Inspirational Leadership: Stories of Strategy and Success with Susan Margles

What connects those experiences is not a particular industry, but an ability to bring people and priorities together. At YOW, where the decisions of one organization can have implications for airlines, businesses, employees and travellers, that ability is central to how Susan approaches leadership.

A Career Built Around Complexity
Susan did not set out on a conventional path to airport leadership. Her early career in the federal government took her through finance, transport and industry, followed by almost two decades at Canada Post in senior roles spanning government relations, corporate affairs, people, and safety.

“That experience taught me how to lead through transformation, balance commercial and public interests, and build productive relationships with employees, unions, governments, and other partners,” she explained. “Those skills translate very directly to an airport, where safety, efficient operations, customer service, and stakeholder collaboration is essential to our success.”

For Susan, the transition to YOW was therefore less a change in direction than an opportunity to apply a familiar way of working in a new environment. The airport, she noted, is “like a small city,” with many different players whose ability to work together is critical. 

Building relationships both within the organization and with those around it has, therefore, been a natural part of her approach.

Choosing a Role With a Local Impact
After decades working in organizations with national mandates, Susan was interested in the opportunity to lead an organization whose impact is visible in the community where she has lived for more than 30 years.

There was also a personal dimension to the decision. Her professional life had often taken her into the national sphere, without necessarily giving her the opportunity to engage deeply with Ottawa’s local business community.

“I felt like I wanted to give back to the place where I have built a life with my husband and raised our children, and this role gives me that chance.”

That connection to place is also reflected in how she thinks about what comes next for YOW. The airport is both an economic asset and a gateway for the region, and Susan sees an opportunity to build on its existing momentum.

Creating the Conditions for Others to Lead
The complexity of the airport environment also shapes Susan’s view of the CEO role. She is not looking to be the person with the answer to every question, but instead, sees leadership as providing direction while allowing expertise to sit where it belongs.

That philosophy starts with her own leadership team. Susan focuses on asking the right questions, creating the conditions for sound decisions and giving people the space and support to lead in their areas of expertise.

For her, that approach is ultimately about getting the best from the people around her and giving them the opportunity to reach their potential in carrying out the organization’s strategies and plans.

Building Trust When the Answers Are Difficult
Collaboration does not always mean agreement. In an organization with so many stakeholders, competing priorities are inevitable. For Susan, the quality of those relationships is often determined by how leaders communicate when the conversation is difficult.

“Trust begins with being present, listening carefully and communicating transparently, including when the message is difficult or when people disagree,” she explained. Susan recognizes that stakeholders will inevitably bring different priorities to the table but believes that taking the time to understand those perspectives leads to stronger conversations and, ultimately, better outcomes.

Her years working with elected officials and union leaders reinforced the importance of being direct, particularly when communicating decisions or information that may be difficult for others to hear. For Susan, transparency is fundamental to building credibility across relationships, and being clear about the realities of a situation helps create the foundation for constructive dialogue, even when stakeholders do not agree.

Listening, however, does not mean abandoning a chosen direction. Susan sees it as a way to test and strengthen the path forward without losing sight of the destination.

Keeping an Eye on the Beacon
That distinction between direction and path is central to how Susan thinks about change. At Canada Post, she experienced several cycles of transformation as the organization evolved from a business focused on letter mail to one increasingly driven by parcels.

“That experience reinforced the importance of remaining flexible, curious and willing to challenge long-standing assumptions,” she reflected.

In other words, you must be prepared to adjust course.

“My team will tell you I talk about being adaptable while always keeping an eye on the beacon ahead of us.”

It is a useful mindset for an industry where circumstances can change quickly. Passenger behaviour, economics, technology, climate, politics and airline strategies all have the potential to reshape the operating environment. Susan has learned to embrace that uncertainty rather than resist it, seeing periods of change as opportunities to rethink how things are done and achieve better outcomes.

For her, resilience comes from having both confidence in a particular decision, and the humility to recognize that the route may need to change.

Looking Ahead
The future of aviation will be shaped by changing expectations as much as by technology. Travellers increasingly want a more seamless and personalized experience, while airports face broader pressures from economic uncertainty, climate impacts, and changing travel patterns.

“Technology will play an important role, but it has to be applied in a way that makes travel more efficient rather than simply adding another layer to the process.”

For YOW, the priorities include preparing for future capacity, improving the passenger experience, investing in infrastructure and technology, and continuing to expand its air service network.

It also means paying close attention to where travellers want to go. As demand shifts among domestic, U.S. and international markets, Susan sees a diverse network as increasingly important.

“Canadian aviation is entering a period of significant change. We have seen shifts in travel patterns, including softer demand from Canadians travelling to the United States, and growth in other international and domestic markets reinforcing the importance of a diverse air service network at YOW.”

The challenge is not to predict every turn, but to build an organization capable of responding to whatever comes next. For Susan, that means giving people room to lead, listening carefully to those around her and staying focused on the larger destination.

The beacon provides the direction. The path may change. And, when it does, Susan is ready adjust course and keep moving forward.