The Altevere Blog

Fractional leadership
and women in the world of work.

What the numbers say about women in the C-suite, the rise of fractional work, Canada's SMEs, and the sectors carrying the country's economic agenda.

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Featured · Founder

Meet Laura A. Gray: The Founder Behind Altevere

From family business mediation to capital partnerships across three continents, Laura has spent her career on one thing: putting the right people in the room.

The Market

The Productivity Mega Deduction: Why Established SMEs Should Move Now

Canada just made business investment dramatically cheaper. The companies that benefit most are the ones already generating revenue.

Our Sectors

Major Projects, Established Suppliers: Where the $1 Trillion Actually Lands

The headlines are about mega-projects. The work flows down to the established Canadian companies that supply them.

SMEs

Not a Startup Story: The New Ventures Established Companies Are Launching

The $1 Trillion rollout is creating new companies. Many of them are being built by businesses that already exist.

The Market

The Fractional Shift: Why Senior Leadership Is Going Part-Time

Fractional leadership has moved from a niche experiment to a mainstream strategy. The numbers show how fast.

Women in Leadership

29%: The C-Suite Number That Hasn't Moved

A decade of effort, and women's share of the C-suite is stuck. What the 2025 data actually says.

Women in Leadership

Canada Passes 30% Women on Boards. The Executive Suite Hasn't Followed.

Board representation crossed a milestone in 2025. Executive representation barely moved.

Women in Leadership

The Broken Rung: Where the Pipeline Really Fails Women

The biggest drop-off isn't at the top. It's at the very first promotion.

Women in Leadership

Women Aren't Leaving Leadership. They're Leaving the Full-Time Model.

Self-employment among Canadian women has grown for five decades, especially among experienced women.

The Market

Six-Figure Independence: Senior Talent Is Choosing Its Own Terms

The number of independent professionals earning over $100,000 has nearly doubled since 2020.

Our Sectors

The $1 Trillion Question: Who Will Lead Canada's Growth Companies?

Canada's national plan aims to unlock $1 Trillion in investment. Capital is only half the equation.

Our Sectors

Defence: $180 Billion in Opportunity, and a Leadership Bottleneck

Canada's first Defence Industrial Strategy is built to bring SMEs into the supply chain. Most aren't structured for it yet.

Our Sectors

Critical Minerals Need Leaders as Much as They Need Capital

Mining is central to Canada's economic agenda. Its leadership bench is one of the least diverse in the country.

Our Sectors

Healthcare Is Run by Women. It Isn't Led by Them.

Women are three quarters of Canada's health workforce. Leadership tells a different story.

SMEs

SMEs Are 99.7% of Canadian Business. Most Have No C-Suite.

Canada's economy runs on small and medium-sized businesses. Most are led by a founder carrying every function at once.

SMEs

When the Talent Shortage Reaches the Top of the Org Chart

Most Canadian entrepreneurs say a labour shortage is limiting their growth. Senior roles are the hardest to fill.

SMEs

Women-Owned Businesses Are Growing, and Out-Innovating

Women-owned firms are a rising share of Canadian business, and mixed-ownership firms lead on innovation.

Women in Leadership

The Visibility Gap: Why Qualified Women Don't Get the Call

The talent gap is a myth. The visibility gap is real.

The Market

Fractional or Full-Time? A Decision Framework for Founders

Five questions to tell you whether your next executive should be full-time, or fractional.

Founder

Meet Laura A. Gray: The Founder Behind Altevere

From family business mediation to capital partnerships across three continents, Laura has spent her career on one thing: putting the right people in the room.
Laura A. Gray, Founder and CEO of Altevere
Laura A. Gray, Founder & CEO, Altevere

Ask Laura A. Gray what she does, and the answer is simple. She finds the people and partners that growing companies need to get where they're going. Ask how she learned to do it, and the story starts somewhere most executives never look: at the kitchen tables of family businesses.

Where it started

Laura began her career in family business mediation, working with owners on the disputes that surface around succession, legacy, and the ordinary friction of running a company together. It taught her early that the hardest problems in any organization are rarely technical. They are human.

She carried that lens into her role as Partner and Chief Partnership Officer at a Canadian multi-family office, stewarding relationships with ultra-high-net-worth families across Canada, the United States, the United Kingdom, and Switzerland. As those families acquired and invested in companies, they increasingly asked her for something else: the leadership those companies depended on.

