Standing Proud with… Jane Hope

With over 20 years of experience building marketing strategies capable of delivering growth and sustainable impact, Jane Hope understands that great stories, strong data, and the prioritisation of people and planet are crucial values worth embodying, day in and day out.

In many ways, this is fitting for carshare company Modo’s director of marketing and communications. Someone who has gone through her own transformative journey within the industry, the path to self-acceptance and openness about her own identity is not only a worthy tale in its own right, but something which inspires her now to push and make a real difference.

Guided by the belief that great marketing must be done in relation to the customer, Jane understands that the starting point to making a real difference lies within cultivating a relationship with diverse customers and organisations. This is something she demonstrates the value of with Modo – which has ties to multiple 2SLGBTQIA+ and other advocacy groups – not only making a real difference, but demonstrating that, at a time when many are afraid of stepping up and supporting marginalised demographics, there’s still immense value in doing so.

To learn more about the why, as well as her journey as a whole, LBB’s Jordan Won Neufeldt sat down with Jane for a chat.

LBB> Hi Jane! Please introduce yourself and tell us your story!

Jane> I’m Jane Hope, director of marketing and communications at Modo, a carshare in Vancouver.

I found this profession somewhat by accident. Growing up in Ontario, I was extremely bookish and loved stories in all forms, and this passion eventually led me to marketing. Since then, I’ve been completely engaged with how stories can be transformative for brands.

LBB> What has your professional journey been like? Speaking candidly, have you faced any discrimination along the way? And is there anything you wish you’d done differently?

Jane> I think one of the things that has been so transformative over my professional journey is the understanding of queer lives and the deeply diverse human experiences that 2SLGBTQIA+ folks bring to the table. When I was a junior marketer, there were a lot of jokes about bisexual and lesbian women ‘needing to find the right man’ or suggesting that they should be subject to sexual violence. I was completely closeted at work for years; I thought that was safest for me and my career. However, I slowly came to realise that I was being cowardly, and it was leading not only to my own pain, but the pain of others.

LBB> With that in mind, how have your experiences shaped the way you approach the topic of advocacy in your day-to-day work? Have you always attempted to be outspoken, the way you are today?

Jane> No! Definitely not. I was insecure about myself, and had a lot of internalised homophobic assumptions.

With that said, today, I do think it’s OK to be outspoken at work, and to speak your truth. Personally, I find that the easiest way to do this is to look at the privileges I do have (I’m queer, but I’m also white, university-educated and a senior leader), and to understand that being uncomfortable can mean that the organisation is growing, and that you are growing.

LBB> Building on this, as a marketing director, what does the pursuit of social responsibility look like to you? How are you helping shape Modo’s offering in this regard?

Jane> Modo had a deep commitment to inclusion and integrity even before I arrived. Founded in the Vancouver gaybourhood of the West End, Modo is a brand that has always made inclusion central to its being. We’re also a co-operative, meaning that we’re owned by our members, who exercise democratic control of the co-op. This means that we’re intentionally choosing to build partnerships and connections that deeply support not only 2SLGBTQIA+ organisations, but organisations that support a diverse cross-section of British Columbia. When the province made Orange Shirt Day a public holiday, we committed to donating all our hourly revenue from September 30th to the Indian Residential Schools Survivors Society. It was just the right thing to do.

One of the partnerships I’m most proud of is our long-time sponsorship of the Vancouver Queer Film Festival. As part of this, we also support delivery of its ‘Out In Schools’ programming, which provides in-school education on 2SLGBTQIA+ identities and builds student literacy around media and representation.

LBB> Unfortunately, presently, there are also brands choosing to step away from actions such as this. What are your thoughts on the state of the Canadian industry as a whole? Are you disappointed to see so many refuse to walk the walk?

Jane> I think it’s always disappointing, and I think it’s because a lot of people just don’t feel confident in their understanding of DEI. DEI, done well, is always going to help you be more authentic as a brand, manage risk, and connect more deeply with a wider audience. DEI can drive you to think differently about your product, understand where you’ve been excluding people, and energise your organisation. Great advertising has always relied on thinking differently. I think the question we’re not asking is, ‘why does this change feel threatening?’.

LBB> Anecdotally, based on your own experiences, what should more decision-makers know about the value of committing to DEI?

Jane> When I was at Aisle, which is a period-care brand, we developed a boxer brief that was intentionally inclusive of transmasculine folks. We worked with transmasculine folks in the design and development, and listened deeply to their experiences. Despite being really focused on this market, it became an instant bestseller, landing us media coverage in Vogue, Glamour and the New York Times – heady stuff for a small brand out of East Vancouver. We’d made a great product that was not only inclusive of trans folks, but for a lot of diverse bodies. There is wisdom in rejecting dogma!

LBB> Similarly, how can brands work to incorporate meaningful messaging into these efforts? What’s the difference between done right and tokenism?

Jane> Great marketing is done in relation to the customer. Market research and audience engagement are central to impactful campaigns, and I think the starting point to doing it right is making sure that you’re in a relationship with diverse customers and organisations. We all know that talking to one person is tokenism; relationship is the antidote.

LBB> To this end, what sort of advice would you offer business leaders who are trying to do this better, as well as to 2SLGBTQIA+ employees who might be striving internally to push for change?

Jane> Don’t start with your ads, and don’t start with a rainbow logo. Pick a small way you can make a difference – support a local Pride parade, sponsor a lunch-and-learn – and don’t build a beast. Make it safe to ask questions and to not know things. Be collegial, and have fun. Managing conflict is a huge part of it – people will arrive with anxieties and assumptions. Don’t shut them down, but engage with them. But, especially for 2SLGBTQIA+ employees, be clear about how much capacity you have. You’re not responsible for fixing everything.

LBB> Looking ahead to 2026, what steps do you think are most imperative for the industry to take, both in Canada and beyond? What are you hoping to see, and why?

Jane> I really want us to see everyone who is from a marginalised background as a whole person. Everyone embodies multiple identities, and it’s not about creating systems that privilege one identity over another. Instead, it’s about appreciating the diversity that we’re privileged to share. I think that rooting inclusiveness in your brand and culture is essential for any company’s long term health. We are living in a world that is growing ever more diverse, and you need to build your brand for that future.

LBB> Finally, is there anything you’d like to say to your fellow 2SGLBTQIA+ people in the industry?

Jane> Being queer is a group project; you’re never facing a challenge alone.