--- title: How to Lead Change at Scale description: Discover how Andrea Shaikin transformed Air Miles into Blue Rewards in just eight months, emphasizing collaboration, readiness, and effective change management. image: https://learning.iorad.com/hubfs/Ep.%2037%20(2).png --- [![iorad](https://learning.iorad.com/hubfs/Iored%20Theme%202021/Images/iorad%20logo%20DONT%20DELETE.png)](https://www.iorad.com/) - Product #### Individual [Tutorial Privacy Control who views your tutorials](https://www.iorad.com/pricing/feature/tutorial-privacy) [Mask Data Control who views your tutorials](https://www.iorad.com/pricing/feature/mask-data) [Basic Audio Text-to-speech & custom voiceovers](https://www.iorad.com/pricing/feature/basic-audio) #### Team [Branding Add custom branding](https://www.iorad.com/pricing/feature/custom-branding) [Premium Audio Neural voiceovers and CC](https://www.iorad.com/pricing/feature/premium-audio) [Collaboration Co-edit and publish tutorials](https://www.iorad.com/pricing/feature/team-collab) [Analytics See tutorial performance](https://www.iorad.com/pricing/feature/analytics) #### Enterprise [Translations Automatic language translation](https://www.iorad.com/pricing/feature/translations) [Team Accounts Allocate separate accounts](https://www.iorad.com/pricing/feature/team-collab) [Encrypt & Anti-Track Strict compliance & additional data protection](https://www.iorad.com/pricing/feature/encrypt-and-anti-track) [All plans & Features →](https://www.iorad.com/features) - Resources #### Support [Help Center](https://www.iorad.com/resources/help-center) [Learning Hub](https://learning.iorad.com) [Schedule Demo](https://www.iorad.com/demo) #### Customers [Testimonials](https://www.iorad.com/testimonials) [Case Studies](https://learning.iorad.com/customer-stories?_ga=2.48225895.1718347252.1788801042-1263284910.1780521832) #### Marketplace [Partnerships](https://www.iorad.com/partner-programs) [Integrations](https://www.iorad.com/connectIntegrations) [Services](https://www.iorad.com/services) #### Company [Privacy Policy](https://www.iorad.com/privacypolicy) [About Us](https://www.iorad.com/meet-the-team) - Use Cases [EDU](https://www.iorad.com/use-cases/education) [Customer Training](https://www.iorad.com/use-cases/customer-training) [Sales Enablement](https://www.iorad.com/use-cases/sales-enablement) [Learning & Development](https://www.iorad.com/use-cases/learning-and-development) [HR](https://www.iorad.com/use-cases/human-resources) [Product Management](https://www.iorad.com/use-cases/product-management) [I.T.](https://www.iorad.com/use-cases/information-technology) [Operations](https://www.iorad.com/use-cases/operations) [All Use Cases →](https://www.iorad.com/use-cases) - [Pricing](https://www.iorad.com/pricing) [Try it Free](https://www.iorad.com/signup) [Sign In](https://www.iorad.com/login) The Adoption Curve # How to Lead Change at Scale In this week's episode, Andrea Shaikin breaks down how she led the partner transformation that turned Air Miles into Blue Rewards in eight months, and gives you a five-question readiness check to see if your next big change is set up to land. [Read](https://learning.iorad.com/the-adoption-curve/how-to-lead-change-at-scale#read) [Watch](https://learning.iorad.com/the-adoption-curve/how-to-lead-change-at-scale#watch) [Listen](https://learning.iorad.com/the-adoption-curve/how-to-lead-change-at-scale#listen) ![Ep. 37](https://learning.iorad.com/hubfs/Ep.%2037.jpg) Featuring ## Andrea Shaikin Head of Business Enablement, Strategic Partnerships & Transformation, BMO [Learning Hub](https://learning.iorad.com/) → [Adoption Curve](https://learning.iorad.com/the-adoption-curve) → How to Lead Change at Scale ## What you'll learn - Why the signed contract should anchor every work stream - How to plan around readiness, not just deadlines - The consultant approach that moves reluctant partners ## Meet our guest Andrea Shaikin is Head of Business Enablement, Strategic Partnerships & Transformation at BMO and a longtime loyalty practitioner based in Canada. She spent five years at Air Miles, moving from account direction to sales to building the cross-functional onboarding function that connects new partners to the program. When BMO turned Air Miles into Blue Rewards, Andrea was chosen to lead the partner transformation. Her work already touched every department, which made her the natural person to drive change management across teams, partners, and a fixed launch date. ![Ep. 37](https://learning.iorad.com/hubfs/Ep.