Captains of Industry: Shekhar Gothi: Applying military know-how to the private sector

By Adrian Olivier

In his July 2010 Assumption of Command message at HMCS STAR, LCdr Shekhar Gothi quoted Mahatma Ghandi, “We must be the change we wish to see in the world.” It was a fitting inclusion for the newly appointed CO. Gothi’s family immigrated to Canada from India in 1977, trading the warm weather of Bombay for the decidedly colder Thunder Bay, when he was just six years old.

Like many kids, Gothi and his friends pretended to be soldiers on missions when they played. Those childhood games, combined with Gothi’s love of sailing and his strong desire to serve and give back to his new country, inspired him to join the CAF as an officer in the naval reserve. Once he finished his undergraduate studies in political science and business, he continued with full-time service and never looked back.

Gothi’s innate drive and passion for facing challenges head-on have served the RCN, and his own career, very well. He was twice deployed on UN peacekeeping missions—coordinating the Ceasefire Joint Military Committee which mediated the Comprehensive Peace Agreement between the Sudan Armed Forces and the Sudan People’s Liberation Army in 2008, and then on peacekeeping operations in Port-au-Prince, Haiti in 2009. It was during his second UN deployment that he survived the devastating January 2010 earthquake in Haiti during which the UN building he was in collapsed, burying him alive while taking the lives of his many of his colleagues.

In September 2018, LCdr Gothi was selected to the Canadian Special Operations Forces Command (CANSOFCOM) headquarters, and in spring 2022 he was appointed its Innovation Director. In that position, he oversaw a team tasked with sourcing emerging and disruptive technologies to prepare front line personnel for the future operating environment. Later that same year, he was appointed as an Aide-de-Camp to the Lieutenant Governor of Ontario, the Honourable Elizabeth Dowdeswell. A little more than a year later, he became Chief Aide-de-Camp, overseeing 50 Aides and 15 volunteers throughout Ontario, a position he still holds under the current Lieutenant Governor, the Honourable Edith Dumont.

For Gothi, joining the Commissionaires Great Lakes senior management team as its Vice President of Partnerships in April 2024 was a natural progression in a career of service, a new and challenging opportunity to apply the many skills and experiences he’s gained through advancing levels of military leadership. Gothi is responsible for engagement with all levels of government, industry and the veteran community, to establish meaningful partnerships and strengthen existing business relationships for Commissionaires. He finds this to be a particularly exciting time to be part of Commissionaires, just months before the organization begins its centennial year, celebrations of which are already taking shape.

“The most rewarding aspects of my career revolve around the opportunity to contribute to something larger than myself and to make a meaningful impact on society,” Gothi told us. “This is why I was careful to choose the right private sector path for myself, one that allows me to continue serving with purpose. The new step builds on a foundation of contributing to national security, working in a challenging and dynamic environment, teamwork and camaraderie, while pursuing growth and development, and honouring traditions.”

Gothi offers thorough and practical advice for those who wish to build their military experience and apply it to executive roles in the private sector:

1.        Understand the complexities: The defence industry is complex, involving geopolitics, technology, regulations, and more. Take the time to learn the intricacies to navigate effectively.

2.        Embrace innovation: The defence sector is constantly evolving, with technology playing a crucial role. Embrace innovation and be open to new ideas and approaches to solve challenges.

3.        Build relationships: Networking is key in any industry, especially in defence where relationships often shape business opportunities. Connect with colleagues, mentors and industry leaders to learn and grow.

4.        Focus on ethics: The defence industry carries significant responsibility. Always prioritize ethics and integrity in your decision-making, ensuring that your work contributes positively to society.

5.        Stay informed: Keep current with industry news, policy changes, and technological advancements. Being well-informed will help you anticipate trends and make strategic decisions.

6.        Adaptability is key: The defence landscape can change rapidly due to geopolitical shifts, budget constraints, or technological breakthroughs. Be adaptable and ready to pivot your strategies when necessary.

7.        Continuous learning: Never stop learning. Invest in your professional development through courses, certifications, and workshops to stay ahead in your field.

8.        Be resilient: The defence industry can be challenging with long project timelines, stringent regulations, and high stakes. Develop resilience to persevere through obstacles and setbacks.

9.        Think globally: Defence is an international industry, with partnerships and collaborations spanning across borders. Keep a global perspective in your approach to business and strategy.

10.  Lead with purpose: As a young executive, lead with a clear sense of purpose and vision. Inspire your team to work towards common goals that align with the values of the organization and contribute to the greater good.

In addition to his many achievements, Gothi’s career has included meeting the late Queen Elizabeth II at the State Dinner and her last ever visit to Canada, His Royal Highness, the late Prince Phillip, His Royal Highness Prince Edward, and Her Royal Highness Princess Sophie.

As we wrapped up our interview, Gothi reinforced that his view of success—including the success of the CAF and Commissionaires—is derived from how we face challenges and seize opportunities, punctuating his point with another famous quote from Gandhi, “The future depends on what we do in the present.”

Alex Maheu: Leveraging Political Experience in the Marketplace

By Adrian Olivier

After a stint working on Parliament Hill for a Cabinet Minister and a Member of Parliament, Alex Maheu found his calling in the fields of defence and national security. Particularly drawn to discussions on defending Canada’s long Arctic coastline from national security threats, Maheu’s time on Parliament Hill exposed him to the critical role played by the defence industry in supporting Canada’s security priorities.

Leveraging his political experience, Maheu was able to apply his knowledge and passion for helping defence companies increase their value proposition in major procurement bids as a defence lobbyist consultant. He has worked for such clients as Boeing Defence, General Atomics Aeronautical Systems, MBDA Missile Systems, Naval Group (DCNS), PAL Aerospace, and Terradyne Armoured Vehicles.

Maheu is currently the Head of Public Policy for National Security and Defence at Amazon Web Services (AWS), where he is responsible for working with senior policymakers and elected officials to drive advanced technology adoption in the defence and security sector. With expertise in showcasing how cutting-edge solutions can enhance the operational readiness and effectiveness of the Canadian Armed Forces (CAF) and of our national security agencies, Maheu’s job is to raise awareness of the transformative potential of digital technologies, including AI, machine learning, and cloud computing capabilities.

Maheu works extensively with regulators to shape policies and regulations related to the critical areas of cybersecurity, geospacial technologies, International Traffic in Arms Regulations (ITAR), Export Controls, Industrial Technology Benefits (ITB), and technology procurement among others. His work helps ensure these frameworks align with Canada’s allies to foster greater interoperability and intelligence sharing among allied nations.

Maheu considers his career’s two most stand-out moments to be his role in securing major defence contracts worth billions of dollars for both Boeing and General Atomics. These contracts were the result of years of dedicated effort in developing procurement strategies and his expertise and guidance were essential in securing them. At Boeing Maheu helped craft the successful strategy that led to the procurement project worth $5.9 billion for the RCAF to acquire the P8 Multi-mission aircraft, a sophisticated maritime patrol and reconnaissance platform. While handling the Boeing contract, Maheu simultaneously advised General Atomics on their bid to supply Canada’s Remotely Piloted Aircraft System (RPAS) solution with the MQ-9 platform. That deal is worth $2.49 billion. His strategic counsel and deep understanding of the political landscape were instrumental in positioning General Atomics as the prime contractor for this critical defence program.

While Maheu can claim significant achievements in his career in the defence sector, he notes that there are certain career barriers that can be challenging to overcome in an industry that is highly competitive and often opaque. In an industry as heavily regulated as the defence sector, with its stringent compliance requirements and complex procurement procedures, navigating the labyrinth of regulations, policies, and protocols can be a formidable task – made harder when dealing with multiple government agencies and international clients. He’s faced and overcome the entrenched relationships and long-standing ties between some defence contractors and government agencies. It can be hard for newcomers or those without extensive industry connections to break into these well-established networks. These barriers are not insurmountable, but even for Maheu, with his expertise and strategic political acumen, these factors proved to be hurdles as they slowed his career advancement at various points. 

Despite the hurdles, it’s been a rewarding career. For Maheu, the opportunity to contribute directly to the safety and security of our nation and its allies has been incredibly fulfilling. The work he does plays a vital role in protecting lives, safeguarding national interests, and ensuring the defence capabilities of our country. At the same time, the stimulation and reward of working in an industry that is pushing the boundaries of technology is equally rewarding. Being a part of driving cutting-edge technological advancements in areas such as AI, quantum computing, electronics, cybersecurity, and cloud computing is ground-breaking and has allowed him to make his mark.

For those with a passion for innovation and pushing the boundaries of what’s possible, Maheu offers some sage advice for  young executives entering the defence industry:

One needs to cultivate a deep understanding of the industry – it’s a highly complex sector with intricate regulations, intricate procurement processes, and a unique set of stakeholders. Dedicate your time to thoroughly understanding the industry’s nuances, including the key players, decision-making processes, and the ever-evolving technological landscape. 

Building a strong network is crucial. Relationships are everything in the defence industry and you’ll need to actively seek out opportunities to connect with industry veterans, government officials, and influential decision-makers. To expand your professional circle and establish valuable connections that will serve you well in your career, he advises attending industry events, conferences, and networking gatherings.

In line with that, one should seek out mentors who have successfully navigated industry challenges and can provide seasoned and invaluable guidance, insights, and experience. Learn from their successes and failures and leverage their knowledge to accelerate your growth.

You’re not going to make it if you’re not resilient and adaptable. It’s a dynamic industry with shifting priorities, evolving technologies, and challenging geopolitical landscapes. You’ll need to develop the ability to navigate ambiguity, adapt to change, and navigate challenges with resilience and a solutions-oriented mindset. 

Staying up to date with current industry developments is crucial. Stay abreast of the latest technological advancements, policy changes, and geopolitical shifts that could impact the industry. Attend industry events, read trade publications, and engage with thought leaders to maintain a comprehensive understanding of emerging trends and challenges.

This year Maheu will be focusing on exploring opportunities to support the Minister of Defence in implementing and executing his newly published AI strategy. The strategic initiative represents a significant step forward in leveraging the transformative potential of artificial intelligence to bolster Canada’s defence capabilities and maintain a competitive edge. He’ll also be exploring opportunities for international cooperation and knowledge-sharing in defence and national security with Canada’s international allies, including participating in multinational initiatives, exchanging best practices, and aligning AI strategies with allied nations to enhance interoperability and collective defence capabilities.

Outside his professional life, Maheu is a sailing aficionado, adrenaline junkie, and speed enthusiast. As if the high-stakes and tense nature of his professional life weren’t enough, he’s a born thrill-seeker, beginning a lifelong passion for sailing at a young age that has shaped who he is today. In New Zealand, Maheu once spent a week skydiving, rafting in caves, ziplining, and canyoning – a stark contrast to the calculated and strategic persona he likes to project in the office. Whatever the environment, he thrives on high
stakes. 

Andy Valentine: President of ATMIS, an Indigenous advanced manufacturing company

By Bill Luxton

Meet Andy Valentine, a mechanical engineer extraordinaire who doesn’t just work hard but knows how to play hard too. With a passion for cutting-edge engineering projects and a love for family time (and the occasional slap-shot on the ice), Andy brings a unique blend of skills, experience, and a can-do attitude to everything he does. As the face of ATMIS, he interacts with both public and private sector leaders in business development engagements. ATMIS, he says, has circled the defence world for a while now, and his team has collaborated with major defence primes on new vehicle systems. He has always had a strong personal interest in the defence sector and takes pride in heading up an indigenous-owned business, the kind of which he says is underrepresented in the military-industrial base.

His formal engineering education began at Sheridan College where he earned a technologist diploma in mechanical engineering and technology. From there, it was off to Canada’s north and Lakehead University, where he earned a Bachelor of Engineering degree while also being the President of the Engineering Student Society. With a career spanning various sectors that saw him work in ever-more senior roles as he rose up the corporate ladder, Andy’s journey has been nothing short of remarkable and adventurous. Driven by an insatiable thirst for knowledge and new experiences, he has delved into everything from engineering advanced composites to mastering manufacturing technologies. He truly has done it all! But his expertise doesn’t stop there. He’s mastered the art of construction and project management. Whether it’s installing massive hydropower generation units or overseeing mining capex projects across North America, Andy’s hands-on, can-do approach, and knack for teamwork have always been his secret weapons.

