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SUMMARY:Navigating Geopolitical Shifts: Canada’s Innovation Strategy for the Digital and High Tech Sector
DESCRIPTION:Watch videoThis panel aims to explore how Canada’s digital and high tech sector can navigate the evolving geopolitical and economic landscape to foster sustained innovation and competitiveness. Panelists will discuss the key challenges that are currently limiting innovation. The conversation will delve into how both government and industry can respond strategically\, with a focus on improving policy alignment\, fostering cross-sector collaboration\, and enhancing private sector R&D investment. The panel will also identify emerging global and domestic opportunities that Canada is uniquely positioned to leverage in this period of transformation. \nExecutive Summary\nThe panel discussion explored the barriers and opportunities shaping Canada’s innovation landscape across key technology and industrial sectors. Panellists identified persistent structural challenges: slow and risk-averse public procurement that limits early market validation for domestic firms; a lack of patient capital for deep-tech ventures; and a research culture that prioritizes discovery over commercialization. These challenges are compounded by regulatory and procedural hurdles\, a small domestic market\, and growing concerns about data sovereignty and vendor lock-in. \nTo strengthen long-term innovation and competitiveness\, panelists emphasized the need for government to act as a first adopter and catalyst for emerging technologies—through faster\, mission-driven procurement and clear spending mandates that favour Canadian innovators. They recommended reforming funding models to provide larger\, patient\, and non-loan-based investments\, and expanding collaborative cluster programs that bring buyers\, researchers\, and SMEs together under performance-driven outcomes. Strengthening industry–academia linkages and aligning incentives for commercialization were also viewed as essential. \nPanelists agreed that private-sector R&D investment can be accelerated through targeted partnerships with incumbents\, outcome-focused cluster programs\, and competition or tax measures that reward commercialization. Canada’s comparative advantages lie in mission-driven innovation—particularly in Arctic\, defence\, and climate resilience technologies—coupled with its trusted governance\, scientific excellence\, and ethical brand. \nUltimately\, the discussion underscored that unlocking Canada’s innovation potential requires aligning public demand\, patient investment\, and regulatory agility to build globally competitive companies capable of delivering value both domestically and internationally. \nSummaries from the panel (4–6 bullets per question — anonymized\, ordered by emphasis)\nWhat are the top three challenges currently hindering innovation in your sector?\n\nSlow / misaligned public procurement and lack of “first-customer” adoption — panelists said government contracting timelines and rules don’t fit startup realities so early market validation is missed; this was flagged as especially acute for nascent deep-tech firms\nInsufficient patient capital for deep tech — the VC market was described as risk-averse (avoids hardware\, dual-use\, long timelines)\, so many deep-tech firms depend on public funding that is often fragmented\, small\, or loan-based. This drives early exits or relocation.\nOveremphasis on research outputs vs. value creation/commercialization — multiple speakers argued Canada often prizes publications and research process over market outcomes\, leaving utility and industry formation under-prioritised.\nCultural and regulatory friction that slows adoption — a tendency to confuse process with outcome\, plus heavy regulation and procedural hurdles\, choke small companies’ ability to bring products to market and for adopters to try them.\nSmall domestic market and weak local demand signals — the panel emphasized Canada’s ~40M market limits “test and scale” opportunities compared with larger markets\, making it harder to build reference customers and raise growth capital.\nData/technology sovereignty and vendor lock-in concerns — worries about where compute and data reside\, vendor lock-in\, and the monetization of user data were raised as strategic challenges to domestic control of innovation.\n\nHow should government and industry respond to enable long-term innovation and competitiveness?\n\nGovernment as active first adopter & faster procurement (SBIR-style approaches) — panelists urged government to buy domestic solutions\, use targeted programs where funds must be spent (example: SBIR-like 2% budget idea) and shorten adoption timelines so Canadian firms can scale.\nIncentivize local demand and procurement of Canadian solutions — intentionally prefer/try Canadian adopters first so companies acquire reference customers at home before exporting; clusters and consortia were presented as mechanisms to do this.\nCreate mission-driven public R&D/defence purchases to pull industry forward — tie applied R&D to clear national missions (e.g.\, Arctic\, NORAD modernization) to align researchers\, startups\, and defence/public procurement. This was singled out for quantum.\nReform public funding to be more patient\, bigger\, and less fragmented — replace many small/loan programs with larger\, mission-oriented\, non-loan investments suitable for pre-revenue deep tech.\nUse cluster/collaborative models to accelerate adoption — regional cluster programs that place buyers and builders together (with rapid project turnover and competitive pipelines) were cited as delivering strong ROI and faster commercialization.\nIndustry–academia translation incentives — change incentives so academic outputs are also rewarded for commercial uptake (not just publications)\, and support spin-offs to shift from lab culture to business models.\n\nKey recommendations / next steps to enhance private-sector R&D investment in Canada\n\nMobilize patient capital and adapt funding instruments for deep tech — establish or scale funds that accept longer timelines\, and reduce loan-heavy supports for pre-revenue firms so they can scale without early sell-offs.\nMake procurement a lever (mandates + incentives) — introduce spending or procurement goals that direct a meaningful share of government buying to domestic innovators (and penalize slow uptake); use rapid pilot/scale pathways so adopters move from meeting to deployment faster.\nEncourage strategic partnerships between incumbents and startups — incentivize large firms to co-fund pilots and adopt solutions (large firms get R&D exposure; startups get customers and scale references).\nScale cluster models and outcome-focused programs — expand cluster/collaborative programs that connect buyers\, researchers\, and SMEs with performance-based funding (panel cited cluster ROI and product counts as evidence).\nTarget under-investing incumbents with competition / adoption signals — address sectors that under-invest in R&D (e.g.\, telecom\, airlines\, energy) through competition policy\, tax incentives tied to commercialization\, or public-private demo programmes.\nPromote national narratives & celebrate scale-ups — build a culture that celebrates grown-and-scaled companies (not only startups) to create urgency and pride that fuels private R&D and risk-taking.\n\nWhat new opportunities or comparative advantages can Canada exploit?\n\nMission-driven leadership in niche/high-impact areas (e.g.\, Arctic\, quantum) — panelists argued Canada can be world-leading by aligning national missions (Arctic security\, NORAD modernization\, climate resilience) with applied quantum and other deep tech.\nLeverage strong research + trusted governance as a brand — Canada’s rule-of-law\, human-rights focus and research excellence can attract partners and customers seeking ethical\, stable tech partners (compare to “look east / diversify beyond the US”).\nHealthcare and education as big domestic testbeds — examples: rapid deployment of an AI “telewound” solution during COVID and clinical AI tools (skin-cancer triage) show Canada can scale patient-led and system-level solutions—if adopters in Canada buy them.\nResource & mining tech (e.g.\, Earth X-ray) — Canadian research adapted into the world’s first “Earth X-ray” now used by major miners; this shows a clear exportable strength in resource-sector instrumentation and analytics.\nTurn constraints into advantages via alliances — being a smaller market forces creative international partnerships (co-development with friendly countries) and specialization; panelists recommended optimizing partnerships rather than trying to compete head-on with very large players.\n\nThis summary has been generated with the assistance of AI tools. \nAndrew MaxwellBergeron Chair in Technology Entrepreneurship\, York UniversitySee Bio×Andrew Maxwell\nAndrew combines practical experience\, award winning research and over thirty years of experience in Innovation Management and Technology Venture Creation\, working with diverse enterprises (Fortune 500 companies\, and local enterprises). He regularly runs workshops and consults in the fields of: design thinking\, transforming innovation cultures\, and venture creation\, where he is able to linking his technical knowledge\, expertise and experience. \nHis research earned the Academy of Managements Heizer Award\, while his teaching at York resulted in being awarded the President’s University Wide Teaching Award in 2022. He has developed numerous new programs in this space\, for Professional Development and Graduate Education\, as well as pioneering the launch of a number of related online courses (VentureStart\, Innovation & Creativity and InnoGate).  His early academic career included a B.Sc.(Eng) in Electrical Engineering from Imperial College\, London and an MBA from London Business School\, following which he held senior management roles in two global technology multinationals\, before co-founding four technology companies. \nHis experience with start-ups stimulated his interest in supporting and fostering technology entrepreneurship\, and facilitating the commercialization of university research\, leading to a position at Innovations Foundation (University of Toronto)\, where he created the university’s first technology accelerator\, while teaching courses in technology entrepreneurship\, innovation management and technology commercialization.  \nJulien BillotCEO of Scale AISee Bio×Julien Billot\nMr. Billot is CEO of Scale Ai\, Canada’s artificial intelligence Supercluster dedicated to building the next generation supply chain and boosting industry performance by leveraging Ai technologies. He is also an adjunct professor of HEC Montreal and the Montreal lead for two transformational programs aiming to launch and grow startups in Artificial Intelligence leveraging Montreal tech and business ecosystem\, NextAI and the CreativeDestructionLab (CDL). \nHe also serves as a director in various companies and non-profit organizations. He has extensive experience in the marketing\, media and mobile industries\, with a track record of successfully executing print to digital business transformations. \nUntil recently\, Julien Billot has been President and Chief Executive Officer of Yellow Pages Group Corporation in Montreal\, Quebec. Previously\, he was Executive Vice President\, Head of Media and Member of the Executive Committee of Solocal Group (formerly PagesJaunes Groupe)\, the publicly traded and incumbent local search business in France. Earlier experience includes serving as CEO of the digital and new business group of Lagardère Active\, a multimedia branch of Lagardère Group and 13 years in senior management positions at France Telecom\, notably as Chief Marketing Officer for Orange\, the company’s mobile subsidiary. \nMr. Billot is serving today as a Board Member at the Canadian Partnership Against Cancer\, is Chairman of a Montreal based company Jogogo Media and a Board member for DistrictM and a French media group\, Groupe Paris Turf.  