.  

Integral to fostering data literacy is ensuring access to timely and relevant data; we have spearheaded the development of the Canadian Tourism Data Collective. This initiative will establish a centralized, secure platform for exchanging data within the tourism ecosystem, fostering collaboration and informed decision-making across communities, governments, and industry. By filling a significant gap revealed during the pandemic – a lack of a centralized source of reliable tourism intelligence – the Data Collective aims to provide a lasting competitive edge for Canada’s economy. It will simplify access to high-quality data and insights, streamlining the process by consolidating information into a single, comprehensive platform. 

In today’s complex and connected world, working together is key to our success. Data literacy acts like a bridge, bringing together different groups through discussions, tools, and analysis. Our way of collaborating, which is based on a thoughtful approach to solving problems and creating solutions, highlights how important it is for all of us to have a common understanding of data. This shared knowledge helps us tackle current challenges and grab future opportunities. 

What role do you play in building and delivering conventional artificial intelligence solutions, including machine learning models? Are you also involved in your organization’s adoption of generative AI? 

In the rapidly evolving field of technology, particularly within data and analytics, many of us have been at the forefront of integrating artificial intelligence (AI) solutions into our organizations. Whether it involved employing AI-enabled Robotic Process Automation (RPA), utilizing conventional AI to detect and flag fraudulent activities in insurance, or leveraging AI to identify and engage our most valuable customers in marketing, my role has been to pinpoint business opportunities and strategically align AI initiatives to achieve our organizational objectives. I champion the development and execution of AI projects across their entire lifecycle, with the aim of driving innovation and securing a competitive advantage. 

With the widespread adoption of generative AI (genAI), my focus has shifted towards change management and facilitating the organizational adoption of this technology. I am dedicated to creating an ethical, supportive environment for our staff to explore and leverage AI’s potential. The need for advanced skill sets that was once a barrier to deploying conventional AI solutions is no longer a prerequisite for genAI, significantly lowering the barriers to entry. This necessitates a shift in mindset across all departments and roles, given its broad applicability and potential to be beneficial in virtually every aspect of our operations. 

Ultimately, my objective is to ensure that both conventional and generative AI serve to advance our organizational strategy and enrich our human capital. 

Have you set out a vision for data? If so, what is it aiming for and does it embrace the whole organization or just the data function?  

Destination Canada has established a robust vision for data that spans the entire organization. At the heart of this vision is integrating a unique blend of economic data, supply-side data, market intelligence, and a mix of qualitative and quantitative research on tourism. 

The ambition to evolve into an insight-driven organization underscores our commitment to embed data and analytics into our core decision-making processes. As we strive to recover from the global pandemic and position Canada’s hosting economy as a globally competitive destination, it is evident that innovative thinking, collaboration, and insight-led decision-making, backed by data, are critical. 

The Canadian Tourism Data Collective another telling example of this comprehensive vision, facilitating a seamless flow of information and unifying data silos across tourism demand and supply intelligence. This multi-year, multi-stakeholder initiative aims to generate comprehensive tourism intelligence, distributing value to Destination Canada, government, and partners across the tourism ecosystem. 

Our vision for data transcends siloed initiatives and targets developing a collective intelligence. Using platforms like the Data Collective and an emphasis on an insight-led strategy, Destination Canada is dedicated to optimizing the use of data, empowering decision-makers, improving guest experiences, and significantly contributing to Canada’s wealth and well-being. 

Meaghan Ferrigno
Meaghan Ferrigno
has been included in:
  • 100 Brands 2024 (USA)

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