Mike Greenley is the Vice President and General Manager of CAE Canada, and was awarded CDR's Defence Executive of the Year award for 2016. He has over 30 years of experience in the defence and aerospace industries. Under his leadership, CAE Canada has grown to over 700 employees working across 10 sites. Some of CAE's projects in Canada include supporting mission systems for the F/A-18 and developing electronic warfare suites for the army. Greenley's focus is on providing full training systems and solutions, and a recent example is CAE's acquisition of the NATO Flying Training in Canada program from Bombardier.
Mike Greenley is the Vice President and General Manager of CAE Canada, overseeing over 700 employees across a dozen sites. He is responsible for CAE's Defence and Security business in Canada. CAE is changing the game in defence training systems through innovation in developing next generation closed-loop, performance-based training systems. This enables highly effective training tailored to individual learning styles, increasing retention and success while decreasing costs. When combined with live-virtual-constructive technical solutions, CAE is able to offer highly effective worldwide military training solutions.
Career Engagement Group provides career pathing technology called Fuel50 CareerDrive to help organizations deliver engaging career opportunities for their employees and increase retention. The software works at three levels - enabling individuals to understand their career drivers and create pathways, supporting leaders to have career conversations, and giving organizations insight into succession planning. Case studies at companies found improved engagement scores, values alignment, and reduced turnover after implementing Fuel50's tools and coaching.
SP employs 30,000 people globally providing food and beverage services. They operate over 2,100 units across 30 countries. The company aims to provide best-in-class online learning and development for employees despite challenges with culture, language, and integrating learning technology. In 2010, they launched SSP Academy Live using the D2 platform to create a flexible online learning environment accessible anywhere. The platform helped launch Discovery, a management development program now promoting over 50% of new managers internally with measurable cost savings.
Coaching Employees for High Performance (Webinar by Fuel50 & Quantum Workplace)Fuel50
Check out the full webinar at http://f50.li/cehp. Today, more than ever, providing opportunities for professional development and career growth is critical to engaging and retaining productive and high-performing employees. In fact, 100% of HR leaders identified improving leader coaching conversations as a top priority for them in 2017 and 70% of employers say their career development processes are ineffective at providing career advancement opportunities.
CAREER PLANNING & PATHING: HOW TO DEVELOP A STRATEGIC VISIONHuman Capital Media
Consider the importance and impact of Career Pathing for your workforce. In this webinar we will discuss the benefits and key elements that drive career pathing and what it means for your company’s employee experience, engagement and retention. Employees are bringing new expectations; we’ll discuss the impact of providing your employees with a personalized and transparent view to their career development and growth with a particular focus on results.
The C-suite understands that talent development is essential to ongoing success. The most progressive leaders are re-thinking their talent strategy by improving the employee experience, embracing diversity, empowering career development, placing learning at the heart of HR.
This interactive webinar will provide easy-to-understand insights on:
Discuss the importance of Career Pathing within your Talent Development strategy
Identify key expectations employees now bring to their jobs
Showcase the bottom-line results of a well-defined and developed career development & growth solution
This document provides an overview of a two-day masterclass on winning the war for talent 2.0 held in Singapore in December 2014. The masterclass was facilitated by Prof. Sattar Bawany and aimed to help participants evaluate challenges in managing talent, understand best practices, develop talent management strategies, and create plans to engage and retain mission critical employees. The document outlines the workshop objectives, introduces the facilitator, and provides an agenda that addresses topics like human capital, talent management frameworks, and the elements of an effective talent management strategy.
WEBINAR: Disrupting the Career Ladder with Fuel50 & IBMFuel50
This document discusses disrupting the traditional career ladder model with Fuel50 and IBM Kenexa solutions. It covers:
1) How Fuel50 and IBM Kenexa can provide tools to enable employee-driven career growth and development through personalized coaching and career pathing.
2) Why the traditional career ladder model is no longer effective due to trends like workforce disruption, atomization of work, and employees' desire for continuous learning and growth.
3) Four best practices for organizations to provide a state-of-the-art career experience, including building an agile career framework, educating on career agility, enabling self-directed growth, and empowering managers as coaches.
Mike Greenley is the Vice President and General Manager of CAE Canada, overseeing over 700 employees across a dozen sites. He is responsible for CAE's Defence and Security business in Canada. CAE is changing the game in defence training systems through innovation in developing next generation closed-loop, performance-based training systems. This enables highly effective training tailored to individual learning styles, increasing retention and success while decreasing costs. When combined with live-virtual-constructive technical solutions, CAE is able to offer highly effective worldwide military training solutions.
Career Engagement Group provides career pathing technology called Fuel50 CareerDrive to help organizations deliver engaging career opportunities for their employees and increase retention. The software works at three levels - enabling individuals to understand their career drivers and create pathways, supporting leaders to have career conversations, and giving organizations insight into succession planning. Case studies at companies found improved engagement scores, values alignment, and reduced turnover after implementing Fuel50's tools and coaching.
SP employs 30,000 people globally providing food and beverage services. They operate over 2,100 units across 30 countries. The company aims to provide best-in-class online learning and development for employees despite challenges with culture, language, and integrating learning technology. In 2010, they launched SSP Academy Live using the D2 platform to create a flexible online learning environment accessible anywhere. The platform helped launch Discovery, a management development program now promoting over 50% of new managers internally with measurable cost savings.
Coaching Employees for High Performance (Webinar by Fuel50 & Quantum Workplace)Fuel50
Check out the full webinar at http://f50.li/cehp. Today, more than ever, providing opportunities for professional development and career growth is critical to engaging and retaining productive and high-performing employees. In fact, 100% of HR leaders identified improving leader coaching conversations as a top priority for them in 2017 and 70% of employers say their career development processes are ineffective at providing career advancement opportunities.
CAREER PLANNING & PATHING: HOW TO DEVELOP A STRATEGIC VISIONHuman Capital Media
Consider the importance and impact of Career Pathing for your workforce. In this webinar we will discuss the benefits and key elements that drive career pathing and what it means for your company’s employee experience, engagement and retention. Employees are bringing new expectations; we’ll discuss the impact of providing your employees with a personalized and transparent view to their career development and growth with a particular focus on results.
The C-suite understands that talent development is essential to ongoing success. The most progressive leaders are re-thinking their talent strategy by improving the employee experience, embracing diversity, empowering career development, placing learning at the heart of HR.
