Since many of these projects haven’t been publicly revealed yet, I have to uphold confidentiality by sharing only select insights and strategic thinking, along with mockups that illustrate the creative processes.
Still, I wanted to showcase some of the work I completed during my master’s degree, and I’m confident these previews will give you more than enough to appreciate the creativity and strategic thinking at play.
Also, if you have any questions, I’d be more than happy to chat about my ventures (over a glass of maple syrup).
Loto-Québec Finally Connects
with a Younger Crowd
Facing a categorical decline in gambling interest among 18- to 42-year-olds, and at a time when unregulated competitors have never been so potent, Loto-Québec entrusted my team with the task of redefining its brand with these generations.
To secure the future of this Crown corporation, we needed not only to increase younger generations’ participation in gambling but also to build a stronger attachment to the brand itself. Without this focus, our efforts risked benefitting the entire category rather than differentiating Loto-Québec, especially as our reseach revealed that many consumers struggle to distinguish it from grey-market entities.
With this goal in mind, research and strategic thinking delivered an integrated 3-pillar approach, which in turn gave life to the grand creative vision that will inevitably shape the future of the organization.
The first pillar, Responsible Leader, aims to reposition Loto-Québec as an ethical and regulated player. We realized that younger generations were less concerned with the “legality” of a platform, and placed far more importance on whether it was “regulated”. Through playful campaigns like « C’est quoi les chances? » (“What are the odds?”), LQ will continue to raise awareness about the risks of gambling, while highlighting the enjoyment it can bring when regulated and combined with other entertainment experiences. This strategy modifies the previous focus on the organization’s legality and sets Loto-Québec apart from grey market competitors on a criteria that actually matters for the target audience. It will also accompany the upcoming « S’arrêter à temps! » (“Stop when it’s time!”) tagline.
Another challenge was that young people didn’t feel a strong connection to LQ, as the brand wasn’t integrated into their preferred hobbies and communication chanels. Aside from festival sponsorships, they didn’t see LQ as actively engaging with them. To address this, the Sense of Belonging pillar aims to create an emotional connection with Zillenials by investing in their favorite activities and platforms.
(This is where I have to stop to avoid letting the cat out of the bag.)
Finally, the Increased Participation pillar is designed to align LQ’s offerings with the expectations of younger generations, who are much more aware of the odds than previous ones. We developed a range of innovative products—such as arcade bars and « ti LOTS » (“smol LOTTERIES”) with modest but frequent winnings—to provide a gradual, pressure-free introduction to gambling, transforming LQ into more than just a gambling brand. It becomes a gaming experience, helping to build brand loyalty over time.
FQCC renews itself as KAMPI
Facing a decline in membership and an aging clientele, the Fédération Québécoise de Camping et de Caravaning (FQCC) sought my team’s help to relive its glory days. While analyzing market trends, it became clear that if the organization was to survive, it would require not only a new identity, but also a broader offering, more in tune with the expectations of a younger crowd who is categorically unwilling to add to their mental load when preparing for an escape from everyday life
At this point, it wasn’t about a simple rebranding; it was about evolving the organization’s core philosophy. Transitioning from the formal, institutional approach of a federation to a more accessible, user-friendly model was no easy feat, but it did prove successful in attracting new members and even reinvigorating the interest of existing ones.
Thus, FQCC became KAMPI, embodying a fresh vision of adventure and a spirit of simplicity that resonates with younger generations. My team and I crafted new experiences tailored to all kinds of campers—from seasoned survivalists needing no assistance to mosquito-fearing novices who want an all-inclusive woodland escape. Offerings ranged from hiking and cyclo-camping to canoe-camping and even ice camping (because, well, Canadians…).
Even though the project has only just started (one could call it a “soft launch”), the momentum created a large, engaged community, supported by dedicated influencers, exciting partnerships, and a host of interactive events. Spread the word: KAMPI is the ultimate companion for Quebecers on all their camping adventures.
ARQ Launches Its Loyalty Program
The past few years have been particularly challenging for Quebec’s food service industry. With escalating costs, labor shortages, and an increasing reliance on data-hoarding food tech giants (Uber Eats, DoorDash, etc.), restaurant owners are facing mounting financial pressures and loosing their consumer knowledge. In light of these challenges, the Association Restauration Québec (ARQ) turned to us for help.
Through extensive research conducted in collaboration with Léger, we realized that these challenges could actually present new opportunities. Given the significance of shifting mobile behaviors, it was an ideal moment for ARQ to develop its own digital solution. By launching its own loyalty program, the organization could drive customer activities, boost traffic to participating restaurants, help its members reach clients more effectively, and provide deeper insights into consumer behavior.
Thus, the RestoQuébec rewards program was born—where you can save and enjoy at every bite! On the menu: food points, user-specific promotions, restaurant profiles, a news feed for fellow foodies, group creations, themed itineraries, “Best Meal” contests, and much, much more (I must keep a somewhat tight lip on the features)! Keep your eyes peeled and your stomach ready for 2025–2026!
Ubisoft Montréal Takes the Leap
as an Employer
As Ubisoft Montréal’s need for qualified professionals continues to grow, news emerges that a number of nearby studios are closing their doors. Ubisoft therefore tries to recruit the many developers who just lost their livelihood. The problem is, Ubi isn’t the only appealing company around. Every major studio is snapping them up and employee retention is particularly low.
In this context, I approached a member of the studio’s management team to develop an employer brand platform capable of attracting/maintaining talents while efforts are made to reshape the employee’s day to day in a more rewarding way. Put bluntly, a simple career page on the website—however well-executed for its time—is no longer enough. The right prospects need to feel the “fit” from the moment they first encounter Ubisoft’s digital presence.
After analyzing the work environment using scientific research, I was able to identify the studio’s strongest employer traits and use them to define two key pillars for the platform’s structure. Recognition and Career Advancement focuses on valuing employees’ contributions through appreciation and opportunities for growth, while Innovative Workplace highlights the stimulating, collaborative environment powered by cutting-edge technologies.
A key aspect of the platform is that employee recognition is showcased both to engage those who already work at the studio and to attract those who might join its ranks. By regularly showcasing the achievements and courage of current employees, the platform not only rewards those who contribute to the studio’s success, but also shows potential talent that they will be recognized and valued should they join the team.
This led to the creation of « Je fais le saut avec Ubi » (“Taking the leap with Ubi”), a nod to Assassin’s Creed’s iconic leaps of faith, now synonymous with the studio. The campaign symbolizes both current and prospective talent’s step into a new journey.
Chris Dube 