Mr. Billot is a graduate of École Polytechnique (Paris) and from Telecom Paris Tech. He holds a postgraduate diploma (DEA) in Industrial Economics from the University of Paris-Dauphine. \nSue PaishCEO of DIGITALSee Bio×Sue Paish\nAs CEO of DIGITAL\, Sue leads a portfolio of digital innovation and capacity-building initiatives that since its inception in 2018\, has accelerated the production of over 570 Canadian IP assets\, garnered over $1.2 billion in follow-on investment in Canadian companies\, facilitated over 11\,000 learning and development placements\, and driven $4.2 billion in five-year incremental revenue for Canadian companies. By accelerating digital transformation in the health\, natural resources\, and skilling sectors through the development and adoption of Canadian-made digital technologies\, DIGITAL is supporting the creation of world-leading solutions that advance human health\, improve environmental health\, and create a skilled workforce for the digital world. \nPrior to leading DIGITAL\, Sue held leadership roles in major Canadian organizations\, including as CEO of LifeLabs\, Canada’s largest diagnostic lab\, where she led significant growth and technological advancements across Canada’s diagnostic sector. As CEO of Pharmasave\, Sue oversaw the delivery of some of the first online access tools for medication management and as the first woman Managing Partner of Fasken Vancouver\, Sue spearheaded the merger of three leading Canadian law firms into a leading pan-Canadian firm. \nSue serves on the boards of Canadian Tire\, TELUS Digital\, NEXUS Water Group\, Northland Group (Advisory Board) and Own the Podium. She has previously chaired the boards of the Business Council of British Columbia\, the Vancouver Board of Trade and CORIX Utilities and others. Sue has been recognized for her community contributions\, receiving the Order of British Columbia\, King’s Counsel\, an Honorary Doctorate of Technology\, the Influential Women in Business Lifetime Achievement Award\, the YWCA Women of Distinction Award\, and the Peter Lougheed Award for Public Policy. Sue’s greatest joy is spending time in Canada’s wilderness with her husband\, daughters\, and granddaughters. \nCameron SchulerChief Commercialization Officer and Vice President\, Industry InnovationSee Bio×Cameron Schuler\nCameron Schuler is the Chief Commercialization Officer & Vice President\, Industry Innovation at the Vector Institute. He is the former Executive Director of Amii\, where\, for 8 years\, he led one of the top-ranked Machine Learning and AI groups in the world. Cameron’s multifaceted career has covered finance\, business & product development\, consumer products\, IT and general management from start-ups to mature companies. His industry experience includes Alternative Energy\, Banking\, Consumer Products\, Information Technology (Consumer and Enterprise)\, Investment Sales and Trading\, Life Sciences\, Manufacturing\, Medical Devices\, Oil & Gas\, and Oil & Gas Services. Roles have included COO\, CFO\, President and CEO\, and he was COO & CFO of a food manufacturer whose products lead to sales of over 250 million units. \nHe has founded numerous start-up companies (including medical devices as well as computer software & hardware). Cameron is Chair & Co-founder of PFM Scheduling Services\, was Managing Director & Co-Founder of Schuler Law Group\, a boutique tax planning law firm and spent 8 years in investment sales & trading. He attained an MBA from Queen’s University and completed numerous investment management programs. \nAlexandra DaoudVice-Chair\, Quantum Industry Canada\, Strategic Advisor & Fractional Chief IP Officer\, Daoud IPSee Bio×Alexandra Daoud\nAlexandra Daoud is a strategic leader with more than two decades of experience at the intersection of technology\, innovation\, and intellectual property. She has a proven track record in guiding IP strategies\, shaping innovation roadmaps\, and advising in cutting-edge fields such as quantum technologies and artificial intelligence. \nAlexandra is the Vice-Chair of Quantum Industry Canada (QIC) and principal at Daoud IP\, where she serves as a strategic advisor and fractional Chief IP Officer. She was formerly the Vice President of IP and Regulatory Affairs at Anyon Systems\, a Canadian leader in superconducting quantum computing. \nRecognized for sharp analytical thinking and deep understanding of disruptive technologies\, her expertise is underpinned by a B.Eng. in Electrical Engineering from McGill University and credentials as a registered patent agent with both the U.S. Patent and Trademark Office and the Canadian Intellectual Property Office. \nCait DrouillardSenior Director\, Public Policy – TECHNATIONSee Bio×Cait Drouillard\nCait is a bilingual public affairs professional with over a decade of experience in government relations\, ICT procurement\, and advancing public policy strategies across multiple sectors. Cait has worked with stakeholders across the tech ecosystem\, from start-ups to global enterprises\, industry associations\, and think tanks. She brings expertise in policy development\, advocacy\, and managing high-impact initiatives\, including ICT procurement modernization. \nSee all CSPC Virtual Events
URL:https://sciencepolicy.ca/event/navigating-geopolitical-shifts-canadas-innovation-strategy-for-the-digital-and-high-tech-sector/
LOCATION:Zoom
CATEGORIES:Innovation Virtual Series,Virtual Session
ATTACH;FMTTYPE=image/jpeg:https://sciencepolicy.ca/wp-content/uploads/2025/09/DigitalHighSector-Innovation-Panel-Oct23-en-1.jpg
ORGANIZER;CN="Canadian Science Policy Centre":MAILTO:info@sciencepolicy.ca
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=America/Toronto:20251009T120000
DTEND;TZID=America/Toronto:20251009T133000
DTSTAMP:20260403T191520
CREATED:20250915T032227Z
LAST-MODIFIED:20251024T030425Z
UID:32309-1760011200-1760016600@sciencepolicy.ca
SUMMARY:Navigating Geopolitical Shifts: Canada’s Innovation Strategy for Natural Resources Sector
DESCRIPTION:Watch videoExecutive Summary\nThis virtual panel convened sector experts to diagnose barriers to innovation and propose practical responses to strengthen Canada’s competitiveness. Panelists identified three interlocking challenges: geopolitical and trade volatility that undermines export markets and investment predictability; a persistent scaling gap where early-stage research fails to reach commercialization due to insufficient late-stage and institutional capital; and regulatory and infrastructure friction—slow\, fragmented approvals and constrained scale-up capacity. Workforce ageing\, cultural adoption barriers\, and climate-related infrastructure risks were also noted. \nRecommended public responses emphasize a durable\, coordinated industrial strategy and targeted de-risking instruments: sustained co-investment vehicles to attract pension and institutional funds; rebalanced public funding toward later-stage commercialization and cluster scale-up; modernization of fiscal supports and tax incentives; and use of procurement as a market-making tool. Strengthening regulatory capacity\, clarifying timelines\, and creating faster review tracks were highlighted. \nIndustry steps include investing in differentiated platforms\, accelerating adoption of AI and automation where appropriate\, and using living labs and public testbeds to validate technologies. Panelists urged stronger industry-academia partnerships and employer-led training to address skills gaps. \nOpportunities for Canada noted by the panel include exporting sustainably produced energy and critical minerals\, scaling a bioeconomy (mass timber\, biomass)\, developing offshore and community-scale marine renewables\, and leveraging Canada’s reputation for trustworthy governance. The discussion closed with calls for near-term pilots for co-investment and procurement and a two-year roadmap with measurable targets to retain IP\, jobs\, and economic value domestically. Plus clear accountability and timelines for delivery. Panelists recommended pilots within twelve months and formal strategy. \nQ — What are the top three challenges currently hindering innovation in your sector?\n\nGeopolitical and trade volatility that undermines investment decisions. Panelists described acute tariff shocks and shifting trade priorities (e.g.\, recent U.S. anti-dumping/countervailing duties and a Section 232 action on lumber) that create uncertainty about export markets and slow firms’ willingness to invest.\nA persistent “scaling gap”: strong early-stage research but weak commercialization and scale-up finance. Several speakers said Canada funds a lot of research but spends far less on commercialization\, causing many innovations to “die on the shelf.” Public-private co-investment was portrayed as critical to close that gap.\nRegulatory uncertainty and friction (need for predictable\, integrated rules). Large\, multi-billion projects (e.g.\, carbon capture in oil sands\, or major offshore wind) require regulatory and policy certainty; fragmented or slow approval processes deter investment.\nCultural and adoption bottlenecks — slow industry uptake of available tech. The transcript flagged a “culture problem” where abundant existing tech isn’t adopted quickly enough; SMEs do most innovation but face integration barriers into incumbent operations.\nSector-specific constraints (infrastructure\, workforce\, climate risks). Examples: offshore renewables need transmission and clear offtake arrangements; forestry must contend with wildfire-driven biomass challenges; mining faces ageing workforce and legacy production platforms.\n\nQ — How should government and industry respond to enable long-term innovation and competitiveness?\n\nProvide clear\, durable policy and regulatory signals for large projects. Panelists called for predictable rules and timelines so investors will commit to long-horizon CAPEX (ten-digit projects such as major emissions-reduction builds).\nUse public-private risk-sharing (co-investment\, longer funding horizons). Speakers recommended scaled co-investment\, cluster funding\, and sustained multi-year programs (not short 1-year grants) so industry retains “skin in the game” while risk is de-risked.\nCreate integrated\, cross-departmental coordination for complex sectors. Example: an “Office/Secretariat for the Blue Economy” to coordinate Transport\, Environment\, Fisheries\, etc.\, to reduce friction for ocean tech deployment.\nSpeed commercialization by enabling living labs\, testbeds and clearer market signals. Faster access to real-world pilots\, procurement commitments (Buy-Canada style signals) and streamlined approvals will let firms validate and scale technologies domestically.\nInvest in workforce and place-based partnerships (including Indigenous equity partnerships). Recommendations included employer-led training\, targeted immigration for mid-career talent\, and true Indigenous equity partnerships in energy/community projects to support local deployment and skills development.\n\nQ — Key recommendations & next steps to boost private-sector R&D investment in Canada\n\nShift funding emphasis toward later-stage commercialization and scale. Multiple panellists urged rebalancing public funding from discovery research toward 3–5-year commercialization support so prototypes actually reach market.\nExpand and rationalize public programs that de-risk first commercial projects. Examples: more sustained cluster funding\, expanded Strategic Innovation-style programs\, and pragmatic co-funding for techno-economic assessments to screen early-stage vendors.\nCreate clearer\, aggregated funding pathways for community-scale pilots. For remote/Indigenous communities (e.g.\, tidal/wave pilots)\, panellists recommended resource assessments and consolidated capital programs so projects aren’t left cobbling many small grants.\nLeverage procurement and government demand as market-making tools. Using procurement (or contracts for difference for electricity) to guarantee offtake was offered as a practical way to make projects bankable and attract private R&D capital.\nTarget tax and incentive fixes for sectoral opportunities (e.g.\, biomass inclusion). The forestry sector suggested including biomass in existing clean-tech manufacturing / electricity tax credits to unlock bioeconomy investments and reduce wildfire risk.\n\nQ — What new opportunities or comparative advantages can Canada exploit?\n\nInternational reputation and trust as a soft power advantage for market entry. Panelists said Canadian firms and experts are welcomed globally — that goodwill can be leveraged to export tech and secure partnerships.