Can you walk us through your professional background and how it has prepared you for your current role at AmSpec?
I studied in Rimouski as a Marine Navigation Officer. After many years of sailing, I decided to transition to a land-based role and was hired by a TIC company. I worked my way up the ladder, serving as an inspector, area manager, and quality manager for 19 years before joining AmSpec in 2019.
What attracted you to the TIC industry?
I was attracted to the TIC industry because it allowed me to remain in the marine industry while working ashore. The atypical schedule was welcome as I don’t like routine work. Over time, I discovered a passion for customer service and problem-solving; we all know this industry yields its fair share of ‘surprises’.
Please tell us about AmSpec’s Canadian operations. How many offices do you manage?
AmSpec is established in the eastern part of Canada, with offices in Ontario, Quebec, New Brunswick, Nova Scotia, Newfoundland, all the way up the St. Lawrence Seaway. I personally oversee the offices along Saint-Lawrence, such as Levis, Montreal, and Hamilton.
What strategies do you use to build high-performing teams across your region?
My personal type of leadership is leading by example; I am a very hands-on person and will tend to demonstrate work and expose the level of quality I expect by showing it. This way, I not only ensure people know what I expect but also see it can be achieved. This also involves more human contact, which helps develop highly engaged employees, the key to efficient work.
How do you ensure accountability across different departments within Canadian operations?
I believe that accountability should be driven from the top down. When leaders set an example and take responsibility for any issues or failures, it fosters trust among employees. In such an environment, employees will feel confident that their leaders will handle situations fairly and honestly. This approach encourages openness, as employees are less likely to hide facts or avoid taking responsibility themselves.
What are the biggest challenges TIC companies in Canada are facing today?
Other than the usual manpower availability issues, I think one of the biggest challenges the TIC sector is facing is “old traits”. Currently, everything is evolving fast; constantly adjusting and changing. Meanwhile, TIC companies are very conservative and tend to lag behind in terms of changes and evolution. I believe that in the long run, companies that refuse to explore new avenues (even if they may result in failure) and always wait for other companies to take the risk will eventually fade away. That’s why AmSpec’s evolution is very encouraging.
How do you ensure quality control and consistency in services provided to customers?
A good quality system with proper monitoring and control in place will ensure our team follows well-established practices that will allow consistent work with the highest standards of excellence.
What KPIs do you consider most critical for measuring operational success?
I believe all KPIs have their importance, as they provide a quantitative perspective on the objective and goal. But at the end of the day, I think the most important KPI is both the satisfaction of the customer and our own satisfaction with our work. As responsible and competent leaders, we should be able to critically evaluate our performance and make improvements.
How do you ensure compliance with Canadian regulations (e.g., SCC, ISO, provincial standards)?
Since these are always evolving, I do not think this is a one-man job. We have strong teams that are each on the lookout for all their local regulations/codes, and we rely on them to transmit and implement any updates on regulations.
How do you build and maintain strong relationships with key clients and industry stakeholders?
The most important thing in all relationships is trust. I take great pride in being fully honest with customers. When they know they can trust me to serve their best interests at all times, they give me confidence. This foundation allows us to build a long-term relationship.
How do you ensure customer needs are prioritized while maintaining compliance and operational standards?
This is also a fine balance of trust; customers hire us to ensure things are done correctly, and ultimately it is in their own interest that everything has been done correctly. It protects them in the long run.
What values do you think are most important for leading a strong team?
Confidence and the will to set an example even in hard times.
Where do you see our Canadian operations in the next 3-5 years, and how would you drive that vision?
In my five-year vision, I see AmSpec becoming one of the top players, if not the top one, in Canada. We will have to continue taking chances on projects that others might not. We will continue to deliver high-quality service while remaining firm that we are not a “cheap labor” company. If we adopt the low-cost spiral, we will ultimately be unable to sustain our quality claim. And most importantly, AmSpec needs to focus on its main resource: manpower. We need to recognize that people are our primary driving force and ensure we maintain a strong team.
Tell us about the office you are based in. What makes this branch unique?
I am based out of the Levis, QC office. To me, this branch is unique as I personally oversaw the entire buildout and installation of this office during my first year with AmSpec. It was a great example of what AmSpec can do. It serves as a constant reminder that I have chosen to be with a company that is very dynamic and makes the right choices to endure any upcoming challenges.