Meet Jennifer Jones, President and CEO, Fighting Blindness Canada. For the past 30 years, Jennifer has worked across diverse industries including advertising, financial services, retail and not for profit. She has devoted the past 20 years to social impact, advocacy and fundraising across the public, private and not for profit sectors. She is a leader with a people-first philosophy who builds high-performance teams to bring sustainable culture and structural change, unlocking long-term sustainable, financial success. Jennifer is known for scaling and transforming organizations including the Indigo Love of Reading Foundation and Toronto Public Library Foundation where, combined, she delivered more than $50 million through traditional fundraising and contemporary cause marketing models to educational programming, community spaces and poverty reduction.
What was your first job and what did you learn from it?
My first job was at age 9. My best friend had roller skates, and I wanted them too. My parents told me that if I wanted a pair, I’d have to earn enough to pay for half, and they’d cover the other half. So, I got a paper route. At 9, the bag was so big I could barely lift it. It was a lonely job and I hated it. I earned the money I needed, bought the skates, and then quit. The funny thing is, I don’t remember actually using them - I don’t remember roller skating. But I do remember the lesson of setting a goal and achieving it. It gave me a sense of capability, confidence, and self-motivation.
If you think back on leaders who inspired you in your career or leadership style, who were they and why were they inspiring?
First, I think of a woman I worked with in my 20s in Kobe, Japan - Becky O’Reilly, from Foreign Buyers Club. It was like a Costco for expats living in Japan. From Becky, I learned the importance of recruiting with extreme focus and care to protect the values and culture of the organization. She also taught me grace under pressure - no matter what was happening. She demonstrated self-regulation amidst work pressures, leading with humanity, and creating a great customer experience within a profitable business model. Becky showed incredible grace and confidence in everything she did.
Second, I think of Vanda Provato, CMO at LCBO. We worked together at Indigo, first as colleagues in the marketing team, then I reported to her for a time during a leadership transition. In an environment that was often high stress, fast paced and ever changing, everyone took solace in Vanda’s communication style and demeanour - she was always unflappable.
Third, Jocelyn Brody taught me about leading with humanity by how she treated me. I’d launch into a business discussion after a weekend, and she would stop me to ask, “Wait. How was your weekend?” She showed me that we could bring our whole selves to work - that kind of leadership builds loyalty.
Fourth, my girlfriends have inspired me to be my better self. I have learned so much from them. They were advancing in their careers because of their ambition, confidence, and drive to learn and grow. I wanted to “level up” as they had, striving to be my best self – continually being curious and advancing while supporting one another.
What motivates you every day?
I moved from the corporate world to the non-profit space because I believed I could have a bigger impact and help make the world a better place. When I have those moments of needing to self-motivate, I think of the people we serve in the vision loss community. They need us, and for over 50 years, we at Fighting Blindness Canada have been able to make a difference. This purpose keeps me going.
What do you want to change in the world and why?
I believe in kindness. If everyone could live and breathe kindness, it would make for a better world. I want everyone to show more compassion and understanding toward others, always. When you see kindness in action, it creates a shift in people - it softens a stance, lowers the shoulders, brings out a smile.
Kindness comes in both small and large packages; it’s not just about the kind act itself but about the consistency.
What is the purpose and vision of Fighting Blindness Canada? And how has being clear about your purpose and vision benefited you and your company?
We recently completed redefining the Vision and Mission for our organization, an initiative that brought together the FBC team - staff and Board alike - in a true spirit of collaboration.
Our Vision: Ending vision loss caused by blinding eye disease.
Our Mission: Accelerating world-class research and providing expert information, advocacy, and connection for everyone impacted by blinding eye disease.
This has become our “North Star,” guiding our decisions and helping us evaluate new opportunities. It’s a non-threatening way to keep everyone focused and aligned on our goals. And, of course, consistency is key - you have to walk the talk, always.
What one piece of advice would you give other CEOs and leaders regarding leading with purpose?
There’s a fine line between leading with purpose and managing the day-to-day operations of the organization. These elements are co-dependent and must be balanced. You can’t lead with purpose if you’re not meeting financial objectives; equally important is aligning purpose and impact with tangible results. Are you doing right by your clients and employees and building sustainable financials? Balancing them all is essential.
What one question would you like to ask other purpose-led CEOs?
What is the role of the Board of Directors in supporting purpose-led leadership and building a purpose-based culture?
One question from the CEO we interviewed before you, Zahid Salman, President & CEO, GreenShield.
Do you think companies need to really believe they have a role in society beyond serving shareholders, and what are you doing to serve society?
Yes, I do. It used to be just a small group of people who believed that for-profit companies were best suited to make a difference - they have the scale, brand, and platform to drive change. Now, an entire generation believes in and expects this approach. The business case for it is clear. Ultimately, the board of any organization is responsible for ensuring the business and its CEO are purpose-led. In fact, as one governance expert suggested to me, this responsibility should be embedded in the organization’s by-laws. This is the only way to ensure sustainability through purpose-led leadership, independent of the current or future CEO.
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