Twenty years inside one of Canada's most complex organisations. Now building what I learned into something others can use.
My name is David Deeks. For two decades, I led operations and change management at Canada Post Corporation — a federal Crown corporation, one of the largest employers in the country, and one of the most heavily unionised operational environments in North America.
I directed 24/7 operations with annual budgets exceeding $90 million. I managed the safety, performance, and development of more than 1,400 people across Canada's largest letter mail processing facility. And when the organisation embarked on its most ambitious digital transformation in modern history, I was asked to lead the change.
That meant standing in front of 55,000 employees — frontline postal workers, team leaders, union representatives, and executives — and asking them to trust a new way of working. Not once. Hundreds of times. Across multiple releases, in rooms that were sometimes welcoming and sometimes hostile, with bargaining agents watching every step.
I digitised and modernised the systems people use in the most sensitive moments of their working lives: discipline, grievances, human rights, disability accommodation, health and safety reporting, and seniority-based job bidding. These aren't workflow changes. They're trust changes. And they required a fundamentally different kind of leadership.
Changerous exists because what I learned in those rooms — about trust, about presence, about meeting people where they are — shouldn't stay inside one organisation. It's too useful. And too many people are navigating change alone.