the Government of Canada

Now these high-tech clients were all very well – high-strung, high-maintenance, but high-return, too. However, the brass ring in consulting is landing that first government contract. This was my next goal – and in 1999, I was hired to lead communications for the Y2k program focused on preparing all federal government buildings to enter the year 2000. My client, Public Works and Government Services Canada, acts as the federal landlord, responsible for accommodating federal employees in spaces across the country. My client's job was to test and verify that all of the building systems were Y2k compliant, and wouldn’t fail when the clock ticked over on January 1st, 2000 - and my job was to communicate with some 28 other federal departments, industry, and our Minister's office on the state of our preparations.

The Y2k project was intense and driven by an immovable deadline – and as it turned out, it taught me nothing useful about how government manages its deadlines! Frankly, following Y2k, I don’t think I witnessed another deadline which didn’t move like a leaf in the breeze… but nevertheless, my foot was in the door, and my relationship with the feds was born. The excellent contacts and working networks I built across government to support our Y2k program stood me in good stead as I competed for and won another contract to lead communications for employee and industry relations for a departmental renewal initiative.

Eventually, as the contracting dollars began to shrink, I had the opportunity to join the public service through a competitive process. I struggled a little with giving up my “freedom”, but the promise of paid vacations and sick leave were finally enough to persuade me to give up the big bucks and trade them in for steady employment. I haven’t really looked back since.