We’re excited to introduce you to the always interesting and insightful Idalin Mckenzie. We hope you’ll enjoy our conversation with Idalin below.

Alright, Idalin thanks for taking the time to share your stories and insights with us today. One thing we always find fascinating is how differently entrepreneurs think about revenue growth and cost reductions – both can be powerful ways to improve profitability. What do you spend more of your time and energy on?

I see growing revenue and cutting costs as two sides of the same coin, both are essential to success, depending on where the business or organization is and what it’s trying to achieve. It’s not about choosing one over the other; it’s about finding the right balance at the right time.

Revenue growth is all about unlocking potential, reaching new customers, creating innovative offerings, and building value for the future. But growth doesn’t just happen; it requires purposeful and innovative investments. For example, I once worked with a client to tap into a new market by launching a fresh product line. Yes, it came with upfront costs, but the business’s increased revenue paid off, and long-term sustainability was worth it.

On the flip side, cost optimization is about spending wisely. It’s not about slashing budgets blindly; that’s a quick path to stagnation. Instead, it’s about ensuring every dollar drives value. During challenging competitive environments and budgetary constraints, I helped an organization streamline its operations using automation tools to reduce overhead, free up resources, and redirect efforts to projects that boosted revenue.

Revenue and cost management aren’t competing priorities—they work together. A clear strategy ties them together, helping leaders know when to invest for growth and when to tighten up. I’ve seen this balance in action when implementing financial planning systems that track performance. These tools give real-time insights, helping organizations pivot as needed, whether doubling down on growth opportunities or keeping costs under control.
One example that stands out is when I worked with an organization overly reliant on a single revenue source. With competition heating up, we took a two-pronged approach: introducing new revenue streams and finding efficiencies internally, cutting operational costs by 15%. The result? Financial stability and a platform for sustainable growth.
At the end of the day, it’s not about asking, “Should we focus on revenue or costs?” The better question is, “How can we get the best return on every decision we make?” The answer will look different depending on the context, but you can create a real impact when you align revenue growth and cost management with your goals.

Idalin, love having you share your insights with us. Before we ask you more questions, maybe you can take a moment to introduce yourself to our readers who might have missed our earlier conversations?

I am a speaker, coach, board director, and finance executive with over 20 years of experience driving impactful insights and change across sectors. My journey into finance and leadership began with a love for numbers and problem-solving, which I’ve paired with a passion for empowering organizations to achieve sustainable growth and operational excellence. My academic foundation includes a CPA designation, a master’s in Management Information Systems, and an MBA, which gave me the tools to navigate complex challenges and lead with insight and strategy.

Throughout my career, I’ve been privileged to work across diverse industries, such as corporate, non-profit, and international organizations, where I’ve honed my expertise in finance transformation, business strategy and governance. I am the founder and principal of KLAM Consulting and I also currently serve as Vice President of Finance and Asset Management at YWCA Hamilton, overseeing finance, IT, and facilities. My role involves more than managing numbers; it’s about aligning operations with the mission, ensuring optimized resources, and building sustainable systems that support growth and impact.

The Work I Do
I specialize in solving complex problems for organizations, whether that’s streamlining financial processes, navigating compliance and governance requirements, or developing strategic roadmaps to position organizations for the future. For example, I’ve helped organizations transform their finance functions by automating processes, integrating systems, and establishing robust policies to drive transparency and accountability.

I’m also passionate about empowering others by sharing knowledge and experiences. Through speaking engagements and organizational workshops, I address topics such as finance, strategy, governance, risk management and leadership in the age of transformation. I aim to inspire teams and leaders to think strategically while providing them with actionable insights to drive success.

What Sets Me Apart
What makes my approach unique is a combination of strategic thinking and hands-on execution. I view challenges holistically, balancing financial expertise with an understanding of organizational dynamics and people. Whether I’m working with a board to develop governance frameworks, guiding a team through a finance transformation, or leading workshops on finance or strategy, I focus on sustainable solutions that leave organizations stronger.

