Canada
Most talent conversations are built on opinion. The right people speak confidently, the loudest voices win, and decisions get made on stories instead of evidence. AI just made that problem significantly worse. The signals organizations have always used to evaluate leaders (output quality, track record, boardroom presence) can now be generated, polished, or masked by the tools leaders use every day. A mediocre leader with good AI looks indistinguishable from an exceptional one. Which means the talent decisions your organization is making right now are based on data that was already imperfect, and is becoming less reliable by the month. I help organizations replace that with something better: clarity. At SIGMA, we work with CEOs, CHROs, and boards to answer three questions that matter most in talent strategy: - Who do we need? - Who do we have? - And what do we do about the gap? That means succession planning that's actually defensible. Leadership development that's targeted, not generic. High potential identification that doesn't just reflect who's visible or well-liked, or who has the best AI tools. What makes our work different is what we measure. Where most of the talent industry operates on frameworks and facilitated conversations, we bring rigorous assessment into the equation, specifically the human capabilities that sit below the output layer. The judgment, integrity, emotional control, and social intelligence that AI cannot replicate, and that your transformation depends on. When that data is in the room, readiness becomes comparable, potential becomes observable, and talent reviews get faster, cleaner, and less political. This isn't about replacing human judgment. It's about giving your judgment something real to stand on, especially now, when the old signals can't be trusted the way they used to be. I also write about leadership in the open, because the best way to show how this work applies is to do it in public. The SIGMA Success Profile Series breaks down real CEO successions using the same competency framework we use with clients, mapping the cognitive, interpersonal, personal, and senior leadership demands a specific leader actually faces. It's applied talent strategy on real transitions, as they happen. The Dear CEO series addresses the question most boards and leadership teams haven't asked yet: when AI can fake the signals you rely on, how do you actually know who your best leaders are? If your organization is making important talent decisions in an environment where the old signals are no longer enough, let's talk.
Glen started his journey with Sigma Assessment Systems nearly two decades ago managing a large scale employee development project for Chrysler that involved over 30,000 management and staff. Over his career, Glen has worked with a third of the Fortune 500 and with every level of government in Canada and the United States. In the process, Glen has had the pleasure of working with thousands of leaders across 49 states, 10 provinces, 1 territory, 107 cities, and 9 countries.