For Publicis Canada’s Newly-Appointed Leaders, 2026 Will Be a Year of Acceleration
Just last month, Publicis Canada shared some major news about the future of its Quebec-based offering when it was revealed executive vice president and managing director Camille Fortier-Jordan was officially leading Publicis Montréal, whilst Anthony Habib was stepping into the exact same roles at Nurun. Spurred by the departure of Publicis Québec president Mathieu Roy, who previously oversaw both businesses, the timing of this structural shakeup meant one thing was certain: both leaders would be looking to make their mark definitively, with the new year just around the corner.
Officially tasked with harnessing existing talent and the Groupe’s ‘Power of One’ capabilities to deliver greater business impact for clients, while helping both companies operate with agility, the mandate is not a small one by any means. However, both leaders appear up to the challenge. Having been part of the team since 2022, with an established track record of success in that time, Camille will be drawing upon her past experiences to lead, showing the market “the strategic advantage of partnering with the largest and most diversified Groupe in Canada” in the process. Meanwhile, with a deep background in digital innovation, Anthony will help Nurun navigate this transformative era of marketing, driving results both nationally and in the US by delivering “truly consumer-centric solutions”.
To learn more about what these ambitions mean on a practical level, as well as just what it’ll take to make things happen, LBB’s Jordan Won Neufeldt sat down with Camille and Anthony for a chat.
LBB> Camille, Anthony, congratulations both on your new positions! What do these appointments represent to you, both personally and professionally?
Camille> Thank you! For me, this moment represents both continuity and acceleration. Since joining in 2022, I have been deeply invested in the growth of Publicis Montréal and the success of our people and clients. Stepping into this role is an opportunity to keep building on the strong foundation we have created as a team.
Personally, this role is meaningful because I feel a strong commitment to our team, and to the momentum we have built together. Professionally, it represents a chance to push that momentum even further, and to deepen the impact we deliver for our people and clients.
Anthony> On a personal level, it represents trust, and the responsibility that comes with it. You don’t step into a role like this assuming you have all the answers; you step into it knowing you’re accountable for creating the conditions where the right answers can emerge.
Professionally, it’s a moment to help accelerate a transformation we’ve already been building toward at Nurun: becoming an agency that thinks and operates more like a modern product organisation. That means clarity of vision, repeatability in how we deliver value, and a stronger connection between what we make and the business outcomes it drives. For me, the appointment is an opportunity to continue working with our team – an exceptional group of human beings – and help formalise that shift.
LBB> Although it’s early days, what are your main aims and ambitions for your positions? Where do you see the next chapter of growth lying for your respective companies?
Camille> My priority is simple: keep raising the bar on the work and the impact we deliver for clients. The next chapter of growth will come from doubling down on what makes us strong. Deeper collaboration across the Groupe. A more agile structure that allows us strategic investments in roles like creative, production, content and CRM. A renewed focus on results that truly move the needle for our clients. Publicis Montréal has all the ingredients to lead creatively and culturally in Québec – my goal is to accelerate that momentum.
Anthony> One of my main ambitions is bringing more intentionality and a product mindset to the way we work – not to turn the agency into something it’s not, but to evolve it into what clients increasingly expect: a partner that can imagine, build, scale, and maintain experiences and solutions with long-term impact. The next chapter of growth lies in how seamlessly we connect strategy, creativity, engineering and intelligence – not as separate steps, but as a unified system. If we do that well, we become a partner that not only responds to briefs, but helps organisations modernise the way they operate and connect to their customers.
LBB> Notably, both of you will be drawing upon the Groupe’s ‘Power of One’ capabilities as part of your respective mandates. Practically speaking, what does this look like? And will there be collaboration between the two of you as you each strive for growth?
Camille> ‘Power of One’ is already at the core of how we operate. This new structure simply makes it easier and faster. For Publicis Montréal, it means direct access to the best expertise in the country and the world across creativity, media, data, technology, digital transformation and AI. It also means structured collaboration with Nurun and Moov AI when that expertise strengthens the solutions we build for clients. For our teams in Montréal, it means we can bring world-class capabilities into our work while staying rooted in the creativity and insights of the Quebec market.
Anthony> ‘Power of One’, in practice, means we stop thinking of capabilities as individual ingredients, and start thinking of them as part of a single recipe. It means being intentional in how we assemble teams so that product thinking, creativity, data, and technology aren’t just adjacent – they’re integrated.
On collaboration between us: absolutely. Our roles are interconnected. The way we shape digital marketing, digital experiences, and products needs to feel consistent across the Groupe. If we align well, our clients feel it, and our teams feel it too.
LBB> Camille, you’ve placed an emphasis on wanting to drive meaningful business results. Now that you’re running the show, what does tackling this look like? How will you help Publicis Montréal deliver its best work yet?