But Andy’s not just any engineer—he’s the brains behind ATMIS, a vertically integrated procurement and supply chain company, and a design and engineering firm that’s redefining the industry. As President, he works with a team of professionals boasting decades of experience. ATMIS is more than just your run-of-the-mill firm; it’s a powerhouse of innovation and excellence. The ATMIS team of dedicated professionals has decades of experience delivering solutions to clients in government, automotive, nuclear, aerospace, medical, and increasingly the defence sector. When it comes to its fortes, composite solutions and custom tooling, machining, and automation for the industry are all part of the company’s ethos. From simple metal parts to the most technologically advanced manufacturing systems, Andy and his team ensure that every project is executed to perfection, all on time and within budget.

As the president of ATMIS, Andy says he wears many hats (figuratively speaking, of course). From leading engineering projects to interacting with public and private sector leaders, he’s the face of the company, responsible for his team’s financial security, safety, and career growth. It’s a demanding job, but Andy tackles it with gusto and a can-do attitude.

But Andy’s interests extend beyond the boardroom. He’s deeply passionate about the defence industry, recognizing the need for Indigenous-owned businesses to have a seat at the table. Through strategic partnerships and a keen eye for opportunities, Andy is making waves in the military-industrial base, all while championing meaningful reconciliation efforts.

Reflecting on his career, Andy recalls countless standout moments, many of which involve laughter and camaraderie with colleagues. While he has had many standout engineering achievements during his professional career, it is the personal relationships and bonds that he has established with the people he works with that bring him joy. He once won a company Halloween costume competition by dressing up as a project manager in the firm, much to the delight of his fellow colleagues and the manager with whom he established a greater bond. Andy understands that success isn’t just about business achievements but also about the relationships built along the way. Team building is not just a buzz phrase for Andy.

But the path for indigenous individuals and professionals isn’t always an easy one. No matter what field of endeavor they enter, many indigenous individuals encounter implicit bias and stereotypes, leading to prejudiced attitudes and discriminatory treatment. These biases can hinder career progression and create hostile work environments. Like anyone building a career, Andy hasn’t been immune to barriers, whether real or implied, but he has faced defeat with resilience and the determination to overcome them, going on to learn, grow, and excel. To young executives entering the defence industry, Andy offers this sage advice: have a plan, but be ready to adapt at a moment’s notice. As an engineer, a fiercely proud Native, and a devoted family man, Andy sees supporting Canada’s defence sector as the ultimate act of patriotism. In heading an Indigenous-owned business, he believes he is also making a meaningful contribution to advancing the reconciliation process in Canada.

Looking ahead to 2024, Andy’s focus is on growing ATMIS as a business and expanding its marine capabilities. It’s a daunting challenge, but one that Andy tackles head-on with his trademark optimism and tenacity.

Away from the office, as referenced earlier, he is a keen amateur hockey player, and his colleagues know him to be a devoted family man whose greatest joy comes from raising his three children and sharing in their adventures. Despite his demanding career, Andy always makes time for what matters most—family, laughter, and making a difference in the world, one project at a time.

With his determination to overcome obstacles, extend the boundaries of engineering excellence while expanding the reach of ATMIS, Andy Valentine truly is a Captain of industry.  

JOEL HOUDE Takes the Reins at GDMS-I

by Vanessa Chiasson

JOEL HOUDE KNOWS a thing or two about honing a career in the defence industry and, in his case, the word “hone” has a double meaning. When Houde has some free time from his new role as the Ottawa-based Vice President and General Manager of General Dynamics Mission Systems–International (GDMS-I), he’s an avid woodworker. As he says: “I like to design and build my own furniture and the pandemic really offered me a great excuse to expand my home workshop. Recently I have worked on building antique reproductions with a focus on using hand tools. I find the feeling of creating shavings versus sawdust much more satisfying.”

This passion for hands-on work and fine craftsmanship has been evident throughout Houde’s career.

A mechanical engineer by training, Houde’s degree was part of a co-op program, which he describes as being “an invaluable part of the education process, especially in engineering”. That experience led him to be part of the team that built and launched Radarsat-I. Delivering a project to the Canadian Space Agency - as Houde describes it, was a “dream job, allowing for exposure to the discipline required to execute large systems integration programs and got me interested in project management.” It was also the first of many hands-on, innovative projects he’d tackle. By 2002, he was living in Montreal and running the program-planning department working on a variety of space programs. As he says: “This was a pivotal move for me as it allowed me to gain broader business experience, with exposure to senior leaders managing complex space programs.”

In his early career, Houde describes himself as being only “peripherally aware” of the military. He didn’t join the defence industry until he faced a transition point in his career, returning to Ottawa after leaving his position in Montreal with the space industry. A co-worker suggested he apply for a position at GDMS-I to run their project management office and the rest is history.

Houde has since held a variety of project management roles at GDMS-I, including the Hydra underwater warfare suite, the Maritime Helicopter Program and the Armored Brigade Communication Information System. Houde characterizes his career path as giving him the foundation that he leans on today. As Vice President and General Manager of GDMS-I, Houde leads a team of professionals that provide technology and mission system capabilities to armed forces all over the world. In his own words: “We essentially drive capability into military platforms and enable both the soldiers and the systems spanning Air, Sea, Land, Space and Cyber domains. Not only do we design, develop and manufacture these capabilities, but we also support those delivered systems going as far as deploying training and service personnel alongside soldiers in the field.” If that sounds daunting, it’s because it is! Houde is quick to point out that his work is really a “team sport”.

One of those key “team sport” moments came while Houde was working on the Maritime Helicopter Program. As he says of the experience leading the program: “I learned what it means to do hard things.” There were over 400 people working to meet stringent requirements to deliver on a large scale, developmental, systems integration program and, inevitably, they ran into challenges and delays. This doesn’t exactly sound like the makings of a standout career moment but, as Houde points out: “The learning experience you get by overcoming those challenges collaboratively with your team and customer is invaluable. I don’t know that you could ever take on a job like I have today without having been through something like that.”

The upcoming year promises to keep Houde and his team on their toes. He reports that, unbeknownst to most Canadians, his company provides world-class Vetronics products for most US military vehicles. Come 2023, the plan is to bring next-generation ultra hi-def smart displays, advanced scenario-based fire control systems, and ultra-low-latency video management solutions to market. They also continue to integrate next-generation technologies and capabilities in areas such as ISR, cloud computing, and secure communications to provide the digital backbone for the Canadian Army. As he reflects on the challenges and rewards of working in the defence industry, Houde says: “I have always had a deep respect for those who choose to put their lives on the line to keep the rest of us safe and to protect our way of life. It is a life of service. I’m immensely proud to be able to do our part to enable them in their work and to keep them safe. No one wants conflict in the world, but it is immensely important to have a capable military for when it is needed and as a deterrent, which enables peace and order.”

Joel Houde, Vice President and General Manager, GDMS-I participates in Operation Collaborative Spirit – experiencing a day in the life of a soldier.

When asked if he had any advice to offer young executives interested in entering the defence industry, Houde recommends they “Make sure (their) toolbox is as full as it can be.” By that he means to pursue hard things, diverse things, to stay on a steep learning curve, adding that “The more experience you have, the more prepared you will be to deal with the challenges that inevitably come in leadership roles”. He also offers these words of encouragement: “On some days the challenges we face seem insurmountable but what I have learned over the years is that we almost always find a way. We might not like the way we find but we always find a way to get through the barriers. I believe that you need to enter these things with the mindset that there will always be a way, you just need to look for it. To be successful in these roles you need to have grit, resiliency and tenacity.”

As someone who enjoys hands-on work in both his professional and personal life, it’s not surprising that Houde says that he loves developing state-of-the-art solutions for complex problems and that it is “neat, challenging, and meaningful work”. He knows that when he digs into his latest project that it all makes a difference to the women and men who serve – and to those who are working beside him. As he says: “I get a lot of satisfaction knowing that I am helping to develop the next generation of leaders even as I continue to learn and grow in this role. We can’t underestimate the impact we have on those that work for us. The decisions we make, the way we speak, and the interactions we have with those around us have an impact on how they feel about their work life, their contribution and how they feel about themselves when they go home at the end of the day. I try and keep in mind how I show up and contribute to the environment so that everyone gets the opportunity to do their best at work.”

Joel believes that community involvement is at the core of our mission – pictured here in GD’s sponsorship of Canada Army Run.

HEATHER DAMAREN: A critical Member of the Logistics Vehicle Modernization Power Team

AS A MEMBER of General Dynamics Land Systems–Canada’s Power Team bidding on the Canadian military’s Logistic Vehicle Modernization (LVM) project, Heather Damaren has a critical role as lead on the In-Service Support components of the bid. A dynamic executive at Land Systems–Canada since 2003, Damaren’s resume illustrates why she is the logical choice for that role.

The scope and scale of the LVM project is perhaps best described by Damaren in her own words. “The Logistics Vehicle Modernization project will provide the Canadian Armed Forces with new and modern fleets of light and heavy logistics vehicles, trailers, and armour protection kits.” she told Esprit de Corps. The trucks are used to transport personnel, equipment, and supplies in support of operations at home and abroad. Logistics vehicles support missions across the full spectrum of operations, from disaster relief to combat.

By incorporating Marshall Land System’s Matrix Containers (a bid partner with Land Systems–Canada), the new trucks will be able to be configured in order to provide command and control, communications, workshop, and ambulance capabilities to the Canadian Armed Forces (CAF). Without a doubt, the LVM project is a highly complex program with numerous equipment variants intended to enable CAF missions for decades to come.

The project is now in Phase 3 which entails the actual bid evaluation. On December 9, 2021, Government of Canada had issued a formal Request for Proposals (RFP) to qualified suppliers.

“My role in this endeavour is to bring together the In-Service Support components of our bid and ensure that we put forward the best, most compelling offer that not only meets, but exceeds Canada’s expectations,” Damaren explained. “I bring to the team many years of experience in quality assurance. My in-depth understanding of DND’s quality assurance expectations are important strengths that will be valuable in this role. We want our bid to demonstrate to the Canadian government why, and how, the Power Team is the best choice for the LVM project.”

Damaren firmly believes that her ‘engineering brain’, experience in manufacturing and customer support, plus her proven commitment to quality and customer-first principles will help her team develop a winning proposal.

Damaren firmly believes that her ‘engineering brain’, experience in manufacturing and customer support, plus her proven commitment to quality and customer-first principles will help her team develop a winning proposal.

There is no question that the CAF desperately require new logistics vehicles. The existing capabilities were acquired in early 1990’s and are overdue to be replaced. This current initiative, as outlined in Canada’s defence policy, Strong, Secure, Engaged is aiming to revitalize and replace Canada’s light and heavy logistics vehicle capabilities. What is desired is a modern fleet that incorporates the latest technologies that will allow the crew to carry a larger load, be more mobile and include increased protection.

Damaren’s stellar career began in 2003 when she joined Land Systems–Canada as a Quality Assurance Internal Auditor right after she graduated from Western University with a Bachelor of Computer Engineering degree. Damaren then spent the next ten years in various quality assurance roles gaining a comprehensive understanding of how to ensure the highest level of quality in both products and service.

Subsequently she invested a further two years as a production area manager in final assembly, test, and sales where she managed three shifts of operations in order to ensure that her team met all safety, quality, cost, and scheduling targets for Land Systems–Canada’s manufacturing activities. Damaren then took on the challenging role of Manufacturing Engineering, wherein she led a team in the translation of product designs into build instructions for her production team.

“All of my gained experience in these various departments of our company positioned me to become the Quality Assurance Manager for all of Land Systems–Canada in 2016.” said Damaren. “For the next five years I was responsible for ensuring the highest possible level of quality in all steps of the contract process including design, supply chain, manufacturing, and sustainment. I was responsible for the quality management system for the entire life cycle of the contract. I also worked closely with Department of National Defence Quality Assurance representatives.”