Relationships that move capital

That work became a career. As a Chief Partnership Officer and later a fractional CPO, Laura has facilitated millions of dollars in capital partnerships across Canada, the United States, and Europe, connecting founders, investors, and strategic partners through networks built on trust. It is where her personal line comes from: relationships that move capital.

She went on to found Gray Executive Search, a retained CxO search firm serving family businesses and family offices in Canada and internationally, placing the executives who reset what a company can achieve.

The insight behind Altevere

Across all of it, Laura kept seeing the same thing. An enormous amount of exceptional female executive talent had stepped back from full-time roles, not because it stopped being capable, but because one full-time seat was no longer the right fit. Women who had led companies, closed financings, and navigated every kind of complexity were sitting outside a system that had no way to reach them.

Altevere is her answer: Canada's premier fractional executive consulting firm for SMEs, built as a team of like-minded senior female executives who take on client work together, share what they know, and hold each other to a high standard. The founding team, known internally as The First 10, brings CEO, CFO, COO, and CPO experience to the companies carrying Canada's economic agenda forward.

Rooted in the Atlantic

Laura is a proud Nova Scotian, and her approach is relationship-first because that is how business works where she comes from: your word and your reputation travel ahead of you. Her great-grandfather, Captain Daniel MacDonald of Newfoundland, spent his life at sea and never lost a single crew member. She thinks about that often. The people who work with you and alongside you are not a resource to manage. They are people you are responsible for.

Beyond Altevere

Laura is also the founder of CanadianPolicy.com, a non-partisan civic platform helping Canadians understand the policy decisions that shape their lives. She serves on the WILL Executive Council Canada, volunteers with Daya Ventures, a female-focused health tech accelerator, and holds a BA in Political Science from Acadia University and an MA in International Policy and Diplomacy from Staffordshire University.

What's next

Her goal for Altevere is clear: to make senior female executive leadership a normal, valued part of how Canada's growing companies are led, starting with the SMEs in defence, energy and critical minerals, and healthcare and life sciences that will shape the country's next decade.

"Every Altevere engagement is personal to me," she says. "Whether you're a company that needs leadership right now, or an exceptional executive looking for a team that matches your capability, this was built with you in mind."

About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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The Market

The Productivity Mega Deduction: Why Established SMEs Should Move Now

Canada just made business investment dramatically cheaper. The companies that benefit most are the ones already generating revenue.

On September 15, 2026, the federal government introduced the Productivity Mega Deduction: permanent, immediate expensing for a broad range of business investment, including machinery, equipment, vehicles, patents, and data infrastructure. Instead of writing assets off over years, businesses can deduct the full cost in the year the asset goes into use.

Finance Canada estimates it cuts Canada's marginal effective tax rate on new business investment roughly in half, from 13.0% to 6.4%, well below the United States (16.9%) and the OECD average (19.0%). It is described as a central part of the plan to catalyse $1 Trillion in new investment, with up to $22 billion in additional annual economic output and as many as 80,000 new jobs a year within a decade.

Built for companies with a track record

An immediate deduction is most valuable to a business with taxable income to deduct it against. That makes this a measure for established, profitable SMEs, not early-stage startups. For a mid-sized manufacturer, energy services firm, or defence supplier, the after-tax cost of new equipment, automation, or data infrastructure has just dropped sharply.

The decision is the hard part

Cheaper capital does not make the investment decision easier. Which assets? Financed how? Deployed into which part of the operation, and in what sequence? Get it right and the deduction accelerates growth. Get it wrong and the business carries new equipment it cannot use well.

Where Altevere fits

A fractional CFO can model the investment case and structure the financing. A fractional COO can plan the deployment so new capacity actually translates into output. A fractional CEO can make sure the investment fits the company's strategy, not just this year's tax return. For established SMEs, the window to act is now.

Sources

  • Department of Finance Canada (September 2026), Government of Canada introduces new Productivity Mega Deduction
  • Blake, Cassels & Graydon LLP (2026), Canada Announces Productivity Mega Deduction
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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Our Sectors

Major Projects, Established Suppliers: Where the $1 Trillion Actually Lands

The headlines are about mega-projects. The work flows down to the established Canadian companies that supply them.