This interactive webinar will provide easy-to-understand insights on:
Discuss the importance of Career Pathing within your Talent Development strategy
Identify key expectations employees now bring to their jobs
Showcase the bottom-line results of a well-defined and developed career development & growth solution
This document provides an overview of a two-day masterclass on winning the war for talent 2.0 held in Singapore in December 2014. The masterclass was facilitated by Prof. Sattar Bawany and aimed to help participants evaluate challenges in managing talent, understand best practices, develop talent management strategies, and create plans to engage and retain mission critical employees. The document outlines the workshop objectives, introduces the facilitator, and provides an agenda that addresses topics like human capital, talent management frameworks, and the elements of an effective talent management strategy.
WEBINAR: Disrupting the Career Ladder with Fuel50 & IBMFuel50
This document discusses disrupting the traditional career ladder model with Fuel50 and IBM Kenexa solutions. It covers:
1) How Fuel50 and IBM Kenexa can provide tools to enable employee-driven career growth and development through personalized coaching and career pathing.
2) Why the traditional career ladder model is no longer effective due to trends like workforce disruption, atomization of work, and employees' desire for continuous learning and growth.
3) Four best practices for organizations to provide a state-of-the-art career experience, including building an agile career framework, educating on career agility, enabling self-directed growth, and empowering managers as coaches.
Test drive Fuel50 in the IBM platform: http://f50.li/u2ok
Recap on our webinar presented on 12th October 2016, with Fuel50 and IBM Kenexa discussing how to build a stretch-growth marketplace within your organization.
The document provides an agenda for a three-day conference on training and development at the Hotel Del Coronado in Coronado, CA from December 7-9, 2014. Day one includes sessions on aligning training with corporate strategy, developing leadership programs during changing times, and building an effective training team. Day two focuses on using learning to position a company as a responsible corporate citizen and engaging employees. Day three covers topics such as learning analytics, driving innovation, and optimizing training to keep it efficient and cost-effective.
We all know it needs to happen, and we at Fuel50 may have been sitting on the fence for a little too long while the debate rages around us. This slideshare rethinks performance conversations, comparing current practices to what needs to happen!
Dale Carnegie Training starts by asking, “What are the gaps in desired performance for the client organization, teams in that organization, and for individual team members? What are the barriers to achieving performance objectives? What new competencies must participants develop for the organization to breakthrough to new levels of effectiveness?” By doing this we better serve the needs of our client organizations and participants.Second, we do our best to help participants improve their attitudes toward the training programs.We provide a supportive, positive environment that focuses on strengths and getting win-win results for individuals, teams, and organizations. We move participants from seeing that not only do they need to be in the training program; they want to be there because they believe they can gain the additional skills necessary to be
more successful. We also insure the attitude continuum is fully cycled by helping them commit to changing their
behaviors, applying new processes, and encouraging the “slightest improvement and every improvement.”
The third step is to insure they get the right knowledge, methods, and principles so they know what to do to reach their goals and the goals of their organizations. The knowledge is practical, useful sooner than later, and founded on proven strategies for success.
Knowing what to do is not enough. To cement knowledge and understanding into new habits for improved effectiveness, we help participants practice the skills with positive, honest coaching. Once the participants have success in class, they commit to applying the new skills and techniques back in their work environments. To insure that they turn good intentions into good deeds, we hold them accountable to one another and their organizations by having them make commitments and keep those commitments in a friendly, competitive atmosphere. This leads to successes which encourage a continued cycle of setting new, more challenging goals. In this way, the individual and the organization see significant returns on their investments for their investment in time and training dollars.
To attract and retain young project talent, organizations must understand what motivates millennials and adapt their practices. The document discusses several strategies used by companies to develop project managers from new graduates. These include apprenticeship programs, training programs, offering international experience, and clearly outlining career progression. Implementing these practices helps companies engage millennial employees and mitigate risks from the growing skills shortage.
Trilogy University (TU) is Trilogy's corporate training program for new hires modeled after the US Marine Corps boot camp. It pushes recruits to their limits through intense challenges and teamwork to solve real business problems under tight deadlines. Graduates emerge highly confident and bonded to each other and the company.
TU achieves more than typical corporate boot camps by serving as Trilogy's primary research and development engine and incubator for strategic thinking and next generation leadership. This is possible because Trilogy's top leadership is deeply engaged in TU, participating directly and using it to develop the company's future leaders. The program has become a virtuous cycle that continuously improves due to this leadership involvement and commitment to innovation.
We never have to worry about TTA’s trainers teaching a class. The topics we teach are complex, and we can count on TTA to deliver expert trainers, consistently. They understand the product and our company values.
Brochure graduate program Prysmian - 2016Juli Boned
Prysmian Group is a worldwide leader in the cable industry that helps people access energy and information. For over 130 years, they have helped communities achieve remarkable things through innovative solutions. Their graduate program, "Build the Future", selects talented graduates each year to develop skills and expertise to succeed at Prysmian Group. The program includes a 2-week induction in Milan, 1-year local job rotation, 2-year international assignment, and appointment to a technical or managerial role. It aims to provide career growth opportunities through training programs, mentorship, and performance evaluations.
Prysmian Group is a worldwide leader in the cable industry that helps people access energy and information. For over 130 years, it has helped communities achieve remarkable things through innovative cable solutions. The company operates in over 50 countries with 89 plants and over 19,000 employees. It has a graduate program called "Build the Future" that provides talented graduates opportunities to develop skills and take on global roles over a 2 year period involving local and international assignments. The program aims to select graduates who can help drive the company's vision and mission through state-of-the-art cable solutions.
Ms. Jerry Bishop is a passionate learning and development professional with 15 years of experience in various industries. She has expertise in needs assessment, program design, facilitation, and consulting. Her background includes work with private career colleges, credit unions, and technology companies. She is recognized for her ability to empower and inspire others to strengthen their skills and further their professional development.
The document discusses the benefits of using video for corporate training. It argues that video is an effective training tool because it engages learners visually and through interaction, allows for self-paced learning, and caters to different learning styles. Some key points made include:
- People retain more information from multimedia presentations that engage hearing, seeing, and doing compared to live lectures alone.
- Video training is more focused and active as learners can repeat or skip sections as needed, focusing on relevant material.
- A corporate learning center that provides on-demand video training can boost motivation and flexibility by allowing employees to learn at their own pace and on topics directly relevant to their jobs and careers.
- The document discusses an interview conducted in 2016 with Sir John Egan, who authored the influential Egan Report on the UK construction industry in the late 1990s.
