Vanguard Magazine

28 FEBRUARY/MARCH 2026 www.vanguardcanada.com G A M E C H A N G E R See the full interview online Q What is your role at your organization today? I am the Director of Business Devel- opment for Saab Canada. My role is to lead our go-to-market strategy and team across Canada, working closely with government customers, industry partners, and internal teams to ensure Saab's capabilities align with Canada's defence and security priorities. This in- cludes business development, strategic positioning, customer engagement, and supporting Saab's long-term growth and presence in Canada. Q What was your most challenging moment? One of the most challenging aspects of working in defence is navigating complexity—long timelines, evolving requirements, and high expectations— while staying focused on delivering real value for customers. Learning the nuances of defence procurement and aligning diverse stakeholders has been demanding, but those challenges have also been some of the most rewarding moments of my career. Q What was your A-HA moment or epiphany that will resonate most with our readers? My "A-HA" moment came when I truly understood the power of working col- laboratively with the customer to deliver capability successfully. Saab was awarded a contract for the Soldier Portable Air Defence System in 2024, and we are currently delivering on that program very successfully. I credit this to Saab and the Canadian procurement team's abil- ity to work together to the benefit of the CAF members serving in Latvia. Q How has innovation become engrained in your organization's culture and how is it being optimized? The talented engineers and corporate commitment to investment in Research & Development have kept Saab at the cutting edge of technology across many products and domains. The company pri- oritizes innovation that is rooted in the customer needs and forward-thinking de- velopment programs. This is something we are very proud of as a company with a diverse portfolio. A great example of a recent innovation – in 2025 Saab achieved the first flight of a fighter jet with AI. Q What are some of the biggest impediments to innovation in your industry sector? Lengthy procurement timelines and cus- tomer risk aversion can slow innovation in the defence sector. It requires bold think- ing and strong risk tolerance to overcome these challenges. Q What is your parting piece of advice? Be open to non-linear career paths. Some of the most valuable experiences come from unexpected opportunities. Build strong relationships, seek purpose in your work, and don't be afraid to step into challenging environments where you can make a difference. VERA REIFENSTEIN DIRECTOR, BUSINESS DEVELOPMENT SAAB CANADA, INC. Q How did you start out in this industry and how has it brought you to where you are today? I didn't begin my career in defence and security—I came to it after more than two decades in telecommunications, technol- ogy, marketing and business strategy roles. That background gave me a strong foun- dation in complex systems, strategic and customer-centric thinking, and navigating complex business environments. As I progressed in my career, I became increasingly drawn to industries where the work has a clear purpose and real-world impact. Defence and security offered ex- actly that. The transition felt natural: it combined advanced technology, long- term strategic thinking, and collaboration with government and industry partners. Each step in my career-built skills that pre- pared me for the responsibility and scale of the role I hold today at Saab Canada.

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