Rachel Lau
About Rachel Lau
Rachel Lau is a Project Manager in the Strategic PMO at Canopy Growth Corporation, where she develops and oversees project plans for strategic initiatives. She has successfully led significant projects, including the acquisition of the Supreme Cannabis Company, coordinating efforts across multiple departments to achieve corporate synergies.
Work at Canopy Growth
Rachel Lau has been employed at Canopy Growth Corporation since 2019, serving as a Project Manager within the Strategic PMO. In this role, she develops and oversees project plans for strategic initiatives, including mergers, acquisitions, and divestitures. Her responsibilities include ensuring alignment with company goals and tracking key milestones throughout project lifecycles. Lau facilitates cross-functional project team meetings and manages communication with senior leadership, providing regular updates and preparing presentations to communicate project objectives and risks.
Education and Expertise
Rachel Lau earned a Bachelor of Science (Honours) in Life Sciences from Queen's University, where she studied from 2008 to 2012. This educational background provides her with a strong foundation in analytical and scientific principles, which she applies in her project management role. Lau's expertise includes overseeing complex projects, coordinating cross-departmental teams, and optimizing operational efficiencies, particularly in the context of mergers and acquisitions.
Background
Prior to her current role at Canopy Growth, Rachel Lau worked at Nokia as an Order Management Specialist from 2014 to 2019. In this position, she gained experience in managing orders and optimizing supply chain processes. Additionally, she served as Volunteer Director for the Make-A-Wish: Queen's University Branch from 2011 to 2012, where she contributed to community service initiatives and developed leadership skills.
Achievements
Rachel Lau led the acquisition and integration of the Supreme Cannabis Company, coordinating efforts across over 20 teams in various departments, including HR, Finance, Legal, IT, and Operations. Through this acquisition, she successfully extracted $1.8 million in corporate synergies by optimizing duplicative costs and eliminating unnecessary contracts and licenses. Additionally, she spearheaded the closure of two production facilities, achieving $8.3 million in production synergies as part of the integration process.