Vanguard Magazine

26 AUGUST/SEPTEMBER 2025 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 Royal Canadian Air Cadets in 1993, and I was privileged to earn my Glider and 'Power' wings a few years later. If you would have asked me at that time, I would have told you I wanted to be a pilot 'when I grew up'. But then came university and 20 years in public service as a political strategist and com- municator. After working many years at the inter- section of diplomacy, policy, and national decision-making, I wanted to continue contributing to Canada's standing while gaining a fresh perspective on how the private sector approaches global chal- lenges. I came back to my aviation and paramilitary roots in 2022 when I joined CAE, and since then, my focus has been on telling our story: not just what we produce, but the impact Canadian in- dustry has had on global security for over 80 years, and how that legacy meets the geopolitical realities of today. The ability to understand the needs of the public sector, and to connect them to the realities of the private sector is one of the most valuable contributions I bring to my role. Q What is your role at your organization today? I lead CAE's international public af- fairs and policy efforts — aligning our communications, advocacy, and busi- ness development with the geopolitical context in which we operate. My role is about more than engagement; it's about thought leadership and building connective tissue between industry and government. I work to ensure the pri- vate and public sectors understand each other's challenges and can work togeth- er to achieve big things — something that doesn't happen as often as it should in Canada. Q What was your most challenging moment? Transitioning from the public to the private sector was a profound shift. I often joke that working in the private sector is like having plenty of autonomy and few resources — a sharp contrast to the public sector, where resources are more plentiful, but the decision-making ability is more constrained. Learning to marry those two perspectives — long- term strategic vision with rapid, agile execution — has been rewarding. Q What was your A-HA moment or epiphany that you think will resonate most with our reader, tell us that story. It was realizing that in today's environ- ment of realpolitik, self-interest drives national decisions far more openly than it used to. While this isn't a traditionally Canadian way of thinking, it's the reality in which we are operating. Understanding the behaviours, motiva- tions, and unspoken drivers behind deci- sion-making isn't just interesting — it's mission-critical for success in both public policy and business. Q How has innovation become engrained in your organization's culture and how is it being optimized? Innovation has been part of our DNA for more than 75 years – CAE traces its roots to the British Commonwealth Air Training Program, where Canada provided critical flight training to allies during WWII, helping to secure victory in Europe. We have an opportunity to make that kind of historic contribution to global security in this century. That vi- sion is what helps me get out of bed in the morning. CAE takes pride in delivering forward- thinking solutions that help defence forces train faster, smarter and more ef- ficiently. Today, our long-standing focus on R&D in training, simulation, and operational support has expanded to in- clude technologies like AI, data analytics, and immersive environments—tools that help our customers stay mission-ready. Q What is your parting piece of advice? Invest time in nurturing relationships. Whether in government or industry, trust and credibility are built over time — and they are the foundation for doing big things well. DANIEL LAUZON SENIOR DIRECTOR, PUBLIC AFFAIRS AND POLICY (INTERNATIONAL)CAE INC. CAE DEFENSE & SECURITY

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