Purpose-Led CEO Interview Series, Surranna Sandy, CEO, Skills for Change

We had an opportunity to speak with Surranna Sandy, CEO of Skills for Change (SfC), a registered charity serving 20,000 Immigrants, Refugees, and underserved groups across Canada annually. In her role, she is committed to bridging the gap between potential and opportunities for Skills for Change’s clients' success. Recognizing the importance of collaborative efforts in this endeavour, she is committed to creating partnerships and fostering a supportive organizational culture that aligns with and amplifies this mission.

Surranna has been recognized for her community service with several awards, including the Canada 150 Good Neighbour Award from the Federal Government of Canada, 100 Accomplished Black Canadian Women and the Women of Distinction Award from the Jamaica Canadian Association. She also received the Community Leadership award from Dancing Damsels and is listed among the "100 Black Canadian Women to Watch".

What was your first job and what did you learn from it?

As my first job, I delivered newspapers for Ajax News Advertiser, a local community newsletter. My task was to collect flyers, insert them into the newspaper, and distribute them around my neighbourhood.

This job required a lot of planning and organizational skills. It fostered a profound sense of responsibility and discipline within me. Rain or snow, I had to complete my work promptly, as the community relied on timely access to local news. Since I was paid based on donations collected during distribution, providing timely service directly impacted my compensation. Additionally, this experience taught me how to approach people at a young age and improve my interpersonal communication skills. Learning to manage disappointment when faced with unappreciative individuals also proved to be a valuable lesson.

As you look back on your career, what were the pivotal moments that led you to your role today?

Arguably the most pivotal moment in my life occurred when I ventured into entrepreneurship at the age of 25. Despite thriving in my HR career, I harboured a longstanding desire to delve into entrepreneurship and establish my own business. Taking a significant leap, I launched my company just a month after purchasing my first home, fully aware of the risks involved. Being an entrepreneur, I learned the importance of tapping into the vast support network around me. From mentors to colleagues, everyone possessed valuable expertise that I could lean on. I got pieces of advice like, “Make sure you sign all cheques”, and “only hire great people” from those willing to share their knowledge freely. Furthermore, I came to understand that I didn't need to possess all the answers. Rather, I focused on creating an environment where others could contribute their expertise. By valuing their insights and fostering an atmosphere of collaboration, I was able to forge stronger connections and streamline our work processes. This approach that inspired by my entrepreneurial journey proved to be immensely beneficial as I transitioned into the non-profit sector.

I became the CEO of Skills for Change at 35, becoming one of the youngest CEOs in the settlement sector. I had to learn how to speak up and voice my ideas in spaces where people may make assumptions about my capabilities, experience, and expertise. I realized the importance of asserting my presence at the table and articulating my ideas confidently. I vividly recall a meeting with a group of 15 CEOs where I arrived with a backpack and was mistaken for a graduate student. Rather than becoming defensive, I approached the situation with humour. This allowed me to cultivate supportive relationships with individuals who not only recognized my capabilities but also endorsed the work I was undertaking. From a learning standpoint, this was a pivotal moment in my career.

In 2017, I experienced a personal transformation that deeply impacted the direction of our organization. I began re-evaluating our relationship with the world, our consumption patterns, environmental conditions, and community engagement, aiming to contribute to a better world. This exploration led me to study the United Nations' Sustainable Development Goals (SDGs) and pursue a master's degree in Global Development Practice at Harvard University, focusing on social, economic, and environmental challenges. I integrated these insights into Skills for Change's operations, shifting our focus to address key issues like poverty reduction, education quality, gender equality, and climate action. This strategic change transformed the organization, increasing our revenue from $6.2 million in 2012 to $13.8 million today. The essence of this transformation lay in our new perspective on the world and our commitment to its preservation and improvement.

When I first joined the non-profit sector, I was met with overwhelming support from my peers. Roland Rhooms, the former Director of Program and Services at Skills for Change, graciously mentored me and helped me acclimatize to the non-profit landscape. Aina-Nia (Arlene Grant) Ayo'dele, the former Associate Director at MicroSkills, introduced me to the non-profit community and network of Black women. Another leader who really supported me was Jan Campbell, the Founder & CEO of Strategisense Consulting. She invited me to join a group of Nonprofit CEO for their monthly breakfast in 2014, where we discussed the progress of our respective work. This network of support played a pivotal role in aiding my transition into the CEO role at Skills for Change.

Apart from my professional journey, my personal life has profoundly shaped who I am today. My mom passed away when I was 2 years old in Granada and I grew up in a large, supportive extended family. This early tragedy instilled in me a fundamental belief: that happiness is a personal responsibility. My aunt taught me that I am accountable for my well-being and the choices I make. Thus, I made a conscious decision to embrace relentless happiness. This doesn't imply that I avoid acknowledging negativity; rather, it means I refuse to harbor it within me.

If you think back on leaders who inspired you in your career or leadership style, who were they and why were they inspiring?

I've found inspiration in various individuals, some I've met, others I've admired from afar.