- Sir John discusses the accomplishments of the Egan Report, including a dramatic reduction in fatalities in the construction sector, which he is most proud of.
- He emphasizes the importance of establishing "hard edge target cost modeling" and grinding down production processes to achieve the most optimal costs.
- Sir John believes collaborative working and sharing data across organizations could help reduce costs further, but that stronger leadership is often needed to overcome "silo working."
Our presentation on The Engagement Game: Creating a culture of growth, engagement, and workforce agility. Presented by Anne Fulton, Organizational Psychologist, author of The Career Engagement Game (2015), and co-founder of Fuel50.
TecKnowledge provides various talent acquisition and staffing services including fresher hiring support, lateral hiring, and training programs. They source and train candidates to meet clients' hiring needs across technologies. Their services include on-campus and off-campus recruitment, 8-week training programs, and helping clients hire candidates on a trial basis through their Hire Train Deploy model. TecKnowledge aims to bridge gaps between companies, organizations, and resources through these talent solutions.
Choose from over 200 "LIVE" Stream Corporate Training Topics across 9 different categories by Award Winning Trainers. visit www.aventislearning.com for listing or call 93385299
The document discusses career pathing and its importance for employee retention, engagement, and productivity. It introduces Fuel50 CareerDrive as career pathing software that companies can use to create customized career paths and opportunities for their employees. The software uses personalized FuelFactors to provide career options and has helped companies see increased engagement, accelerated productivity, decreased turnover, and retention of key knowledge.
Sieger Training Consultants Private Limited is an accredited training partner that offers customized training programs to various industries across India and Asia. It provides technical workshops, outdoor training experiences, and soft skills training to help employees and organizations grow. Sieger has over 500 clients and certified trainers located across major Indian cities and some Asian countries.
Slides 16 december corporate universitiesCrowdale.com
This document discusses organizational learning and corporate universities. It begins by introducing strategy optimization, transformation and renewal through organizational learning. It then provides examples of several corporate universities, including Kenya Airways' Pride Centre, Shell's Project Academy, IKEA's College, Canon Academy Europe, Philips Lighting University, Mars University and Customized Learning Group, and Ducati Corse. It discusses the focus, profile and reason for existence of each corporate university. It emphasizes that only organizations that learn faster than their competitors will lead in the future, and that constant alignment with the environment through learning is needed to stay competitive as the world becomes more complex.
The document provides a list of 10 tips for creating effective slide presentations: keep designs simple; limit the amount of text used; limit effects and transitions; choose template designs thoughtfully; emphasize simplicity; use color carefully; select fonts appropriately; incorporate relevant media; and organize information consistently across slides. The tips are attributed to an article by Garr Reynolds on slide design.
This document presents a program evaluation of the Stepping On falls prevention program. The evaluation analyzed four outcomes of the program: self-efficacy, participant valuation, lower body strength, and reduction of fall risk. Data was collected through questionnaires given to participants at the beginning, end, and 3-month follow up of the program. Results showed a significant increase in lower body strength and decrease in fall risk, but no significant change in self-efficacy. Participants reported high perceived value of the program. The evaluation suggests Stepping On is effective in fall prevention based on improvements in strength, risk reduction, and valuation, though program measurements and follow up could be improved.
Test drive Fuel50 in the IBM platform: http://f50.li/u2ok
Recap on our webinar presented on 12th October 2016, with Fuel50 and IBM Kenexa discussing how to build a stretch-growth marketplace within your organization.
The document provides an agenda for a three-day conference on training and development at the Hotel Del Coronado in Coronado, CA from December 7-9, 2014. Day one includes sessions on aligning training with corporate strategy, developing leadership programs during changing times, and building an effective training team. Day two focuses on using learning to position a company as a responsible corporate citizen and engaging employees. Day three covers topics such as learning analytics, driving innovation, and optimizing training to keep it efficient and cost-effective.
We all know it needs to happen, and we at Fuel50 may have been sitting on the fence for a little too long while the debate rages around us. This slideshare rethinks performance conversations, comparing current practices to what needs to happen!
Dale Carnegie Training starts by asking, “What are the gaps in desired performance for the client organization, teams in that organization, and for individual team members? What are the barriers to achieving performance objectives? What new competencies must participants develop for the organization to breakthrough to new levels of effectiveness?” By doing this we better serve the needs of our client organizations and participants.Second, we do our best to help participants improve their attitudes toward the training programs.We provide a supportive, positive environment that focuses on strengths and getting win-win results for individuals, teams, and organizations. We move participants from seeing that not only do they need to be in the training program; they want to be there because they believe they can gain the additional skills necessary to be
more successful. We also insure the attitude continuum is fully cycled by helping them commit to changing their
behaviors, applying new processes, and encouraging the “slightest improvement and every improvement.”
The third step is to insure they get the right knowledge, methods, and principles so they know what to do to reach their goals and the goals of their organizations. The knowledge is practical, useful sooner than later, and founded on proven strategies for success.
Knowing what to do is not enough. To cement knowledge and understanding into new habits for improved effectiveness, we help participants practice the skills with positive, honest coaching. Once the participants have success in class, they commit to applying the new skills and techniques back in their work environments. To insure that they turn good intentions into good deeds, we hold them accountable to one another and their organizations by having them make commitments and keep those commitments in a friendly, competitive atmosphere. This leads to successes which encourage a continued cycle of setting new, more challenging goals. In this way, the individual and the organization see significant returns on their investments for their investment in time and training dollars.
To attract and retain young project talent, organizations must understand what motivates millennials and adapt their practices. The document discusses several strategies used by companies to develop project managers from new graduates. These include apprenticeship programs, training programs, offering international experience, and clearly outlining career progression. Implementing these practices helps companies engage millennial employees and mitigate risks from the growing skills shortage.
Trilogy University (TU) is Trilogy's corporate training program for new hires modeled after the US Marine Corps boot camp. It pushes recruits to their limits through intense challenges and teamwork to solve real business problems under tight deadlines. Graduates emerge highly confident and bonded to each other and the company.
TU achieves more than typical corporate boot camps by serving as Trilogy's primary research and development engine and incubator for strategic thinking and next generation leadership. This is possible because Trilogy's top leadership is deeply engaged in TU, participating directly and using it to develop the company's future leaders. The program has become a virtuous cycle that continuously improves due to this leadership involvement and commitment to innovation.
We never have to worry about TTA’s trainers teaching a class. The topics we teach are complex, and we can count on TTA to deliver expert trainers, consistently. They understand the product and our company values.