\nPosition Canada as a sustainable\, low-risk supplier (energy and resources). Canada’s emphasis on regulatory standards\, human rights and environmental stewardship was presented as a selling point for sustainably produced hydrocarbons and minerals.\nMass-timber\, bioenergy and the bioeconomy — link to housing and wildfire mitigation. Forestry can help address affordable housing (mass timber/modular construction) and convert low-grade biomass into heat/energy\, if incentives and markets align.\nOffshore and community-scale marine renewables as place-based opportunities. Atlantic offshore wind and tidal/wave for remote communities were highlighted — but only realizable with transmission\, clear buyers and streamlined project packaging.\n\nCritical minerals\, advanced manufacturing and cleantech finance—a moment to capture global capital. With global industrial policy elsewhere\, Canada can leverage critical-minerals supply\, advanced manufacturing capacity\, and a strong cleantech ecosystem to attract investment—if it moves quickly. \nThis summary has been generated with the assistance of AI tools. \nModerator: Shannon QuinnSecretary General – National Research Council CanadaSee Bio×Shannon Quinn\nDr. Shannon Quinn was appointed Secretary General in September 2021. In this role\, she supports NRC senior executives in advancing the Government of Canada’s science\, research and innovation agenda. Her responsibilities include: international relations\, communications\, policy\, strategy and performance. Her team also provides governance support to the NRC Council.  Shannon is an experienced executive\, with a background in science and technology\, both in the private and the public sectors. Prior to joining the NRC\, Shannon was Vice-President\, Science\, Technology and Commercial Oversight at Atomic Energy of Canada Limited (AECL)\, where she was responsible for the science and technology mission\, as well as internal and external communications and Indigenous engagement.  While at Natural Resources Canada (NRCan)\, Shannon was part of the leadership team that restructured AECL\, including the sale of its commercial division\, and the implementation of the current government-owned\, contractor-operated model. She was also responsible for medical isotope policy and programming. Before joining NRCan\, she held various technical and leadership positions in the steel industry\, and was an adjunct professor at McMaster University.  She holds a B.Sc. and B.A.Sc.\, from the University of Ottawa in Biochemistry and Chemical Engineering\, respectively; a PhD. in Chemical Engineering from Queen’s University; and an MBA from the University of Ottawa. \nWes JicklingVice President of Technology Development and COSIA at Pathways AllianceSee Bio×Wes Jickling\nAs Vice President\, Technology Development and COSIA\, Wes Jickling is responsible for leading Pathways’ innovation and research to improve the oil sands industry’s environmental performance. Wes oversees innovation strategies in Pathways’ environmental priority areas – Land\, GHG\, Water\, Tailings\, Monitoring and Innovation +.  \nWes earned a Bachelor’s Degree from the University of Calgary and a Master’s in International Relations and Development from Aalborg University in Denmark. Wes joined COSIA as Chief Executive in 2019\, before COSIA became part of Pathways Alliance. Prior to COSIA\, he was the Chief Executive Officer of Innovation Saskatchewan and Deputy Minister of Intergovernmental Affairs for the Government of Saskatchewan. Wes has held senior roles in corporate\, government\, and international development organizations\, including United Nations postings in Brazil\, Eswatini\, Ukraine and Sudan.  \nWes has held numerous board positions in technology and innovation organizations\, including the Canadian Light Source\, the Saskatchewan Health Research Foundation\, and the Centre for the Study of Science and Innovation Policy.  \nJonathan RobinsonSenior Policy Advisor – Marine Renewables CanadaSee Bio×Jonathan Robinson\nJonathan is the Senior Policy Advisor for Marine Renewables Canada\, responsible for leading policy discussions with members and external parties\, identifying opportunities for advocacy on policy and regulatory issues\, developing policy input\, and supporting Marine Renewables Canada’s outreach efforts. Jonathan joined Marine Renewables Canada this year following over nine years of experience in the federal government including senior roles at Fisheries and Oceans Canada and Employment and Social Development Canada. His work in government and politics has focused on advancing Canada’s clean energy transition through strategic policy development\, stakeholder engagement\, and legislative leadership. Originally from British Columbia\, Jonathan worked closely with the Government of British Columbia and local Indigenous communities on wild Pacific salmon policy and marine conservation. \nJonathan holds a BA in Political Studies from Queen’s University and also serves in the Canadian Army Reserves as a Captain with the Cameron Highlanders of Ottawa. \nKendra MacDonaldChief Executive Officer  – Canada’s Ocean SuperclusterSee Bio×Kendra MacDonald - Bio  \nKendra MacDonald is the CEO of Canada’s Ocean Supercluster\, responsible for the accelerated development and commercialization of innovation that will solve some of the  world’s biggest challenges in ocean.  Kendra is leading the change in the culture of doing business in ocean from coast-to-coast-to-coast\, increasing collaboration across ocean sectors and growing Canada’s ocean economy in a digital\, sustainable\, and inclusive way. In recognition of her leadership in building the Ocean Supercluster from the ground up\, Kendra has named one of Atlantic Canada’s Top 50 CEOs by Atlantic Business Magazine for the last five years and one of Canada’s Top Sustainability Leaders by Clean50 in 2022. \nPrior to leading Canada’s Ocean Supercluster\, Kendra was a Partner in Deloitte’s Risk Advisory practice and the Chief Audit Executive of Deloitte Global. \nDouglas MorrisonPresident and CEO – CEMI MICA Mining AdvisorSee Bio×Douglas Morrison\nDouglas has 14 years of operating experience in the deep nickel mines of the Sudbury Basin\, where he became the Superintendent of Rock Mechanics and Mine Design at Inco (now Vale). He has since spent 15 years as a consultant at Golder Associates working on strategic mine design\, productivity\, and safety issues in mines around the world. He was based in Belo Horizonte Brazil\, and from 2005-2010 he was Golder’s Global Mining Sector Leader in Toronto. \nThroughout his career he maintained an advisory or Board role with Canadian research organizations such as CAMIRO and MIRARCO that are engaged in delivering innovation to the mining industry. Douglas has held key roles at CEMI since 2010 including Chair in Holistic Mining Practices and in 2012 he was appointed President and CEO. In January 2014 he became the Director of the Ultra-deep Mining Network\, a $46M program developing solutions to the challenges of bulk mining below 2.5km. Douglas is focused on developing a comprehensive approach to innovation in mining that will improve mine productivity\, reduce mining costs\, minimize future environmental impact\, and contribute towards developing a globally sustainable society. \nMahima SharmaVice-president\, Innovation\, Environment\, and Climate Policy – Forest Products Association of Canada (FPAC)See Bio×Mahima Sharma\nMahima Sharma is the vice-president\, innovation\, environment\, and climate policy at Forest Products Association of Canada. She oversees the development of industry’s position on key mill-focused environmental topics including climate-change\, water\, air\, and chemicals\, as well as advancing the role of forest-sector innovation plays in a low-carbon economy. This work is central to supporting industry investment and the sector’s competitiveness in Canada\, to support decarbonization objectives\, and advancing a forest-based bioeconomy. Mahima holds Masters Degrees in Chemical Engineering and Health Administration\, and has completed her undergraduate degrees in Chemical Engineer and Biochemistry from the University of Ottawa.
URL:https://sciencepolicy.ca/event/innovation-series-natural-resources-sector/
LOCATION:Zoom
CATEGORIES:Innovation Virtual Series,Virtual Session
ATTACH;FMTTYPE=image/jpeg:https://sciencepolicy.ca/wp-content/uploads/2025/10/NaturalResources-Innovation-Panel-Oct9-en.jpg
ORGANIZER;CN="Canadian Science Policy Centre":MAILTO:info@sciencepolicy.ca
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=America/Toronto:20250925T120000
DTEND;TZID=America/Toronto:20250925T133000
DTSTAMP:20260403T191520
CREATED:20250817T003439Z
LAST-MODIFIED:20251024T031333Z
UID:32060-1758801600-1758807000@sciencepolicy.ca
SUMMARY:Navigating Geopolitical Shifts: Canada’s Innovation Strategy for the Advanced Manufacturing Sector
DESCRIPTION:Watch videoExecutive Summary\nThis virtual panel convened sector experts to diagnose barriers to innovation and recommend policy and industry actions to strengthen Canada’s competitiveness. Panelists identified three dominant\, interlocking challenges: volatile global capital flows and heightened international competition that reduce investment predictability; an acute shortage of sustained late-stage and institutional capital that forces value and exits offshore; and regulatory and infrastructure constraints—slow approvals\, fragmented clinical-trial and data systems\, limited lab and scale-up capacity\, and shortages of experienced executives. Participants also highlighted workforce ageing and skills gaps that undermine scale-up. \nTo address these\, the panel recommended a coordinated\, durable industrial strategy that aligns R&D\, procurement\, trade\, talent\, fiscal tools. Specific proposals included catalytic public co-investment vehicles to attract pension and institutional capital; expanded non-dilutive translational funding to bridge the “valley of death”; and modernization of fiscal supports (e.g.\, SR&ED and clinical-trial incentives). Panelists urged protecting and streamlining regulatory review capacity through faster review tracks and regulatory incentives\, and using procurement as a market-maker to anchor domestic demand. \nIndustry actions identified included investing in differentiated platforms\, accelerating AI adoption discovery and development\, and speeding clinical-trial operations. Opportunities for Canada emphasized by the panel were leveraging world-class AI and ethical AI reputation\, unlocking province-spanning health data for trials\, doubling down on niche strengths in biologics and medtech\, and using defence and sovereignty projects as demand anchors. The discussion closed with a call for near-term pilots (catalytic funds and procurement trials) and a two-year roadmap with measurable targets to retain IP\, jobs\, and economic returns in Canada. \nSummaries from the panel (4–6 bullets per question — anonymized\, ordered by emphasis) \nQ — What are the top three challenges currently hindering innovation in your sector?\n\nTrade & geopolitical shocks creating extreme unpredictability — panelists described heavy reliance on the U.S. market (example: one speaker noted ~94% of a sub-sector’s exports to the U.S.)\, which makes firms vulnerable to sudden tariff or trade changes.\nInsufficient and uneven investment (esp. long-term / scale capital) — participants flagged under-investment per worker versus peer countries and difficulties attracting late-stage/pension/institutional capital to keep industrial returns and IP anchored domestically.\nRegulatory uncertainty and red-tape burden — speakers emphasised that unpredictable regulation (trade\, carbon\, other rules) and lengthy regulatory processes deter long-lived capital spending (example: investments like furnaces have 60–70 year horizons).\nWorkforce and skills shortages plus an ageing labour pool — the sector skews older\, with imminent retirements and large hiring/training needs; panelists stressed employer-led training and stronger ties with colleges/unions to close gaps.\nLow digital / automation adoption and infrastructure gaps — Canada lags in robot adoption and automation (low robot-to-worker ratios)\, limiting competitiveness versus low-cost rivals; also noted: constrained lab/production capacity in some segments.