As we settle into the flow of our new organization, which was founded over two years ago on Feb. 1, 2021, it feels a lot like taking a brand-new car for an extended test drive. Over the past two and a half years, we’ve been navigating this journey that’s given us deep insights and a chance to fine-tune our strategies.
Much like test driving a car reveals areas for adjustment, we’ve encountered aspects in our organization that needed refining. This analogy rings particularly true for the revamped organizational structure we rolled out today.
Implementing the first organizational structure was like exploring uncharted territory. Since then, we’ve taken the time to get used to this redefined landscape, understanding its strengths and weaknesses. Just as test driving a car might uncover the need for a minor mechanical tweak, our test drive of the new organizational structure highlighted areas that required fine-tuning. This adaptability and our openness to change are key ingredients in our growth recipe.
Under our new structure:
- Lorne Hadley (formerly director of policy) will become director of member relations
- Reta Byvelds (formerly director of finance and corporate services) will become director of finance, operations, and member services
- Kristen Hendricks will become the manager of member and employee services
- Shelly Rowsell will become the manager of corporate operations
- Lauren Comin (formerly manager of regulatory affairs) will become director of policy
- Lise Newton (formerly director of government relations) will become director of communications and government relations
- Roy van Wyk will continue to manage Client and Intellectual Property Services as director of client and intellectual property services.
- A new staff position will be created to support policy and government relations
A crucial driver of this ongoing transformation is our unwavering commitment to delivering services in a way that maximizes cost efficiency. This principle has been at the core of our operations since we embarked on this journey. As we delve deeper, it becomes clear that the services we provide contribute to the final product our members take pride in – certified seed.
Imagine a scenario where we increase the costs tied to supporting and delivering our services. This rise in overhead costs naturally trickles down, influencing the price of our members’ end product. Our restructuring isn ‘t just about optimizing things internally; it directly impacts our members’ competitiveness and ability to drive sales.
Drawing from discussions at our annual conference in St. John’s, Nfld., I find us in the role of stewards not only of our organizational journey but of an entire industry. Understanding that our collective efforts shape the sector’s path, we’re obligated to ensure that the services we offer are cost-effective.