Canada's Major Projects Office was created to move nation-building projects faster. The projects referred to it so far read like a map of the national agenda: LNG Canada Phase 2, the Red Chris copper mine, the Alto high-speed rail line between Quebec City and Toronto, the Wind West offshore wind initiative in Atlantic Canada, and small modular reactors in Ontario, alongside projects tied to Arctic sovereignty and critical minerals for defence. In 2026 the government began formally listing projects under the Building Canada Act.

The money moves down the supply chain

Mega-projects are led by large proponents, but they are built by thousands of established Canadian suppliers: engineering firms, fabricators, environmental consultancies, logistics companies, technology providers, and specialized service businesses. Many are SMEs with a decade or more of operating history, solid revenue, and a reputation in their region.

Ready to supply is not the same as ready to scale

Winning a role on a national project changes a company. Procurement requirements get stricter. Contracts get larger and longer. Indigenous partnership and community engagement become core to the bid, not an afterthought. Regulatory and safety standards rise. Cash flow has to stretch across long payment cycles.

Where Altevere fits

This is a leadership moment, and it rarely needs a permanent new C-suite. A fractional CEO can set the strategy to compete. A CPO can build the relationships with proponents, primes, and Indigenous partners. A COO can scale operations to the contract. A CFO can manage the cash. A Chief Regulatory Officer can keep approvals on track. Altevere works with established companies ready to take that step.

Sources

  • Government of Canada (June 2026), Canada initiates process to list major projects under the Building Canada Act
  • Policy Magazine (2026), The Major Projects Agenda: A Brief Status Report
  • Blake, Cassels & Graydon LLP (2025), Second Tranche of Projects Referred to Canada's Major Projects Office
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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Book a Diagnostic
SMEs

Not a Startup Story: The New Ventures Established Companies Are Launching

The $1 Trillion rollout is creating new companies. Many of them are being built by businesses that already exist.

When people talk about new companies emerging from Canada's investment agenda, they usually picture startups. Look closer and a different pattern appears. Many of the most important new ventures are being created by established businesses: a defence-focused subsidiary of a precision manufacturer, a joint venture between an engineering firm and an Indigenous development corporation, an export arm launched to serve one of Canada's new trade partnerships.

The momentum is real

At the inaugural Canada Investment Summit in Toronto in September 2026, the government highlighted more than 20 new economic and defence partnerships and roughly $97 billion in foreign investment commitments secured since September 2025. Its priority sectors for business were defence, infrastructure, Indigenous partnerships, technology, energy, critical minerals, and food security.

New venture, experienced parent

These ventures start life with real advantages: revenue behind them, customers who already trust the parent company, and access to capital. What they often lack is dedicated senior leadership. The parent's executives are busy running the core business, and hiring a full C-suite for a venture that is still proving itself is hard to justify.

Where Altevere fits

This is exactly the situation fractional leadership is built for. A fractional CEO can lead the new venture through its first critical years. A CFO can set up its financial structure and reporting. A CPO can build the partnerships it depends on. Altevere works with established, revenue-generating companies and the ventures they launch, bringing senior leadership that has done this before, sized to what the venture needs today.

Altevere is not built for early-stage startups. It is built for companies, and the new ventures inside them, that are ready to scale.

Sources

  • Borden Ladner Gervais LLP (August 2026), Canada Investment Summit 2026: What business leaders need to know
  • Government of Canada (2025), Budget 2025
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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The Market

The Fractional Shift: Why Senior Leadership Is Going Part-Time

Fractional leadership has moved from a niche experiment to a mainstream strategy. The numbers show how fast.

Five years ago, most founders had never heard the word "fractional" applied to a CEO or CFO. Today it is one of the fastest-growing ways companies access senior leadership.

The global fractional executive market was valued at roughly $9.4 billion in 2025 and is projected to reach $24.7 billion by 2034, an annual growth rate of about 11%. LinkedIn job postings using fractional titles have grown more than 400% since 2022, and demand for fractional leaders rose 68% year over year in 2024.

Gartner projects that by 2027, more than 30% of midsize enterprises will have at least one fractional executive on retainer.

Why now

Three forces are converging. Growing companies need senior judgment earlier than they can afford a full C-suite. Experienced executives increasingly want portfolio careers rather than one full-time seat. And the tools of remote and hybrid work have made it practical for one leader to contribute meaningfully to more than one company.