\n\nQ — How should government and industry respond to enable long-term innovation and competitiveness?\n\nCreate clear\, fast industrial policy and durable signals for investment — panelists asked for decisive\, time-bound policy direction (not multi-year uncertainty) so firms can commit capital (industries want “speed of need” similar to pandemic responses).\nShare risk via targeted public-private mechanisms — speakers recommended catalytic public capital\, co-investment models\, and programs that share downside risk so firms will invest in advanced manufacturing and scale-up.\nInvest in workforce (training + immigration) and worker-centred automation — suggestions included more STEM and trade modernization\, employer-led upskilling\, union partnerships\, and immigration routes for mid-career talent to fill immediate technical roles.\nModernize fiscal & program levers (SR&ED\, SIF\, procurement) — expand and sharpen commercialization-focused supports (examples mentioned: Strategic Innovation Fund\, SR&ED) and use procurement/sovereignty projects as demand signals.\nReduce regulatory friction and improve predictability — call for revisiting how regulation is made (better cost-benefit and economic mandates) so long-lived capital decisions aren’t undermined by shifting rules.\n\nQ — Key recommendations / next steps to boost private-sector R&D investment in Canada\n\nFocus supports on scaling & commercialization\, not just discovery — expand programs that help firms move from prototype to production and secure first commercial revenues (panelists cited gaps where incubator/accelerator innovations fail to reach market).\nUse catalytic public capital to attract private co-investment — create co-investment vehicles or carve-outs to bring pension funds and institutional capital into domestic industrial R&D and scale-ups.\nPrioritize predictability for long-horizon assets — clarify carbon\, trade and sector mandates (example: EV glide-path clarity requested) so firms will commit to CAPEX and R&D with multi-decade payback profiles.\nStrengthen industry-academia-government partnerships and regional incubator learning — embed R&D into production environments\, learn from successful incubators/accelerators\, and scale employer-led commercialization supports.\nInvest in targeted infrastructure & platforms (automation\, robotics\, additive manufacturing) — deploy strategic funding for automation\, co-bots\, AMRs\, 3D printing and centres of excellence that raise productivity and export competitiveness.\n\nQ — What new opportunities / comparative advantages can Canada exploit?\n\nLeverage a strong manufacturing + space / aerospace base — Canada already has deep strengths (space heritage\, manufacturing competence) that can be doubled down on through targeted investment and procurement.\nUse nation-building / defence projects as anchors — speakers noted defence\, sovereignty and critical-minerals projects (and NATO commitments) create near-term demand signals to scale domestic industrial R&D.\nCapitalize on a “safer\, sustainable” brand to attract investment — Canada’s political stability\, labor/environment standards and education system make it attractive as a base for firms seeking resilient\, ethical supply chains.\nWin by accelerating automation and advanced-manufacturing niches — focus on robotics/AI-enabled manufacturing\, precision manufacturing (e.g.\, advanced vehicles\, satellite components) and centres of excellence to create exportable know-how.\n\nExploit supply-chain reconfiguration (reshoring / north-America focus) — as firms rethink north-south supply chains\, Canada can position to capture more domestic sourcing and North American integrated production—if policy/skills/investment align quickly. \nThis summary has been generated with the assistance of AI tools. \nTara CraigenManufacturing Engineering Director\, General Motors CanadaSee Bio×Tara Craigen\nTara Craigen – Manufacturing Engineering Director\, General Motors Canada \nTara began her career at General Motors twenty-five years ago\, navigating various leadership positions in Quality Engineering and Manufacturing Operations across the Oshawa Car and Truck plants.  In 2016\, Tara’s career took a significant turn as she stepped into the role of Operational Excellence Leader.  Her tenure in this position was distinguished by several successful cross-functional projects that not only enhanced processes but also led to multi-million dollar savings for GM. \nIn 2018\, Tara transitioned to the Canadian Technical Center in Markham as an Engineering Manager.  Here\, she put her passion for innovation and technology at the forefront\, leading dynamic teams of software and controls engineers dedicated to the development of cutting-edge technologies in active safety\, electric vehicles (EV)\, and autonomous systems.  Tara led the Lateral & Vehicle Path Controls team working on Super Cruise and other features\, as well as the Advanced Vehicle Prognostics team focused on predicting potential failures before they occur. \nIn 2024\, Tara returned to the Oshawa Assembly Plant as the Manufacturing Engineering Director\, where she provides technical leadership and strategic direction to the plant’s engineering\, facilities and maintenance teams. \nTara has a Master’s degree in Metallurgical Engineering from McGill University and has two patented inventions.   Outside of her professional commitments\, Tara enjoys a fulfilling personal life\, celebrating over 20 years of marriage and raising three children.  In her free time\, she enjoys gardening\, small home improvement projects\, furniture restoration and reading the latest book about dragons. \nFrançois DesmaraisVice President – Trade and Canadian Steel Producers\, Association (CSPA)See Bio×François Desmarais\nFrançois Desmarais has joined the Canadian Steel Producers Association (CSPA) in 2024 as their Director for Trade and Industry Affairs and has been since promoted as Vice President. He has extensive private sector experience\, having previously worked for large international consortiums in the defense and the transportation sectors. François honed his public policy skills having also worked a decade in various governmental organizations\, from the Office of the Minister of Industry\, the Senate of Canada\, and the National Assembly of Québec\, as well as abroad for the European Commission\, Canadian missions to the OSCE and to the EU. He holds a Bachelor degree in Political Science and a Certificate in German Studies from the Université de Montréal\, and a Master degree in Political Science from Université Laval. François is fluent in French\, English\, and German. \nAmy MacLeodVice President\, Corporate Communications\, MDA Space See Bio×Amy MacLeod\nA seasoned business leader with 25 years experience as a senior communications executive and  spokesperson\, Amy MacLeod was named Vice President of Corporate Communications at MDA Space in  2021\, pivoting her career into the rapidly expanding space industry. An expert in shaping complex  business\, financial\, and technical developments into strategic communications programs\, Amy believes  that good communication comes from connecting people with information that conveys passion and  purpose\, and that truth simply told is the best path to leadership\, influence and personal and corporate  credibility. \nPrior to joining MDA Space\, Amy held a series of executive communications positions in the technology  and defence sectors\, most recently serving as Vice President\, Corporate Affairs and External  Communications at Seaspan Shipyards where she helped to establish the company’s brand as a modern  industry leading shipbuilder. Prior to Seaspan\, Amy served as Vice President\, Corporate Communications at Mitel where she had global responsibility for all communications. In 2018 she was appointed as  Mitel’s first Corporate Diversity Officer with a mandate to drive strategic business and cultural change  for the company globally. Earlier in her career\, Amy worked in progressively senior communications  roles at General Dynamics Canada\, Alcatel-Lucent\, and Newbridge Networks Corporation. She began her  career as a political staffer on Parliament Hill. \nAmy obtained a Bachelor of Political Science from the University of Waterloo. She has also completed a  Certification in Diversity and Inclusion\, at Cornell University; and the Executive Development Marketing  Program\, at Queen’s University. \nAmy has served as Chair of Board for the Kanata North Business Association\, home to Canada’s largest  technology park\, and is currently a member of the Board of Directors for CADSI\, the Canadian  Association of Defence and Security Industries\, and for the Queensway Carleton Hospital Foundation. A  frequent speaker and moderator\, Amy has been invited to share her expertise at many speaking  engagements and conferences\, including TEDx Kanata. She was a finalist for the 2019 Ottawa Business  Women of the Year award\, which recognizes the accomplishments of outstanding leaders in the  National Capital Region. \nA fiercely proud Canadian\, Amy grew up in a mining town in Northern Ontario with five older brothers  and sisters. She lives in Ottawa with her unflappable husband Greg and inspiring daughter Arwen. \nRyan GreerSenior Vice President\, Public Affairs and National Policy at Canadian Manufacturers & Exporters (CME)See Bio×Ryan Greer\nRyan Greer is Senior Vice President\, Public Affairs and National Policy at Canadian Manufacturers &  Exporters (CME)\, where he drives national policy development\, communications and advocacy efforts  for Canada’s manufacturing sector. \nWith 20 years in senior public policy roles in Ottawa\, Ryan has deep expertise in federal policy  frameworks and the political dynamics that shape them. He previously served a Senior Director at Hill &  Knowlton Strategies\, advising public\, private and non-profit organizations on corporate communications\,  thought leadership\, and public affairs. Earlier\, as a Senior Director at the Canadian Chamber of  Commerce\, he led national businesses advocacy across a range of issues including transportation\,  infrastructure\, supply chains\, procurement\, regulatory burden\, and interprovincial trade. \nRyan began his career in the federal government\, working in the Prime Minister’s Office and later as a  Senior Advisor to the Ministers of Public Works and Government Services\, Human Resources and Skills  Development\, and Small Business and Tourism. \nJay JudkowitzDirector\, Product and Engineering\, Rockwell Automation’s Autonomous Mobile Robot (AMR) groupSee Bio×Jay Judkowitz\nJay Judkowitz is the head of Product and Engineering for Rockwell Automation’s Autonomous Mobile Robot (AMR) group\, coming in through the Clearpath Robotics acquisition. Jay’s team is responsible for Rockwell’s AMR roadmap\, design\, development\, testing\, and handoff to manufacturing of AMR hardware and software. Before Jay’s 6 years in the AMR space\, he had a long tenure in information technology and cloud products including long stints with industry leaders including Intel\, VMware\, and Google Cloud. Jay worked 21 years in Silicon Valley before immigrating to Canada in early 2017. \nRhonda BarnetSenior Advisor\, AVIT ManufacturingSee Bio×Rhonda Barnet\nRhonda Barnet is Senior Advisor to AVIT Manufacturing\, a family-owned automation and engineering company she helped grow into a global supplier for leading multinationals including GE\, Toyota\, Honda\, and Siemens. Previously serving as President & COO\, she led the company through expansion\, international growth\, and digital transformation. \nBarnet also served as CEO of Palette Skills\, where she launched Upskill Canada\, a landmark national workforce development initiative backed by a $250M federal investment. She scaled Palette Skills from a small startup into a national organization delivering programs that have connected thousands of Canadians with high-demand jobs. \nA recognized governance leader and advocate for Canadian manufacturing\, Barnet was the first woman Chair of Canadian Manufacturers & Exporters\, a member of the federal Industry Strategy Council\, and has held board roles with Next Generation Manufacturing Canada and the Electrical Safety Authority. She is a sought-after voice on innovation\, skills\, diversity\, and the future of work.
