BOARD OF DIRECTORS
Jonathan Clément
President
“Courage is a way of doing and being at GCM. Another is caring. Caring for the world, for our clients, for our partners, and for each other. Believing in our clients and their projects, having the courage to be authentic and agile in a changing world, this is how we do business at GCM.”
As the CEO of the GCM group, Jonathan values honesty and authenticity in all the people he works with. “I am not a fan of hidden agendas. I really appreciate it when employees, colleagues, managers, or customers are frank, earnest, and authentic. It’s not always easy. It takes courage.”
For Jonathan, courage is an integral part of the culture at GCM. As the company grows, one of his challenges as CEO is to nurture that growth in a way that preserves GCM’s unique culture and values. “Our commitment to honesty, our helpfulness, and the courage to be authentic with our customers, with our partners, and with each other: these things are real at GCM. They are not buzzwords in a mission statement. They are really, deeply true.
GCM is growing quickly, and the industry itself is changing. “We are in a technological and energy revolution.” In response to these changes, Jonathan is more committed than ever to keeping the engineering-first spirit of GCM at the forefront of how the business operates. “I often say, at GCM, we put technical know-how first. Sometimes when a company grows, it can start to look more like a marketing or law firm even though it isn’t. At GCM, we keep our focus on our technical skillset: we always look to find simple and effective solutions for our customers because, after all, engineering is a serious, all-encompassing business that deserves 100% of our ingenuity, diligence, authenticity, and helpfulness”.
Throughout his career, which includes time as CFO of GCM and as a lecturer at Université de Sherbrooke, Jonathan has come to increasingly value the importance of trusting one’s beliefs and values. “KPIs and other metrics are valuable tools, but human judgment and agility are still important tools as well. Believing in your client’s project and embodying your values – these aspects of our human intelligence inspire trust, something machines cannot copy.” intelligence that machines cannot copy and that KPIs cannot capture.”
For this reason, among many others, the human side of doing business is important to Jonathan, and to GCM. One of the joys of being the leader of the GCM group is sharing real moments of truth with every one of the company’s partners and stakeholders. “At GCM, in an environment of trust, we are not afraid to discuss anything with anyone – opportunities, challenges, and concerns – in a spirit of openness that goes well beyond the transactional aspects of doing business.”
For Jonathan, there is a special kind of pride at the end of a GCM project. “When you are in the field and can look to see the finished project, knowing that you accomplished something real and helpful, that you did it together, and you never compromised your beliefs and values along the way – it’s a special moment. A pure feeling of accomplishment.”
For Jonathan, courage is an integral part of the culture at GCM. As the company grows, one of his challenges as CEO is to nurture that growth in a way that preserves GCM’s unique culture and values. “Our commitment to honesty, our helpfulness, and the courage to be authentic with our customers, with our partners, and with each other: these things are real at GCM. They are not buzzwords in a mission statement. They are really, deeply true.
GCM is growing quickly, and the industry itself is changing. “We are in a technological and energy revolution.” In response to these changes, Jonathan is more committed than ever to keeping the engineering-first spirit of GCM at the forefront of how the business operates. “I often say, at GCM, we put technical know-how first. Sometimes when a company grows, it can start to look more like a marketing or law firm even though it isn’t. At GCM, we keep our focus on our technical skillset: we always look to find simple and effective solutions for our customers because, after all, engineering is a serious, all-encompassing business that deserves 100% of our ingenuity, diligence, authenticity, and helpfulness”.
Throughout his career, which includes time as CFO of GCM and as a lecturer at Université de Sherbrooke, Jonathan has come to increasingly value the importance of trusting one’s beliefs and values. “KPIs and other metrics are valuable tools, but human judgment and agility are still important tools as well. Believing in your client’s project and embodying your values – these aspects of our human intelligence inspire trust, something machines cannot copy.” intelligence that machines cannot copy and that KPIs cannot capture.”
For this reason, among many others, the human side of doing business is important to Jonathan, and to GCM. One of the joys of being the leader of the GCM group is sharing real moments of truth with every one of the company’s partners and stakeholders. “At GCM, in an environment of trust, we are not afraid to discuss anything with anyone – opportunities, challenges, and concerns – in a spirit of openness that goes well beyond the transactional aspects of doing business.”
For Jonathan, there is a special kind of pride at the end of a GCM project. “When you are in the field and can look to see the finished project, knowing that you accomplished something real and helpful, that you did it together, and you never compromised your beliefs and values along the way – it’s a special moment. A pure feeling of accomplishment.”
