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Candidate Biography

Jennifer Diana Lee (Toronto)

Year of membership in Ontario: 2010

CPA, CA (Ontario)

Principal, Ontario Teachers’ Pension Plan

Volunteer Service with CPA Ontario, CMA Ontario and/or CGA Ontario

• 2016 Appointed Young CPA Representative on CPA Ontario’s Council (2-year term)• 2015 CPA, CA Convocation Speech • 2013 Young CA Advisory Board Member (2-year term)

Other Voluntary Service and Recognition

• 2017 Women in Capital Markets Member• 2013 Women In Teachers’ Networking Events Member (to present)• 2012 Teaching Assistant, Rotman MBA, Toronto• 2009 Community Involvement Director, North American Association of Asian Professionals• 2009 North American Association of Asian Professionals (Toronto) – Chapter of the Year• 2004 Heart and Stroke Foundation Scholarship for Cardiology research• 2003 Heart and Stroke Foundation Scholarship for Cardiology research

Career and Professional Achievements

• 2013-Present Principal, Ontario Teachers’ Pension Plan Board (OTPP), Toronto• 2010-2012 Associate, Goldman Sachs London, United Kingdom• 2007-2010 Senior Associate, Deloitte Private, Toronto• 2003-2005 Cardiology Research Assistant, Heart and Stroke Foundation, Toronto• 2017 Chartered Financial Analyst – Passed Level 3• 2016 Global Professional Masters of Law – University of Toronto Faculty of Law

(Nominated by peers for GPLLM Convocation speech)• 2016 High Impact People Leadership Program – Ivey Business School at Western• 2014 Chartered Alternative Investment Analyst • 2010 Chartered Professional Accountant – Legacy Chartered Accountant• 2007 Bachelor of Commerce – University of Toronto Rotman Commerce

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Candidate Statement

I believe the role of Council is to govern through long-term strategic direction and to enhance management’s vision. An effective Council must be willing to constructively challenge management and an effective member must have the courage to do the right thing – to speak up.

As the Young CPA Representative this year, I shared fresh, new perspectives with Council. I am most passionate about global competitiveness, innovative opportunities, risk management and establishing an effective governance process.

As a Principal at OTPP, I work with teams across the fund to facilitate a better understanding of the total fund private investments profile for executives and the board.

Last year, I visited 50 different cities across 5 different continents. CPA’s footprint is global, as can be seen daily in the number of CPAs working in our portfolio companies around the world. We need to harness this global CPA network and increase the dialogue by innovating new professional-development material to integrate global trends and topics.

Disruptive technologies, digital strategies and innovation are all buzz words frequently heard when discussing investments at work. CPAs are affected both through job loss and as decision makers. From Council’s perspective, the impacts of these themes need to be carefully explored.

Partnership and participation in developing Fintech in Ontario, Canada and abroad, will allow the organization to keep their fingers on the pulse of technological advancements impacting our profession. The Council should make this a top priority to ensure we evolve and remain relevant as strong, decisive business leaders.

Graduating into the credit crisis and working at Goldman Sachs during the European crisis allowed me to appreciate the importance of risk management. Structural and regulatory reforms have tightened the last decade to prevent future excess risk taking. CPAs must be at the forefront of risk management discussions influencing business strategy.

Risk management is also essential for competitive advantage. As an asset manager at OTPP, reputation is an invaluable intangible asset. Similarly, the reputation of the CPA is a currency that must be protected. We must articulate a clear risk appetite statement on Council to ensure management operates within a certain risk tolerance.

At OTPP, I participate in portfolio company governance initiatives to ensure effective governance across our private market departments.

Effective governance starts with establishing an effective Council. As the environments in which CPAs operate continue to evolve at a quicker, exponential pace, Council must ensure it stays in stride. Advisory councils should be formed to engage subject matter experts to ensure informative decisions are made.

A youth council is also necessary to tap into the intellectual capital of the younger membership base. The legacy Young CA Advisory Council allowed me to share insights during the CPA unification process – we must reestablish this council to create engagement. Diversity of thought is the key to understanding and my views as a young global investment professional will add to the voice of Council.

Let’s continue the dialogue on Council in this new chapter of CPAO history as it evolves and rises to the opportunities and challenges faced in our ever-shifting global landscape.