ABOUT SASKATCHEWAN GOVERNMENT INSURANCE

SGI (Saskatchewan Government Insurance) was created in 1945 and has evolved into two distinct operations. The Saskatchewan Auto Fund is the province's compulsory auto insurance program, operating the driver licensing and vehicle registration system. The Auto Fund is financially self-sustaining, operating on a break-even basis over time. It does not receive money from, nor pay dividends to, the government.

SGI CANADA is the trade name of the property and casualty insurance division of SGI which offers products in five of Canada's provinces. It operates as SGI CANADA in Saskatchewan, British Columbia, Alberta, Manitoba, and Ontario, and also as Coachman Insurance Company in Ontario. Products are sold through a network of independent insurance brokers.

SGI employs over 2,000 people and works with a network of about 350 motor licence issuers in Saskatchewan. SGI CANADA works with more than 320 independent insurance brokerages in more than 1,800 locations in Saskatchewan, British Columbia, Alberta, Manitoba and Ontario.

Regina is the home of SGI's corporate head office along with the Regina Operations Centre (ROC). SGI operates twenty-one claims centres and six salvage centres across thirteen Saskatchewan communities. SGI CANADA also operates out of offices in Edmonton, Winnipeg and Toronto.

VISION:

• Transforming the SGI experience to promote peace of mind and safer communities.

MISSION:

Auto Fund

• We are Saskatchewan’s insurance company: providing exceptional value and traffic safety leadership.

SGI Canada

• We deliver profit and growth through exceptional customer and partner experiences.

VALUES:

• Integrity - We do the right thing by being accountable, honest, trustworthy and fair.
• Caring - We make an impact through empathy, respect, inclusivity and staying true to our roots.
• Innovation - We transform our business through creativity, collaboration and continuous improvement.
• Passion - We are energized, engaged and inspired in the work we do.

Download the full job description here:

SGI- Position Profile- EVP Chief Information Technology Officer.pdf

ABOUT THE EXECUTIVE VICE PRESIDENT, CHIEF INFORMATION TECHNOLOGY OFFICER 

The Executive Vice President, Chief Information Technology Officer (EVP CITO) is accountable for shaping and executing the organization’s enterprise technology and data strategy to enable the achievement of corporate objectives and sustained business performance. This role ensures the alignment of IT and data capabilities with enterprise priorities, advancing a modern, integrated technology environment that supports operational excellence, innovation, and customer outcomes.

Working in close partnership with business leaders, the EVP CITO ensures technology and data investments are strategically prioritized to deliver measurable value, support balanced scorecard objectives, and position the organization to capitalize on emerging opportunities. In addition to information technology, the role also provides executive oversight for the Data Office, ensuring enterprise data, analytics, and digital capabilities enable informed decision-making across the organization.

The EVP CITO leads a large, complex portfolio and is responsible for a team of approximately 330 employees through a senior leadership structure that includes:

• Vice President, IT Strategy, Architecture & Performance
• Vice President, Solution Delivery
• Vice President, Data Office & SGIC Pricing
• Chief Security Officer
• Vice President, Transformation Stabilization and Business Relationship Management (temporary)

As a member of the Executive Leadership Team (ELT), the EVP CITO contributes to setting corporate direction, shaping strategy, and establishing organizational priorities. The role builds and sustains effective relationships with internal stakeholders, industry partners, and the broader government ecosystem, ensuring alignment, collaboration, and influence in advancing the corporation’s mandate.

