Vanguard Magazine

28 JUNE/JULY 2023 www.vanguardcanada.com G A M E C H A N G E R See the full interview online Q How did you start out in this industry and how has it brought you to where you are today? I joined the RCAF in 1979, instructed on the CT-114 Tutor for four years and then went on to fly fighters for the majority of my air force flying career. After 31 years in the Royal Canadian Air Force, I transitioned to the private sector in 2009 and took on leadership roles such as Chief Operational Safety at NAV Can- ada and Chair of Canada's Transportation Appeal Tribunal. Joining Boeing in 2020 aligned with my career path, which, by the way, included over 3,500 hours flying jet aircraft, 1,600 of which were flown on the CF-18 Hornet. As Boeing's country lead- er I have an opportunity to leverage my various military and civilian experiences to champion initiatives related to defence and security, aviation, and aerospace. Q What is your role at your organization today? As Boeing's country leader in Canada, I represent the company across Canada's aviation and aerospace industry. I cham- pion Boeing's brand, identity, reputa- tion and business opportunities and lead government relations with government ministers, senators, MPs, DND, the RCAF and across Canada's 10 provinc- es and three territories. I also support Boeing's business units (Commercial Airplanes, Defense, Space & Security, Global Services) and country-wide sup- plier discovery efforts. Q What was your A-HA moment or epiphany that you think will resonate most with our readers. My ah-ha moment was when I first started to understand the true nature of leader- ship. Early in my career I was drawn into succession planning and identifying fu- ture leaders. When evaluating leadership potential, I often used the simple formula of skills, qualities, vision, commitment, sacrifice and empathy. Central to my for- mula was one's ability to connect with the team and the trust and confidence the team had in its leader. I found that the leadership qualities of honour, integrity, courage and character were often over- looked by various screening processes. Also important, leaders must have vi- sion, an unwavering commitment to the team and mission and be willing to make sacrifices for both. Accomplishing the mission while championing the team is every team leader's challenge, and know- ing when to pull back from the mission to allow the team to catch its breath can be a difficult decision. Throughout my career I tried to be tough and demand- ing when it comes to the mission, but kind and generous with my team mem- bers, and always respectful. I learned on a few occasions, which I sometimes share in key note addresses, that when faced with extraordinary leadership chal- lenges, a leaders ability to connect with the team can be a spiritual experience. Q What is the one thing that has you most fired up today? In 2017, I traveled to Ukraine to coach and mentor newly elected Ukrainian par- liamentarians on the manner in which their new Ukrainian parliament would exercise civilian control over its police, security and military forces. At the cen- tre of our round-table discussions was their ardent desire to join the EU and NATO without delay. My guidance was always the same, that they were on the right path and it would happen in due time. Their re- sponse was "we don't have time". Needless to say I have been closely monitoring the rapidly evolving geopolitical situation in Europe, and the Indo-Pacific region, and reflecting on how these events continue to influence my career and current role with Boeing. Q What people or organizations do you believe best embody the innovation mindset? (does not have to relate to the defence & security industry, can be related to your everyday life) It is in every human being to innovate. It is who we are and what we do. We are always trying to find ways to make everything around us better, safer, and more efficient and effective. Why? Because we are inno- vators. Powered flight is arguably the best example of how humankind has innovated. Medicine and automotive too, however, from the Wright Flyer of 1903 to the Star- liner of today, when it comes to Boeing in- novation, I tell everyone … prepare to be amazed … the future is about to arrive! Q How is your organization changing the game within your industry sector? Boeing and the aviation industry recog- nize that climate change is an urgent chal- lenge—and we're united in fulfilling our commitment to reduce CO2 emissions. Our common goal is to reduce the im- pact on our planet while maintaining and growing the societal benefits of air trans- portation. In May, we publicly launched the Boe- ing Cascade Climate Impact Model, a data- modeling tool that quantifies the potential of each of the strategies to cut emissions, including fleet renewal, operational ef- ficiency, renewable energy and advanced technologies. Using a variety of models and datasets, Cascade is able to compute overall climate impact through full life-cy- cle accounting of total climate effects – al- lowing our industry to put data first in the conversation on decarbonization. CHARLES SULLIVAN COUNTRY LEADER, MANAGING DIRECTOR, PRESIDENT BOEING CANADA OPERATIONS LTD.

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