Naturally enough, Land Systems–Canada is a very soughtafter employer in London Ontario. As such, Damaren was more than thrilled to be offered a position to work at Land Systems–Canada right out of university. Damaren has found Land Systems–Canada a rewarding place to work where one can see the result of a project that they’re managing or a design that they’re working on because everything happens under one roof.

Looking beyond the current LVM project future developments for Land Systems–Canada will include Unmanned Ground Vehicles (UGV’s) and Damaren sees that future as being bright. “It’s an exciting time to be a part of the defence industry.” she said. “With the expansion of artificial intelligence and what it can provide, the development of autonomous platforms, an increased focus on robotics, and the need for cybersecurity, new technologies are changing how we view our work.”

General Dynamics Land Systems has a new software system, Katalyst Next Generation Electronic Architecture (NGEA), which fits perfectly into this space. NGEA is a modular open architecture featuring scalable hardware and software that creates a digital backbone for unmatched connectivity.

“Our Multi-Utility Tactical Transport (MUTT) is a rugged, reliable small-unit force multiplier that provides dismounted soldiers with a versatile platform that can carry equipment and perform multiple roles in various levels of autonomy.” explained Damaren. “We want to leverage the success we’ve seen with the MUTT to reach broader international markets.”

The company also wants to introduce the TRX Robotic Combat Vehicle-Medium class to the global market. Based on the success of the MUTT, the TRX platform, developed by General Dynamics, features innovative thinking – from its Artificial-Intelligence enhanced design to advanced, lightweight materials and a hybrid-electric propulsion system. The TRX sets a new best-in-class payload capacity to accommodate any mission equipment package. It provides superior performance in critical battlefield roles including autonomous resupply, complex obstacle breaching, counter-unmanned aerial system, electronic warfare and reconnaissance.

As for her life outside the Land Systems–Canada facility, Damaren was born and raised in London, Ontario. She is married and the mother two children; an 11 year old son and 9 year old daughter. The Damaren family typically spend Friday nights cheering for London’s Ontario Junior Hockey League team, the London Knights. Damaren herself was an accomplished athlete who grew up playing competitive lacrosse right through her 20’s. She has recently re-joined the co-ed London Masters Lacrosse league and she thoroughly enjoys the mix of fun and competition. In Damaren’s spare time, she enjoys managing her nine-year-old daughter’s hockey team, skiing with the family and bow hunting in the fall.

In the workplace, Damaren participates in many of Land Systems–Canada’s charitable programs, including the United Way campaign, the Canadian Army Run, and Habitat for Humanity. Outside of the Land Systems–Canada organization, she also volunteered with the Ontario Provincial Police (OPP) Auxiliary from 2002, retiring as an Auxiliary Staff Sergeant in 2015.

Some might call Damaren eccentric when she describes her favourite vacation. “Every summer my husband and I take the kids and drive our boat to Georgian Bay Islands National Park where we camp in the back-country for a few days on Beausoleil Island.” explained Damaren. “Rattlesnakes, bears and other wildlife frequent the island but it’s all worth it for the swimming, boating, hiking and fishing that this remote location offers!” That sounds like a logical choice.

SARAH MCMILLAN: Navigating the seas of service excellence

SERVICE EXCELLENCE IS arguably the golden standard for any organization. Babcock Canada’s VP of Human Resources and Corporate Services, Sarah McMillan, has leveraged 25-plus years of experiential knowledge in the human resources sector to recruit and retain skilled employees that keep Babcock Canada on the cutting edge of service excellence.

After graduating with honours from Royal Roads Military College, in the Applied Military Psychology program, McMillan set sail in her defence journey by enrolling in the Royal Canadian Navy (RCN) in 1996. She began her tenure with the RCN as what was once called a Maritime Surface Officer (and is now known as a Naval Warfare Officer).

From notably serving aboard the frigate HMCS YUKON and Auxiliary Oiler Replenishment (AOR) ship HMCS PRESERVER, and so many more in between, McMillan subsequently transferred to the Personnel Selection Branch and became a Personnel Selection Officer (PSO) in 1997. In this role, the point of sail for McMillan’s career pivoted — she worked with NCSM VILLE DE QUEBEC and HMCS PRESERVER as a Critical Incident Stress Counsellor during the Swiss Air Disaster only two years into her career.

Babcock undocked HMCS Corner Brook in 2021 following the completion of her deep maintenance period.

“I worked diligently with a dedicated team of social workers, psychologists, and peers for several months at sea and ashore supporting our people working the crash sites,” said McMillan.

McMillan’s education in psychology and work as a PSO lends credence to her ability to translate systems of cognition into service excellence: she has supported the CAF through specialized selection assessment centres, award-winning behavioural science research at Director General Military Personnel Research and Analysis, consulting projects for NATO Supreme Allied Command Transformation in Norfolk, and so much more. Her application of innovation and determination have been duly noted by the CAF.

“I also deployed to Kabul, Afghanistan and undertook strategic human resources work with the Afghan National Army for which I earned a Canadian Joint Operations Command,” said McMillan.

McMillan’s thirst for knowledge is the gift that keeps on giving — from 2001 to 2004, she was appointed to an assistant professor position with the Department of Military Psychology and Leadership at Canada’s Royal Military College. Fast-forward 20 years, and McMillan’s pursuit of knowledge has yet to lose its vigor — her work towards service excellence and navigating best practices in a hybrid workspace with Babcock Canada has set the stage for sustainably supporting Canada’s navy well into the future.

Babcock is trusted by the province of Manitoba to deliver critical wildfire suppression services

When asked about what initiatives her company is undertaking, McMillan said that Babcock Canada is “currently preparing to commence the extended docking work period for HMCS VICTORIA, which will be the next submarine to undergo a deep maintenance period under the Victoria In-Service Support Contract.”

Since 2008, Babcock has been operating in Canada as a technology-led business that fuses deep engineering expertise with data and analytics to ensure a sustained and robust RCN. Digital and data capabilities are deeply entrenched in the company’s mandate to drive innovation and value for their customers, which is something McMillan can attest to as VP of Human Resources and Corporate Services.

“Without a doubt, the recruitment and retention of highly skilled and experienced employees while providing our customers the best value for money is a main challenge,” said McMillan.

McMillan values transparency, fairness and truthfulness, which are all values that lend themselves well to Babcock’s commitment to delivering key naval in-service support for the RCN. The company leverages integrating Canadian talent and expertise with reach-back expertise from international operations to ensure complete lifecycle support for Canada’s Victoria Class submarines.

Babcock has quite a few ships out to sea on the operations front right now, according to McMillan: “we are delivering air ambulance and wildfire suppression services to Manitoba, helping to serve and protect communities and natural resources.

In 2021 alone, Babcock completed 8,946 water drops on the wildfires in Manitoba and flew over 874 fire-fighting missions.”

One of the company’s business units, Cavendish Nuclear, is making strides in Canada’s nuclear energy sector through driving innovation to procure safer, faster, and lower-costing nuclear solutions for Canadians. Just like its parent company, Cavendish Nuclear leverages both a global workforce of skilled nuclear specialists and local expertise to drive change and deliver results.

Just last year, Babcock Canada announced a partnership with Leonardo Canada, a company that is part of global organization which has extensive experience delivering military aircrew training, to embark on a joint venture called Babcock Leonardo Canadian Aircrew Training. According to McMillan, “this initiative, which will be rolled out alongside our strategic partners, pursues Canada’s Future Aircrew Training program.”

Aside from McMillan’s commitment to the service excellence golden standard and championing an evergreen RCN, she values time with her family and enjoying nature. When she’s not on the job, she can be found with one of her daughters watching ringette, walking her mini Goldendoodle, or spending quality time with mother nature.

“I also love to play Euchre — a habit I picked up in the Navy!” said McMillan.

In 2019, Esprit de Corps named her as one of the Top 20 Women in Defence and Security, but according to McMillan, the best is yet to come for her. Keep a keen eye and an open ear out for her name in the future of Canada’s naval defence industry!

INNOVATION, CREATION, AND DIGITIZATION: Meet CEO Shaun Horning of Gastops Ltd.

Shaun Horning, President and CEO of Gastops Ltd. Gastops employs over 200 personnel in Ontario, Nova Scotia and Newfoundland

By Tamara Condie

SHAUN HORNING, PRESIDENT and CEO of Gastops Ltd., began his 30-year journey at the company in 1992 with nothing more than a foot in the door as a co-op student. He joined the Gastops team only 13 years after its inception — Horning and the company have spent more than half of their lifespan together evolving and growing while setting out to develop a portfolio of products to expand state-of-the-art condition monitoring.

“It is truly a remarkable Canadian success story that is still being written as there is so much opportunity for growth ahead of us,” says Horning.

Horning’s introduction to Gastops aligns well with the company’s mantra, which is to build a stable, diverse, and employee-centric company that leverages Canadian expertise to provide rewarding career opportunities while giving back to the community. Horning’s own engineering professor at Carleton University, gas turbine aficionado Herb Saravanamuttoo, saw potential in him as a promising young engineer, which fueled the beginning of Horning’s career with Gastops.

“I found a company filled with people interested in solving challenging problems for customers, making something work better, learning something new, helping the community and having fun along the way. What more could a young engineer ask for?” says Horning.

Time flies when you’re having fun, and just like Horning’s career, Gastops’ capacity has skyrocketed since he began his tenure there — today, the manufacturing company employs 200-plus Canadians in Ottawa, Dartmouth, Nova Scotia, and Newfoundland.

In its early days, the company primarily functioned as an engineering services company, but its dedication to cutting-edge innovation transformed Gastops into a multifaceted condition monitoring company working with aerospace, wind turbine and industrial power technology.

Headquartered in the nation’s capital, Gastops is best known for The company adeptly its contributions to the advanced prognostics capability on the Pratt & Whitney F135 engine used on the Lockheed Martin F-35 — a multirole combat aircraft. Just this past year, the company soared to new heights by shipping its 3500th online condition monitoring sensor to the Pratt & Whitney program.

“Our contribution to military aircraft traces back to our collaboration with Pratt & Whitney during my earliest days with Gastops when MetalSCAN was selected for the F119 engine for use on the F-22 Raptor, becoming the first online, full-flow oil debris sensor system to be successfully deployed on airborne engines,” reminisces Horning.

Gastops expanded its portfolio in the early 2000s to work in the wind turbine market, packaging established technology into a fit-for-purpose design that services and monitors the health of the entire gearbox and transmission.

The world has caught wind of Gastops’ condition monitoring sensor advancements as some of the largest wind turbine manufacturers across the globe use the company’s MetalSCAN technology as a de facto production standard. From sky-high wind turbines to land-low oil and gas, the same technological axiom has been applied, even on some of the world’s largest cruise ships.

On top of developing and distributing online condition monitoring sensors, Gastops has constructed a portable debris analyzer called ChipCHECK, used by airlines, maintainers, and military operators to significantly reduce engine maintenance turnaround time.

Gastops could be described as an oil-check for the aircraft, marine and wind turbine industry: “if your mechanic could call you up to tell you about early wear conditions, recommend adjustments to your driving and tell you when you need to schedule maintenance, that might be a fair analogy,” says Horning.

The company adeptly combines human ingenuity, applications expertise, and machine intelligence to lead the future of the industry into real-time predictive maintenance. Part of moving the condition monitoring needle forward for Gastops has been partnering with companies like Breeze Eastern and Teledyne FLIR to establish a state-of-the-art maintenance, repair, and operations (MRO) facility in Halifax.

“We also have advanced condition indicator development capabilities, oil analysis services and our simulation capabilities that are evolving to provide digital twin design for marine and airborne applications,” says Horning.

Another collaborative venture was added to Gastops’ radar this past week — Raytheon Intelligence & Space has made a robust investment in Gastops under Canada’s Industrial and Technological Benefits (ITB) program, which will support a multi-year research and development collaboration with Pratt & Whitney to develop the next generation of critical equipment intelligence solutions.

This investment is intended to fund the development of an advanced version of the Oil Debris Monitors (ODM) currently employed in the F135 for the F-35 Lightning II and the GTF commercial engine family. The expected outcome of this innovation pursuit: an ODM with increased sensitivity and reliability. In addition to that, Gastops’ ChipCHECK product line will be tested and validated for inclusion in Pratt & Whitney engine maintenance programs.