KEY ACCOUNTABILITIES

Accountability 1: Strategic Executive Leadership

• Contributes, as a member of the Executive Leadership Team, to the development of the corporation’s short- and long-term strategic direction, ensuring alignment of divisional plans, programs, and policies with corporate strategy, Board direction, and government priorities.
• Acts as a collaborative sponsor of cross-divisional initiatives, bringing an enterprise-wide perspective to decision-making and advancing an “SGI First” approach to organizational success.
•  Demonstrates a strong understanding of Crown governance, regulatory frameworks, and shareholder expectations, ensuring these inform strategy development, policy alignment, and execution.
• Provides leadership in financial and operational stewardship by establishing direction for budgets, full-time equivalent (FTE) resources, and expense management, ensuring effective allocation of resources to achieve corporate objectives.
• Oversees divisional financial performance and contributes to corporate financial planning and strategy, ensuring commitments and resourcing requirements are aligned with organizational priorities.
• Works closely with the President & CEO and Executive Leadership Team to prepare, review, and present strategic, financial, and operational matters to the Board of Directors, Minister’s Office, and Cabinet.
• Leads and supports enterprise risk management within the portfolio, including participation on the Risk Management Steering Committee, ensuring effective identification, mitigation, and oversight of risks.
• Champions a customer-centric approach, partnering with executive and senior leadership to shape and advance customer strategies across the organization.
• Leads, directs, and aligns change management strategies to support corporate and divisional priorities, ensuring organizational readiness and successful adoption of key initiatives.
• Builds organizational capability through effective workforce planning and succession management, supporting leadership development and employee growth.
• Fosters a culture of safety, accountability, and continuous improvement, reinforcing these as a shared responsibility across the organization.
• Establishes and maintains effective systems of internal control to support financial integrity, compliance with applicable legislation, and strong governance practices.

Accountability 2: Corporate Technology and Data Office Enablement

• Leads ongoing enhancements, evolution and roadmap of the technology estate, cyber security program and data office for the organization and ensures its integration with the corporate strategic planning process and resulting business strategies and plans.
• Provides single point of coordination and executive oversight for all technology estate and data office initiatives.
• Articulates the vision and latest industry developments in technology ecosystem capabilities with Executive and Senior Management to enable realization of corporate aspirations.
• Ensures that the organization exploits technology investments and establishes technology partnerships to advance SGI’s competitive edge.
• Leads the development and long-term maturation of enterprise data office capabilities, ensuring the vision, roadmap and governance for data management, data architecture, quality, integration, and stewardship align with strategic goals.
• Oversees the continuous evolution toward integrated, enterprise-wide data models and scalable analytics capabilities, enabling increasingly sophisticated data driven decision making and adapting to changing strategic priorities.
• Oversees strategic programs and continual improvement of processes to deliver sustainable and responsive service to partners, customers, and employees.
• Understands end user’s needs and preferences and ensures these are translated into intuitive, efficient technology solutions, working in collaboration with business and marketing partners to ensure alignment with business strategy and intentional experience design.
• Establishes a framework to monitor, analyze and regularly report performance of the technology estate, ensuring realization of balanced scorecard metrics and enterprise key performance indicators.
• Develops strategic industry and technology partnerships enabling SGI to achieve corporate objectives.
• Understands and anticipates competitor’s technological developments and recommends strategic opportunities.

Accountability 3: Information Technology Strategy

• Leads the development and evolution of enterprise IT strategy, ensuring alignment with corporate and business objectives and enabling delivery of key business outcomes.
• Guides the architectural direction and ongoing evolution of the technology estate to ensure core systems, platforms, and structures effectively support organizational priorities.
• Oversees the prioritization, approval, and investment of IT initiatives, ensuring cost-effective allocation of resources and clear linkage between technology investments and business value.
• Accountable for IT financial oversight, including budget management and articulating the impact of investments on business outcomes and performance metrics.
• Monitors industry trends, emerging technologies, and competitor advancements to inform strategic decisions and position the organization to leverage innovation for improved business results.

Accountability 4: Information Technology Development, Acquisition, Deployment & Support

• Provides executive leadership of the IT and Data Office functions, overseeing portfolio delivery, day-to-day operations, and the reliability of technology applications and infrastructure to support business operations.
• Drives continuous improvement in technology services, ensuring responsiveness, efficiency, and alignment with evolving business needs.
• Oversees enterprise IT security, cybersecurity frameworks, data protection, and incident response, ensuring compliance with regulatory requirements and the Business Continuity Program.
• Directs third-party technology service delivery, including vendor strategy, contract negotiation, and performance management.
• Oversees the full lifecycle of IT assets, ensuring adherence to standards and policies while managing technical debt and modernization priorities.
• Aligns workforce capacity and capabilities with current and emerging technology needs, ensuring the organization is positioned to deliver on its technology roadmap.

