Every Friday, a decision maker is revealed in our section. This week, Martin Brassard, CEO of Héroux-Devtek, answers our questions.
Does becoming CEO changes a person?
No, CEO, it’s just a title. If I became CEO, I assume that it is according to the contribution that I could make to the organization, it does not change a person, but it comes with pressure. A CEO is as good as his team and, in my career, I was privileged to be able to count on competent and dedicated people. And the important thing is to create an environment where we work hard, but in which we have fun.
What do you do when you need to find an idea?
It was my collaborators who pointed out to me, I will have a coffee in the morning in their office to chat. We develop solutions together to resolve a problem, we check what are the best ways to get there, we brainstorm, often ideas come from the discussion. I also did it with the members of my board of directors, I never hesitated to consult to have the point of view of experienced people.
How do you do to unplug yourself?
We never unplug completely, the brain always thinks, but I, what makes me get down is to spend time with family, I like the outdoors, sport, skiing, golf, getting out of my usual environment. I have good levels of golf and skiing games and I am someone quite competitive, because as long as you do an activity, as well do it as best as possible.
Is there advice that you are happy to have ignored?
When we won the manufacturing contract for the landing trains of the 777 of Boeing, in 2013, many people from the industry told us that we would not succeed, that we were going to plant ourselves, that it was too big for us. It was necessary to deliver more than a hundred the first year and we were two and a half years old to prepare, build three factories, set up the supply chain. We were naive to take this contract, but this is a whole challenge that we have taken up and that made the whole team proud to succeed in making the biggest landing train in the world. This consolidated the reputation of Héroux-Devtek in the industry.
What do you do to congratulate or thank someone?
I say first and foremost thank you, we should never hesitate to say it. Each week, regularly, I take the time to thank people and ask them if they are proud of themselves because I am proud of them.
How long do you take for dinner at work?
Phew, we often do work dinners on the corner of the office, but we also take the time to go to the restaurant. We do it in a climate of camaraderie even if we discuss serious problems. We will often dine outside with my employees, we will also supper, it facilitates discussion. The Boeing Commercial team in Seattle never misses the Christmas supper that Héroux-Devtek is organizing each year. They like to chat with people passionate about their profession.
What was your best mistake?
I don’t like to come back to the past, I prefer to look forward. Referring to an error is not constructive. It’s like golf course, when you make a mistake, you have to forget it immediately and attack it to correct it at the next blow. Each problem, each error must be perceived as an opportunity to improve.
Have you had one or more mentors?
Throughout my career, I met people of excellence, but I cannot ignore Gilles Labbé, who was my CEO, and Réal Bélanger, who was the chief of financial management at Héroux-Devtek. Two personalities opposite, Gilles who is the entrepreneur with ideas, but little concerned with details while Réal was in detail and rigor. I took the best of everyone. I also learned a lot from Pierre Jutras, a human resources consultant who helped us a lot to develop a strong corporate culture.
A good boss is someone who …
A good boss must be credible, this is what commands respect. He is someone who supports his teams, who gives “feedback”, who gives the right challenges to the right people and the right tools to carry them out. He is someone who has a sense of timing, who knows when to act and when to let go.
Ideal retirement?
This is the one I am going to take with my spouse, Nathalie, the children, the family, the grandchildren who come. It is to create an environment with the people I love.
Who is Martin Brassard?
Martin Brassard joined Héroux-Devtek in 1994 as controller of the manufacturer of landing trains located in Longueuil.
He successively held various strategic positions in the management of the company, in particular as responsible for the establishment of ERP systems, the restructuring of factories and the development of the landing trains division.
He has been CEO since 2019, the year he succeeded Gilles Labbé, the executive president of the Council of Héroux-Devtek.
The company has a network of 15 factories distributed in Canada, the United States, Great Britain and Spain. It employs 2,000 people and has a turnover of 800 million.