Vanguard Magazine

40 aPRiL/may 2016 www.vanguardcanada.com See the full interview online Q What is your role in your organization? I lead the Mission Systems and Training portfolio for the corporation in Canada by harnessing the expertise and talent devel- oped during the performance of complex projects such as the Halifax Class Mod- ernization and by fostering the implemen- tation of innovative ideas and leading- edge technologies through investments in R&D, partnerships and collaboration so as to position the company for future domestic and international opportunities. Q How did you start out in this industry and how has it brought you to where you are today? I started as a mechanical engineer work- ing for IBM in their Federal Systems Divi- sion. As my career progressed, I was able to gain valuable experience in managing projects, developing business strategy and leading people by working in different or- ganizations and locations throughout the corporation. With each of these moves, I had the tremendous opportunity to ex- pand and enrich my knowledge about our business operations and products we de- velop as well as grow as a leader. Q What was your most challenging moment? I'd say that one of the most challenging aspects of my job is international portfolio growth. The challenges range from geo- graphic proximity, culture, and language to understanding our customer's objectives and requirements, building trust; ensur- ing country-to-country MOUs are in place (obtaining approval of export permits, li- censes, Program Security Instructions) and developing a competitive solution to offer against other international industries. What we found as enablers that helped our team to be successful in this worldwide market includes aspects such as establishing and leveraging in-country presence and rela- tionships (trade commissioners and RCN), dedicating time to understand our new potential customer's needs; bringing com- petitive (proven, low risk, highly adaptable and affordable) solutions, and most impor- tantly having the credentials where we have executed similar projects here in Canada with our Canadian customer endorsing our performance. Q What are the things that get you excited about the business or your career? We have amazing talent and inspirational leaders here at Lockheed Martin Canada MST as well as a successful portfolio of pro- grams that positions us well to secure new opportunities for growth in our pipeline. This combination fosters both excitement and energy across our entire enterprise where it enables our employees to gain valu- able experience and offers them considerable career growth opportunities, it provides our customers with exceptional performance on their programs, and it inspires innovative solutions to some of the most challenging problems our customers face. Q What habit do you think contrib- uted to your success? I am a problem solver; I have the ability to see the big picture and am forward- looking, forward-leaning; I take a holistic and balanced approach to decisions with the intent of having a win-win outcome wherever possible; I am courageous in ad- dressing issues; and I'm accountable for my business performance and decisions. So the habits I've adopted that support these attributes include: taking action; researching and soliciting inputs from broad range of sources; listening intently and valuing inputs and ideas of others; ap- proaching situations with consideration of others' viewpoints and possible reactions; maintaining pulse of stakeholders (e.g. employees and customers); collaborating with colleagues and stakeholders; and en- suring open and timely communications. Q What was your "aha" moment? My most recent "aha" moment was when we won the New Zealand ANZAC Class Frigate System Upgrade program. This project was not only highly competitive with world class international bidders, but there was a well-established incumbent. Our win highlighted that you can beat the odds by always being at the top of your game whether it's bidding on new oppor- tunities or as the incumbent and you must continue to provide value to your custom- er throughout all phases of a project from conception through execution. Q What do you think are the biggest impediments to innovation – within your organization and within the industry as a whole? Aversion to risk and high penalties for fail- ure. When time and money are constraining factors, taking a conservative, low-risk ap- proach is often the path that is taken when developing solutions, which at times deters the ability to introduce new technologies or innovation, because these are viewed as "unproven" hence comes with risk. roseMary chaPDelaine Vice-PResident and geneRal ManageR, Mission systeMs and tRaining loCkheeD MArtin CAnADA

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