Master the strategies to survive, engage, and prevent hostile proxy fights in the modern corporate landscape.
Shareholder activism has reached a ten-year high in Canada, and activists are now winning more proxy contests than the management side. This course examines what's driving that shift, how activists identify and attack their targets, and how boards can respond — or better, prevent activism in the first place.
You will learn to think like an activist, evaluating companies through the lens of capital allocation discipline, governance structure, board composition, and strategic underperformance. You'll work through the 10 capital allocation levers (5 cash generation, 5 cash deployment) that activists scrutinize, examine the five activist playbooks (shareholder proposals, private engagement, vote no campaigns, AGM ambushes, and formal proxy contests), and evaluate the structural legal defenses available to a board, including advance notice bylaws, poison pills, and shareholder rights plans.
A multi-stage case study — based on the real 2024 Gildan Activewear proxy battle (the most expensive shareholder activism ever undertaken in North America at $77 million) — runs through the course. You will play the role of a director at "Gobstop" navigating a CEO succession crisis, an activist letter from a major shareholder, and a months-long public proxy fight. The course concludes with five lessons from the Gildan case and reflective questions on the broader role of activism in corporate governance.
This course examines shareholder activism through Canadian case studies, statutes, and proxy rules. The strategic principles, activist mindset, capital allocation framework, and board engagement practices discussed are broadly applicable to public-company governance globally. However, specific thresholds, statutes, and procedural rules cited (such as the 5% meeting requisition threshold, the 10% disclosure threshold, and CBCA majority voting rules) are Canadian and differ in other jurisdictions.
This course is suitable for finance executives, board directors, corporate secretaries, governance professionals, and senior managers who interact with public-company boards or shareholders. While the case examples focus on publicly listed companies, the instructor notes that the underlying principles also apply to nonprofit boards, condominium corporations, and other stakeholder-governed entities.
Topics Covered
CPA, CA Leadership
Blair is a seven-time CFO, a director, and an educator at Executive Finance Partners - a professional development and executive coaching firm for financial professionals and executives. He also serves as a corporate director and audit committee chair of publicly listed companies: Terravest Industries and Clarke Inc. He is also the Board Treasurer of the Devour Food & Film Festival and serves on various committees of CPA Nova Scotia. Blair is the author of The Illiterate Executive: An Executive’s Handbook for Mastering Financial Acumen.
Provincial regulators of CPAs in Canada do not require that independent providers of CPD be approved to offer courses. Instead, individual CPAs are responsible for assessing whether a CPD activity meets their requirements, and may take activities from any source provided those requirements are met.
Every course offered on LearnFormula is delivered by a qualified subject matter expert or learning organization, and advances learning objectives that are relevant to the responsibilities or professional competencies of Canadian CPAs. All activities on LearnFormula are quantifiable in terms of hours, and are also verifiable, in that users receive documented evidence of their attendance via a certificate of completion after finishing a course (and this certificate is stored by LearnFormula indefinitely). Nearly 100,000 Canadian CPAs successfully satisfy their CPD requirements via LearnFormula on an annual basis.