Camille> To me, meaningful results come from clarity, focus, and the right capabilities. It means being closer to our clients’ businesses. It means ensuring our teams have the strategic firepower and tools they need. It means tighter integration between creativity, digital, media, data and technology. It also means simplifying how we operate so our energy goes into the work, not the process. My role is to unlock the conditions for excellence. Clear priorities, the right talent, a culture that supports bold thinking, and a structure built for speed and impact.
LBB> Building on this, how has the jump to your new positions been? Has your day-to-day shifted in a noticeable way?
Camille> I have been deeply involved in the day-to-day leadership of the agency for a while now, so stepping into the role feels like a natural extension of what we were already building together. It is not that my responsibilities have suddenly changed; it’s that the responsibility is now clearer and more direct. Acting like an owner is one of our core values, and it is the mindset that has guided how I approach this role every day.
What really shapes how I approach this role, however, is the diversity of my past experiences. My CRM background taught me to be strategic and rigorous, to understand clients through data, and to stay close to the details, because the details are what drives results. My digital experience showed me how creative, technology and product thinking can come together to solve complex challenges, and how valuable it is to work with multidisciplinary teams. And my time at nesto, in a true startup environment, taught me speed, experimentation and the value of shipping, learning and improving quickly.
So, even though the core of my role has not dramatically shifted, the purpose behind it has. The alignment is stronger, and I feel equipped, energised, and ready to support the team and our clients with the clarity and confidence that come from having lived so many sides of this business.
LBB> Similarly, Anthony, what does unlocking transformative digital marketing look like in the current age? What are the key factors which will be guiding your approach?
Anthony> Today, digital marketing is increasingly intertwined with product thinking. You can’t separate the message from the experience anymore, and the brands that win are the ones that treat both as parts of the same ecosystem. What guides my approach is very simple: be insight-led, be experience-driven, be outcome-focused.
Transformation isn’t fireworks; it’s coherence. It’s when strategy, content, data, and platforms all reinforce each other. When you achieve that, the marketing becomes more predictable, the experience becomes more intuitive, and the performance becomes more sustainable.
LBB> In the same vein, what do you think it’ll take to achieve growth in both Canada and the US? And how will your strong belief in the power of a human-centric approach factor in?
Anthony> Growth in both markets requires discipline, especially in how we prioritise and operationalise. We feel that we will be successful if we can connect creativity with systems thinking, and systems thinking with measurable outcomes.
The human-centric piece is essential, because it keeps us grounded. Whether you’re building a platform, a campaign, or a service, you’re ultimately designing for behaviours, motivations, and needs. That insight should shape everything, from the strategy, to the product roadmap, to the internal processes that support delivery. If we stay close to people – clients, users, and our employees – the decisions we make become sharper.
LBB> Speaking broadly, what do you think you bring to the table in your new roles? How will you each aid in the Groupe functioning with greater agility?
Camille> I bring energy, clarity and a strong bias toward action. I believe bold ideas come from empowered teams, I believe in simplicity, and I believe in taking the barriers out of the way so people can do their best work. This new structure allows us to make decisions closer to clients and closer to the work. It reduces complexity and increases speed. My job is to help the organisation move with confidence and purpose, and to work hand in hand with our partners across the country to unlock opportunities.
Anthony> I bring a focus on innovation, alignment, and repeatability. I’m not here to impose rigidity, but to create clarity and reduce unnecessary complexity. Agility doesn’t come from moving fast; it comes from removing the obstacles that slow us down in the first place.
Adopting a product mindset helps with that. When teams understand their mission, their metrics, and their boundaries, they can make decisions faster and with more confidence. My role is to help set that direction and make sure the operating model supports it.
LBB> Finally, with 2026 just around the corner, is there anything you’d like to say about what’s next for your businesses, or what your fellow employees can look forward to?
Camille> Absolutely. 2026 will be a year of acceleration. More collaboration, more opportunities to grow, and more investment in the capabilities that matter most: advanced data-driven creative tools, AI-powered insights, and technology. And a continued focus on delivering work that is bold, relevant and effective. We have an incredible foundation, and this evolution positions us to build the next chapter with confidence.
Anthony> Next year is going to be about building intelligence into everything that we craft, and maturing in how we execute. Not by adding layers, but by strengthening the system: clearer roles, clearer expectations, and a clearer connection between the work we do and the outcomes we want to create. Our teams can expect more cross-disciplinary collaboration, more opportunities to work on long-term product ecosystems, better alignment between teams, and a stronger sense of direction.
If we do this right, 2026 won’t feel like a pivot; it will feel like momentum. And that’s something everyone can be part of.