%2037.jpg) Featuring ### Andrea Shaikin Head of Business Enablement, Strategic Partnerships & Transformation, BMO [Connect](https://www.linkedin.com/in/andreashaikin/) ## The Launch Date Couldn't Move. Everything Else Could. Most large change projects have some slack in the timeline. This one didn't. A major national partner was leaving Air Miles, and the new program had to be live the day it left. That meant a new name, a new currency, new pricing, and new offers for more than 10 million members and over 400 partner brands. Andrea took over the partner side in October 2025, with June 2, 2026 as the go-live date. She had little formal authority over the 13 or 14 functions involved. What she had was trust, built over years of asking other teams how their work actually gets done. "It was the hardest thing I've ever done in career to date, but also very beautiful example of true collaboration." That collaboration didn't happen by accident. It came from a few deliberate choices about where to start, how to measure progress, and how to treat the people being asked to change. Start With the Contract, Then Make Progress Visible Some senior leaders wanted to stay far away from contracts. Andrea started there anyway. She planned the transformation in the same order she'd use to onboard a brand new partner. "In my particular world, the signed legal agreement is your number one artifact for any new change." The agreement set the rules for everything after it. Legal led to finance, regulatory, and compliance. New offers led to ops, tech, and data. Marketing and partner training came next. She ended up with seven work streams, each tied to a team leader she could ask, "What do you need?" She didn't add a new layer of meetings. She folded the project into stand-ups that already existed and sent a Friday status update to every director, not just senior leadership. No team could say it didn't know where the others were. After launch, she ran those updates through AI and turned the project into a reusable transformation template.   ![VR\_Checklist4-01](https://learning.iorad.com/hubfs/VR_Checklist4-01.png) Plan for Readiness, Not Just Deadlines A deadline tells a team when. It doesn't tell you if they can get there. Andrea set milestone dates, then checked each team's readiness instead of just enforcing due dates. There was no point reviewing offers before the contracts were drafted. She walked backwards from launch night with every group. If the web team had to publish every new offer overnight on June 1, what did they need, and from whom? "What they needed to be ready, how we could make them more ready, and what the previous step needed for it to be ready, like a domino effect." The launch was roll forward, with no option to call it off. The team agreed on what absolutely had to be true on June 2: signed contracts, offers live, new logos, and every member's miles switched to points. Everything else could be fixed in hypercare. Knowing that brought everyone's temperature down.   ![clock 1](https://learning.iorad.com/hubfs/clock%201.png) Treat Partners Like Clients, Not Rule-Followers External partners had their own holiday blackouts, IT rules, and POS updates. Some were thrilled about the change. Some were tired of it. Andrea joined their standing meetings and built a custom transition for each one, often taking on work the partner would normally own. Where a new contract would have meant costly outside legal review, the team amended the existing one instead. One long-time partner had carved wooden signs with the old logo, so they got a longer grace period to replace them. The same partner ran several POS systems, so the team accepted the old data format for a few days and converted it themselves. "We went in with some pretty strict guidelines. We had to change a lot of them and we got okay with that."   ![handshake](https://learning.iorad.com/hubfs/handshake.png) ## Downloadable Resources Workbook ### The Transformation Readiness Worksheet Break your change into workstreams, work back from a fixed launch date, and decide what must be ready on day one and what can move to hypercare. 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