Accountability 5: Change Management

• Ensures the development and execution of change management strategies to support and align to the corporate, business and IT strategies, and recommends changes to processes, procedures and systems as required to enable business outcome delivery.
• Leads, directs, and influences evolution to a continuous improvement operating model in IT and across SGI where appropriate.
• Establishes and drives customer-centricity in decision making and delivery in IT.

Accountability 6: People Leadership

• Builds a high performing workforce by actively leading human resource activities.
• Ensures development of corporate and divisional succession plans.
• Builds a culture of leadership and accountability to effectively deliver on strategic and corporate strategies, ensuring integration with employee performance development and career development plans.
• Drives performance through team members and is committed to leadership development across the company, supporting employees and workforce readiness through mentoring, training, and developmental opportunities.

ABOUT THE EDUCATION, EXPERIENCE AND COMPETENCY REQUIREMENTS

The EVP Chief Information Technology Officer is a key contributor to the overall success of the SGI organization and requires strong leadership skills and the ability to develop and maintain an environment aligned with the organization’s key values. Candidates must meet the following education and experience requirements and be able to demonstrate several leadership and technical competencies.

The ideal candidate will have a graduate degree in a relevant discipline, such as business, technology, or a related field. An equivalent combination of education and experience will also be considered. The ideal candidate brings extensive senior leadership experience, typically gained over 15–20 years, within the insurance sector or a large, complex, technology-driven organization, including demonstrated success leading at scale and delivering strategic outcomes.

The ideal candidate brings a strong understanding of how to develop and execute strategy, along with broad knowledge of digital technologies and how they can be applied to improve business outcomes. They are familiar with leading practices in areas such as customer experience, business process improvement, governance, and change management. They also understand how technology is evolving—including industry trends, innovation, and best practices—and how these can be applied in a complex, enterprise environment. Experience in the insurance sector or a similar regulated industry is an asset, along with an understanding of how different parts of an organization work together to achieve shared goals. The ideal candidate is comfortable using financial and operational information to inform decisions and has experience delivering complex projects.

The ideal candidate builds strong working relationships across the organization and develops effective partnerships with external stakeholders, including customers, government, vendors, and industry partners. They bring a strong customer focus and can assess how well products, services, and technology solutions meet user needs. They are an effective leader who can guide change, influence decisions, and bring people together around shared objectives. They foster a positive, high-performing team environment and support employee growth and development. The ideal candidate communicates clearly and confidently with a range of audiences, including translating technical concepts for non-technical stakeholders, and produces clear, concise written materials. They are also skilled in managing budgets and overseeing multiple priorities in a complex, fast-paced environment.

The ideal candidate will have a demonstrated track record of identifying innovative technology solutions to enhance customer experience, streamline processes and maximize the use of data and information, driving rapid business transformation. This experience will be enhanced by strong research and analysis capabilities and the ability to synthesize complex data and communicate ideas and information in a concise and straightforward manner.   

The EVP CITO must be capable of positively influencing executive management and the Board of Directors and of effectively negotiating with vendors and stakeholders.  

COMPETENCY REQUIREMENTS

Candidates must be able to demonstrate the following leadership competencies to be successful in carrying out the mission and achieving the vision of Saskatchewan Government Insurance:

Accountability

• Corporate accountability means putting enterprise priorities ahead of divisional needs in budgeting, decision-making and strategy setting.
• Takes accountability for organizational performance and ensures execution of corporate strategy even if it is outside their purview.
• Delivers value to others by continually setting objectives and develops plans to set the company apart from other organizations.
• Sets and achieves challenging organizational goals, visibly promoting a culture of performance excellence.
• Removes obstacles within, and between, divisions to support execution of corporate strategy or achievement of organizational results.
• Challenges corporate practices that don’t support corporate values or strategies or are no longer valid in the competitive or public sector markets.
• Holds others to account and models’ behaviors that enable employee empowerment.
• Accountability moves towards collaborative alignment, meaning focus on how things are done in addition to what is done, to ensure their division is in alignment to deliver on corporate and strategic priorities.
• Challenges the status quo in a respectful manner.