Horning is a strong advocate of collaboration and network support, which is why the company has established so many partnerships to maintain a local presence in key markets outside of their Canadian offices. When Horning isn’t busy innovating in the lab, he likes to spend time with his wife Carie and two children doubling up as a father and year-round sporting coach.

“I’ve found that spending a few hours in the rink or on the baseball diamond with the kids is the best form of relaxation and a great way to take care of my mental health,” says Horning.

AN AUSTRALIAN AT THE HELM: SAAB Canada’s President Simon Carroll

By Vanessa Chiasson

AN INTERESTING COLLECTION of global experiences led Simon Carroll to his current role as President of Saab Canada. Growing up in rural Australia, his parents operated pubs and hotels, sometimes in towns as small as Dunedoo (home to approximately 800 people). It’s an environment that Carroll describes as one where you really can’t help but get to know everyone pretty quickly. A brief glance at his current job description suggests that his early expertise in management and service is still serving him well to this day.

As the President of Saab Canada, Inc, Carroll leads teams in Ottawa, Halifax, Medicine Hat, and Burnaby, making sure that all employees receive the necessary corporate services and support, including legal and human resources, they need to perform their duties. His work covers all aspects of operations, from business development to government relations to marketing.

The gap between rural Australia and corporate Canada was bridged in part by the military, though it wasn’t his original plan. As Carroll says: “I was all set to study commerce at university… until I went to a defence recruiting brief in my last four months of high school and applied to join the Royal Australian Navy and attend the Australian Defence Academy (Australia’s equivalent of RMC in Kingston). From here my interest in Defence only grew further as I spent 13 years in the Navy before joining the defence industry in Australia.”

Carroll’s naval career offered many rewards. A standout moment for him came when he was serving as the Operations Officer onboard HMAS Sydney during the second Gulf War. While the role itself was extremely satisfying, it also gave him his first exposure to collaborative work with international colleagues from a management perspective (though no doubt watching his parents manage hotel guests didn’t hurt!) It wasn’t just interacting with new people that Carroll found gratifying. His tenure aboard HMAS Sydney came at a time of tremendous technological change. Carroll describes this by saying: “So much of what we take for granted today in regards to information technology communications and the transfer of data was very new at that time and the management of this provided a real challenge, but also a fantastic learning experience.”

However, as outstanding as his experience was with the Royal Australian Navy, it was a chance conversation with an ex-Naval colleague that steered Carroll’s career path in a new direction. His former colleague had started a business helping military personnel find new roles when they left service. With a keen eye for matching people with positions, he presented Carroll with the right opportunity at the right time. He says: “To be honest if I hadn’t made this decision at the time I would probably still be in the Navy.” And thus an international industry career spanning time in Australia, the UAE, and Canada was born!

A pivotal point in that journey was joining CEA Technologies in a sales role in 2006. The position introduced Carroll to the international aspect of the defence industry and he’s never looked back. He sees many parallels between his industry experience and his military service, saying: “Much like pursuing a career in the military, you need a very supportive and willing family to achieve this, along with an employer who is open to providing such opportunities. Fortunately, I have both!”

While he hadn’t set out to live overseas for so long (describing his expat life as a two-year ‘life experience’ that has turned into nearly nine), it has developed into one of the most outstanding parts of his career, one that has provided him with more opportunities than he ever imagined – to say nothing of the inspiration he’s found along the way. Carroll describes some of the folks he has met in the industry as “ridiculously intelligent people” who have inspired him to re-think his approach to certain situations (in a good way!). Yet they are all aligned with the common purpose of serving military members in their respective countries. He says that “Having the opportunity to work with, and learn from, people from a range of cultures in a variety of social environments has been extremely rewarding.”

But while Carroll has seen tremendous growth in his industry over the years, he also sees where there is room for improvement. He has heard colleagues describe industry event attendance as being “male, pale, and stale” and he recognized the hard truth buried within the quip. He sees the need for all aspects of the defence industry to attract a “more diverse range of personnel such that the industry can benefit from different ways of thinking, new ideas and a broader personnel representation of today’s society.”

When Carroll looks to the future and envisions young executives thinking of entering the defence industry, he’d advise those interested to be ambitious and always strive to achieve more while keeping in mind the role of teamwork. He sees teamwork as central to everyone’s success and knows that those critical relationships are built through positive communication. One of the most valuable aspects of his own career has been establishing relationships and friendships with people from all over the world and he knows that success in the defence industry is heavily reliant on these relationships and their resulting partnerships.

He also knows this team-centred approach is crucial for the growth of the industry as a whole. Carroll says: “I think the real challenge facing not only Saab, but the defence industry at large, is the challenge for people. It is extremely important for defence and industry to look at this challenge in unison so that together we present the defence industry as an attractive and rewarding environment in order to attract new talent.” As he looks at Saab’s future, he knows they’ll be continually working on how to improve their offerings to the Canadian Armed Forces, endeavouring to maintain an active growing presence in Canada.

JAMES DAVIES: President and CEO of Davie Shipbuilding

by Vanessa Chiasson

WHEN THE AVERAGE person thinks about how a ship is built, they no doubt envision wood, metal, large crews, and complicated plans. But for James Davies, President and CEO of Davie Shipbuilding, experience has taught him to evaluate the process through a different lens. Coming from a family of engineers has led to a lifetime of building for Davies and he has come to the conclusion that “The biggest shortage in mechanical engineering was not of ideas, talent, or the willingness to work to solve engineering problems of design and production. Rather, it was a lack of translation, pre-project funding, structure, purpose, and risk mitigation to enable financing.”

It was this realization that led him to accounting and corporate finance, which then brought him to the maritime sector. That is where he gained valuable commercial experience financing and executing increasingly complex projects. Davies was previously the CEO of Cambridge Capital Marine, a maritime-focused investment advisory firm, and prior to that he was a finance director of the AKN Group. However, to be fair, Davies has really been in the maritime sector his entire life, in a roundabout way. As he says: “As a teenager, I used to fix engines and equipment on small commercial boats going up and down the river Thames, just for fun! I was also a keen volunteer at a local industrial museum where many kinds of steam engines were rebuilt for customers or to run on display.”

Tinkering with engines along the Thames sounds like it’s far removed from Davies’ current job of shaping the strategy, culture, and organizational structure of Canada’s largest and longest established shipbuilder. However, his teenage mindset to keep working at the problem has never left him. As he describes it: “Out-of-the-box thinking is incredibly important for me – personally and professionally… My task might involve negotiation or financing or simply thinking of the way we need to organize ourselves strategically to address challenges, while weighing the consequences and risks of pursuing new opportunities. This part of my job allows me to roll up my sleeves and work closely with relevant internal and external teams, which in turn keeps me focused on our priorities and those of our customer.”

This approach has served Davies and his team well. One stand out moment from his career has been the delivery of the naval supply ship MV Asterix. The project took only three years from concept to delivery and was proudly delivered on time and to budget. Davies describes this “as a tour de force for Davie and for all the people involved in this project including those at our affiliate company, Federal Fleet Services. FFS continues to ensure the right team is in place for the ship to be ready to go as planned supporting RCN all over the world.” He credits a “tremendous willingness” for the team to work together to fill the Navy’s urgent need as a key component of their success.

“ In 2020, Davie was selected to become a partner in the National Shipbuilding Strategy and tasked with the construction of a new fleet of polar icebreakers.”

Taking on similarly daunting (and rewarding!) tasks is a top priority for Davies and his company. In 2020, Davie was selected to become a partner in the National Shipbuilding Strategy and tasked with the construction of a new fleet of polar icebreakers for the Canadian Coast Guard. Davies describes the National Shipbuilding Strategy as undoubtedly the single most important contact in the company’s nearly 200 years of operations. As he says: “Successfully concluding negotiations with Canada to officially become a partner of the National Shipbuilding Strategy has been our focus, moving on to the execution of work under this relationship is definitely the number one priority for the remainder of 2022.”

Davies draws tremendous satisfaction from what the company has accomplished over the past ten years and gains inspiration from its upcoming projects. As he says: “The growing strategic importance of Davie’s work for Canada is extremely motivating. We can actively help Canada defend its sovereignty in an increasingly volatile world.”

James Davies’ experience in the world of shipbuilding – from museum volunteer to corporate CEO – is a lesson in the benefits of following your passion and the power of being a generalist, a bit of a ‘jack of all trades’ if you will. As he says: “It is easy to become overspecialized too early. You need a good foundation… More general experience will serve you well in getting the job done within your new team.” It’s a perspective he would recommend to any young executive eager to follow in his footsteps. Davies suggests that, for people starting their career, it’s prudent to choose something that provides them with general experience in their area of interest, a tool set of sorts that can be used in many places within the industry. As such, when they do reach the point to choose an area of specializing, they’re doing so with perspective and confidence.

Davies knows that his industry faces some difficult times looking ahead. He reports: “Like many industries there is a lack of skilled people in shipbuilding.” However, he also sees the benefit in meeting the moment, saying “We all have our challenges. The ones I have encountered have, I hope, made me better. I am sincerely grateful for those challenges and all the help and advice I have received along the way”, adding: “Hard has never been a reason for me not to do something.”

Davies’ eagerness to take on a challenge extends into his personal life. The keen interest in vintage engines that kept him engaged in his youth has never left him and he has a passion for obscure transportation machinery such as old motorcycles and antique cars. His current project is nicknamed the “Fishplant Ferrari”, a nitrous oxide burning 1971 Pontiac Firebird race car. He optimistically reports: “This year I believe we will get it to run 9 seconds in the quarter mile. Next year I think we will have a go at doing this with an enhanced emissions profile. Probably using methanol but alternatives are being considered. But my guess is that the NSS could take precedence, and this actually becomes a 2025 project!”

RICK GERBRECHT: An Unforeseen Opportunity Proves Fortuitous

by Vanessa Chiasson

WHEN MOST PEOPLE describe their career path and the steps they took to enter the defence industry, they often reference years of planning and careful decisions. But for Rick Gerbrecht of thyssenkrupp Marine Systems Canada Ltd (tkMS Canada), his saga comes together a bit differently. He describes his entry into the field as a tale with twists and turns, a story that requires what he describes as “brutal honesty” here and there.

Gerbrecht was serving in PACFLEET (Esquimalt) as Chief of Staff (Operations) and was identified for a posting to the Ottawa region when his career took off in an unexpected direction. His domestic situation required a pretty important posting of its own, primarily staying in place to support the looming high school graduations of his children. As such, Gerbrecht decided to retire – but without an exit plan, something he describes as “exciting at the time.” Thankfully, things progressed quickly enough that his excitement didn’t have much time to morph into trepidation. He was contacted by a large firm in the Vancouver area and emerged from the hiring process with a contract in hand six months before his release date. Gerbrecht’s reaction to how it all worked out can be summed up in one word: “relief.”

Today, as the President and CEO of thyssenkrupp Marine Systems Canada Ltd (tkMS Canada), Gerbrecht works with “a small eclectic group of talented people.” He describes his role as being the “meaningful conduit” to manage how business is done in Canada on a day to day level while being in full compliance with overseas Corporate institution and governance. The tricky job of managing expectations internally and externally is made a bit easier thanks to Gerbrecht’s military background.

He served 27 years in the Royal Canadian Navy, including four years at Kingston’s Royal Military College to earn a BA in Commerce. As he puts it: “You could truly say I became interested in the defence industry on day one in the military. I wore a uniform, attended basic officer training and enjoyed infrastructure all as a product of defence industry deliverables. Later I served in warships, was a passenger in military standard aircraft, and used weapons and sensors, again, all supplied by the defence industry.” As Gerbrecht advanced in his military career, his familiarity with the defence industry deepened when he collaborated on a project to introduce the first over-the-horizon missile system for the RCN. This work required Gerbrecht to work closely with the defence industry to set-to-work solutions that someday could be employed to defend sailors and ships. As he says: “I never lost sight of this responsibility, which continues today.”