The result is a model built for exactly the stage most SMEs are in: past the point where the founder can carry everything, and not yet at the point where five full-time executives make financial sense.

What it means for SMEs

Fractional leadership is not a cheaper substitute for the real thing. Done properly, it is the real thing, sized to what the business needs. The question for founders is no longer whether fractional leadership works. It is which problem to solve first.

Sources

  • DataIntelo Market Research (2026), Fractional Executive Market Research Report 2034
  • LinkedIn Talent Insights (2025), fractional title growth data
  • Cerius Executives (2024), Industry Report on Fractional Leadership Demand
  • Gartner (2024), Future of Work forecast
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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Women in Leadership

29%: The C-Suite Number That Hasn't Moved

A decade of effort, and women's share of the C-suite is stuck. What the 2025 data actually says.

McKinsey and LeanIn's Women in the Workplace 2025 found that women hold 29% of C-suite roles, unchanged from the year before. After ten years of steady if slow gains, progress has stalled.

The same report found that only 54% of companies now rank women's advancement as a high priority. Programs that supported it, from sponsorship to flexible work, are being scaled back: 19% of organizations have reduced remote or hybrid options.

The ambition myth

One finding deserves attention. At entry level, 69% of women want to be promoted compared with 80% of men. But the researchers found that when women and men receive similar support from managers and senior colleagues, they are equally ambitious. The gap is not desire. It is support.

Why this matters to Altevere

Every stalled number represents experienced women whose capability is not being deployed at the level it should be. Many of them are not waiting for the system to change. They are building portfolio careers and bringing their experience directly to the companies that need it.

That is the talent Altevere was built around.

Sources

  • McKinsey & Company and LeanIn.Org (2025), Women in the Workplace 2025
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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Women in Leadership

Canada Passes 30% Women on Boards. The Executive Suite Hasn't Followed.

Board representation crossed a milestone in 2025. Executive representation barely moved.

For the first time, women hold more than 30% of board seats at TSX-listed companies: 30.5%, according to Osler's 2025 Diversity Disclosure Practices report.

It is a real milestone. But the same report found essentially no change in the proportion of women executive officers, and a slight decline in the number of women CEOs. In 2024, women held about 21% of executive officer roles, and more than one in four Canadian public companies had no women executive officers at all.

Oversight versus operation

Boards oversee. Executives operate. When representation grows in the boardroom but not in the executive suite, women are increasingly present where decisions are reviewed, and still largely absent where they are made and executed.

The report also flagged warning signs: fewer companies disclosing that they consider women in executive appointments, and a lower appointment rate of women to new board seats.

The SME picture

These figures cover public companies, which must disclose. Canada's SMEs face no such requirement, and the gap there is almost certainly wider. That is where senior female executives can make the most immediate difference.

Sources

  • Osler, Hoskin & Harcourt LLP (2025), Diversity Disclosure Practices
  • Osler, Hoskin & Harcourt LLP (2024), Diversity Disclosure Practices
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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Women in Leadership

The Broken Rung: Where the Pipeline Really Fails Women

The biggest drop-off isn't at the top. It's at the very first promotion.

Discussions about women in leadership usually focus on the glass ceiling. The data points somewhere lower.

In 2025, for every 100 men promoted to their first manager role, only 93 women were promoted, and only 74 women of colour. McKinsey and LeanIn call this the "broken rung," and it compounds: every woman not promoted at the first step is one fewer candidate for every step after it.

The same research found that 40% of entry-level women received no promotion, stretch assignment, or leadership training in the past two years, and entry-level women had less sponsorship than any other group.

In Canada

The Prosperity Project's 2024 Annual Report Card found women's representation in the pipeline to senior management has dropped 10.7% since 2022. Current representation at the top edges up slowly while the conditions for future parity weaken underneath it.

What fractional changes

The women who did make it through are some of the most tested leaders in the market. Fractional work lets companies access that experience now, without waiting for a pipeline that is getting thinner.

Sources

  • McKinsey & Company and LeanIn.Org (2025), Women in the Workplace 2025
  • The Prosperity Project (2024), Annual Report Card on Gender Equity and Leadership
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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Women in Leadership

Women Aren't Leaving Leadership. They're Leaving the Full-Time Model.

Self-employment among Canadian women has grown for five decades, especially among experienced women.

