Amelia Tremblay

I am chief executive of Velmoraine Systems, a Canadian IT-services company supporting regional public-service organisations and their administrative teams. Our 620 colleagues work across service transition, technical support and operational documentation. We serve 64 contracted organisations and recorded C$88 million of revenue in 2025. These figures describe the company I lead; they do not imply that I personally delivered every engagement. My responsibility is to make the commercial promise, the staffing model and the client's ability to operate after a project agree with each other.

My first job was on a support desk, where I learnt that a successful installation could still leave the person answering a customer's call without a usable explanation. The answer might exist in a project folder, but that was little comfort if its author had moved on and nobody could tell which version applied. I later managed implementation teams, service transitions and operations. Each role brought me closer to the point where a temporary project organisation hands responsibility to people who must live with its decisions every day.

Across operating leadership and the CEO role, I have changed how we price knowledge transfer, stopped describing language coverage through a blended staffing average and reduced a resale activity that obscured the economics of our service work. Those decisions have not all increased reported revenue. They have helped us identify which commitments we can sustain without depending on a few colleagues who know how to rescue an incomplete handover. I want their experience to improve the system, not become the invisible condition on which every service promise rests.

Current focus

I am working on the quality of operational documentation when an experienced client employee leaves. The test is whether another authorised colleague can use the record, not whether a document exists in the agreed repository.

Conversations I welcome

I would consider one external board role in a service organisation with a substantial transition or succession challenge. Any discussion would require employer clearance, a conflict review and a credible allowance for work between scheduled meetings.