URL:https://sciencepolicy.ca/event/navigating-geopolitical-shifts-canadas-innovation-strategy-for-the-advanced-manufacturing-sector/
LOCATION:Zoom
CATEGORIES:Innovation Virtual Series,Virtual Session
ATTACH;FMTTYPE=image/jpeg:https://sciencepolicy.ca/wp-content/uploads/2025/08/Manufacture-Sept25-en-1.jpg
ORGANIZER;CN="Canadian Science Policy Centre":MAILTO:info@sciencepolicy.ca
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=America/Toronto:20250911T120000
DTEND;TZID=America/Toronto:20250911T133000
DTSTAMP:20260403T191520
CREATED:20250708T012718Z
LAST-MODIFIED:20251024T031205Z
UID:31791-1757592000-1757597400@sciencepolicy.ca
SUMMARY:Navigating Geopolitical Shifts: Canada’s Innovation Strategy for the Life Sciences Sector
DESCRIPTION:Watch videoExecutive Summary\nThe virtual panel brought together sector experts to identify obstacles and propose actionable policy and industry responses. Panelists highlighted three primary challenges: volatile global capital flows and intensified international competition that reduce investment predictability; a persistent shortage of sustained late-stage and institutional capital that often sends value abroad; and regulatory and infrastructure constraints — slow approvals\, limited regulatory capacity\, fragmented clinical-trial systems\, and shortages of lab space and experienced scaling talent. \nRecommended responses focused on coordinated\, long-term public-private action. Panelists urged the development of a durable national industrial strategy aligning R&D\, procurement\, trade\, talent policies; catalytic public capital and structured mechanisms to mobilize pension funds and institutional investors; and expanded non-dilutive translational funding to bridge the “valley of death.” They also recommended protecting and modernizing regulatory review capacity with faster review tracks and regulatory incentives\, reforming fiscal tools such as SR&ED and clinical-trial tax credits\, and removing interprovincial frictions for trials and health data. \nIndustry steps include investing in differentiated platforms\, adopting AI across discovery and development\, and accelerating trial operations. Panelists identified Canada’s comparative advantages — world-class AI research and an ethical AI reputation\, under-connected but valuable health data\, strengths in biologics and medtech\, and geopolitical neutrality that can attract firms. \nThe discussion concluded with a call for next steps: create a cross-jurisdictional task force\, pilot catalytic co-investment funds\, and set measurable targets to anchor innovation\, IP\, and economic returns in Canada. Priority timeline: pilots within 12 months\, and formal strategy within 24 months\, with clear metrics. \nSummaries from the panel (4–6 bullets per question — anonymized\, ordered by emphasis) \nQ — What are the top three challenges currently hindering innovation in your sector?\n\nA global “whiplash” in investment and intense international competition: panelists repeatedly described rapid geopolitical shifts that have made capital flows uncertain and created a scramble among jurisdictions to attract life-sciences investment. This reduces predictability for Canadian firms.\nInsufficient\, uneven access to capital (especially late-stage): speakers emphasized a gap in sustained venture and growth capital in Canada; large deals and exit value are often driven by international investors so much of the economic return leaves the country. Pension funds and institutional investors were flagged as under-allocated to domestic life-sciences.\nRegulatory performance and slow approvals: delays and capacity constraints in regulatory review were named as a persistent barrier to launching innovations and attracting investment; panelists urged protecting/augmenting regulatory capacity to reduce delays from 3 years to a months when the approval has already been given in one of the ICH countries.\nTalent and infrastructure bottlenecks (lab space\, experienced executives): early-stage companies often struggle to find ready-to-move-into lab space and “been-there-done-that” executive talent to scale companies.\nLack of a cohesive long-term industrial strategy / low R&D intensity: several panelists pointed out Canada’s low R&D as % of GDP and the absence of a multi-decade industrial strategy\, which undermines consistent signals to investors and talent.\n\nQ — How should the government and industry respond to enable long-term innovation and competitiveness?\n\nSignal quickly and decisively — champion life sciences as a national priority: panelists urged governments to send unequivocal signals (strategy + budget) so Canada is seen as “open for business” for life sciences investment. Short-term gestures won’t suffice — they want a durable commitment.\nCreate and fund a cohesive industrial strategy that ties R&D\, trade\, talent and procurement together: recommendations included a 10–20 year plan\, clear sector targets\, and aligning procurement to industrial objectives so government becomes an early adopter and market-maker. Examples were given of other small countries that adopt this model.\nMobilize patient capital (pension funds / co-investment) and expand non-dilutive tools: panelists proposed mechanisms to bring Canadian pension funds and institutional investors in (co-syndication\, dedicated funds\, carve-outs) plus strengthen non-dilutive programs (IRAP\, grants) to improve funding across stages.\nStreamline and protect regulatory capacity; use regulatory incentives: protect Health Canada’s review capacity\, introduce or modernize incentive regimes (e.g.\, orphan-drug-style incentives\, fee waivers\, faster review tracks) to make Canada a faster launch market.\nIndustry should build platforms\, adopt AI\, and speed trials: private sector actions include investing in differentiated platforms (human-cell/organoid models\, data-generating platforms)\, adopting AI for drug discovery\, and accelerating clinical trial operations (citing examples of fast local trial timelines).\n\nQ — Key recommendations and next steps for enhancing private-sector R&D investment in Canada\n\nAttract and retain late-stage capital (create Canadian vehicles / incentives for pension funds): propose dedicated Canadian science/innovation funds or a percentage-pledge from large pension pools\, to keep returns and reinvestment domestic. Incentive to VC will be required to support this requirement to increase ROI of pension funds. Panelists stressed leverage effects — public catalytic capital attracts larger private co-investments.\nModernize fiscal tools — SR&ED\, clinical-trial credits\, patent incentives: update SR&ED\, introduce targeted tax credits (clinical trials)\, and consider patent-box or other IP incentives so finance levers better reward R&D and scale-ups.\nExpand non-dilutive translational funding and carve-outs: increase and tailor grants/programs for the translational “valley of death” (bench→clinic)\, and consider specific carve-outs in VC programs to seed life-sciences growth.\nMake Canada an easier place to run complex clinical studies and commercialize: reduce administrative friction across provinces (data portability/interprovincial barriers)\, speed trial start-up timelines\, and promote domestic clinical trials tied to Canadian IP (panelists noted only a small share of trials originate from Canadian innovation).\nTargeted infrastructure and platform investments: invest in next-gen lab/platform infrastructure (organoids\, organ-on-a-chip\, human-derived models\, data platforms\, new equipment generating new types of data) that generate novel data as a competitive differentiator.\n\nQ — What new opportunities or comparative advantages can Canada exploit?\n\nEthical AI leadership and AI-accelerated drug discovery: Canada’s strong AI research base and reputation for ethical AI can be leveraged to accelerate drug discovery and data analytics — panelists urged faster private-sector adoption and rapid investment to capture first-mover advantages.\nHealth-system data and a coordinated national clinical-study environment: panelists pointed to Canada’s rich (but siloed) health data as a potential competitive asset if provinces reduce barriers and Canada builds an easy\, unified environment for complex trials.\nBiodefense / dual-use tech as national-security rationale for funding: framing life sciences investment as part of health and national security (biodefense\, pandemic preparedness) opens additional funding and policy channels. Examples were given of companies that pivoted to pandemic response via existing government partnerships.\nNiche platform leadership (precision biologics\, medtech\, smart implants): Canada can double down where it’s already strong — biologics\, precision medicine\, certain medtech — and act as an early adopter (procurement) to scale those wins (example: data-rich smart implant case cited).\n\nA window to attract companies and talent amid global shifts: with geopolitical uncertainty elsewhere\, Canada’s neutral reputation and high-education talent pool create a timely opportunity to attract companies\, Canadian ex-pat entrepreneurs to bring or run their (next) company in Canada and create anchor jobs — but speed and clear policy signals are essential. \nThis summary has been generated with the assistance of AI tools. \nModerated by: Dr. Jason FieldPresident & CEO Life Sciences OntarioSee Bio×Dr. Jason Fields\nDr. Jason Field is President and CEO of Life Sciences Ontario (LSO)\, an organization that works collaboratively with government\, academia\, industry\, and life sciences partners across Canada to support the sector’s commercial success and growth. \nHe holds a PhD in Chemistry from the University of Massachusetts and a B.Sc. from the University of Waterloo. Jason’s career spans both the pharmaceutical industry and the Ontario government. He joined LSO as Executive Director in October 2011 and was appointed President and CEO in April 2014. \nJason serves on several boards and advisory committees\, including the University of Toronto’s Translational Research Program\, ReMAP\, BioTalent Canada\, and Research Canada. He also co-chairs the Resilient Healthcare Coalition. \nHe is a recipient of the University of Waterloo’s 2018 Distinguished Alumni Award\, served as Chair of Ontario’s Life Sciences Council (2023–2024)\, and was awarded the King Charles III Coronation Medal. \nKarimah Es SabarFormer CEO & General PartnerSee Bio×Karimah Es Sabar\nKarimah Es Sabar is a highly-recognized Canadian life sciences leader with global experience and a successful career spanning multi-national pharmaceutical and biotechnology companies\, startups\, not-for-profit organizations\, innovation ecosystems and venture investment firms. \nMs. Es Sabar is the former founding CEO & General Partner at Quark Venture LP\, a global venture capital firm\, and Director of the Global Health Sciences [GHS] Fund focused on bioscience investment in therapeutics\, vaccines\, medical devices\, digital health\, AI and convergent disruptive technology companies. \nMs. Es Sabar was CEO & President of the Centre for Drug Research and Development (CDRD]; CEO & President of LifeSciences BC; and she has held several executive and senior management positions in the biopharmaceutical industry\, most notably at Sanofi Pasteur. She also co-founded and enabled several health science companies. \nMs. Es Sabar has received multiple awards and recognitions for her leadership and pioneering work\, including the Order of British Columbia and Canada’s Most Powerful Women: Top 100 Award. She holds an Executive Certificate in Management and Leadership from the MIT Sloan School of Management; a MSc degree in Neurochemistry from the Institute of Psychiatry\, University of London\, England; and a BSc Joint Honours degree in Biochemistry/Chemistry from the University of Salford in Manchester\, England. \nMs. Es Sabar has served on numerous boards; currently she is Board Chair of TRIUMF Innovations\, and serves on boards of HSO\, Variantyx\, Canary Medical\, Qualisure Diagnostics and Capricor. She was Chair of the Health/Biosciences Economic Strategy Table (Government of Canada) and Member of the Industry Strategy Council (Government of Canada). \nWendy ZatylnyPresident & CEO\, BIOTECanadaSee Bio×Wendy Zatylny\nWendy Zatylny is a seasoned executive who brings 30 years’ experience spearheading issues on the federal and provincial-territorial landscapes—including policy development and roll-out\, reputation stewardship\, issues management\, and advocacy to advance member interests. \nWendy has represented Canadian issues on the world stage\, and led national stakeholder engagement and government relations programs developed in concert with effective media and advertising strategies. Born in Quebec and charged with Canada-wide program initiatives\, Wendy brings a bilingual and truly national perspective to her work. \nWendy brings extensive leadership experience across key sectors of the Canadian economy\, including life sciences\, logistics\, telecommunications\, and marine transportation. Before joining BIOTECanada\, Wendy was Canadian Country Manager for a global telecommunications infrastructure provider\, during which time she led a $7.5 million project to upgrade the company’s passive infrastructure.  