As a teenager, I read a front-page article in the Toronto Star about Hillary Rodham Clinton. Her perseverance and ability to overcome challenges left a lasting impression. I admire her intellect, education, and independence. Clinton's resilience and refusal to be overshadowed by others deeply resonate with me.

Toni Morrison, the renowned author, also inspired me with her leadership style. As a book club organizer and avid reader, I admired Morrison not only for her creativity and contributions to the arts but also for her role as an editor. She created opportunities for underrepresented individuals, championing marginalized voices and providing a platform for their stories to be heard. Her commitment to feminism and deliberate efforts to uplift marginalized communities left a lasting impact on me.

My grandfather, Sydney Strachan, whom I called 'Daddy', was another source of inspiration. I moved in with him when I was 10, and he played a significant role in raising me following my mother's passing. He was a great communicator and would sit me down to talk whenever I made mistakes. With nine children of his own, he always used to say, "All my daughters will be educated and won't just cook and clean for the boys." He was fiercely independent, confident, and a feminist. His leadership in the community was incredible. Thoughtful, and caring, my grandfather was a respected leader in our community. I gained a strong sense of independence and confidence from his leadership.

What motivates you every day?

My driving force is the desire to make a difference, no matter how small or simple it may seem. Each day, I strive to improve the lives of others in any way possible, bringing me immense joy and fulfilment.

What is the purpose and vision of Skills for Change?

Our mission is building an equitable and welcoming environment, providing opportunities for immigrants, refugees, and marginalized groups to access the best of Canada has to offer. We achieve this by empowering candidates and creating inclusive workplace with our client partners.

Our primary focus is supporting immigrants as they navigate entry into the job market. With a budget of $13+ million, we have grown exponentially (from $6.2 million in 2012 to $13.8 million in 2024). We offer 25+ programs which includes newcomer settlement services, employment supports, climate change mitigation, mental health, skills development, mentorship, employment, and other social services. Each year, around 20,000 individuals visit our centers, where we provide training and support to help them secure employment. We also collaborate with employers to advocate for the valuable contributions these skilled individuals can bring to their organizations. Inclusivity is vital to our approach, as we work with our partners to create welcoming environments for newcomers.

In essence, our goal is to foster a culture of empowerment for our clients while promoting inclusion through our partnerships with employers.

How has being clear on your purpose and vision benefited you as a leader?

Having a clear purpose and vision has been crucial for our organization's growth. We've built a dedicated team committed to our mission, leading to impactful work. I assembled an executive team dedicated to empowering underserved populations and fostering an inclusive workplace culture. By bringing together talented individuals, I could focus on my strengths while they contributed theirs, enabling us to achieve more and accelerate growth. This clarity of purpose also helped establish a strong Board of Directors for strategic planning.

Our clear purpose allowed us to share impactful stories with our donors and funders. For example, the link between climate change and mental health. Through exploration of the interconnectedness between climate change and poverty, we effectively conveyed our vision. By highlighting this connection, we secured a million-dollar fund from TD Bank for a youth climate action program.

What one piece of advice would you give other CEOs and leaders regarding leading with purpose?

On a personal level, it's important to have a clear vision for yourself and to actively engage with your community, including civil society, businesses, government, and other stakeholders. From a leadership perspective, practicing moral and inclusive leadership is crucial. This means creating space for diverse voices to contribute their strengths and leading with integrity and authenticity. Prioritizing ethical principles over convenience is the key.

In summary, my advice to other leaders is to have a clear vision for themselves and their organizations, to get to know their community, and to practice moral and inclusive leadership.

What one question would you like to ask other purpose-led CEOs?

How do you ensure that your leadership style not only fosters diversity, equity, and inclusion, but also empowers underrepresented voices within your organization? What practical approaches do you take to actively foster and empower underrepresented voices?

One question from the CEO we interviewed before you, Mark Aston, Executive Director of Covenant House Toronto.

How do you build a culture of philanthropy/advancement of mission where everyone has a role to play in engaging community support?

Building a culture of giving starts with recruiting, for both volunteers and staff.

1. They must understand our mission, vision, and desired impact. We assess their passion, commitment, and comprehension of our mission, as well as the impact we aim to achieve.

2. They need to demonstrate how their experience and actions will align and foster the mission. It's about 'us' - people come to us when they're at their worst. We then evaluate how their experiences and skills align with our objectives.

3. They should articulate how they see themselves contributing - what they do and how they make a difference. We instill a sense of ownership, empowering our team to take pride in their work and serve as ambassadors who eloquently articulate our mission, methods, and the difference they can make.

4. We've developed sector-specific training and share it freely with philanthropic partners. This fosters a deep connection to our purpose and enables our team to effectively promote our initiatives through impactful storytelling.

Additionally, besides financial support, we believe in sharing knowledge. For example, we freely share training programs with community organizations. In essence, our organization is deeply rooted in generosity, always striving to do more. Our mission and vision transcend any individual or group; they permeate every aspect of our organization, from answering phones to greeting visitors, as each action contributes to fulfilling our overarching goals.