Statistics Canada's study of self-employment among women found that women now make up 37% of self-employed Canadians, up from 26% in 1976. The growth is concentrated among experienced women: the share of self-employed women aged 55 and older rose from 14% to 18%.

Research from the Vanier Institute adds a reason: women are more likely than men to choose self-employment for work-life balance. Flexibility, not lack of opportunity, is a driving factor.

A talent pool hiding in plain sight

Put those trends together and a pattern emerges. Many accomplished women executives have not left work. They have left a system built around one full-time seat per company. They are consulting, sitting on boards, advising founders, and building portfolio careers.

For a growing company, that is an opportunity. The executive who led a financing round, a turnaround, or a regulatory approval may be available three days a month, not five days a week.

Built for how great executives want to work

Altevere was founded on exactly this insight. The best female executive talent isn't all working full-time, and most firms aren't built to access it. Fractional consulting is.

Sources

  • Statistics Canada (2023), Self-employment among women in Canada, Insights on Canadian Society
  • Vanier Institute of the Family (2024), Families Count
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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The Market

Six-Figure Independence: Senior Talent Is Choosing Its Own Terms

The number of independent professionals earning over $100,000 has nearly doubled since 2020.

MBO Partners' 2025 State of Independence study found 5.6 million independent workers earning more than $100,000 a year in the United States, up 19% from 2024 and 86% since 2020.

These are not gig workers filling gaps. They are experienced professionals, many from senior corporate roles, who have decided that working independently gives them more control, more variety, and often more income.

From fringe to strategy

MBO's president put it plainly: independents are "not a fringe trend, they are a strategic resource." Companies are building them into how they access expertise, not just how they fill short-term gaps.

Canada tends to follow these trends with a short lag, and the signals are already here: growth in self-employment among experienced professionals, and a rising number of executives describing themselves as fractional.

What it means for clients

The most experienced leaders increasingly sit outside the traditional hiring market. Companies that only look for full-time hires are looking at a shrinking slice of the senior talent available to them.

Sources

  • MBO Partners (2025), State of Independence
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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Our Sectors

The $1 Trillion Question: Who Will Lead Canada's Growth Companies?

Canada's national plan aims to unlock $1 Trillion in investment. Capital is only half the equation.

Budget 2025 set out a plan to enable $1 Trillion in total investment over five years, with defence, energy, critical minerals, and major infrastructure at its centre.

The capital is significant. But capital does not deploy itself. It flows to companies that are ready to receive it: structured to win contracts, cleared through regulatory approval, and backed by numbers that hold up under diligence.

Readiness is a leadership question

For many of the SMEs best positioned to benefit, the constraint is not the opportunity. It is the leadership bandwidth to pursue it. A founder running operations, sales, and finance at once cannot also build a defence procurement strategy, run a permitting process, and prepare for an institutional raise.

Where fractional fits

This is exactly where fractional executives earn their keep. A CEO who has led a company through rapid scale, a CFO who has prepared a business for institutional capital, a Chief Regulatory Officer who has taken a project through environmental assessment: each can be in the room in weeks, for the days the work actually requires.

The companies that win their share of the national agenda will be the ones that solve their leadership gap first.

Sources

  • Government of Canada (2025), Budget 2025
  • Government of Canada (November 2025), Budget 2025 measures to enable $1 Trillion in total investments
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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Our Sectors

Defence: $180 Billion in Opportunity, and a Leadership Bottleneck

Canada's first Defence Industrial Strategy is built to bring SMEs into the supply chain. Most aren't structured for it yet.

Canada's first Defence Industrial Strategy, launched in February 2026, sets out $180 billion in defence procurement opportunities and $290 billion in defence-related capital investment over ten years.

It targets a 70% share of defence acquisitions for Canadian firms, aims to create 125,000 high-paying careers, and backs SMEs directly with a $4 billion BDC Defence Platform and $379.2 million through the Regional Defence Investment Initiative.

Opportunity meets complexity

Defence procurement is not ordinary sales. It means security requirements, compliance frameworks, prime contractor relationships, and the patience to manage long procurement cycles. For a growing SME, each of those is a leadership task.

What leadership looks like here

A fractional CEO can set the strategy for entering the defence supply chain. A CPO can build the relationships with primes and government partners. A COO can put in the systems and controls procurement demands. A CFO can structure the financing to deliver on a contract once it is won.