Thanks to his long background serving in the military and subsequent experience collaborating with those in the defence industry, Gerbrecht’s transition from wearing a uniform to a suit was a rewarding one (even considering his initial lack of an exit plan!) As he worked his way up to his current position with tkMS Canada, Gerbrecht dabbled in consulting and worked in an R&D program, before establishing the Canadian subsidiary of ATLAS ELEKTRONIK as the Managing Director in late 2012. Early on the company enjoyed recognition in the NSS with provision of the JSS Baseline design, HF Radio Suite and NVIS antenna group for AOPS and modelling and simulation for the RCN, including the Post Mission Analysis system (OSPREY) for the Acoustic Data and Analysis Centre in Halifax. With characteristic frankness, Gerbrecht describes his success by saying that he “worked with a good company upon entry, was hooked up to the fire hose, and learned as much as (he) could.” At the beginning of 2017, thyssenkrupp AG took over the minority shares of ATLAS ELEKTRONIK GmbH from Airbus Defence and Space. Since then, the naval electronic specialist is a corporate entity within thyssenkrupp Marine Systems GmbH. In Canada, both business units of tkMS and ATLAS ELEKTRONIK merged with the name thyssenkrupp Marine Systems Canada Ltd. Gerbrecht expresses, “I got smart on underwater vehicles, mine countermeasures and torpedo technology with ATLAS, now post-merger, I have taken on a submarine sales file just to fill in my remaining down time.”

Gerbrecht’s tell-it-like-it-is approach extends into the wisdom he offers those interested in pursuing a job in the defence industry… and his first piece of advice is it’s not a job! As he says: “When I get an opportunity to mentor I always attempt to explore with the individual that this sector is not just a job. You need to be passionate about what you do and not just in the defence industry. Be a fresh set of eyes and don’t be scared to make observations about a process.” Additionally he reminds the mandatory trait of any executive in stating “good executives are leaders and leaders need to be respectful, empathetic and good at listening to what your people are telling you. It is a privilege to be a boss and that means being mindful of the people who let you be a boss – the current employment environment is the telling tale.”

He also offers some very pragmatic insights, saying that patience is indeed a necessary virtue to thrive in the sector. The equipment and solutions those in the industry acquire may one day be used to save lives and protect infrastructure but, as he says, “And on that day, we in the defence industry will not be standing next to the end user.” Given such circumstances, adapting a patient, long-term perspective is very useful.

And, perhaps with a nod to his semispontaneous entry into the field, Gerbrecht offers some encouragement to embrace both success and also setbacks, saying “Innovation and development, by their very nature, must be permitted to make discoveries. When you think of that for a moment, this means you provided acceptance for not achieving 100% of your objectives on the first round.” Being open to learning and resilient to hard knocks matters in his field.

When Gerbrecht thinks back to the many challenges and rewards of his career, a standout moment occurred on December 18, 2018. That was the day he signed the Development Agreement to undertake works for the made-in-Canada munitions section of the ATLAS ELEKTRONIK SeaSpider™ Anti-Torpedo Torpedo (ATT). When thinking back on that moment, Gerbrecht ruminates “Is this work challenging? Yes indeed. Are there interests who hope we fail? Yes indeed. Our ATT is a disruptive technology and if you understand what the definition means, we will be forcing other companies to change what they do, or they will become obsolete. This is a unique and international program.” He also adds that the most rewarding thing about pursuing a career in the defence industry is simply being told by the end user that your product is good, noting that there’s no reward in supplying a solution that ultimately is not valued in the field.

Gerbrecht anticipates that work on the SeaSpider™ ATT will keep him and his team busy well into 2023 and beyond, reporting that the development work is: “Intensifying with the parallel effort of the warhead and rocket sections. This program oversight now requires significant coordination with the Design Authority to ensure interdependencies of weight, mass, noise and thrust do not impact on the performance of the other subsections. As you can imagine, we are building an underwater rocket that is emitting noise on one end with command & guidance and sonar on the front end. Challenging flow noise ratio for sure… but we are sonar experts!” As he frequently reminds his team, there’s something new every day!

Bryan Brulotte: Overcoming Adversity On the Path to Success

IF YOUNG MEMBERS of the Army Cadet program are wondering what their future might bring, they just have to look at Bryan Brulotte’s career for inspiration. 

 Brulotte started his long career serving the military as an Army Cadet when he was just 13 years old. From there he joined the regular army via the military college system at College Militaire Royale de St-Jean and graduated as Cadet Wing Commander – and that was just the beginning! As he says: “Over the past 40 years, I have served as a full-time regular officer and part-time reservist. Today, I am the Honorary Colonel of the Governor General’s Foot Guards in Ottawa.” His service has included being stationed in West Germany, qualifying for his parachute wings, and serving as an aide-de-camp for the Governor General at Rideau Hall. Brulotte is also the Chairman and CEO of MaxSys Staffing & Recruitment and holds an MA in History, an MBA, and a Doctorate in business administration.

His pivot from being in the army to managing a small army of more than 100 recruiters, support staff, management, and executives came in 1993 when he left the regular forces. He was briefly employed as an executive assistant to the Federal Minister of Public Works but turned to the private sector when the government changed parties. He founded MaxSys in his basement and, from this modest setting, the company grew to have 15 offices and 100 million in annual revenue. It’s been an extremely rewarding journey and he describes the time when MaxSys was recognized as one of the top 50 Best Managed Firms in Canada as one of the absolute highlights of his
career.  

 While the path to success always has challenges, Brulotte says that there were never any obstacles so big that they were insurmountable. In his own words, that’s: “Not because there were no barriers…. (there were) but because I am wired to not see myself as a victim.  Instead, I always approach challenges with the idea that anything is achievable and can be mastered or overcome.” He also believes in the power of forming a strong team, saying: “I engage quite openly and often with my work colleagues; socially and professionally. In many respects, we are like a band of brothers.”

Young executives eager to replicate Brulotte’s level of success can rest assured that they don’t necessarily need to have a basement of their own to launch a company! Instead, he suggests a different approach: get to understand your client. He states that prior experience as a member of the military, either in the reserves or regular forces, is highly beneficial. But he also recognizes that this isn’t possible for everyone. In that case, he suggests that young executives ‘walk’ the proverbial ‘talk’. He advises: “Go on operational exercises, hang out with the troops, and learn intimately their hopes, fears, needs, and operational requirements personally. This will hold you high in their esteem and give you “street cred”.”

Despite forays with politics and years spent running a large company, Brulotte is still very much a military member. He enrolled in the primary reserves with the Governor General’s Foot Guard Regiment in 2007. In December 2013, he was appointed their Honourary Colonel. It’s a role that has kept him extremely busy. In fact, Brulotte was part of the team that first drafted the vision for the Regiment’s 150th-anniversary celebrations when planning first began in 2015. In 2019, he personally committed $150,000 in funding to support anniversary events which took place in 2022. 

His ongoing role with the Governor General’s Foot Guards has included such exciting moments as enjoying a private audience with Her Majesty, Queen Elizabeth II, at Buckingham Palace. But when he thinks about the most rewarding part of his career in the defence industry there’s only one answer: the people. Brulotte describes it: “Defence in Canada is a small community. I can go to virtually any city or military facility and meet people I know. It’s not only the friendships (that are rewarding) but also a common mission and purpose in supporting the country: Something bigger than oneself.”

Not surprisingly, Brulotte is dedicated to helping the Armed Forces grow. When he looks forward to the rest of the year, he wants to meet the rising challenge of growing recruitment levels. As he says: “I strongly believe that the existing recruiting issues within the Canadian Armed Forces can be fixed. A lot is being done, but more can be achieved. I would very much like to assist in that regard.”  

CAPTAIN OF INDUSTRY: Karine Bibeau - A Logistik Choice for Vice-President

By Tamara Condie

Clean-lined shirts, big-shouldered jackets and chunky all-terrain footwear have reached their pinnacle in general fashion trends across the world. These styles are deeply entrenched in the functionality that defence uniforms provide, which Logistik Unicorp strives to improve using a systematic managed services approach in their uniform programs.

Founded in 1993, Logistik is a Canadian company that delivers uniform programs for a diverse clientele. The company offers maximum customization to deliver quality uniforms through the vigorous pursuit of innovation, research, development and problem-solving. Headquarted in St. Jean Richelieu, QC, with offices in Australia, New Zealand and Germany, Logistik created the managed services approach to develop uniform programs that have since drawn in clients from across Canada and around the world. . 

Karine Bibeau, Vice President (VP) of Client Experience at Logistik, has an innate knack for entrepreneurship – her parents having both created several businesses which led Bibeau to pursue a degree in international business. From an early age, she worked for her father, Louis Bibeau, who founded Logistik, which threaded the needle of Bibeau’s knowledge of the defence industry. In addition, Bibeau’s brother has been involved with cadets for many years, which has immersed her in a community of service women and men whose contributions shaped her high esteem for members of the Forces.

“Throughout my career, I have been tasked with a number of challenging projects – one being the implementation of contracts in Australia working with the team at Australian Defense Apparel (ADA), a subsidiary of Logistik,” says Bibeau. “When put to the test, these assignments continue to validate my passion in working directly with clients.”

Logistik’s services are all client-centric – working in this industry requires a thirst for finding solutions, which is one of the parts of the job that Bibeau enjoys the most. Curiosity is a fundamental piece of the job, and a powerful tool – Bibeau has spent many years listening to the unique stories of defence personnel around the world, which built her passion for and respect of those who protect us.

“Working in the uniform industry has led us to learn so much about the type of hostile environments that military personnel around the world face in the course of their duties,” says Bibeau.

In addition to creating, producing and supplying uniform components to keep members of the Forces feeling safe, comfortable and proud, Logistik is consistently taking actions to improve the process. One of these actions, executed as component of improved environmental and social sustainability, is a project close to Bibeau’s heart. To enhance partnerships with Canadian First Nations and Inuit procurement, Logistik made the decision to curb the auction process and purchase fur pelts directly from Aboriginal trappers. This project generated direct business links between the company and First Nations based on a standardized, traceable wild fur supply, and resulted in a more eco-friendly process.

“Logistik is proud of our efforts in partnering with the defence industry as it makes great strides in enhancing social and environmental sustainability through new procurement requirements,” says Bibeau.

Bibeau is one of many trailblazers in the defence industry who are actively working towards transforming the field. Bibeau’s words of advice to any young executive entering the defence industry: tackle societal issues that are important to you while seizing opportunities to reinvent the wheel.  

Bibeau is proud of the many creative efforts regularly in process at Logistik.  At the 2022 CANSEC show, the company debuted ARISE, which it created to be the optimum modular clothing system for extreme cold weather. ARISE presents several new technological solutions, which will soon be trialed by members of the military.  It is another component of the work produced by Logistik’s dedicated team focused on soldiers’ needs. 

“The quest for innovation is part of Logistik’s DNA, so you will certainly see the company actively take part in various research projects with partners across Canada, focusing on the efficiency of the soldiers’ uniform process and improving product sustainability. Says Bibeau

Under the umbrella of innovation, Logistik has been leading many projects involving artificial intelligence (AI), including the application of AI to their business for optimal efficiency. The company is also in the process of developing a 3D scanning app to ease measurement-taking for a more precise selection of clothing size and fit.

At the core of Logistik lies a set of imperative values for operational success, which include being socially conscious, shrinking their carbon footprint, sourcing materials ethically, pursuing responsible management practices, and prioritizing the well-being of employees. These values uplift the company as a whole to develop functional and high-quality uniforms that best fit the specific mission of each member of the
Forces.

“From fabric selection to pocket placement, it is empowering to know that clothing features Logistik’s has developed play a vital role in the performance of the members’ duty,” says Bibeau.

Those who protect us are the inspiration for Logistik to push the boundaries of innovation through a human-centric approach. If there is one thing that over 25 years of experience in the defense industry has taught the company, it is that one size does not fit all.

When Bibeau has time off from her quest for optimal uniform design, she enjoys dragon boat racing, which she first took up in Australia. As her curious demeanour might have given away, Bibeau is passionate about objects that have a story and history – she is an avid antiquarian and thrifter.  

