Julian Soucy, Client Services Senior Manager for Samsung and HelloFresh within OSL, knows a thing or two about building high-performing teams, fostering strong client relationships, and driving operational success. We sat down with Julian to discuss his leadership philosophy, the tools he’s developed, and his vision for the future of client services at OSL.
What qualities do you look for when hiring for client services roles, and how do you ensure you’re building a high-performing team?
One of the most important things when building a high performing team is understanding your people. When you’re building real relationships, it goes a really long way. You have to know what drives your team members, what excites them, and where they need support.
I also focus on team dynamics—introverts and extroverts can both be strong contributors, but you need to know how to create an environment where they can thrive together.
Sometimes, the quietest person in the room is your strongest performer, but you have to create a space where they can show that strength. Building an emotional bank account with people is important. When you understand people on a deeper level, you can help bring out the best in them, and that, in a nutshell, is how I’m able to build a high-performing team.
What key factors do you consider when developing tools that enhance both employee and company experiences?
I always start with identifying gaps in operations. Our gaps can be four things; People, Product, Process, or Price. Usually, there are some easy check marks that you can look for to identify which needs support. Once you find the problem, you ask: is there a better ‘mousetrap’ we can deploy to close those gaps? How does this impact the employee experience?
A tool should make work easier, not harder. If it takes an extra 10 minutes to process a transaction because of a new system, then it’s probably not a better solution. You have to be strategic about it. The best tools don’t just improve efficiency—they make people’s jobs more enjoyable and remove roadblocks that get in their way.
What’s the best part of working with OSL’s clients, and how do you approach building long-term relationships with them?
You gotta love people. That’s the biggest thing. I spend most of my time building relationships, understanding client needs, identifying areas of opportunity, and working to meet their expectations.
A great example? If you walk past a trash can and see a piece of paper someone else left on the ground—pick it up. People notice small things like that. If you do that consistently, it shows that you care. When clients and employees see that kind of dedication, they trust you more and want to continue working with you. Over time, those small actions compound into a reputation of reliability and integrity.
It’s that kind of investment in people and that led to our Samsung Recruitment Program starting with two people and growing to well over 90 within the span of three years. So, it’s significant.
What strategies have you found most effective when leading business reviews to ensure client growth and satisfaction?
Come prepared. Know your numbers. Understand your KPIs, where your strengths are, and where your opportunities lie. And more importantly, understand what behaviors will drive improvement.
If you walk into a business review with bad KPIs but no plan, that’s a problem. But if you can say, ‘Hey, we know we have a retention issue, so we’re focusing on recognition and communication strategies to improve job satisfaction,’ that’s a plan. Clients respect that.
They don’t expect perfection, but they do expect accountability and a willingness to improve. That’s what separates a good leader from a great one.
How do you balance client expectations with internal operational capabilities?
I deal with these challenges daily. Client Services is sometimes wedged between a rock and a hard place—we’re constantly balancing client demands with what’s realistically possible.
Transparency is key. It’s important to work with both sides of the fence and stay accountable. If I know something won’t be done in time, I don’t wait until the last minute to communicate that. Proactively escalating issues and setting realistic expectations is crucial. You don’t want to overpromise and underdeliver. If there’s a gap between what the client wants and what’s feasible, my job is to bridge that gap with honest communication and creative problem-solving.
We all know the Golden Rule, “do to others what you would have them do to you,” but when you’re working in Client Management, I try to stick to the Platinum Rule instead, “treat others the way they want to be treated.” It allows me to have empathy when trying to understand my team and clients’ needs.
How do you balance coaching, training, and performance management to drive growth and team engagement?
Consistency in messaging, strategy, and communication. If you have regular check-ins with your team, you’ll always know where the effort needs to go.
It’s also important to make these conversations meaningful. If we’ve talked about career growth and set a plan, our future one-on-ones should tie back to that. People should feel like there’s a clear path forward, and that leadership is invested in their development. When you create a culture where coaching and feedback are ongoing, that’s when people grow the most.
You’ve coached and mentored a lot of people—what’s one piece of leadership advice you find yourself giving over and over?
Do not let what you cannot do limit what you can do. It’s like when you’re writing an exam and you get stuck on one question that you can’t figure out, and even though it’s only worth 8%, you don’t let yourself move on to the rest of the exam until you finish. Eventually, if you don’t learn to let it go, to accept that it’s okay to come back to something later, you’re going to fail. But if you can let yourself move on and revisit the problem when you’ve got fresh eyes, you’ll start to see yourself succeeding more often than not.
A lot of people get stuck in the weeds—whether it’s a tough problem, an interpersonal issue, or striving for perfection. My advice? Keep moving. Get other things done while you’re working through a challenge. Solutions often come when you least expect them. Don’t let a single roadblock prevent you from making progress elsewhere.
If you could go back to your first day at OSL, what advice would you give yourself?
Slow down.
Slow down and make decisions with full intent. If you move too quickly, mistakes can happen. Making yourself and your choices bulletproof is more important than making a fast decision. Whether it’s writing a contract, creating a financial report, or having a conversation with an executive—double-check your work. Be intentional. Thoughtful decisions are always better than rushed ones.
Looking ahead, how do you see the client services side of OSL evolving in the next few years?
Our roles are all about meeting client needs while balancing those of our head office. We’re going to see more programs transition into steady-state operations, and we’ll keep refining our processes.
But my personal mission? Creating jobs. I want to keep expanding opportunities for people in the U.S and especially here in Canada. We’re 100% partners, so I want to ensure we create careers that continue to help both our economies grow. That’s what drives me. The more we grow, the more opportunities we can provide, and that’s something I’m really proud of.
Final Thoughts
Julian’s leadership philosophy is clear: build strong relationships, focus on continuous improvement, and always keep moving forward. His approach to client services and team management serves as a great example of how proactive leadership can drive both business success and employee growth.
Thanks to Julian for sharing his time and insights!