With "Buy Canadian" now policy, the question for many SMEs is no longer whether there is a market. It is whether they are ready to compete for it.

Sources

  • Government of Canada (February 2026), Canada's first Defence Industrial Strategy
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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Our Sectors

Critical Minerals Need Leaders as Much as They Need Capital

Mining is central to Canada's economic agenda. Its leadership bench is one of the least diverse in the country.

Critical minerals sit at the heart of Canada's industrial strategy, and many of the companies developing them are SMEs moving from exploration toward production.

That transition is a leadership test. It means new financing, regulatory approvals, community and Indigenous partnerships, and the operating discipline of a producer. And the sector's leadership is narrow.

According to the Mining Industry Human Resources Council (MiHR), women made up 15.7% of Canada's mining workforce in 2023, compared with 47.2% across all industries, a share that has barely moved in two decades. Women hold only 8% of supervisor, coordinator, and superintendent roles in mining, compared with 21% across all industries.

Why it matters

A narrow leadership bench means a narrow set of perspectives at exactly the moment the sector needs to build new relationships with investors, regulators, and communities.

Fractional female executives with financing, regulatory, and partnership experience can bring that breadth to a developer-stage company today, without waiting for the industry's pipeline to catch up.

Sources

  • Mining Industry Human Resources Council (2024), Equity Deserving Groups in Canada's Mining Industry
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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Our Sectors

Healthcare Is Run by Women. It Isn't Led by Them.

Women are three quarters of Canada's health workforce. Leadership tells a different story.

According to the Canadian Institute for Health Information, women represented more than 75% of selected health professionals in Canada in 2024.

Leadership does not reflect that. International research consistently finds women hold only around 30% of healthcare leadership roles, despite being the majority of the workforce.

The life sciences moment

Health tech, med tech, and biotechnology are converging quickly, with AI diagnostics and digital health platforms raising capital faster than they are building leadership teams. Many of these companies need two things at once: credible business leadership and credible scientific leadership.

Where fractional fits

A fractional CEO or CFO can prepare a life sciences company for its next raise. A fractional Chief Scientific Officer can lead R&D direction, clinical strategy, and scientific diligence so the science is led, not outsourced.

The talent to lead this sector already exists, and much of it is female. The opportunity is to put it where decisions are made.

Sources

  • Canadian Institute for Health Information (2025), Health Workforce in Canada: Overview
  • HealthExec, Women are the majority of the healthcare workforce, but only 30% of leaders
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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SMEs

SMEs Are 99.7% of Canadian Business. Most Have No C-Suite.

Canada's economy runs on small and medium-sized businesses. Most are led by a founder carrying every function at once.

According to Innovation, Science and Economic Development Canada, there were about 1.1 million employer businesses in Canada at the end of 2024. Of those, 98.2% were small (1 to 99 employees) and 1.5% were medium-sized. Together, SMEs make up 99.7% of employer businesses.

The founder's gap

Most of these companies were built by a founder who wore every hat. As the business grows, that model strains. Finance needs more than bookkeeping. Operations need systems, not heroics. Growth needs partnerships the founder doesn't have time to build.

The traditional answer is to hire a full C-suite. For most SMEs, that is neither affordable nor necessary. They do not need a CFO five days a week. They need an excellent one three days a month.

Leadership sized to the business

Fractional leadership exists for exactly this stage. It gives an SME access to the same calibre of executive a large company would hire, engaged for the problem in front of it, and accountable for the result.

Sources

  • Innovation, Science and Economic Development Canada (2025), Key Small Business Statistics 2025
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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SMEs

When the Talent Shortage Reaches the Top of the Org Chart

Most Canadian entrepreneurs say a labour shortage is limiting their growth. Senior roles are the hardest to fill.

BDC's research on Canada's labour shortage found that 64% of entrepreneurs say a lack of workers is limiting their growth, 55% find it difficult to hire, and nearly two in three SMEs have lost business opportunities because they could not find the people they needed.

Senior roles are hardest

If hiring frontline staff is difficult, hiring a senior executive is harder still. A full-time C-suite search can take three to six months or more, and a mismatched hire costs far more than the salary: lost momentum, severance, and months rebuilding trust with the team.