Brochure graduate program Prysmian - 2016Juli Boned
Prysmian Group is a worldwide leader in the cable industry that helps people access energy and information. For over 130 years, they have helped communities achieve remarkable things through innovative solutions. Their graduate program, "Build the Future", selects talented graduates each year to develop skills and expertise to succeed at Prysmian Group. The program includes a 2-week induction in Milan, 1-year local job rotation, 2-year international assignment, and appointment to a technical or managerial role. It aims to provide career growth opportunities through training programs, mentorship, and performance evaluations.
Prysmian Group is a worldwide leader in the cable industry that helps people access energy and information. For over 130 years, it has helped communities achieve remarkable things through innovative cable solutions. The company operates in over 50 countries with 89 plants and over 19,000 employees. It has a graduate program called "Build the Future" that provides talented graduates opportunities to develop skills and take on global roles over a 2 year period involving local and international assignments. The program aims to select graduates who can help drive the company's vision and mission through state-of-the-art cable solutions.
Ms. Jerry Bishop is a passionate learning and development professional with 15 years of experience in various industries. She has expertise in needs assessment, program design, facilitation, and consulting. Her background includes work with private career colleges, credit unions, and technology companies. She is recognized for her ability to empower and inspire others to strengthen their skills and further their professional development.
The document discusses the benefits of using video for corporate training. It argues that video is an effective training tool because it engages learners visually and through interaction, allows for self-paced learning, and caters to different learning styles. Some key points made include:
- People retain more information from multimedia presentations that engage hearing, seeing, and doing compared to live lectures alone.
- Video training is more focused and active as learners can repeat or skip sections as needed, focusing on relevant material.
- A corporate learning center that provides on-demand video training can boost motivation and flexibility by allowing employees to learn at their own pace and on topics directly relevant to their jobs and careers.
- The document discusses an interview conducted in 2016 with Sir John Egan, who authored the influential Egan Report on the UK construction industry in the late 1990s.
- Sir John discusses the accomplishments of the Egan Report, including a dramatic reduction in fatalities in the construction sector, which he is most proud of.
- He emphasizes the importance of establishing "hard edge target cost modeling" and grinding down production processes to achieve the most optimal costs.
- Sir John believes collaborative working and sharing data across organizations could help reduce costs further, but that stronger leadership is often needed to overcome "silo working."
Our presentation on The Engagement Game: Creating a culture of growth, engagement, and workforce agility. Presented by Anne Fulton, Organizational Psychologist, author of The Career Engagement Game (2015), and co-founder of Fuel50.
TecKnowledge provides various talent acquisition and staffing services including fresher hiring support, lateral hiring, and training programs. They source and train candidates to meet clients' hiring needs across technologies. Their services include on-campus and off-campus recruitment, 8-week training programs, and helping clients hire candidates on a trial basis through their Hire Train Deploy model. TecKnowledge aims to bridge gaps between companies, organizations, and resources through these talent solutions.
Choose from over 200 "LIVE" Stream Corporate Training Topics across 9 different categories by Award Winning Trainers. visit www.aventislearning.com for listing or call 93385299
The document discusses career pathing and its importance for employee retention, engagement, and productivity. It introduces Fuel50 CareerDrive as career pathing software that companies can use to create customized career paths and opportunities for their employees. The software uses personalized FuelFactors to provide career options and has helped companies see increased engagement, accelerated productivity, decreased turnover, and retention of key knowledge.
Sieger Training Consultants Private Limited is an accredited training partner that offers customized training programs to various industries across India and Asia. It provides technical workshops, outdoor training experiences, and soft skills training to help employees and organizations grow. Sieger has over 500 clients and certified trainers located across major Indian cities and some Asian countries.
Slides 16 december corporate universitiesCrowdale.com
This document discusses organizational learning and corporate universities. It begins by introducing strategy optimization, transformation and renewal through organizational learning. It then provides examples of several corporate universities, including Kenya Airways' Pride Centre, Shell's Project Academy, IKEA's College, Canon Academy Europe, Philips Lighting University, Mars University and Customized Learning Group, and Ducati Corse. It discusses the focus, profile and reason for existence of each corporate university. It emphasizes that only organizations that learn faster than their competitors will lead in the future, and that constant alignment with the environment through learning is needed to stay competitive as the world becomes more complex.
The document provides a list of 10 tips for creating effective slide presentations: keep designs simple; limit the amount of text used; limit effects and transitions; choose template designs thoughtfully; emphasize simplicity; use color carefully; select fonts appropriately; incorporate relevant media; and organize information consistently across slides. The tips are attributed to an article by Garr Reynolds on slide design.
This document presents a program evaluation of the Stepping On falls prevention program. The evaluation analyzed four outcomes of the program: self-efficacy, participant valuation, lower body strength, and reduction of fall risk. Data was collected through questionnaires given to participants at the beginning, end, and 3-month follow up of the program. Results showed a significant increase in lower body strength and decrease in fall risk, but no significant change in self-efficacy. Participants reported high perceived value of the program. The evaluation suggests Stepping On is effective in fall prevention based on improvements in strength, risk reduction, and valuation, though program measurements and follow up could be improved.
Las herramientas para el trabajo colaborativo permiten a los equipos trabajar juntos de forma remota en documentos, proyectos y más. Algunas de las principales herramientas incluyen Google Docs, que permite a varios usuarios editar documentos en línea al mismo tiempo; Slack, que facilita la comunicación en equipo a través de canales y mensajes; y Trello, que ayuda a los equipos a organizar y administrar proyectos a través de tableros virtuales.
Existen varias herramientas para subir archivos y presentaciones a la web de forma sencilla. Algunas de las más populares son Google Drive, Dropbox y OneDrive, las cuales permiten almacenar, compartir y editar archivos en la nube de manera gratuita o bajo suscripción. Estas herramientas ofrecen espacio ilimitado en la nube y son compatibles con la mayoría de sistemas operativos y dispositivos móviles.
O diálogo trata da explicação de termos técnicos relacionados à informática para duas pessoas que desejam instalar um emulador de videogame no computador, como download, dados, banco de dados, formulário, e-mail, freeware, executar e firewall. Após encontrarem e baixarem o programa, ele não consegue ser executado devido ao bloqueio do firewall, e as opções para contornar isso são discutidas.