Business Acumen

• Considers political environment and importance of aligning to shareholder needs in order to drive initiatives forward and build alignment in strategies.
• Understands the drivers of creating a sustainable, long-term, competitive advantage in property and casualty insurance across Canada.
• Understands the business focus for Auto Fund (delivering on the value proposition for customers, while ensuring financial stability and sustainability).
• Understands that the Auto Fund delivers more than an insurance product - it delivers products and services through multiple value streams.
• Understands the various value streams the Auto Fund operates in- insurance, regulator, educator, and traffic safety.
• Improves SGI performance by applying original thought to processes, decisions, products, and services.
• Uses sound judgment to determine how innovations can be deployed to produce results.
• Gains corporate knowledge outside of their own divisional knowledge to increase their business acumen.
• Has technical, market and industry expertise.
• Has a customer/partner focus.
• Has a collaborative and innovative perspective.
• Leverages others to advance strategies.
• Has strong problem solving and decision-making skills.

Change Leadership

• Conceives changes required to transform the organization and position it for sustainable, long-term success.
• Conveys a compelling vision and urgency for the change.
• Ensures change stretches the organization and its people but does not overwhelm them.
• Demonstrates a willingness to embrace change by modeling adaptive behaviours and attitudes.
• Empowers employees and partners to take ownership of the change process by involving them in problem solving and decision making.
• Communicates openly and transparently about the rationale for changes, it’s potential impact and expected outcomes.
• Engages stakeholders and manages resistance in a respectful and constructive manner.

Self-Mastery

• Operates at high level of maturity.
• Believes continuous personal development is a core leadership responsibility.
• Invites feedback from others in order to improve.
• Questions mindset, beliefs, and assumptions.
• Understands their own strengths and weaknesses.
• Understands self-acceptance is key to accepting others.
• Shows compassion for themselves.
• Demonstrates empathy toward others.
• Understands their leadership brand and models this to their teams.
• Possesses a high level of emotional intelligence.

Relationship Mastery/Building Relationships

• Builds and fosters relationships that enable constructive work environments that empower people while building trust, and accountability.
• Leverages their own influence to build relationships.
• Masterful at achieving results with and through others.
• Understands group dynamics and is highly perceptive of how others are behaving.
• Forges caring connections with others and is comfortable delivering tough feedback at times that does not negatively affect relationships.
• Is politically savvy and has a deep understanding of shareholder and external stakeholder needs.
• Is a very effective negotiator.
• Builds coalitions to achieve results.
• Is proficient at gaining alignment even in challenging positions.

Executive Presence

• Communicates with clarity and energy, inspiring others and building support and commitment.
• Has the ability to take complex and technical information and present in a way that is aligned to the audience and easily understood to enable informed decision making.
• Is an active listener and brings their full attention to the subject matter at hand.
• Understands the corporate brand and consistently reflects that brand in terms of their actions.
• Demonstrates composure during times of stress.

Feedback, Coaching and Development

• Provides real time and ongoing feedback and coaching on a range of often intangible leadership aspects to help others realize potential and become great leaders.
• Coaches and mentors’ leaders throughout the organization with a focus on building talent.
• Holds regular development discussions with staff and looks for opportunities to build others including identifying stretch opportunities that promote growth.
• Works to support and build the leadership teams’ corporate presence.
• Models authenticity.
• Is open to feedback and invites it regularly.

Strategic Thinking and Execution

• Develops Enterprise Strategy.
• Able to work with CEO, peers, Board, shareholders, and other partners to develop long-term strategy, using a corporate systems perspective.
• Is comfortable navigating complexity and ambiguity and is able to make decisions with incomplete information.
• Takes calculated risks.
• Supports and influences strategy across the divisions, bringing a unique viewpoint into broader discussions.
• Sustains enterprise direction through alignment conversations, collaboration and connection with peers and VPs.
• Pivots between multiple enterprise-wide priorities.

We ask that individuals with an interest in further exploring this exciting opportunity contact:

LILLIAN WONG, Director, Executive Search, MNP LLP

Email: lillian.wong@mnp.ca

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