Daniel Lauzon is Senior Director, Public Affairs and Policy (International) at CAE Defense & Security. A former Royal Canadian Air Cadet and political strategist, he combines 20 years of public service experience with a deep understanding of aviation and defense. Daniel leads CAE’s international public affairs and policy, connecting industry and government to advance Canadian contributions to global security.

I joined the Royal Canadian Air Cadets in 1993, and I was privileged to earn my Glider and ‘Power’ wings a few years later. If you would have asked me at that time, I would have told you I wanted to be a pilot ‘when I grew up’. But then came university and 20 years in public service as a political strategist and communicator.

After working many years at the intersection of diplomacy, policy, and national decision-making, I wanted to continue contributing to Canada’s standing while gaining a fresh perspective on how the private sector approaches global challenges. I came back to my aviation and paramilitary roots in 2022 when I joined CAE, and since then, my focus has been on telling our story: not just what we produce, but the impact Canadian industry has had on global security for over 80 years, and how that legacy meets the geopolitical realities of today. The ability to understand the needs of the public sector, and to connect them to the realities of the private sector is one of the most valuable contributions I bring to my role.

I lead CAE’s international public affairs and policy efforts — aligning our communications, advocacy, and business development with the geopolitical context in which we operate. My role is about more than engagement; it’s about thought leadership and building connective tissue between industry and government. I work to ensure the private and public sectors understand each other’s challenges and can work together to achieve big things — something that doesn’t happen as often as it should in Canada.

Transitioning from the public to the private sector was a profound shift. I often joke that working in the private sector is like having plenty of autonomy and few resources — a sharp contrast to the public sector, where resources are more plentiful, but the decision-making ability is more constrained. Learning to marry those two perspectives — long-term strategic vision with rapid, agile execution — has been rewarding.

It was realizing that in today’s environment of realpolitik, self-interest drives national decisions far more openly than it used to. While this isn’t a traditionally Canadian way of thinking, it’s the reality in which we are operating.

Understanding the behaviours, motivations, and unspoken drivers behind decision-making isn’t just interesting — it’s mission-critical for success in both public policy and business.

Innovation has been part of our DNA for more than 75 years – CAE traces its roots to the British Commonwealth Air Training Program, where Canada provided critical flight training to allies during WWII, helping to secure victory in Europe. We have an opportunity to make that kind of historic contribution to global security in this century. That vision is what helps me get out of bed in the morning.

CAE takes pride in delivering forward-thinking solutions that help defence forces train faster, smarter and more efficiently. Today, our long-standing focus on R&D in training, simulation, and operational support has expanded to include technologies like AI, data analytics, and immersive environments—tools that help our customers stay mission-ready.

Industrial cooperation between Europe and Canada is exciting, as is the broader modernization of NATO and NORAD. Canada has much to offer in terms of capability, innovation, and reliability, and we need to bring those capabilities to the table in ways that resonate with the strategic priorities of our allies and partners, including the U.S. That’s why thought leadership, both inside CAE and through my roles within industry, is so important to me — it’s about positioning Canada and our industry where they can make the most impact.

Global defence forces are under pressure. Rising geopolitical tensions have led to increased military spending, but that hasn’t solved the deeper issue—a growing shortage of skilled personnel and a rapidly evolving battlefield. Western militaries are facing a tough balancing act: more assets to manage, fewer people to deploy, and limited time to adapt.

To stay mission-ready, they need help integrating new technologies and capabilities efficiently. That’s where CAE excels. We bring clarity to complexity—helping defence organizations streamline operations, accelerate readiness, and make smarter use of their resources.

The best advice I ever received when I started working in Ottawa was, “Once this place starts making sense, it’s time to leave.” I definitely did not heed that advice! But having brought that understanding to the private sector, I see the impact of what motivates and drives short-term decision-making. But I’ve also come to recognize that there is a through-line — common objectives that serve business, industry, the economy, and the greater good. That’s where I try to spend my time.

Invest time in nurturing relationships. Whether in government or industry, trust and credibility are built over time — and they are the foundation for doing big things well.