Michael J. Miotto seeks employment with opportunities for team building and career advancement. He has over 3 years of experience as a CDL Class A commercial driver, including operating pressure pumping equipment and handling hazardous chemicals safely. His skills include man basket certification and conducting basic vehicle maintenance. Previous employers include Liberty Oilfield Services, Baker Hughes Incorporated, and Nabors Completion and Production Services where he gained experience operating high pressure pumps and ensuring safety. He also has military experience enforcing safety standards and providing generator support in Kuwait.
SlidesShare es una plataforma para compartir presentaciones que permite cargar archivos de PowerPoint y PDF para que otros usuarios puedan verlas y descargarlas.
This resume summarizes the qualifications and experience of Miss. Laxmi Sati seeking a new opportunity as an Accountant. She has a Post Graduate degree in Finance and is pursuing an ICWAI qualification. Her work experience includes 2 years as an Associate Accountant and Finance Associate where she handled accounting tasks like cash management, revenue tracking, and data entry. She is proficient in Microsoft Office applications and has experience in both corporate and small business environments.
Shravan Kumar Rajoriya is seeking a position that allows him to utilize his skills and advance in an organization. He has over 8 years of experience in manufacturing roles. Currently, he works as a Senior Engineer at FLSMIDTH PVT LTD in Gurgaon, where he is responsible for vendor development, process improvement, and cost analysis. Previously, he worked at Transafe Services Ltd as a Production and Service Engineer, overseeing manufacturing, quality control, and maintenance. Rajoriya has a BE in Mechanical Engineering and additional training in production management and machinery.
La pandemia de COVID-19 ha tenido un impacto significativo en la economía mundial. Muchos países experimentaron fuertes caídas en el PIB y aumentos en el desempleo debido a los cierres generalizados y las restricciones a los viajes. Aunque las vacunas han permitido la reapertura de muchas economías, los efectos a largo plazo en sectores como el turismo y los viajes aún no están claros. Se espera que la recuperación económica mundial sea desigual y dependa de factores como el control del virus y el ac
El documento presenta la segunda sesión de un diplomado en formación pedagógica mediada por el uso de las TIC. Se definen conceptos clave como hardware, software y procesadores de textos. También se explican modelos como Gavilán y el enfoque TPACK, así como los conceptos de CTS y ABP. El objetivo es brindar nuevos conocimientos sobre herramientas tecnológicas para mejorar la enseñanza.
La propuesta presenta una estrategia de marketing digital para la empresa Calzado Bucaramanga que incluye registrarse en una cuenta premium en el sitio web por $300.000 mensuales para publicar ilimitadamente sus productos. También incluye asesoría de marketing, publicidad en redes sociales como Facebook y campañas de AdWords en Google. El documento explica cómo funciona AdWords al mostrar anuncios relacionados a términos de búsqueda y obtener clientes potenciales a través de clicks en los anuncios.
O documento discute a importância da informática e dos computadores na área da radiologia. Explica que os computadores facilitam o trabalho do radiologista e permitem melhorar o desempenho dos aparelhos de saúde de forma mais rápida e confiável. Também destaca que os sistemas de informação e Picture Archiving and Communication System (PACS) otimizam o gerenciamento de imagens e prontuários no hospital.
President’s report first quarter 2015 for laguna state polytechnic university sta. cruz main campus created by engr. Ma. Erlyn Eroles together with group 3 of electronics engineering
This document outlines the mission, vision, services, and contact information for an organization that aims to connect Marines with opportunities that can help them transition to civilian life and pursue lifelong goals through an expanding self-sustaining network. The vision is to contribute to the well-being of Marines and their families by linking them to a supportive network and strengthening the Marine Corps' reputation through positive community engagement. Services include employment, education, networking, mentorship, and veterans benefits assistance.
Este documento presenta un análisis de un proyecto llamado "CREANDO MI PROPIO MUNDO" realizado a través de una encuesta de 5 preguntas enviada a 20 personas incluyendo docentes, padres y compañeros. 12 personas respondieron la encuesta, cuyas respuestas se resumirán para enriquecer y modificar el proyecto.
El documento describe los componentes principales del software y hardware de una computadora. El software incluye programas como sistemas operativos, aplicaciones y lenguajes de programación. El hardware incluye partes internas como la tarjeta madre, procesador, memoria RAM y unidades de almacenamiento, así como partes externas como el monitor, teclado y mouse.
Unveiling the Top Aviation Solution Company of 2023.pdfinsightssuccess2
This edition features a handful of The Unveiling the Top Aviation Solution Company that are leading us to a better future
Read More: https://insightssuccess.com/unveiling-the-top-aviation-solution-company-of-2023-december2023/
Aircraft rescue and Fire Fighting training report at CIALIshwarya Niveda
This report summarizes the student's 10-day training at Cochin International Airport in Kerala, India. It first discusses how the airport was established and how it is powered solely by solar energy. Next, it covers the objectives of the training, including both theoretical and practical skills. It then examines how the airport manages operations and its organizational structure. The report also provides observations of the airport facilities and procedures. It describes the airport's rescue and firefighting services. Finally, it identifies some problems and provides suggestions for improvements.
This document summarizes an article from the March 2015 issue of Engineers Australia magazine about changes at Qantas Engineering. It discusses how Qantas Engineering has undergone a major transformation in recent years to adapt to challenges in the airline industry. Key changes include flattening the leadership structure, increasing mobility of engineers between roles, and focusing engineers on innovation to improve efficiency and cost-savings. The results have included productivity improvements of 20-80% and cost-savings of over $200 million. Qantas Engineering continues its tradition of achieving world-leading engineering innovations.
This document provides a summary of changes that have occurred at Qantas Engineering in recent years. It discusses how Qantas Engineering has undergone a major transformation of its people and processes to make it a more efficient and competitive organization. Key changes include flattening the leadership structure, increasing mobility of engineers across different roles/teams, improving performance management processes, and empowering engineers to be more involved in decision making. The results of these changes have been positive, with engineers feeling more valued and the business better able to utilize its assets.
The Most Admired Leaders Shaping the Future of the Aviation & Aerospace Indus...ciolook1
The relentless pace of the aviation industry demands high-performing operations. Airlines must continually optimize their processes to ensure timely and efficient service. This ensures timely performance, meeting traveler demands and maintaining a competitive edge in the robust landscape. Amidst this challenging environment, individuals like Jay Barker stand out as leaders in operational excellence.
The document provides an agenda for an academy presentation on enterprise driven learning. It summarizes key points about cloud computing trends and the growth of cloud spending. It then introduces Rulepaper, a group that offers cloud computing training programs covering areas like data centers, cloud modeling, development, and infrastructure modeling. The presentation outlines Rulepaper's vision, values, founders, objectives, offerings, engagement model, roadmap, references and key contacts.