CAPTAIN OF INDUSTRY: Off The Beaten Path: The Road to Commissionaires Great Lakes

By Vanessa Chiasson

There aren’t many people who can say that their careers in Nova Scotia and southern Ontario came via Sudan and Myanmar. Enter Geoffrey Hamilton who doesn’t exactly make a habit of following traditional paths.

Hamilton recently became President & CEO of Commissionaires Great Lakes, a veteran-focused not-for-profit security provider in southern Ontario. It’s not his only job at the moment, “I’m concurrently serving as CEO of Commissionaires Nova Scotia, where I’ve worked for the past four years, while they search for my replacement there.”

Commissionaires Nova Scotia will have big shoes to fill. During Hamilton’s tenure in Nova Scotia, which began in 2018, he led the organization to realize its first significant surplus in more than ten years. Just like so many people during the COVID-19 pandemic, Hamilton had to lead his organization through many pivots, adjusting training and recruitment methods to meet the sudden focus on remote work. His flexibility and hard work paid off. As a result, recruitment and deployment of staff increased.

Hamilton’s positions with Commissionaires in both Nova Scotia and southern Ontario are part of a long career in the military and security services. He joined the Navy through the reserves straight out of high school, following in the footsteps of his father and his brothers. He completed his undergraduate degree at Dalhousie University and later earned a master’s degree in law specializing in international dispute resolution from the University of London (Queen Mary and University Colleges). He subsequently spent several years in full-time military service and became a graduate of the Canadian Forces College’s Joint Command and Staff Programme. It was excellent preparation for the career he has now. In Hamilton’s words, “Working in the defence and security space seemed like a natural transition to civilian life.”

His time in the military directly impacted his vision for his civilian career. Hamilton describes serving during a military deployment to Sudan with the United Nations. After working in the country, he was inspired to start developing a project for a civilian company operating there. However, long-term plans for the agro-forestry business he was working on weren’t meant to be. The region’s brutal civil war disrupted everything. 

Opportunity arises from the most difficult of circumstances, though, and led Hamilton to direct his talents in another equally challenging location. Hamilton was referred by one of the Sudanese project’s investors to run a newly established security company in Myanmar. Exera would become Myanmar’s leading security risk management firm.

 Working in Myanmar with Exera was anything but ordinary and the stakes were incredibly high, “My company provided security services to United Nations agencies operating in the affected areas of Myanmar during the 2016 Rohingya genocide. We had about 200 employees living in the conflict zone.”

It’s hard to imagine a more challenging work environment and Hamilton is frank about the difficulties and rewards of his unique position, describing this period as “not a pleasant time in my career, but I’ll always remember what our team was able to do through an anxious and dangerous period to keep our clients safe while taking care of our employees and helping to reunite them with their families.”

That security company was sold after about three and a half years and Hamilton returned to Canada to become CEO of the Nova Scotia Division of Commissionaires—or, as he wryly puts it, “That old story.” Before leaving, he made an indelible contribution to local culture, appearing in a Burmese pop video that he fervently hopes will never see the light of day. 

In addition to his new role as CEO of Commissionaires Great Lakes Division, Hamilton was recently elected to serve a three-year term as chair of the Corps’ national-level business management committee. With many irons in the fire, he knows life will be hectic, saying, “Getting established in my two new roles will definitely keep me busy for the balance of 2022.”

He also has his hands full at home, “I started a family relatively late in life, so I’m still juggling diapers and daycares at a time when it feels like most of my colleagues of the same age are getting ready to send their kids to university.”

The hardships and stresses of working in multiple conflict zones have given Hamilton a unique outlook on the ups and downs that come with his career, advice that applies to any field of work. He philosophically says, “I’ve certainly set out to do many things that didn’t ultimately pan out; whether that’s because those challenges were objectively insurmountable or not, I can’t say. I’ve come to realize that being critically receptive to the opportunities you didn’t expect would arise along the way is a good way to develop a career.”

Throughout his military career and his ongoing work in security, Hamilton has come to appreciate the opportunities he has had to work in very different places with what he describes as “wonderful people from all over the world.” When he ponders what he would say to a young executive entering the defence industry, he offers an optimistic outlook, as well as some practical advice. He describes the defence industry as a “great space” to develop a career and sagely observes that, “There are few other industries that offer such opportunities for advancement across the full range of job functions—from technical to finance to general management to sales—and which also offer the chance to live and work literally around the world.”  

Captain of Industry: Cory Cousineau - Steering Voyageur's Course into the Defence World

By Vanessa Chiasson

Cory Cousineau’s entry into the defence industry didn’t exactly come overnight. As the president of Voyageur Aviation Corp in North Bay, Ontario, he describes his foray into the field as something which was “truly an organic development over a significant time period.” As someone who has been with Voyageur since 1994, holding many different operational and commercial supervisory roles, Cousineau describes his interest in the defence industry as something that was mainly predicated on the capabilities of the company, saying: “Voyageur is truly a diverse organization, supporting the defence and special mission industry in multiple ways.”

Voyageur provides innovative integrated solutions for special mission aircraft, having adapted numerous commercial aircraft for new roles and missions to serve a variety of clients. The company honed its technical expertise in modifying aircraft for special mission roles to support fleets they directly operate on behalf of their customers. For instance, the company has modified and subsequently operated aircraft in critical care air ambulance and geophysical survey roles. As Voyageur’s depth of experience grew, so did the breadth of its customer base. Before long it evolved to provide special mission modifications in relation to defence contracts for several global customers.  

The company also provides experienced deployed in-service support (ISS) from both the perspective of an approved air operator and an approved maintenance organization. For more than 15 years, Voyageur has been one of the largest aircraft fixed-wing dedicated contractors to the United Nations. This has involved the deployment of aircraft and staff throughout the globe, often in remote and challenging environments. Cousineau says: “During this time, we have mastered deployment and support of aircraft for these types of roles. This capability to perform this work on our own fleet of aircraft now translates into providing ISS services for other operators, governments, and the defence sector.” 

The continual growth of their modification and ISS capabilities has earned Voyageur two recent key Canadian contract awards, including a three-year agreement to upgrade and modify Transport Canada’s National Aerial Surveillance Program (NASP) fleet of three Dash 8-100 and one Dash 7 aircraft with new surveillance equipment, as well as an eight-year ISS and maintenance contract for Canada’s Manned Airborne Intelligence Surveillance and Reconnaissance (‘MAISR’) program in conjunction with General Dynamics Mission Systems-Canada.

Voyageur’s work with the Dash 7 has been especially memorable for Cousineau. He recalls: “In 2005, we were asked to develop an aircraft survivability equipment (ASE) modification for a Dash 7 regional aircraft. The Dash 7 was selected because of its incredible short take-off and landing (STOL) capabilities and the requirement for this performance in the planned operating theatre within Afghanistan. This contract exemplified the breadth of our capabilities in the defence market.” It was a lengthy process and multiple levels of approval were required from the Canadian, American, and Dutch governments. Voyageur’s flight operations teams established a procedure to operate this aircraft with the ASE configured and active, something never done before with a civilian operator. Their efforts resulted in an outstanding success, with this specialty aircraft being deployed, maintained, and operated by Voyageur on behalf of ISAF operations for seven consecutive years. Cousineau says of the accomplishment: “This was a significant source of pride for me and the organization. I am not aware of many organizations that could accomplish the modification, deployment, direct operation, and ISS of this asset, all under one roof.”

For Cousineau, tackling such huge undertakings is all in a day’s work. He describes himself as a proponent of the “nothing-is-insurmountable” school, a trait he suspects he shares with most people working in the defence industry. Having the vision and determination to take on daunting circumstances is something that served Voyageur well during the Ebola healthcare crisis in West Africa. During that difficult period, Voyageur deployed and permanently stationed three regional aircraft and associated civilian crew to support the UN response to the epidemic. They supported the movement of UN/WFP personnel including medical staff, administrative staff, medical supplies, first aid, and food. Cousineau says that the company’s front-line staff for this response showed what he describes as: “Incredible resolve in operating in a region with heightened risk. We established procedures and aircraft modifications to minimize risk and keep our people safe. When the outbreak effectively ended in March 2016 it generated immense pride in reflection. We had been in theatre for nearly two years and we felt like we made a significant difference to the people of the region.” 

Cousineau recognizes that the aviation industry is now facing some serious challenges of its own. He observes that there is a nationwide labour shortage for technically qualified people, a situation that reflects what he describes as an “unprecedented shortage on a global scale”. He anticipates that this challenge will define much of the industry over the next few years and says that it will take a combination of grassroots and creative solutions to overcome. Yet there is much optimism in the advice he would offer a young executive on the cusp of entering the defence industry. Cousineau advises them to “Be pragmatic and be empathetic” and to “Understand the challenges of your people and your customers/stakeholder and be straightforward and pragmatic in finding solutions.” He describes the combination of these two qualities as key components in creativity, which he says is “Probably the greatest currency you can bring to the table to grow your career and organization.”   

The gradual path that led Cousineau into the defence industry is something that has been very rewarding for him. As he describes it: “I entered the industry organically from other skills and expertise that have developed over the years. Entering the defence industry approximately mid-way through your career provides a unique perspective. The personal reward and growth factor can be very high, working on projects unique in nature that provide significant accomplishment when all said and done.” 

In Cousineau’s personal life, he enjoys two hobbies that also require an appreciation for gradual, organic progress. Each spring, he’s busy in his maple patch, making maple syrup. He says that there is “Something about the 40-to-1 sap-to-syrup ratio that I find oddly satisfying. You can find me boiling to midnight many an early spring night.” He’s also a beginner fly-fisherman – and has been for the last 20 years! But 2022 might be the year that everything changes. As he says: “I am really hoping to graduate to the intermediate level this year.”  

CAPTAIN OF INDUSTRY: David Pratt: Pushing Forward on Defence

By Vincent J. Curtis

We continue our series featuring stars from the Esprit de Corps Commandos hockey team. This month’s feature player is star centre man David Pratt.

Pratt began his political playing career with Team Liberal during the era of Prime Minister Pierre Trudeau. Pratt began developing his stick-handling skills early, serving as an Executive Assistant to several MPs before his own election to office, first as a Nepean and subsequently Ottawa-Carleton Regional Councillor. Under the tutelage of Liberal Party Coach Jean Chretien, Pratt was elected to the House of Commons in 1997 and re-elected in 2000.

During his term in the House, Pratt served as the Chair of the Defence Committee from 2001 to 2003, when he was asked by then Team Liberal head coach Paul Martin to serve as Canada’s top defence-man in the role of Minister of National Defence (MND).

“I have always had an interest in military history, dating back to about Grade Five, when I read a book called “Knights of the Air” about Canadian fighter aces during the First World War.” Pratt told Esprit de Corps. “This stimulated an interest in Canadian, British and American political and military history, which continues to this day.”

During the 2004 federal election, Pratt suffered defeat. He lost his re-election bid, and needed to re-invent himself.

“I was very fortunate to be offered a position as a Special Ambassador for the Canadian Red Cross, which got me directly involved in some issues close to my heart including disaster response, international humanitarian law and the role of the Red Cross as auxiliary to government,” said Pratt.

Trying to play himself back into game shape, David hit upon the idea of capitalizing on his skills at stick-handling through the corridors of power, particularly the corridors of the defence sector. Thus the idea of David Pratt and Associates (DPA) was born. “I formed DPA in 2011 and we have served dozens of clients over that time” said Pratt. “We are a government relations and strategic marketing firm advising clients who are pursuing defence and security procurement opportunities with the Government of Canada.”

DPA brings together a wealth of talent, experience and deep knowledge drawn from former members of the armed forces, the senior bureaucracy, the foreign service and politics. They are unique in the government relations sector, based upon the team model which they have developed. DPA prides themselves on the quality of communications products which they produce, and the solid advice and strategic guidance that position their clients for success. Underpinning all of this is an ethical approach which reassures DPA’s clients and bolsters confidence in their approach. It should be noted that DPA is one of the only TRACE certified government relations companies in Ottawa.

“Our clients range from some of the world’s largest defence companies to small, start-up enterprises with new technologies eager and ready to break into the defence and security sector. This requires flexibility and agility on our part, as well as a curiosity and readiness to learn about our client’s products. This increases our knowledge base and helps us work side by side with clients in their communications with government. The diversity of clients who approach us, and that we serve, requires that we execute very client-centric solutions tailor-made to their needs.” 