Prior to that\, she spent nine years as President at the Association of Canadian Port Authorities (ACPA)\, advocating on behalf of the marine transportation system.  On the life sciences front\, she spent eight years at Rx&D\, the national association representing Canada’s research-based pharmaceutical companies where she held several senior positions in public affairs and government relations. \nOutside of the office\, Wendy is a proud mom to her 28 year old son\, as well as an accomplished  competitive ballroom dancer. Active in her community\, she is a recipient of the Governor General’s Commemorative Medal for the 125th Anniversary of the Confederation of Canada\, and was recognized by the Supply Chain Management Association as one of 100 Influential Women in Canadian Supply Chain in 2019. \nStephanie MichaudPresident & CEO\, BioCanRxSee Bio×Stephanie Michaud\nStéphanie Michaud is the President and CEO of BioCanRx\, Canada’s Immunotherapy Network. BioCanRx invests in the development of immunotherapies for the clinic in order to increase the number of clinical trials in Canada based on novel approaches to treating cancer. She brings over 20+ years of experience from the public\, government\, private and not-for-profit experience in research\, science\, technology and innovation (STI) policy and program delivery. Dr Michaud holds a PhD in organic chemistry from McGill University and has worked as a synthetic organic chemist in industry. In addition to contributing to numerous committees and working groups within the science policy and cancer research landscape\, she currently serves as Director on the Board of Exactis Innovation and Research Canada\, the advisory board of the Canadian Cancer Research Alliance and is a past Board member of the StemCell network. She is a past alumna of both the Governor General Leadership Conference and inaugural Centre for Drug Development Executive Institute. She lives in the province of Québec with her husband and daughter. \nAlexandre Le BouthillierFounding Partner & CEO\, LinearisSee Bio×Alexandre Le Bouthillier\nAfter 20 years of experience in IT for hospitals\, space agencies\, and city-wide storage infrastructure\, Alexandre Le Bouthillier transformed his understanding of large systems to tackle the inefficiencies in healthcare. Now\, Alexandre works with world renowned AI experts and physicians to revolutionize the speed\, accuracy\, and ultimately clinical outcomes of patients. He is a Board Member of Mila (honorific since 2023)\, IVADO\, MEDTEQ+\, envisAGE\, Health Innovation District & Montreal InVivo. With a Ph.D. in Parallel Computing and Optimization from the Université de Montréal\, Le Bouthillier is co-founder and general partner at Linearis\, an AI health fund to foster a collaborative\, accessible\, equitable and sustainable end-to-end health continuum. \nBethany MoirVP Partnerships\, AdMareSee Bio×Bethany Moir\nBethany Moir is Senior Director\, Public Affairs at adMare BioInnovations\, a pan-Canadian organization that provides scientific and commercial expertise\, specialized R&D infrastructure and seed capital to help build Canada’s life science industry from sea to sea. \nPrior to joining adMare\, Bethany held a variety of roles covering research and insights\, stakeholder relations\, strategic projects and client services at Toronto Global\, the foreign direct investment attraction agency for the Toronto Region. Since joining at the organization’s inception in 2017\, she was proud to have contributed to many of Toronto Global’s key projects\, including as core researcher and author of the Toronto Region response to Amazon’s HQ2 request for proposals\, securing more than $15 million in government funding\, designing and implementing a new governance structure\, authoring influential white papers\, and initiating the Ontario Wet Lab Coalition that has helped raise awareness and secure government funding for multi-tenant lab space that supports graduation-stage life science companies. \nBethany has previously held roles with municipal and provincial (Ontario) governments and started her career as a marketer with experience working in multi-national organizations as well as start-up and scaling Canadian tech companies. Her professional experience is complemented with an MBA\, International Business and an M.Sc. Local Economic Development from the London School of Economics along with a global mind-set resulting from living in Canada\, Australia\, Italy\, the UK\, and China. \nWendy HurlburtPresident & CEO\, BC Life SciencesSee Bio×Wendy Hurlburt\nPresident & CEO of Life Sciences BC\, Wendy Hurlburt\, holds a critical leadership role in B.C.’s dynamic life sciences ecosystem. She takes a collaborative approach to building relationships between local SMEs\, global partners\, educational institutions\, and government to support the thriving sector and is a highly regarded spokesperson in key international markets. Regarded as a promoter and advocate for the sector\, Wendy attracts new business and investment opportunities to the province. \nWendy is passionate about volunteerism and seeks out tangible ways to give back. She is a member of the Economic Development & Fiscal Committee for the Greater Vancouver Board of Trade; the Clinical Trials BC Advisory Council\, Michael Smith Health Research BC; a committee member for the Canadian Chamber of Commerce Life Sciences Strategy Council\, a member of the Public Policy Forum (PPF) Life Sciences Council and Co-Chair of the PPF Life Sciences working group. She is also a member of the Management Board of Invest Vancouver\, Board member and Chair of Finance & Audit Committee for Nimbus Synergies\, and Vice Chair of the Board and Board member of Science World. \nAnne StevensVP of Business Development\, AbCelleraSee Bio×Anne Stevens\nAnne is the Vice President of Business Development at AbCellera where she has led strategic partnerships in antibody therapeutics and oversees government initiatives aimed at fostering innovation and expanding capabilities. Previously\, Anne was a Co-Founder and Senior Partner of Northview Lifesciences\, a firm which invests in and provides strategic advisory services to a number of life sciences companies. Anne also served as the Chief Operating Officer for Aequus Pharmaceuticals\, a publicly listed Canadian specialty pharmaceutical company. Anne’s earlier experience includes roles of increasing responsibility in business and corporate development\, including at Cardiome Pharma Corp. and Bayer HealthCare\, where she was responsible for strategic planning and value analysis of internal R&D as well as the commercial success and business development of a portfolio of products within several key therapeutic areas. Anne serves as the Chair of Life Sciences BC and is on the Board of Aequus Pharmaceuticals. She is a past winner of Business in Vancouver’s “Top 40 Under 40”. Anne holds a Bachelor of Science degree and Master of Health Administration degree from the University of British Columbia.
URL:https://sciencepolicy.ca/event/navigating-geopolitical-shifts-canadas-innovation-strategy-for-the-life-sciences-sector/
LOCATION:Zoom
CATEGORIES:Innovation Virtual Series,Virtual Session
ATTACH;FMTTYPE=image/png:https://sciencepolicy.ca/wp-content/uploads/2025/07/Innovation-Sept11-panel-en.png
ORGANIZER;CN="Canadian Science Policy Centre":MAILTO:info@sciencepolicy.ca
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=America/Toronto:20250521T120000
DTEND;TZID=America/Toronto:20250521T133000
DTSTAMP:20260403T191520
CREATED:20250428T194057Z
LAST-MODIFIED:20251120T163741Z
UID:30837-1747828800-1747834200@sciencepolicy.ca
SUMMARY:Navigating Geopolitical Shifts: Canada’s Innovation Strategy for Agriculture and Agrifood Sector
DESCRIPTION:Watch videoExecutive Summary\nThis panel discussion highlighted significant hurdles to innovation within the agri-food sector\, alongside strategic opportunities for Canada. A primary concern was the complex and unpredictable regulatory environment\, which deters investment and slows progress. Panelists also pinpointed a critical innovation infrastructure gap\, particularly between pilot-scale development and commercialization\, often leading to drain of intellectual property and companies to other countries. Access to late-stage capital for scaling innovations was identified as another major challenge\, despite the availability of early-stage funding. Finally\, fragmentation in collaboration across the agri-food value chain was seen as hindering effective innovation. \nIn response\, panelists urged the government to streamline regulations\, making them more predictable and transparent. They also called for coordinated industry requests to ensure a unified voice in advocating for necessary changes. Targeted investment in R&D infrastructure was recommended to bridge the pilot-to-commercial gap. To enhance private sector R&D\, suggestions included revamping tax incentives like the SR&ED program to better support small businesses and strengthening industry-academic partnerships. Initiatives to create accessible capital pools were also proposed to address funding shortages. \nLooking ahead\, Canada has a strong opportunity to emerge as a trusted global supplier\, leveraging its sustainable agriculture practices and commitment to food security amidst shifting geopolitical landscapes. Embracing technological advancements like AI and robotics in agriculture and strategically prioritizing the agri-food sector for investment were also emphasized as key to future success. \nSummaries from the panel (4–6 bullets per question — anonymized\, ordered by emphasis)\nQ — What are the top three challenges currently hindering innovation in your sector?\n\nRegulatory Burden and Uncertainty: Panelists frequently emphasized that Canada’s regulatory framework is not predictable\, transparent\, or science-based\, hindering innovation and investment. Examples include Canada’s low ranking in OECD countries for regulatory performance and significant delays in approvals for new products (e.g.\, PMRA Category A products). This uncertainty often drives companies to seek approval and commercialization in other countries.\nLack of Scale-Up Infrastructure and Access to Late-Stage Capital: There is a critical gap between pilot processing and commercial scale\, with facilities for “toll processing” often located in the United States. This forces Canadian innovators to commercialize their intellectual property elsewhere. Additionally\, while early-stage innovation receives some support\, there is insufficient late-stage capital for significant investments like “brick and steel in the ground\,” leading companies to leave Canada.\nIndustry Fragmentation and Lack of Coordinated Collaboration: The agri-food sector is highly fragmented\, making it difficult for the industry to present a unified voice and clear priorities to the government. This siloed approach to innovation across the value chain\, from genetics to farm gate to finished food processing\, limits overall effectiveness and competitive standing.\nGeopolitical Uncertainty and Tariffs: Shifting geopolitical dynamics and the threat of tariffs (such as the “Trump tariffs”) create “chaos” and unpredictability. This significantly disrupts small businesses and farmers\, leading to frozen investment and venture capital as organizations become hesitant to deploy funds without clear “rules of engagement.”\nLimited Government Understanding of the Agri-Food Sector: Some panelists noted that federal and provincial governments often perceive the sector narrowly as “agriculture” (farming) rather than a comprehensive “food system.” This limited understanding hinders the development of holistic policies\, investment strategies\, and regulatory frameworks that recognize and support the entire supply chain and its full economic contribution.\n\nQ — How should government and industry respond to enable long-term innovation and competitiveness?