1) Swiss-AS has launched development of its own electronic technical logbook (eTLB) which will tightly integrate with its AMOS platform. This will improve collaboration between pilots, cabin crew, and mechanics through seamless data sharing and workflows.
2) The eTLB is being developed as a type-A EFB application to simplify regulatory approval. It will run on multiple operating systems to leverage existing hardware.
3) Swiss-AS is taking a collaborative approach, involving customer input to define requirements. Several airlines are partnering with Swiss-AS in testing and validating the eTLB.
This brochure provides an insight into the daa graduate programme in 2014 including testimonials from employees who have successfully completed the programme at Dublin Airport
This document is a brochure for daa's graduate program that provides an overview of the program and opportunities available. It includes testimonials from past graduates who highlight the diverse range of projects and roles graduates can take on. The program offers a two-year structured development program with rotations in different parts of the business to gain experience. Graduates praise the breadth of learning opportunities and ability to work across departments to develop skills applicable for future careers.
This document outlines how Aéroports de Montréal (ADM) invested in its LeadAir leadership development program to enhance employee engagement and support a transformation of its corporate culture. Key aspects include:
1) ADM created the LeadAir program in 2011 to develop leadership competencies among its directors and enhance organizational performance. The program included training modules, coaching, and business case studies.
2) A module on employee mobilization highlighted gaps in strategic planning communication that hindered employee engagement. This led ADM to involve directors more in strategic planning.
3) A 2013 benchmarking identified needs to improve competitiveness. ADM addressed this through its Perform plan and continued enhancing LeadAir to prepare leaders
This profile is for a bilingual mechanical engineer with 18 years of experience in the aeronautical industry. He has a master's degree in fluid dynamics and certifications in project management and lean process improvement. He has experience leading projects in areas like procurement, product improvements, and fleet support. He is seeking a new role to utilize his skills in project management, problem solving, and building customer relationships.
This document summarizes a presentation given by Melodye Mueller of CloudHealth Technologies and Tristan Greaves of StepStone. The presentation revealed best practices of EMEA cloud leaders based on a survey. Key findings included that cloud leaders' top concern was security and privacy and they were able to mitigate risks quickly. Leaders also had high levels of automation for their cloud infrastructure and deployments. Additionally, leaders were able to calculate cloud costs by business unit and perform cost optimization and forecasting to manage cloud complexity. The document provided recommendations for creating an effective cloud program focused on cost optimization, security, best practices, empowering teams, and knowledge sharing.
David F. Mitchell is a senior executive with extensive experience leading aerospace and defense companies. He has a proven track record of improving operational efficiency, reducing costs, and increasing profits and growth. Mitchell has expertise in strategic planning, business development, operations improvement, and global market expansion.
The document summarizes a conference on transforming passenger experience and operational efficiency through connectivity and technology. It describes how a passenger named James seamlessly navigates the airport using various technologies like self-check-in kiosks, mobile boarding passes, and WiFi. The conference aims to help airports and airlines learn how to maximize profits from connected strategies and innovations by benchmarking case studies from companies like KLM, Aer Lingus, and Ryanair. Top executives from airports and airlines like Heathrow, Nok Air, and SAS will speak at the conference.
The document provides information about the "Air Fleet Maintenance 2015" conference to be held on October 7-8, 2015 in Bangkok, Thailand. The conference will focus on strategies for airlines, manufacturers, and maintenance organizations to conserve resources, capture business opportunities, and capitalize on the growing commercial aircraft maintenance market in Asia. Over the two-day event, industry leaders will present on topics like optimizing maintenance costs, evaluating maintenance program options for aging fleets, and harnessing new technologies to enhance safety. The agenda and speaker lineup indicate the conference will analyze how changing roles of manufacturers and MROs are impacting operators in the aftermarket sector.
- Uncover patterns of success and challenges to define a recipe for what makes a “Cloud Leader”
- Provide actionable takeaways and best practices for organisations throughout their cloud adoption and maturity journey
- Take a deep dive into “how” leaders are actually achieving success
QA Software is a leading provider of document management solutions for engineering and construction projects. In this document, the CEO discusses how QA Software has experienced its most successful period to date by providing cloud-based collaboration technology to over 100 infrastructure projects valued at $80 billion. The CEO highlights their team's expertise and continued innovation to simplify document management and enhance their industry-leading products.
CommunityForce Federal provides digital transformation services including solutions based on Adobe Experience Manager. They offer process automation platforms, cloud applications, digital transformation services, and creative services. Their case studies highlight projects with clients such as the US Air Force involving learning management systems, forms automation, and content migration to improve processes and user experiences.
1. 25
DEFENCE EXECUTIVE OF THE YEAR
MIKE GREENLEY
CAE’S LEAD EXECUTIVE FOR CANADA
COMBINES AN ELON MUSK-LIKE
TECHNOLOGICAL BENT WITH A FIERCE
ENTREPRENEURIAL DRIVE
It’s that time of year again when we turn to identifying Canada’s top defence executive and, as usual, the field of
competition is a fertile one. Selection is never easy and once that process is complete the next thing to be achieved
is assembling a profile of the person behind the job title. With Mike Greenley, Vice President and General Manager
of CAE Canada, that process was both simple – in that he is open, frank and engaging – and difficult, because
like most driven successful senior executives, he is complex and multi-faceted. CDR’s European Correspondent,
Tim Mahon, recently had the opportunity to sit down in London, England with the winner of CDR’s Defence
Executive of the Year award for 2016. Here is our profile on this veteran of Canada’s defence industry.
A Canadian Forces’ CH-147 Chinook image generated using CAE’s Medallion software
2. 26 WWW.CANADIANDEFENCEREVIEW.COM
M
ike Greenley is a dyed in the wool
defence and aerospace animal.
“Defence and aerospace are all I
know,” he says modestly though
he goes on over the next few hours to prove
he knows much more – from science and
technology through history and international
affairs. His introduction to the domain came
more or less, by accident, in his words. When
studying at the University of Waterloo he had
an engagement at the then Defence & Civil
Institute of Environmental Medicine (DCIEM) –
later Defence Research & Development Canada
(DRDC) to study simulation-based training.