What I’m Most Proud Of
One of the accomplishments I’m most proud of is being named one of WXN’s Top 100 Most Powerful Women in Canada in 2023. This recognition reflects not just my work but also my commitment to leading with integrity, mentorship, and community impact. I’m also deeply proud of the opportunity to shape future leaders through teaching and mentoring, helping others realize their potential is incredibly fulfilling. Additionally, my speaking engagements and workshops have allowed me to connect with diverse audiences, sparking meaningful conversations and driving positive change in organizations across sectors.

What I Want You to Know
Ultimately, my work is about creating a lasting impact. Whether I’m guiding an organization through a strategic shift, facilitating a workshop, delivering a keynote, or mentoring the next generation of leaders, I’m driven by a belief in continuous learning and connection. If you’re looking for someone who can bring clarity, strategy, and action to your organization’s challenges, I’d love the opportunity to connect.

How do you keep your team’s morale high?

As a founder or executive, managing a team while keeping morale high is one of the most critical parts of leadership. It’s not just about hitting targets; it’s about creating an environment where people feel motivated, valued, and aligned with the bigger picture. Here’s what I’ve found works best:

1. Align the Team Around a Shared Vision: People thrive knowing their work has a purpose. Share your vision and strategy clearly, and connect each role to the organization’s goals. When your team understands how they contribute to the bigger picture, it builds motivation and a sense of belonging.

2. Empower and Trust Your Team: High morale comes from trust and ownership. Delegate meaningful responsibilities, encourage innovation, and let your team lead. Recognize their achievements and invest in their development to show you’re committed to their success.

3. Foster a Positive and Supportive Culture: Create an environment where people feel valued and cared for. This includes celebrating wins, promoting work-life balance, and listening to their feedback. Your leadership sets the tone; it models resilience, optimism, and adaptability, especially during challenges.

At the end of the day, it’s about creating a culture where people feel connected, empowered, and appreciated. When you do that, you don’t just get a high-performing team; you create an environment where everyone thrives, including you as the leader.

Let’s talk about resilience next – do you have a story you can share with us?

Entrepreneurship has always been a part of who I am. From retail sales and network marketing to real estate, hospitality services, and consulting, I’ve ventured into diverse industries, learning invaluable lessons along the way. One of the most defining chapters of my journey was my time as an Avon salesperson; a humble but pivotal experience that shaped my approach to challenges and relationships.

When I began with Avon, I was new to the community, with no established network; just a stack of magazines, determination, and the willingness to knock on doors. Introducing myself to strangers and facing frequent rejection wasn’t easy, and there were moments when I questioned whether I could succeed. Yet, every “no” taught me something new: how to listen, adapt, and earn trust. Slowly but surely, I built genuine connections, turning strangers into customers and finding my place in a new community.

That experience was less about selling products and more about discovering the power of perseverance and relationships. It reminded me that small, consistent steps—showing up, listening, and being authentic—can create meaningful opportunities. Those lessons have stayed with me, influencing not only my entrepreneurial ventures but also my professional growth.

As an executive today, I see the parallels between those early days and the challenges I navigate now. Leading teams, driving transformations, and aligning strategic goals with organizational values require the same resilience, adaptability, and relationship-building I practiced as an Avon salesperson. Whether working with colleagues, stakeholders, or communities, I’ve learned that trust is earned through consistency, collaboration, and empathy.

Those early lessons guide me even as a coach and advisor. I understand the uncertainty and determination it takes to grow because I’ve walked that path. My approach is rooted in humility and the belief that every challenge, no matter how small it seems, is an opportunity to learn and grow.

Looking back, I am grateful for those moments knocking on doors. They taught me to face uncertainty with courage and see every interaction as a chance to connect with impact. These lessons continue to shape my leadership today, reminding me that success isn’t about titles or accolades—it’s about how we show up for others and the relationships we build along the way.

Contact Info:

• Website: https://klamconsulting.ca/
• Linkedin: https://www.linkedin.com/in/idalinmckenzie/
• Other: https://speakerscanada.com/keynote-speaker/idalin-mckenzie/