\n\nRegulatory Reform and Mindset Shift: Panelists emphasized the need for a predictable\, transparent\, and science-based regulatory framework. This includes updating regulations to keep pace with new advances in products and processes. Panelists highlighted that regulatory agencies\, while prioritizing safety\, should also consider economic impact and operate with a “safety first in the mission of delivering food security” approach. A Panelist added that addressing the underlying “sentiment of distrust” towards industry within government and fostering a less risk-averse culture is crucial.\nEnhanced Collaboration and Integrated Systems Approach: Innovation was repeatedly described as a “team sport.” Panelists called for reimagining collaboration across the entire agri-food value chain—from genetics to farm gate to processing—rather than operating in fragmented silos. A Panelist suggested a “what’s in it for us” mindset\, fostering partnerships between academia\, government\, and industry (e.g.\, the yellow peas consortium or Gifts bridging role) to drive innovation and close the $44 billion food export gap. A Panelist stressed the importance of the industry coordinating its “ask” to government more effectively.\nStrategic Investment and Capital Flow: There is a critical need for government and industry to ensure access to late-stage capital for commercialization and “brick and steel in the ground” investments\, as current facilities for scale-up are often in the United States. A Panelist pointed out the disproportionately low funding for the agri-food sector compared to others (e.g.\, a $200 million fund for food processing versus $2 billion for the auto industry). A Panelist advocated for revamping tax credit programs\, such as “shred tax\,” to better support small to medium-sized businesses that are key innovators.\nClear Government Direction and Long-Term Execution: Panelists urged the government to establish clear\, high-level “North Stars” or strategic priorities for the sector\, which would guide policy\, regulatory frameworks\, and funding decisions. Panelists noted that while reports (like the Barton report) have identified opportunities\, there’s a consistent lack of sustained commitment to implementation and execution. A Panelist added that the system needs to “unlock the power of our smart people” and get out of their way\, supporting young entrepreneurs and innovators with an ecosystem approach\, rather than through slow\, cumbersome government processes.\n\nQ — Key recommendations / next steps to boost private-sector R&D investment in Canada\n\nCreate a Supportive Regulatory and IP Environment: To encourage R&D\, Canada’s regulatory systems must keep pace with new advances in products\, processes\, and equipment\, providing a clear and accepting framework. Furthermore\, improving the intellectual property (IP) environment and educating the entire ecosystem (academia\, government\, industry) on the “path to impact” for research findings is crucial for commercialization.\nEnhance Access to Strategic Capital and Tax Credits: Beyond early-stage funding\, there is a critical need for late-stage capital to support commercialization and “brick and steel in the ground” investments for R&D scale-up\, as current facilities are often outside Canada. Revamping programs like SR&ED tax credits to better suit small to medium-sized businesses\, which are key innovators\, is also essential\, as current large grants like SIF are inaccessible to most food manufacturers.\nFoster Cross-Sectoral and Industry-Academia Collaboration: Encouraging “team sport” innovation by fostering partnerships between academia\, government\, and industry is vital for translating R&D into market-impacting innovations. This includes supporting models like the Fraunhofer Institutes for applied science and scale-up\, and building an ecosystem that connects young entrepreneurs (even from non-agricultural backgrounds) with farmers and resources.\nLeverage Canada’s Global Advantages for R&D Attraction: Canada can capitalize on its reputation as a stable\, climate-friendly\, and sustainable food producer to attract R&D investment. Proactively accelerating bilateral regulatory harmonization with other international markets can signal Canada as a science-based regulatory environment\, making it an attractive destination for global intellectual capacity and labs.\nEstablish Clear\, Executable “North Stars” for the Sector: Government needs to provide clear strategic priorities or “North Stars” that align all policy\, regulatory frameworks\, and funding programs towards enhancing R&D and innovation. A consistent commitment to execution\, learning from past reports like Barton\, is necessary to translate vision into sustained R&D growth and competitive advantage.\n\nQ — What new opportunities / comparative advantages can Canada exploit?\n\nExploiting Canada’s “Trusted Supplier” Status and Sustainable Production: Panelists highlighted Canada’s stability\, climate-friendly agriculture\, and sustainable practices as significant advantages in a globally uncertain landscape. This positions Canada as a preferred and reliable source\, attracting renewed international interest for its products and ingredients.\nHarnessing Emerging Technologies and Nurturing Tech Talent: There is a substantial opportunity to leverage cutting-edge technologies like artificial intelligence\, robotics\, data analytics\, and the Internet of Things. This requires building an ecosystem that supports young\, innovative entrepreneurs—including those from non-agricultural backgrounds—by providing capital\, R&D support\, and direct connections to farmers.\nIncreasing Domestic Value-Adding and Processing: To mitigate vulnerability to geopolitical shifts and tariffs (e.g.\, “Trump tariffs” or China’s actions)\, Canada should focus on increasing domestic processing and adding value to raw commodities. By selling finished goods rather than bulk products\, the sector can create more intellectual property and retain greater economic benefit within Canada.\nStrategic International Regulatory Alignment: Given potential future instability in traditional trading relationships (e.g.\, with the US)\, Canada has an opportunity to proactively accelerate bilateral regulatory harmonization with other international markets. This would streamline market access and signal Canada as a stable\, science-based regulatory environment\, attracting global intellectual capacity and investment.\nAdopting an Integrated “Team Sport” Approach and Executing a Clear Plan: The agri-food sector must overcome its historical fragmentation and adopt a more unified\, collaborative approach across the entire value chain (from genetics to processing). This internal alignment\, combined with a clear\, long-term strategic plan (like the Barton report’s vision) and a strong commitment to its execution\, is essential for Canada to regain and enhance its global competitive standing.\n\nThis summary has been generated with the assistance of AI tools. \nModerated by: Senator Mary RobinsonPrince Edward Islander\, SenatorSee Bio×Senator Mary Robinson\nA proud Prince Edward Islander\, Senator Mary Robinson was appointed to the Senate in January 2024.  Coming from a 6th generation family farm operation\, she has been a strong voice for industry at the provincial\, national\, and global levels.  She was the first female Chair of the Canadian Agricultural Human Resources Council\, the first female President of the Canadian Federation of Agriculture\, and vice president of the World Farmers’ Organisation. In 2021\, she was named one of the Top 25 Most Powerful Women in Atlantic Canada by the Atlantic Business Magazine. \nJoe DalesCofounder and Partner of RHA Ventures Inc.See Bio×Joe Dales\nJoe Dales has gained 35+ years of agriculture industry experience beginning his career in sales\, marketing and management\, working with leading companies such as Pfizer\, Cyanamid Crop Protection (BASF) and NK Syngenta Seeds (Ciba Seeds). \nIn 1997\, he co-founded with his wife Sandra\, www.AgCareers.com\, one of the first ag business websites on the internet and in 1998\, he co-founded Farms.com\, where he helped grow the business for 20 years. In 2019\, he co-founded RHA Ventures Inc. and leads their value adding investments in the agriculture and food innovation and start-up sector. RHA (www.RHA.Ventures) has made more than 35 investments and continues to support entrepreneurs with hands on\, experienced business mentoring. \nJoe has been involved in successfully launching over 40 agri tech innovations ranging from crop protection products (Pursuit\, Odyssey)\, seed varieties\, herbicide tolerant canola\, biologicals (HiStick)\, start up companies like Farms.com and AgCareers.com and a range of innovative products and services. He is passionate about bringing innovation to agriculture and helping farmers improve productivity. \nJoe has gained extensive corporate governance board experience with several companies such as Canterra Seeds\, Vive Crop Protection\, Haggerty AgRobotics and as the Chair of the Board of Governors for the Western Fair Association. He has been a supporter of CAMA his whole career.   Joe has an Honours BSc in Chemistry from Western University and a Masters in Business Administration from Wilfrid Laurier University. \nYou can follow him on Twitter @Joe_Dales and LinkedIn \nIan AffleckVice-President\, Plant BiotechnologySee Bio×Ian Affleck\nIan Affleck is the vice-president of plant biotechnology for CropLife Canada. In this role\, Ian works with domestic and international agricultural stakeholders and governments on the development of policies\, regulations\, and science related to plant biotechnology. Prior to joining CropLife Canada\, Ian worked at the Canadian Food Inspection Agency for 10 years\, where his work focused on the regulation of novel plants and new varieties. He holds a bachelor of science in agriculture from the Nova Scotia Agricultural College\, concentrating on agronomy and pest management. He also holds a master’s degree in agriculture from the University of Guelph\, specializing in horticulture and plant breeding and has been involved in agriculture from an early age\, having grown up on a potato farm in Bedeque\, Prince Edward Island. \nKathleen SullivanVice President\, Government and Industry Relations\, Maple Leaf FoodsSee Bio×Kathleen Sullivan\nShe brings to the role 30 years of government\, advocacy\, trade\, and food sector experience. This includes senior leadership positions at several industry organizations\, including Food and Beverage Canada\, the Canadian Agri-Food Trade Alliance\, the Animal Nutrition Association of Canada\, and Restaurants Canada. She also spent three years as a senior policy advisor in the Ontario government\, including to the Minister of Education and in the Cabinet Office.  \nMs. Sullivan has a deep understanding of how business is affected by policy and regulatory frameworks and has been a key industry advisor on domestic food laws and on agri-food trade policy. She has also served as a senior industry lobbyist in major Canadian trade negotiations and trade missions. \nRodney BierhuizenPresident\, Sunrise Greenhouses Ltd.See Bio×Rodney Bierhuizen\nRodney Bierhuizen is the owner and General Manager of Sunrise Greenhouses in Vineland\, Ontario. Founded by his parents in 1982\, a few years after immigrating from the Netherlands\, Sunrise Greenhouses is a second-generation farm that has grown to operate four locations across Niagara\, with over 1 million square feet of production. The company specializes in potted plants for retail markets and young plants for other producers across Canada and the U.S. \nA key differentiator for Sunrise Greenhouses is its exclusive product lines\, with in-house breeding and development of unique plant genetics that are licensed worldwide. Sunrise also has an inhouse automation firm- BOLD Robotics that supplies automation solutions to the agricultural sector. \nRodney is actively involved in the horticulture industry and agricultural advocacy. He currently serves as: \n\nPresident of Flower Canada Ontario\nDirector on the Canadian Ornamental Horticulture Association\, Niagara Greenhouse Growers\, and Greenhouse Growers Alliance of Lincoln\nMember of the Niagara Region Agricultural Action Committee and Vineland Research and Innovation Stakeholder Advisory Council\n\nDr. Steven R. WebbCEO\, Global Institute for Food SecuritySee Bio×Dr. Steven R. Webb\nSteven joined the Global Institute for Food Security (GIFS) as Chief Executive Officer in 2019\, following a 23-year career with Corteva Agriscience (formerly Dow AgroSciences) in Indiana\, United States. At GIFS\,\nhe has led the transformation of the institute to an agri-food connector and innovation catalyst\,\ndelivering valuable programs\, technologies and services to scale up and accelerate R&D\, deliver greater\nimpact for Canada’s agri-food sector and enhance its global competitiveness. \nHis most recent role at Corteva was Research and Development Director of External Technology\, where\nhe led many research collaborations with private sector companies\, research institutes and universities\naround the world. \nTiffany StephensonCMO\, Protein Industries CanadaSee Bio×Tiffany Stephenson\nAs CMO\, Tiffany is responsible for member engagement\, brand management and strategic communications to support Protein Industries Canada in their goals of growing the value-added processing sector in Western Canada\, with a focus on creating plant-protein based products and co-products. With more than 15 years marketing\, communication and stakeholder engagement experience in Canada’s agriculture and food industry\, Tiffany is a proud advocate for the sector. \nChuck BaresichPresident and Founder of Haggerty AgRobotics and Haggerty CreekSee Bio×Chuck Baresich\nJoe Dales has gained 35+ years of agriculture industry experience beginning his career in sales\, marketing and management\, working with leading companies such as Pfizer\, Cyanamid Crop Protection (BASF) and NK Syngenta Seeds (Ciba Seeds). \nIn 1997\, he co-founded with his wife Sandra\, www.AgCareers.com\, one of the first ag business websites on the internet and in 1998\, he co-founded Farms.com\, where he helped grow the business for 20 years. In 2019\, he co-founded RHA Ventures Inc. and leads their value adding investments in the agriculture and food innovation and start-up sector. RHA (www.RHA.Ventures) has made more than 35 investments and continues to support entrepreneurs with hands on\, experienced business mentoring. \nJoe has been involved in successfully launching over 40 agri tech innovations ranging from crop protection products (Pursuit\, Odyssey)\, seed varieties\, herbicide tolerant canola\, biologicals (HiStick)\, start up companies like Farms.com and AgCareers.com and a range of innovative products and services. He is passionate about bringing innovation to agriculture and helping farmers improve productivity. \nJoe has gained extensive corporate governance board experience with several companies such as Canterra Seeds\, Vive Crop Protection\, Haggerty AgRobotics and as the Chair of the Board of Governors for the Western Fair Association. He has been a supporter of CAMA his whole career.   Joe has an Honours BSc in Chemistry from Western University and a Masters in Business Administration from Wilfrid Laurier University. \nYou can follow him on Twitter @Joe_Dales and LinkedIn
URL:https://sciencepolicy.ca/event/navigating-geopolitical-shifts-canadas-innovation-strategy-for-agriculture-and-agrifood-sector/
LOCATION:Zoom
CATEGORIES:Innovation Virtual Series,Virtual Session
ATTACH;FMTTYPE=image/png:https://sciencepolicy.ca/wp-content/uploads/2025/04/Innovation-May21-panel-en-2.png
ORGANIZER;CN="Canadian Science Policy Centre":MAILTO:info@sciencepolicy.ca
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BEGIN:VEVENT
DTSTART;TZID=America/Toronto:20250425T120000
DTEND;TZID=America/Toronto:20250425T133000
DTSTAMP:20260403T191520
CREATED:20250402T013716Z
LAST-MODIFIED:20251024T030811Z
UID:30663-1745582400-1745587800@sciencepolicy.ca
SUMMARY:Innovating for a Digital Future: Navigating Economic Shifts and Global Challenges
DESCRIPTION:Watch videoThe Information and Communications Technology Council (ICTC) is a neutral\, not-for-profit national centre of expertise with the mission of strengthening Canada’s digital advantage in the global economy. For over 30 years\, and with a team of 100 experts\, we have delivered forward-looking research\, practical policy advice\, and capacity building solutions for individuals and businesses. Our goal is to ensure that technology is utilized to drive economic growth and innovation and that Canada’s workforce remains competitive on a global scale. \nAbstract: \nThe global economy is at a crossroads\, shaped by profound shifts in economic structures\, evolving geopolitical dynamics\, and the relentless advancement of digital technologies. From artificial intelligence and quantum computing to Digital IDs\, blockchain and cybersecurity\, these innovations are redefining industries\, altering labour markets\, and transforming the way nations compete and collaborate. This virtual panel will bring together industry leaders and key policymakers from Canada and Europe to explore the challenges and opportunities presented by this changing landscape and discuss issues including: \n\nHow can governments and businesses adapt to the acceleration of digital transformation while ensuring economic stability\, security\, and a shared digital future?\nWhat policies and frameworks are needed to foster innovation\, enhance global trade\, and build resilient economies in the face of uncertainty?\n\nThrough an insightful discussion\, this session will examine strategies to harness digital advancements for sustainable growth\, strengthen transnational cooperation\, and ensure that the evolving global paradigm works for all. Join us as we shape the future of the digital economy and define pathways for shared prosperity in an interconnected world. \nModerated by: Namir AnaniPresident and CEO\, ICTCSee Bio×Namir Anani\nPresident and CEO\, ICTC \nNamir Anani is the President and CEO of the Information and Communications Technology Council (ictc-ctic.ca). He is the chief strategist and driving force in bringing ICTC’s world-class centre of expertise and services to industry\, education and government\, shaping Canada’s digital advantage in a global economy. \nBefore joining ICTC\, Namir previously led Policy Development & Research at the Canadian Radio-television and Telecommunications Commission (CRTC). \nNamir has held several executive leadership roles in both the private and public sectors\, including the Department of Canadian Heritage (Director General & CEO)\, CGI consulting\, Nortel\, and Novartis (Switzerland). Mr. Anani’s experience extends to strategic policy development and implementation\, learning and capacity building\, business transformation\, national/international strategic alliances\, economic and market research\, and technology innovation. \nHe has also held numerous board positions and is a frequent keynote speaker at national and international conferences on the digital economy. Namir holds a Bachelor of Science (Honours) in Electrical Engineering from the University of Salford (UK) and a Professional Engineer designation in Ontario (P. Eng.). \n•LinkedIn: https://www.linkedin.com/in/namir-anani-p-eng-b3a4a953/ \n•Twitter (X): https://x.com/NamirAnani_ICTC \nIvette Vera PerezCEO\, Organization of Canadian Nuclear IndustriesSee Bio×Ivette Vera Perez\nCEO\, Organization of Canadian Nuclear Industries \nIvette Vera-Perez is an accomplished leader with over 20 years of experience in the energy\, cleantech\, and sustainability sectors. Her expertise spans strategic planning\, business development\, and advancing low-carbon solutions through multi-stakeholder collaboration. She holds a Master of Applied Science from the University of British Columbia and an MBA from McGill University. \nBefore joining the Organization of Canadian Nuclear Industries (OCNI)\, Ms. Vera-Perez led the Canadian Hydrogen Association (CHA) as President and CEO. During her tenure\, she spearheaded the association’s rebranding and expanded its national presence\, doubling its membership in two years. She worked closely with the Government of Canada to advance the Hydrogen Strategy for Canada and advocated for industry priorities to position Canada as a global hydrogen leader. \nPrior to CHA\, she served as the National Team Lead for Mitacs’ industry business development group\, leading a high-performing national team to drive industry-academia partnerships for cleantech and advanced manufacturing. She also managed over $275 million in program funding as Manager for Greenhouse Gas Reduction programs at the Ontario Centres of Innovation. \nMs. Vera-Perez is an active advocate for clean energy and technology and has served on the board of the Canada Cleantech Alliance\, the Ontario Clean Technologies Industry Association (OCTIA) and the Atlantic Hydrogen Alliance (AHA). \nSoumen RoyExecutive Director and Country Head – Canada\, Tata Consultancy Services See Bio×Soumen Roy\nExecutive Director and Country Head – Canada\, Tata Consultancy Services \nAs Executive Director and Country Head\, Soumen manages the Canadian business for Tata Consultancy Services (TCS)\, leading a team of 9\,700+ dedicated individuals who work tirelessly to develop innovative IT solutions to make business and society adaptive and future-ready. \nFor nearly three decades at TCS\, Soumen has orchestrated the acquisition of significant new business and built many successful and lasting client partnerships. A passionate advocate for education and skills development\, Soumen serves on the board of the Information and Communications Technology Council of Canada (ICTC-CTIC) and is an active member of the Business Council of Canada (BCC) and a CEO Advisor for the Canada India Business Council (C-IBC). He is excited to continue leveraging TCS’ extensive network of ecosystems to guide TCS’ clients through their successful digital transformations. \nA champion of health and wellness for both people and the planet\, Soumen enthusiastically engages with employees and the community through the TCS Toronto Waterfront Marathon\, which is on its way to becoming the most sustainable race in Canada. \nAnne-Marie ThompsonVice-President of Research Grants & Scholarships\, NSERCSee Bio×Anne-Marie Thompson\nVice-President of Research Grants & Scholarships\, NSERC \nAnne-Marie Thompson is the Acting Vice-President of Research Grants and Scholarships at the Natural Sciences and Engineering Research Council\, where she champions the power of discovery research\, nurtures the next generation of talent\, and brings science to the forefront of society. A passionate advocate for innovation and knowledge\, she is dedicated to fostering a research ecosystem that empowers scientists and engineers to push boundaries and make meaningful contributions to Canada and the world. \nWith over 23 years of public sector leadership\, Anne-Marie has designed and delivered impactful research and innovation programming. She has led national and international research initiatives and held roles at Environment and Climate Change Canada\, Natural Resources Canada\, and the Department of National Defence. Previously\, she was Chief Programs and Policy Officer at Mitacs and Associate Vice-President at NSERC. \nAs recognized collaborator\, Anne-Marie has represented Canada in international forums\, including the London Convention and the United Nations Framework Convention on Climate Change. Anne-Marie holds a bachelor’s and master’s degree in environmental engineering from Carleton University. \nJohn WeigeltNational Technology Officer\, Microsoft CanadaSee Bio×John Weigelt\nNational Technology Officer\, Microsoft Canada \nJohn Weigelt leads Microsoft Canada’s strategic policy and technology efforts. He helps individuals and organizations across Canada innovate with technology while avoiding the unintended consequences that might arise. \nJohn has contributed to many technological efforts that established the foundation for the electronic services we take for granted today and he continues to lead efforts to evolve technology standards and policy. His extensive experience in technology\, business and policy provides him with a unique perspective of our technology enabled economy. \nWhen he’s not thinking about what’s next in technology\, you’ll either find John tending his bees\, boiling maple syrup or brewing cider at his home or travelling the globe in search of his next culinary adventure.
URL:https://sciencepolicy.ca/event/innovating-for-a-digital-future-navigating-economic-shifts-and-global-challenges/
LOCATION:Zoom
CATEGORIES:Innovation Virtual Series,Virtual Session
ATTACH;FMTTYPE=image/jpeg:https://sciencepolicy.ca/wp-content/uploads/2025/04/Innovation-April25-panel-en-1.jpg
ORGANIZER;CN="Canadian Science Policy Centre":MAILTO:info@sciencepolicy.ca
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