“I started studying simulation transfer of
training, to measure whether virtual simulation
could replicate live vehicle human performance
response and learning, and then later studying
simulator sickness and how to design training
environments to avoid it”, he says. He must
look back on that as a great example of
serendipity at work as he acknowledges the
importance that background has brought to
his recent and current career path.
After graduation he joined a small defence
consultancy analysing user requirements for
weapon systems and conducting field trials
of soldier systems with frontline troops. His
activities at the time encompassed a broad
range of disciplines from artillery fire control
through command and control to maritime
navigation systems – a variety that serves him
well today in terms of having good knowledge
of the underlying requirements his customers
have. As if that was not absorbing enough,
though, he also took a part time Master’s
degree in psychomotor behaviour, focusing
on learning and memory.
LAUNCHING
GREENLEY & ASSOCIATES
An event common in the life stories of many
senior executives then occurred – the urge
for control of his own destiny took over and
in 1996 he formed Greenley & Associates,
focusing on providing design support for
defence systems and – interestingly – nuclear
power plant control room systems. He was
instrumental in the creation of Statements of
Operational Requirements (SORs) for a wide
range of defence systems and integrated
support contracts, increasingly using simulation
in design and design evaluation of system
requirements.
Such was the success of Greenley & Associ-
ates that in 2004 he sold the firm to CAE. He
describes this phase of his career as “learning
how to own and lead a business and deliver
flawlessly to customers.” Which he evidently
did and was recognised for, with awards in
2002, 2003 and 2004 for leadership of one of
Canada’s 100 fastest growing companies and
an award from the city of Ottawa in 2005 as a
“Top 40 under 40” business leader.
As a vice president at CAE from 2004-2008,
Greenley continued to focus on modelling
and simulation and was the driving force
behind the creation of Presagis, which he
describes as “the world’s largest commercial
off the shelf-based software company for
simulation software products.” Achieved
through the acquisition and integration of
three firms (Engenuity Technologies, TERREX
and MultiGen-Paradigm) in 2007 – with the
‘integration’ part of the process an important
springboard from which some of his later
successes would spring – Presagis was to
be “the Microsoft Office of modelling and
Greenley in a flight suit with a Hawk trainer
Greenley suited up for a flight in a Hawk Jet
Trainer
3. 27WWW.CANADIANDEFENCEREVIEW.COM
simulation, providing an integrated suite of
tools,” in Greenley’s words. A vision that
subsequent history has proven the accuracy
of, it would seem.
Greenley left CAE in 2008, attracted by
“an offer it would have been very difficult to
refuse,” he admits and spent the following
five years with General Dynamics, first as vice
president of strategy and development for GD
in Canada then stepping into a global role as
VP International for what was then GD C4
Systems and has subsequently become GD
Mission Systems, developing military com-
munications and mission systems solutions
worldwide.
LEADING CAE
IN CANADA
So rich a background of experience in business
practices and multiculturalism made Greenley
the ideal candidate for a leadership role when
CAE extended its regional structure to include
Canada in 2013, at which time he took up
his current appointment as VP and General
Manager for CAE Canada. He now leads an
enterprise with some 700 employees spread
across ten sites and is quick to point out the
unique nature of the Canadian enterprise, as
distinct from CAE’s US, European and Asia-
Pacific regions.
“We do a lot of things in Canada that aren’t
done elsewhere in the company, simply as a
result of past acquisitions of capability and
relationships. For example, we have supported
mission systems equipment for Canada’s F/A-18
aircraft for over twenty five years, we have been
responsible for electronic warfare suites for the
army for over 30 years and are integrating the
information environment for in service support
of the new Cyclone maritime helicopter,” he
says. As an additional example, he later reveals
that CAE is a leading manufacturer of magnetic
anomaly detectors (MAD), used by maritime
patrol aircraft to detect and localise submerged
submarines from the air.
Although these various activities, which
we hesitate to characterise as ‘peripheral’ but
which nonetheless sit slightly outside the core
business, Greenley’s focus is firmly in line with
the corporation’s overall ambition to be the
‘training systems partner of choice’ for military
and civil customers around the globe. “Our
primary markets are defence and security, civil
aviation and healthcare,” he says, going on
to add that being in Canada and close to the
group’s headquarters (Montreal) functions,
“we get to do a lot of things first – from a
technology insertion perspective and a service
provision one too.”
NOT JUST
SIMULATION BUT FULL
TRAINING SOLUTIONS
One of the repeating characteristics of Green-
ley’s career has been the institution of major
acquisition and integration projects under his
leadership, and his latest appointment is no
exception. In 2015 CAE acquired the NATO
Flying Training in Canada (NFTC) business from
Bombardier for $19.8M. Using an analogy with
IBM – who famously changed their business
culture from being a seller of personal com-
puters to being a provider of integrated infor-
mation technology services – Greenley points
to the NFTC acquisition as a shining example
of the ambition “to extend the CAE offering
into full training systems, including live military
flight training.”
Less than three months after the acquisition
of over 200 employees, Greenley was able to
say with confidence “… it’s worked brilliantly.
All the departments and fiefdoms within the
company have pulled together and, combined
with the binding activity of the management
team, has engaged in what we call ‘boundary-
less behaviour’ to the benefit of the customer
and the whole enterprise. It has been a peerless
example of the people, the culture and the
strategy working together.”
And the ambition does not stop here.
Breaking news as CDR went to press has
revealed that CAE is teaming with Draken
International to mount a bid for the Contracted
Airborne Training Services(CATS) requirement
for Canada’s Department of Defence. Provid-
ing ‘aggressor training’ for combat aircrews,
using experienced pilots flying agile combat
aircraft, CATS is a logical extension of CAE’s
capabilities at the high end of the airborne
training spectrum.
CAE’s CH-147 Gunnery trainer at Garrison Petawawa
4. 28 WWW.CANADIANDEFENCEREVIEW.COM
LEVERAGING NFTC
EXPERIENCE
FOR CATS PROGRAM
“The NFTC acquisition has fleshed out our
capabilities as a major training systems inte-
grator and brought us an additional fifteen
years’ worth of experience in maintenance
and operations of a fleet of high performance
aircraft. The CATS opportunity will enable us
to leverage this and provide an independent,
effectively managed and essential resource for
fighter pilot training for today and tomorrow,”
Greenley says.
If the joint bid is successful, aircraft from
Draken’s fleet of A-4 Skyhawks – the company
acquired the entire A-4 capability of the Royal
New Zealand Air Force, including airframes,
spares, maintenance and logistics support – will
become an independent, Canadian registered
fleet operated by a joint venture, CAE Opera-
tional Live Training Services. The evaluation
of proposals, according to Greenley, will give
preference to solutions that offer a common
airframe rather than a selection of different air-
craft, presumably on the basis that the logistics
burden and footprint will be greatly reduced
and simplified over the lifetime of the contract.
