To do that well, we need to create the right conditions: clear communication, strong leadership, and a deep commitment to our people. We need to help our embers understand not just what’s changing, but why… and we need to bring Canadians along with us in that journey.

We’re operating in a time of global uncertainty, and our resources are limited. So we have to be smart, focused, and fast. It’s a lot to take on, but I’m genuinely energized by the passion and professionalism I see across the RCAF. There’s a real sense of purpose, and that gives me confidence in the path ahead.

Question by Henri: What are you seeing as your biggest challenge or challenges to the advancement of that modernization mandate?

Answer by LGen Speiser-Blanchet: One of the biggest challenges is speed. The pace at which our adversaries are advancing, especially in technology, is staggering. We need to modernize not just to keep up, but to stay ahead. That means acquiring new fleets, upgrading systems, and rethinking how we operate. But doing all of that quickly, within the constraints of today’s processes and expectations, is incredibly difficult.

Another challenge is public awareness. Canadians rightly feel safe, and that’s something we want to preserve. But the reality is, we’re already facing threats, especially in cyberspace and the information domain, and I’m not sure that’s widely understood. We don’t want to alarm people, but we do need to raise awareness. National security isn’t just about what happens overseas; it’s about protecting our way of life here at home.

We also need to rethink how we’re structured. Much of our organization still reflects legacy models built for legacy threats. The world has changed, and we need to change with it. That means helping Canadians, and our own members, understand what a modern military looks like, and why it matters.

Question by Henri: You’ve recently been appointed as a defence co-champion for women. How do you see yourself advocating for women as part of your day-today activities?

Answer by LGen Speiser-Blanchet: That’s a great question, and one I’ve thought about a lot. Advocacy, for me, starts with being present and authentic in my role. Representation matters… more than I realized earlier in my career. When people see someone who looks like them in a leadership position, it opens doors in their minds. It helps them imagine what’s possible.

That’s especially true for women and other underrepresented groups. We know diversity makes us stronger, but it’s not just about numbers… it’s about creating an environment where everyone feels they belong and can thrive. That includes gender, race, age, sexual orientation, and more. We need to make sure our systems aren’t unintentionally creating barriers.

I’ve spent much of my career as the only woman in the room, and that experience has shaped how I think about leadership. Systems tend to reflect the dominant group, and that can make it harder for others to navigate. It’s not about blame, it’s about awareness. If we truly believe that talent and ability are what matter most, then we need to ask why we haven’t seen more women in senior roles. That’s a question worth exploring.

So I speak about these things openly, and I try to lead in a way that makes space for others. I want people to see themselves in the RCAF… not just today, but in its future. And I want to make sure that when I leave, there are others ready to step forward and lead with strength and confidence.

Question by Henri: You’ve touched on one of the points where you were saying that that you’re not there for a long time and that also represents a challenge to keeping the “ball rolling” because when you start this transformation process, it’s not going to happen just during your mandate. So what’s your perspective on how to ensure that the “ball keeps rolling” after you leave?

Answer by LGen Speiser-Blanchet: That’s a really important question. The good news is, many of the initiatives we’re working on now didn’t start with me… they’ve been in motion for some time, thanks to leaders like LGen Kenny and others before him. That continuity is vital.

I also had the benefit of serving as Deputy Commander before stepping into this role, which gave me a deep understanding of our strategy and direction. Our RCAF strategy, released in 2023, gives us a clear vision to 2035. My job isn’t to change that direction, it’s to keep us moving forward.

But strategy alone isn’t enough. We need to build a culture that supports change, and that means empowering our people. They need to understand the “why” behind what we’re doing, and they need to feel equipped to lead through it. My focus is on seeing conditions for change that will endure, so that even after I’m gone, the momentum continues, and the transformation becomes part of who we are. This involves concentrating on “how” we lead our people through this significant change.

Question by Henri: Obviously, this is going to be a whole team effort. And when I talk about the whole team effort, it’s not only RCAF but it’s going to be Canadian industry and the local communities, etc. How do you see those partnerships evolving or how do you see strengthening and / or improving those links?

Answer by LGen Speiser-Blanchet: Industry is absolutely essential to our success. We can’t do this alone. Over the past couple of years, we’ve worked hard to shift from a transactional relationship to a true partnership. That means being more open, more collaborative, and more willing to listen.

Sometimes, we don’t know exactly what we need… especially with emerging technologies. In the past, we’d define our requirements and ask industry to meet them. But now, we’re asking industry to help us shape those requirements. That’s a big shift, and it’s not always easy, but it’s necessary.

Research is also a key part of this. Partners like Defence Research and Development Canada help us explore new possibilities, especially in space, where the pace of innovation is incredible. We need to focus our uniformed members where they’re most needed, and leverage expertise from across the ecosystem… public servants, contractors, researchers, and more.

Our teams are evolving, and that diversity – in background, experience, and perspective – is one of our greatest strengths. We need to keep building those bridges, not just with industry, but with communities across Canada.

Question by Henri: You were talking about follow-on forces and I’m thinking about the next generation…. What message would you give to young Canadians that are looking to the RCAF as a career of choice?

Answer by LGen Speiser-Blanchet: I would tell them that the RCAF offers incredible opportunities -not just in air and space, but in leadership, teamwork, and service. It’s a place where you can grow, challenge yourself, and be part of something bigger than yourself. We’re modernizing, and that means some things are changing – how we operate, how we’re structured, even how we look. But our core values haven’t changed: professionalism, loyalty, integrity, courage. Those are the foundations of who we are, and they’ll always be at the heart of our service.

I know it can be hard to picture what life in the RCAF is really like. That’s something we’re working on…being more present, more visible, and more engaged with young Canadians. I encourage them to talk to serving members, ask questions, and explore the possibilities. There’s so much more to this career than meets the eye, and I truly believe it can be life-changing.

Question by Henri: Thank you! Part of our mandate at the RCAF Association is to promote aerospace careers with our youth, to support our air cadet organizations and to show that there is a lot of opportunity within the RCAF and in becoming a better citizen overall with those same values. The RCAF Association been around since 1948; perhaps not old as the RCAF itself but still a long time. And, as is ongoing within the RCAF, we are too undertaking a significant overhaul of our organization. We’re looking very much forward to renew and increase our relevancy to the RCAF, to our major stakeholders and to the Canadian public at large. We’re also hoping to become a force multiplier for the RCAF, certainly through our magazine where there’s going to be room for everybody to pass along relevant messages and information. How do you anticipate that the RCAF can build on that opportunity?

Answer by LGen Speiser-Blanchet: I think it’s a wonderful opportunity. The RCAF Association has always been a strong partner, and your renewal reflects the same spirit of modernization that we’re embracing.

Staying connected, with each other and with Canadians, is more important than ever.

There’s so much information out there, and sometimes it’s overwhelming. That’s where trusted voices like yours make a difference. You help us educate, engage, and build bridges — whether it’s attracting people to the RCAF or to the broader aerospace industry. Either way, it strengthens Canada.

As we grow, communities around our bases will grow too. Places like Greenwood and Cold Lake will see more people, more investment, and more opportunity. The Association can play a key role in helping those communities prepare and thrive. You’re part of the ecosystem, and I see you as a force multiplier…helping us connect, communicate, and build a stronger future together.

Concluding Remarks by Henri: Lieutenant General Jamie Speiser-Blanchet, it was an honour and a privilege to have this opportunity to spend some time with you and go over the key challenges of the RCAF and how the RCAF Association can contribute to the success of the RCAF in the coming years. I know the RCAF is in good hands under your command!

Comment by LGen Speiser-Blanchet: Thank you very much!