Richard Martin

My Military Journey

Since my early teens, I was captivated by the world of military history, aircraft, and weaponry. I could identify tanks, fighter jets, and the classes of warships from multiple countries—a true military enthusiast, even before reaching high school. This passion turned into purpose when, at 18, I joined the Canadian Armed Forces right out of high school, pursuing a path I had envisioned for years. Applying to military college during my final year of high school, I found myself at a crossroads between studying engineering and pursuing my deeper interest in becoming an infantry officer. Ultimately, I chose the path of leadership, guided by a desire to be at the frontline of action and decision-making.

Military college proved to be a transformative experience. Beyond the physical and academic challenges, I developed lifelong friendships and began understanding the foundational elements of management and leadership. Each summer, from 1981 to 1984, I underwent phases of basic infantry officer training, sharpening my tactical acumen and leadership potential. Originally set on engineering, I soon pivoted to administration—a field that resonated with my strategic mindset—and in 1985, I graduated with a Bachelor of Administration. My commissioning as a second lieutenant with the 3rd Battalion of the Royal 22ième Régiment in Valcartier, Quebec, marked the start of a 26-year journey through the ranks of military command.

From Germany to Bosnia: A Decade of Military Growth

After initial postings in Canada, I moved to my regiment’s 1st Battalion in Lahr, Germany, in 1988, where I commanded a rifle platoon for a year before promotion to Captain. These years were formative as I adapted to the complexities of command across multinational exercises in Canada, Germany, Norway, and France. They provided me with practical experience in the finer points of logistics, force protection, and field operations. My passion for military technology and strategy continued to grow, leading me to the British Army’s technical staff course at the Royal Military College of Science in Shrivenham, England, in 1992. There, I studied the development and deployment of weapons systems, gaining insight into the intersection of military strategy and technology.

This academic training complemented my practical experience. Returning to Canada in 1993, I worked at National Defence Headquarters in Ottawa as a technical staff officer on anti-tank missile projects, managing both operational needs and financial constraints. It was my first experience in a role requiring close collaboration with engineers, technicians, and government officials—skills that would later serve me well in the business world.

Operation Palladium: Command in Bosnia

In 1999, having completed the Army Command and Staff Course, I was promoted to the rank of Major and assumed command of C Company Group in the 1st Battalion of the Royal 22ième Régiment during Operation Palladium in Bosnia. Our mission was to enforce the Dayton Peace Accords, focusing on the towns of Drvar and Bosansko Grahovo. The political and social complexities of the region demanded a delicate balance of authority, diplomacy, and cultural sensitivity. My command philosophy centered on establishing a visible yet respectful SFOR presence, one that demonstrated our commitment to peace and stability without imposing an overwhelming military posture.

Each day brought fresh challenges. My second-in-command, Captain Robin Lessard, led our checkpoint operations with precision, adjusting positions and timings in response to evolving intelligence. Lieutenant Marc Verret, stationed at the platoon house in Bosansko Grahovo, became an anchor for local engagement, fostering trust with community leaders and managing delicate situations with autonomy. Lieutenant Charles Bolduc’s initiative with the “SFOR Radio Show” allowed us to counter misinformation, addressing local fears and positioning SFOR as a stabilizing presence amid the region’s uncertainty.

Responding to Tensions and Building Trust

Bosnia required constant vigilance, as minor incidents could escalate quickly in the tense environment. One notable situation involved the unauthorized construction of barracks by the local Croat 1st Guards Brigade—a direct challenge to the peace accords. Captain Stéphane Gagné took the lead, executing a phased diplomatic approach that asserted SFOR’s authority without provoking conflict. His efforts led to a halt in construction, underscoring the power of tactical restraint.

Our humanitarian efforts became a crucial component of our mission, particularly during the harsh winter months. We organized a firewood distribution operation to aid both Serb and Croat families, emphasizing our impartial commitment to the community. Master Warrant Officer Ghislain Laverdière coordinated this complex operation, ensuring fair distribution across the region. Small gestures, like holiday patrols offering modest gifts, fostered goodwill and reinforced our role as community allies, not just peacekeepers. These actions had a lasting impact, strengthening our rapport and trust within the communities.

Our success in Bosnia was also due to close collaboration with international agencies like the Office of the High Representative (OHR) and the UNHCR. Working with stakeholders like Peter Chappell from the OHR, we managed tensions and avoided conflicts, aligning our efforts with broader peace-building initiatives. This coordination exemplified the importance of integrating military objectives with civilian operations, a lesson that would influence my approach to business leadership.

Command Philosophy and Adaptive Strategy

My experience in Bosnia taught me the importance of flexibility in command. Striking a balance between mission imperatives and community relations required constant adaptation. My decision-making process was shaped by a blend of tactical risk assessments and an understanding of local dynamics. In residential areas, we used jeeps instead of armored vehicles, a decision that minimized disruption and reduced the perception of an occupying force, reinforcing our image as peacekeepers rather than enforcers.

Force protection was a priority, but it had to be managed in harmony with community engagement. Following an incident where two elderly Serbs were attacked, I increased patrols and checkpoints in vulnerable areas, ensuring our presence was seen as protective rather than intrusive. This balance of tactical security and community relations was central to my command philosophy.

I also prioritized collaboration with civilian agencies, recognizing SFOR’s broader role in the peace process. By aligning with organizations like the UNHCR and coordinating logistics for humanitarian efforts, we reinforced our mission’s integrity and demonstrated SFOR’s commitment to long-term stability.

From Service to Entrepreneurship: Charting a New Path

As my tour in Bosnia concluded, I reflected on my future. I worked for four years in the Directorate of Army Training, honing leadership development programs for junior officers and NCOs. I also took graduate level courses in military history, contemporary warfare, and military strategy.

After 26 years of continuous military service, I retired from the Canadian Army in 2006. My initial plan involved a contract with a defence firm, but my aspirations soon shifted toward entrepreneurship. Inspired by Million Dollar Consulting by Alan Weiss, I launched Alcera Consulting, initially downplaying my military background in civilian contexts. Yet, I quickly realized that clients were deeply interested in how military principles could apply to business.

This realization led to my first book, Brilliant Manoeuvres: How to Use Military Wisdom to Win Business Battles, published in 2012. Through my writing and consulting, I explore how strategies developed in high-stakes military contexts can guide businesses in navigating uncertainty, seizing opportunities, and managing change.

Exploring and Charting the Unknown

Since launching Alcera Consulting, I have continued to draw on my military background, not just as a source of strategy, but as a guiding philosophy for approaching the unknown. Each new client and project bring an element of discovery, whether in identifying growth opportunities, exploring uncharted territories, or devising adaptive strategies. Through my blog, workshops, and ongoing consulting work, I aim to help organizations exercise strategic foresight, navigate uncertainty, chart the unknown, transform their organizations and build resilience.

Today, I invite others to join me in exploring the intersections of military strategy and business leadership, finding ways to apply time-tested principles to contemporary challenges. Together, we can chart the unknown, not merely reacting to change but proactively shaping it. This journey is about more than adapting to the world as it is; it’s about envisioning what it could be, taking bold steps, and embracing uncertainty as a gateway to innovation and opportunity.