A different route to the same talent

Fractional engagement changes the math. Because experienced executives are already vetted and available, an engagement can start in weeks. It can be sized to the days the business needs, and it can scale up, down, or end cleanly as the business evolves.

For an SME losing opportunities to a leadership gap, waiting six months for a perfect full-time hire is often the most expensive option of all.

Sources

  • BDC (2021), How to Adapt to the Labour Shortage Situation: Hiring Difficulties Are Not Going Away
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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SMEs

Women-Owned Businesses Are Growing, and Out-Innovating

Women-owned firms are a rising share of Canadian business, and mixed-ownership firms lead on innovation.

The Women Entrepreneurship Knowledge Hub's State of Women's Entrepreneurship in Canada 2025 found that the share of SMEs majority-owned by women rose from 15.6% in 2017 to 17.8% in 2023, and that 19% of all businesses were majority women-owned in 2024.

One finding stands out: businesses with majority but not full women ownership had an innovation rate of 38%, well above businesses with no women owners (25.6%).

Room to grow

The same report found women-owned businesses adopt AI at a lower rate (12.3% versus 16.5%), and tariffs, interest rates, and supply chain pressures weigh on women entrepreneurs.

Why it matters

Women-owned SMEs are a growing part of the economy and are often under-served by traditional advisory and executive markets. Senior female executives who have scaled companies before can be powerful partners for these founders, with experience, networks, and a shared understanding of the road they are on.

Sources

  • Women Entrepreneurship Knowledge Hub and Diversity Institute, Toronto Metropolitan University (2025), The State of Women's Entrepreneurship in Canada 2025
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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Women in Leadership

The Visibility Gap: Why Qualified Women Don't Get the Call

The talent gap is a myth. The visibility gap is real.

Women make up the majority of postsecondary graduates in Canada, and near half of entry-level employees. Yet in 2024, women held about 21% of executive officer roles at Canadian public companies, and more than one in four of those companies had no women executive officers at all.

The pay picture follows the same shape. Women in Canadian management roles earned roughly 88 cents for every dollar earned by men in 2024.

How senior roles really get filled

Most senior appointments are not won through job postings. They come through referrals, informal networks, and reputations built in rooms many women were never invited into. When those networks were built without women in mind, capable women stay invisible to the people making decisions.

Making the talent visible

That is the gap Altevere was built to close. Not by advocating from the sidelines, but by putting experienced female executives directly in front of the companies that need them, and letting the work speak for itself.

Not better. Not worse. Differently supported, because the gap was real.

Sources

  • Osler, Hoskin & Harcourt LLP (2024), Diversity Disclosure Practices
  • Benefits Canada (March 2024), Canada lags behind peer countries on female representation in management
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

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The Market

Fractional or Full-Time? A Decision Framework for Founders

Five questions to tell you whether your next executive should be full-time, or fractional.

Fractional leadership is not right for every company or every moment. Here is a practical way to decide.

1. How many days of senior work does the role actually need?

Be honest. Many SMEs need three to six days a month of genuine CFO or COO work, not twenty. If the answer is under half-time, fractional almost always wins.

2. Is the problem defined, or ongoing?

A raise, a transition, a regulatory approval, a systems overhaul: these are defined problems with an end point. Fractional engagements are built for them.

3. How quickly do you need someone in the room?

A full-time search can take months. A fractional executive can start in weeks. If the opportunity or the risk is in front of you now, speed matters.

4. Do you need this exact experience permanently?

The leader who takes you through your first institutional raise is not necessarily the one you need for the next five years. Fractional lets you bring in the right experience for the stage you're in.

5. Can you afford the downside of a wrong hire?

A mismatched full-time executive is expensive and slow to unwind. A fractional engagement scales down or ends cleanly.

The bottom line

If you answered "fractional" to three or more, your next executive may not need a full-time seat. They need the right problem, and the room to solve it.

Sources

  • Gartner (2024), Future of Work forecast
  • BDC (2021), How to Adapt to the Labour Shortage Situation
About the Author

is the Founder & CEO of Altevere, Canada's premier fractional executive consulting firm for SMEs, and Founder & CEO of Gray Executive Search. A proud Nova Scotian based in Ottawa, she has spent her career building the relationships that move capital and the leadership that moves companies. lauraagray.com · LinkedIn

Facing a leadership gap in your business? Tell us what's happening.

Book a Diagnostic