Pratt compared the issues facing DND when he was Martin’s MND with those of today. There are similarities. “At the time, the new Martin Government was focussed on creating a new defence and foreign policy that brought together the three D’s: diplomacy, defence and development. Some of the big issues we faced at the time were our engagements in Afghanistan and Haiti, the issue of ballistic missile defence as part of continental defence, acquiring new maritime helicopters, and building on our Special Forces capability” said Pratt. “We were also moving forward with new supply ships for the Navy, a National Shipbuilding Strategy, high frequency surface wave radar, and we were looking at acquiring remotely piloted airborne systems.” 

“My clients certainly have the capability to address some of the most daunting defence and security challenges facing Canada and our allies today. In fact, a good portion of my work involves helping to educate our DND customer and Canadian Forces personnel on ground-breaking and truly impressive technologies that keep us two or three steps ahead of our adversaries.” said Pratt. 

While he did not think it would be appropriate to discuss individual companies, Pratt did stress that many of the companies DPA works with are in the business of protective technology that would save lives - both military and civilian.

“One of the important projects I’m involved in right now focusses on lobbying the government to fix the process of granting export permits. This issue touches many companies across the country, and is having a very negative impact on the ability of Canada’s defence and aerospace sector to compete internationally.” said Pratt. “We all recognize that the Minister of Foreign Affairs needs to uphold the letter and intent of the Arms Trade Treaty. However, the current export permit process is unduly long, lacks transparency, and is causing real harm and lost opportunities for many Canadian companies.” Pratt explained that some companies have gone out of business because they could not ship product, others are considering re-locating, and some others are losing business to our allies whose export permit processes are equally thorough, but more streamlined and business friendly.

“Results are what counts,“ said Pratt. “In terms of contracts or government assistance secured for our clients, we are well into the hundreds of millions”, he said. What I value most, however, is the personal friendships I have developed over the years with clients. Loyalty is always a two-way street.” explained Pratt.

Pratt keeps himself in good physical condition. “I have been an avid runner for over 40 years and am still getting out three or four times a week for a 5km trek. I took up a more intense regime of swimming and biking a couple of years ago, but my first love is hockey. Pre-COVID, I was playing two or three times a week winter and summer.”

Commandos player-coach-GM Scott Taylor noticed Pratt’s dedication, and offered him a try-out in 2013. “If you will excuse the play on words, Scott and the other Commandos have a certain Esprit de Corps which I really like. I think I’m one of, if not the, oldest player on the team, so they are very generous to allow me to skate with them.”

Readers should not get the impression that Pratt is just another faceless, boring lobbyist. In his youth, he was something of a risk taker. “I once jumped out of a perfectly good aircraft at 2000 feet as part of a promotion for the Canadian Sport Parachuting Association,” said Pratt. “I also entered a speed skiing competition two years after learning to ski and was clocked at 100 km per hour.”

 While he loves sports, Pratt also has a cerebral side. “Three years ago, I had the honour of participating in the Oxford Union debates. I am also a Jeopardy fanatic,” he said. “My idea of a great evening would be watching Jeopardy followed by an episode of Agatha Christie’s Hercule Poirot.”

Looking back over his long career gave Pratt pause to reflect. “I am most proud of my family – my wife Alison and our children.” 

CAPTAIN OF INDUSTRY: Francesco Norante

Norante Takes Flight With Leonardo Canada

By Vincent J. Curtis

Leonardo is a world renowned, global aerospace, defence, and security company with head offices in Rome, Italy.  It has annual revenues of $19.6 billion (Cdn) and a $1.6 billion (Euro) annual investment in R&D.  World-wide Leonardo employs roughly 50,000 people.

Francesco Norante is the head of Leonardo Canada.  “We are a world leading provider of civil and military professional training services, for pilots, operators and maintainers. We enhance the customers experience ensuring the most effective use of the platforms and systems, exploiting LVC and distributed simulation,” he told Esprit de Corps.

What is particularly interesting to note is that Norante doesn’t come from an engineering background.  Originally he was into extreme athletics, specifically ironman competitions.  This naturally begs the question as to what got him interested in becoming a senior executive with a defence and aerospace company? “I joined Leonardo UK in 2010. I had the vision to transfer my expertise in Major Sport Events into a technology company to open up new business opportunities. Leonardo’s top management was visionary enough to believe in my strategy and after less than two years we had a solid business in a sector where the company was not present.” said Norante. “We were able to reconvert Leonardo’s technology to the civil sector, be more competitive of established and recognized leaders in that sector. This for me was a confirmation that if you are brave enough and able to take calculated risks you can achieve incredible goals. Leonardo believed in me and I still thank my top management for the trust.”

Explaining the scope of his firm’s operations in Canada, Norante stated “Leonardo has been a trusted Canadian partner for more than 50 years. We are a leading provider of capabilities through innovative technologies and integrated services. Leonardo’s Canadian subsidiary is based in Ottawa. Purpose built to serve the Canadian market, Leonardo’s Canadian team leverages and draws upon the full strength and depth of the global company.” 

Norante further explained “Within Canada, there are 50 civil, military and parapublic helicopters flying alongside 40 ATR aircraft. The Company has five authorized helicopter service centres. Furthermore, there are more than 400 people working across five sites in Canada. Canada is a key market for Leonardo, with interests and opportunities spanning from helicopters to airport technologies, such as baggage handling systems and air traffic control systems. Leonardo’s training capability is “underpinned by International Flight Training Schools and a network of regional training centers and academies. The air forces of many countries around the world have chosen our Integrated Training Systems to train their pilots and the new International Flight training school launched by Leonardo and the Italian Air Force in a short timeframe has already become a point of reference worldwide.”

All of Leonardo’s commercial activities in Canada are coordinated through its Ottawa-based team, including those activities related to the following; Defence and Defence Systems, Aeronautics programmes for Air Traffic Control, Cyber Security and Automation with a focus on capabilities for airports, postal operators and couriers.

“In building partnerships in Canada, we have had many positive experiences and we are in discussion with several industrial and business entities prospecting long-term opportunities in relation to Canadian companies.” stated Norante. We are a global player and are strongly committed to the long-term success the industry of the Country where we are based and it is part of our DNA.” says Norante.

Commenting on the challenges of pursuing future business in Canada couple with coping with the ongoing pandemic, Norante explained “During the spread of COVID-19, Leonardo has seen operators of its aircraft adapt, react and overcome the challenges posed by the pandemic across geographies. Canada has been no different.  Our resilient military and governmental business is in good shape enabling us to deliver results despite COVID impact on civil business. Our strong foundations and core fundamentals give us firm confidence in both the short-term and medium-long term.”

Under Norante’s stewardship a major partnership was formed with a fellow defence industry giant. “Back in May 2021, Babcock and Leonardo announced their intent to jointly pursue Canada’s FAcT program. In August, a teaming agreement was executed between Babcock Canada and Leonardo Canada, highlighting the two companies’ dedica­tion to Canada, their global expertise and their commitment to being Canada’s en­suring partner for future aircrew training.” said Norante. “The team is now known as Babcock Leon­ardo Canadian Aircrew Training. Both companies are lead­ing international aerospace, defence and security organizations and military training providers, which only adds further weight behind our solution for Canada’s FAcT program. Babcock Leonardo Canadian Aircrew Training is committed to the delivery of an innovative aircrew training solution that will leverage the companies’ extensive fixed-wing and rotary-wing training expe­rience, and civil and military mission sup­port services.”

According to Norante with the significant experience of both these companies in building and managing comprehensive training sys­tems for customers worldwide, the new Ca­nadian team will facilitate the development of a modern and scalable military training infrastructure that will leverage a solid sup­ply chain founded and based in Canada.

Recounting his firm’s direct response in dealing with COVID-19 pandemic Norante said “Leonardo’s commitment to helping tackle the global health emergency, continues unabated. Through its manufacturing facilities in Italy and around the world, the Company has been quick to support national institutions with a series of joint initiatives in order to help manage and contain the spread of COVID-19. Leonardo will continue providing essential people and resources to support the extraordinary effort of all those who are at the forefront of combating this pandemic.”

Francesco Norante arrived in Ottawa to take charge of Leonardo Canada in 2018, and was immediately impressed by his new surroundings.  “I really enjoyed the beauty of riding in Gatineau Park, swimming in Meech Lake and walking along the Ottawa River. The Rideau Canal both in summer and winter is gorgeous. Ottawa was very welcoming to me and a surprise gem in Canada.” said Norante. I spent five years in Vancouver but I knew very little about Ottawa and its surroundings. I would say that the city is one of the best kept secrets in Canada. “

In his off hours, Francesco Norante pursues a whole body-and-mind fitness regimen.  “I am an avid reader and very curious person. I just started reading Bernard Russell: A History of Western Philosophy. I am always intrigued by new challenges in my personal life and I have the same approach in my work activities.” 

“I have a passion for endurance sport and triathlons in particular. I have competed in two Ironman distances and successfully finished several ultra-marathons. My goal is to transmit this approach to my little girl so one day we can do a race together. It would represent a highpoint for me!” 

CAPTAIN OF INDUSTRY: Chris Driscoll: Welcome return to Defence Sector

By Vincent J. Curtis

After a nine-year spell working outside of the Defence sector, Chris Driscoll has joined Marshall Canada as the head honcho at the company’s new production facility in New Brunswick.

Chris Driscoll graduated from the University of Windsor in 1995 with a Masters’ degree in Sociology.  He began his working career at the General Motors Electro Motive Division in London, ON, where he started as a Materials Control Supervisor.  Driscoll moved on to General Dynamics Land Systems in London, becoming a Maintenance Supervisor.  Moving to Edmonton, AB, in 2006, Driscoll became an operations manager for General Dynamics, where he set up the Edmonton repair and retrofit facility from a green field to full production.

Continuing with General Dynamics in Edmonton, Driscoll moved up to become a Site Manager/Manufacturing Manager, leading 120 skilled tradespeople, at a 120,000 sq. ft. facility where equipment was built and refurbished.

After nearly ten years with General Dynamics, Driscoll moved on to become the Plant Manager of the Western Truck Body Manufacturing Company, also in Edmonton. His principle contributions to the company include the creation of “a strategic perspective throughout the organization through the creation of metrics, reports, meetings, processes, procedures, and [the establishment of] goals.”  He also successfully introduced Lean Manufacturing, 5S and Continuous Improvement.

Along the way, Driscoll became a Sigma Six Black Belt, certified Processing Manager beginning with courses at the Northern Alberta Institute of Technology.

After a little more than a year at Western Truck, Driscoll found a new opportunity with BWXT Nuclear Energy Canada in Peterborough, ON, becoming the Manager of Shop Operations.

After nearly four years with BWXT, in June 2019 Driscoll joined HEXO Corporation in Belleville, ON.  HEXO Corporation is one of the largest licensed cannabis companies in Canada.  Driscoll leaves HEXO for the new opportunity with Marshall Canada.

Marshall Canada provides military and commercial customers with a wide range of engineering services, and products. It is headquartered in Ottawa, and has operations in Abbotsford, QC and has recently announced plans to expand into New Brunswick.

Marshall Canada Land Systems specializes in Deployable Infrastructure solutions, Platform Integration, as well as Managed Support Services. Marshall’s systems span from complex, highly integrated Command and Control Modules, to Medical Systems, to Troop Carriers and Workshop Modules. Marshall has delivered over 7,000 Shelters globally in over 200 unique configurations, and delivery over 100,00 Load Bodies to over 25 countries.

With a rich history internationally, Marshall Canada has leveraged that experience and capability in the Canadian Defence Community recently delivering a deployable CT Scanner to Canada, continued support of the Deployable Technical Analysis Laboratory System of Modules, and design and delivery of over 800 Load for the Medium Support Vehicle System (MSVS) Program.

To support Marshall’s growing pipeline of opportunities, including the Logistics Vehicle Modernization (LVM) Program, Marshall is planning to open a state of the art Production Facility in 2022 which is forecast to create more than 65 jobs. Marshall is confident this new Facility will expedite their growth,  grow local industry, and enable a highly competitive value proposition for Canada.