“Draken shares our view on the need for
realism and commonality for this kind of en-
gagement and we firmly believe with this bid
we are offering the highest degree of aggressor
capability we can deliver,” says Greenley.
GROUND ZERO
FOR LVC TRAINING
Just as important, though, is the thinking that
has gone in to how CATS can itself act as a
springboard to the next level of capability –
beyond what is currently being called for by the
request for proposals. “Assuming we become
the incumbent, Canada will then become
Ground Zero for us in the development of
combining a live, virtual and constructive (LVC)
training capability for the aggressor market,”
he says, adding that in developing simulation-
based stimulation of training content to bring
additional realism and flexibility to the offering,
“Canada will be the breeding ground from
which we can export this capability to the rest
of the world – something CAE has proven it
can be successful doing.”
Between 2016 and 2021, on current plans,
Canada’s defence forces will require modern,
integrated and cost-effective training solu-
tions for new and existing platforms. The next
generation fighter continues to be the subject
of political debate, but if Canada confirms
its intention - notwithstanding Prime Minis-
ter Trudeau’s comments to the contrary - to
procure the F-35 Lightning II fifth generation
combat aircraft, the fact that CAE signed
a Memorandum of Understanding with
Lockheed Martin to be that company’s train-
ing partner of choice for Canada, places the
CAE in pole position to provide just such a
solution.
TRAINING
SOLUTIONS FOR THE
NAVY AND ARMY
In the maritime field, once a decision is made
on the Canadian Surface Combatant pro-
gramme – which could see up to fifteen 90
metre combat vessels procured over time – CAE
has a well considered approach to develop-
ing an effective training solution for the Royal
Canadian Navy.
In the land domain, the Land Vehicle Crew
Training System will likely mandate common
training systems and infrastructures at five
sites across Canada for the army’s armoured
and tactical vehicles, including the Leopard II
and Light Armoured Vehicle (LAV) fleets. Crew
training in an integrated environment, leverag-
ing every pillar of the LVC approach to training,
is one of the things in which CAE excels, and
Greenley is confident there is a compelling bid
to be mounted for LVCTS.
TARGETING
FUTURE PILOT TRAINING
Back in the airborne training sector, there is a
requirement for operational weapons systems
trainers for three aircraft fleets, likely to be
scheduled around 2019 on current plans, and
a further requirement for training fixed wing
search and rescue aircraft crews that has just
been bid in 2016. And of course the elephant
in the room is Canada’s Future Pilot Training
System (FPTS), which may seek to integrate
multiple current flying training contracts into
one integrated, omnibus solution that will set
the scene for ab-initio pilot training across
the Canadian forces for perhaps two or three
decades.
“We’re not going to be short of opportuni-
ties to shine,” says Greenley with a wry smile,
CAE took over responsibility for NFTC training from Bombardier in 2015
NFTC ground school operated by CAE
5. 29WWW.CANADIANDEFENCEREVIEW.COM
“but more importantly we have a breadth
of capabilities and the ability to be agile and
flexible in responding to the customer’s require-
ments that I believe places us in a very strong
position to forecast significant growth in the
short- and medium-term future.” A busy five
years ahead indeed!
SERVING AS
CADSI CHAIRMAN
Canadian to the core, Greenley’s activities
outside the office also showcase his strong
desire to see excellence at work in every aspect
of Canadian activity. Persistently active in his
local community, he has also dedicated effort
and time to engagements at the national level.
At the time of this writing he is just finishing six
years’ service on the Board of Directors of the
Canadian Association of Defence and Security
Industries (CADSI), for the last four of which
he has been the board’s chairman.
His voice – while working for General Dy-
namics and CAE both – has been a prominent
and articulate one that has helped to drive the
creation of the Defence Procurement Strategy
now being rolled out in every aspect of defence
acquisition and procurement management. In
2012 he was also recognised for service to his
country and peers when he was the proud
recipient of the Queen Elizabeth II Diamond
Jubilee Medal.
Which brings us to the infamous ‘slippers’
question. When the time comes to hang up the
executive suit and warm his feet at the home
hearth, what will Greenley look back on with
the greatest sense of pride and satisfaction?
Like most others asked the question in the last
five years, the prospect of retiring from what
has evidently been a fulfilling, stimulating and
rewarding life to date does not necessarily
fill him with unbounded enthusiasm and the
first reaction is to say “it’s a long way off
yet.” Which it is – but nonetheless the answer
provides an illuminating insight into the man
behind the public image.
REVELLING IN
CUSTOMER SATISFACTION
“I guess if I am looking at it from today’s
viewpoint the thing that gives me the greatest
sense of communal achievement would be the
NFTC integration,” he says. “The customer
really appreciated it – not only the seamless
integration itself, but the way in which it
was done. From a personal perspective I think
the way we engaged with the employees – and
the fantastic way in which they responded
– was a great thing to do. Fulfilling, too,”
he grins.
He has also served as Chairman of the
Board of Governors for the Elmwood school
for Girls in Ottawa and is an avid downhill
skier. A strong family man, Greenley is the
proud father of two young ladies, the oldest
at university and the youngest on the cusp of
the same adventure. Watching him talk about
their successes and the regular “father and
daughter” trips they get to organise with his
active participation, the fundamental qualities
of understanding, empathy and the will to be
a part of other people’s personal development
– qualities that are a core part of his industrial
leadership – shine through. Which is one of
the multiple reasons why CDR has seen fit to
honour Mike Greenley as its Defence Executive
of the Year for 2016.
But, let’s leave Greenley the last word, in a
pithy sentence that encapsulates much of the
philosophy he has expressed during our inter-
view with him. Indeed, it’s something he has
evidently employed throughout his career and
in speaking of the NFTC integration and the
reaction of the former Bombardier employees
from the very first day, pointing out the ‘family’
aspect of the management team’s approach
to the rapid progress post acquisition, he told
us with obvious satisfaction, “There was no
resistance to the integration process. None.
We turned to each other and simply said…..
they’re home.”
Tim Mahon is CDR’s European
Correspondent
Greenley with Gene Colabattisto, CAE’s Group President, at 419 Tactical Fighter Training
Squadron in Cold Lake
Canada-based CAE is a world leader in its field of training and simulation