Chris Driscoll learned of the “amazing once in a lifetime opportunity to assist setting up and running a new Land systems manufacturing facility in New Brunswick.  When I accepted the offer, I was 99 percent sure that I had made the right decision.  That changed to 100 percent when I met the amazing Marshall Canada team, in person.”

“My career has involved positions in the military, social services and manufacturing.  Each of these roles has influenced me, instilling senses of self-discipline, empathy, understanding people and an eye for process flow.  This has led to a better understanding of myself, employees, and the technical aspects of manufacturing,” he said.

When questioned on the relevance of Six Sigma/Lean Manufacturing for relatively low-volume production, Driscoll replied, “Six Sigma and Lean Manufacturing will always be relevant in any situation that requires high quality, improved efficiency, and continually adding value for customers.  Tools like Six Sigma and Lean Manufacturing are critical in forming a culture of continuous improvement, driving quality, and eliminating waste. These tools identity nonvalue added processes, or waste, and strategies to reduce or eliminate them. Marshall New Brunswick will be a world class manufacturing facility.  Principles of Six Sigma and Lean Manufacturing will assist in achieving this goal.

Driscoll says his best leisure time is spent riding a motorcycle.  “It means that everything else in the real world has been taken care of, and there is nothing to do except enjoy the ride!” 

CAPTAIN OF INDUSTRY: Thaddeus Zeglen: A Solid Team Player in The Avionics Industry

By Vincent J. Curtis

Thaddeus Zeglen is thought by some hockey experts to be the slickest winger on the Esprit de Corps hockey team – The Commandos.  When he isn’t playing the role of Auston Matthews for all that is right and holy in hockey, Thaddeus Zeglen – or Thad as he is known to his teammates – is an Account Manager for Military Avionics in Canada for Collins Aerospace, a position he has played since October, 2019.

Like many companies in the Defence sector, the Collins Aerospace of today is the product of many, many mergers and acquisitions.  In November, 2018, Rockwell Collins was acquired by United Technologies Corporation (which was formed by the merger of Pratt & Whitney and Otis Elevator), and merged its UTC Aerospace Systems with the Rockwell Collins acquisition to form Collins Aerospace.  Then, in April 2020, United Technologies merged with Raytheon Corporation, making Collins Aerospace a subsidiary of Raytheon Technologies.  Following this?

The merger of Raytheon and United Technologies created one of the largest aerospace and defence companies in the world, with annual sales in excess of $56 Billion.  The new company expects to introduce breakthrough technologies at an accelerated pace across high-value areas such as hypersonics, directed energy, avionics and cybersecurity.

Collins has been a part of the Canadian defence industry for well over 50 years.  Collins currently employs roughly 1,500 people from coast-to-coast, working within the domains of what are called internally Avionics, Interiors, Mechanical and Mission Systems.  The Avionics group, to which Thad reports, has recently grown beyond integrated flight decks and military avionics it once offered, due to the recent series of mergers, and have added to their portfolio products from legacy companies – Rosemount, Kidde, Goodrich and Hamilton Sundstrand. 

Collins Canada proudly says, “Across Canada, Collins has a footprint on all aircraft flown by the RCAF, providing fully integrated cockpit solutions to many of [the] Search and Rescue, ISR, Transport and Rotary Wing fleets. As the RCAF now embarks on on-boarding new members to its fleet, including both the MAISR and FWSAR aircraft, Collins’ Pro Line Fusion Avionics Suite will feature prominently in the delivery of world class capabilities and aircraft to Canada.”

“On the commercial side, Collins in Canada is also working with OEMs and key MRO’s such as Viking, Bombardier, IMP and others to deliver integrated Avionics solutions. This Aviation expertise and breadth across both military and commercial users, domains and aircraft enables Collins to provide unique solutions to Canada in terms of innovation, investment and capability. The recent amalgamation with Raytheon enhances our expertise and capability depth to provide additional multi-intelligence sensors,  tailored IFF capability, fire protection and comprehensive integrated mission functionality to provide additional value and capability to our military and commercial partners and ultimately defines why Collins has been a trusted partner of the Aviation community in Canada for well over 50 years… and counting.” 

Thad took on the position as Account Manager for Military Avionics in Canada in October, 2019.  He is responsible for “identifying, analyzing and developing opportunities of relevance for our Avionics Business Unit both domestically (typically with the RCAF and other GoC Departments) and internationally.”

Thad sees his role as a customer and country advocate responsible for “leveraging the breadth of our avionics and mission specific portfolio of capabilities to deliver reliable, integrated and highly operationally capable flight decks to our Governmental and Commercial customers in Canada.”

Thad says that his role as an Account Manager within Military Avionics and Helicopters “really boils down to working across internal and external stakeholders to provide value through local operational and programmatic insight. This enables Collins to deliver customized avionic solutions to reliably meet the needs of the RCAF and industry partners exporting modified military forward or retrofit aircraft globally. In a way, I act as the bridge of information between Canada and our company leveraging strong relationships with local partners.”

Thad continued, “Over the past 10 years at Collins, the relationships developed with our industry partners and the RCAF/DND have proven the most rewarding and are critical to the value any business development professional can deliver for their  organization and customer base. Otherwise, I consider it my mandate to continue to tell the “story” of Collins in Canada. Seeing as Collins touches Avionics, Aerostructures, Interiors, Mechanical systems (think landing systems, propellers), Information Management, Mission Systems and domains in aviation I am excited about how this story can be applied to Canada and our military customer’s operational context. At Collins, we focus on “Redefining Aerospace” and I am excited to play my part in that goal reflecting Canada’s interest and perspective.”

Expanding on the role of his particular division, Thad said, “The Military Avionics and Helicopters portfolio within Collins is focused on providing integrated flight decks, mission computers, navigation and communication systems – including V/UHF and HF software defined radios, data links, direction finders, weather radars, autopilot, displays and flight controls. The objective of the Military Avionics and Helicopters team is to provide tailored and integrated mission equipment with avionics and display systems that improve military aircraft pilots and mission operators’ situational awareness, aircraft safety and overall mission capability and capacity allowing them to conduct their mission set most effectively. A Collins integrated flight deck solution such as Pro Line Fusion® or Flight2™ in particular are used today on a variety of RCAF and international military aircraft integrating an assortment of communication, navigation, identification sensors and technologies that allow for enhanced functionality and interoperability with other CAF services and their allies. In a sense our group brings together disparate pieces of information and overlays mission specific information on top of our renowned commercial avionic solutions installed on many of the aircraft we all fly in for personal or business travel. Bringing together these market segments, Collins strategically leverages both innovation and best practices from our commercial and military avionics organizations to deliver configurable and trusted avionics across Collins extensive Aerospace user base.”

Thad maintains that Collins Aerospace has long been a trusted partner of the RCAF, as “we have Collins equipment flying aboard every platform in the fleet.”  Thad expects that Collins will evolve its relationship with the RCAF.   “In leveraging our broad and deep military avionics portfolio we are increasingly being viewed as a strategic partner for major programs identified in SSE such as CMMA, STTC, RPAS, the Twin Otter replacement as well as many sustainment and pan RCAF fleet initiatives such as MFATMA and (V/UHF) Communications upgrades. In essence we hope to transition into a lead player on many of these programs, having a “seat at the table” to ensure Canada is well equipped and flexible in terms of its operations and interoperability.”

Aside from his skill at stick-handling, Thad finds himself “on the go, spending time with friends, camping around my hometown of Sudbury or playing recreational sports as COVID policies of the day permit.”

Recently, he has added paddle boarding and boxing to his resume as a way to relax and “get away from the day-to-day action at Collins. On a more personal level, I also spend my time supporting the Canadian Diabetes Association and the Cadet Programs of Canada in various events and fundraising activities as well as counselling my fellow Leaf fans through many years of disappointing game 7 losses.”

CAPTAIN OF INDUSTRY: Marc Beaudoin: Soldiering on amid COVID Craziness

By Vincent J Curtis

Marc Beaudoin has taken Hudson Supplies a long way.  Begun in the early 1960’s by C.H. Hudson, the company became Hudson Luggage in 1979. Beaudoin acquired the company in November, 2002, changing the name and the focus of the company to Hudson Supplies.

He found Hudson’s sales declining for the previous five years, and it was an industry Beaudoin was not familiar with.  This was precisely the challenge he was looking for.

“My strength is business development. I have a creative mind when it comes to ideas for increasing sales and market share.  I’m also pretty good at organizing events and connecting people. I like the challenge of growing the sales of an inactive territory, or a company that needs revenue.”

He describes how he came to Hudson this way.  “On a previous job, we had a success story for an event I put in place, but was never able to pursue the development because 9/11 happened.  After that, I decided it was time to own my own business, and ideally, find a company that had a good challenge in business development. This is where I found Hudson Luggage.”

“It took a few years to learn the business, and we made a paradigm shift to focus on first responders and the primary defence sector.  It was a problem to stock plastic buckles in minimum order quantities in different military colours.  I had to open the American and International markets to make it work economically.  Now, we sell worldwide to large OEM manufacturers world-wide, and in Canada, without MOQs.”

“In order to serve the American market, you need to have Berry Compliant buckles. These buckles are made of Acetal, which are perfect for winter conditions and recommended for high-performance applications. We also offer repair buckles, where you can repair your backpack without sewing.  We are known as the Buckle Headquarters as we carry a large inventory of buckles in many colours.”

Hudson now has its own brand name of buckle, and of a magazine holder, Fastmag®.

“‘Buckleman’ became a trademark and nickname for me.”

Because of sales volume, Hudson has had to move into larger facilities in St.-Laurent, QC.

However, business has not been all sunshine and roses for Marc Beaudoin since the onset of the COVID-19 pandemic and the now prevalent supply-chain disruption.

“At the peak of COVID in 2020, from April to July, we were able to generate a high volume of sales, mostly in North America, because we had all the components for medical manufacturers and face masks in stock. There were many problems sourcing these much-needed components in the industry – and we had plenty of stock in our warehouse. There were, however, many problems shipping across international borders, many of them closed due to COVID, and so we were not able to ship to many countries.”

“In 2021, we are very affected by the insane price increases on shipping containers, resulting in price increases in shipping and raw material.”

Hudson is the exclusive importer of Tasmanian Tiger line of products in Canada. Concerning supply chain disruption, Marc Beaudoin relates that it used to take about twenty days to receive a shipment from its place of manufacture in Vietnam. But delays in ports to due COVID and a recent shipment was delayed by a couple of months, and the container freight bill amounted 12 times more expensive then previously.

Tasmanian Tiger describes itself as “a leading global supplier of premium, professional military tactical and police equipment.”  Founded in 1999, TT claims to have “redefined the meaning of quality” through its “commitment to functional design detail, rigorous pre-production testing.” Emphasizing functionality, TT products are manufactured in their own facilities with no sub-contractors.  TT also claims to have very tight quality control, from “purchasing material, to cutting, and throughout manufacturing.” In addition, “independent test centers are utilized to make certain that we meet or exceed all international standards.”

TT also boasts that, in addition to its high manufacturing standards, it is proud of the excellent social conditions of their factories. They have an OPEN FACTORY program, where outsiders can come to observe work and working conditions for themselves.

Tasmanian Tiger offers what it calls a universal combat backpack in a new, modular configuration.  They are said to be comfortable, lightweight, and mission-modular.  But TT also offers pouches, bags, and medical pack for the medical services, which are quick and easy of access.  The design of TT equipment is to minimize weight while at the same time maximize the amount of equipment carryable.  

Marc Beaudoin and Hudson Supplies, representing its own products as well as Flashbang magazine, is expecting to be an exhibitor in the 2022 SHOT (Shooting, Hunting, and Outdoor Trade) show, which will run from January 18-21, 2022, in Las Vegas, NV, and is projected to receive over 61,000 attendees.  It is the largest exhibition for the shooting sports, hunting, outdoor recreation, and firearms manufacturers in the United States.

Expanding and developing the Hudson Supplies business is nearly, but not quite, an all-consuming passion for Marc Beaudoin.