EMERGING TALENT
CERC’s annual conference when it was 
held in Calgary.
“That experience sparked my interest in 
employee mobility,” Vukadinovic recalls, 
“and I subsequently enrolled in the first 
module of the CERC program to better 
understand the fundamentals of reloca-
tion.” She has since taken the next step in 
her career journey, completing the Intro-
duction to Relocation course this  
past December.
EARLY INSIGHTS
As every incoming generation discovers, 
a career in mobility is a commitment 
to lifelong learning. For Vukadinovic, 
a human resources manager at H3M 
Environmental Ltd., these early years have 
meant engaging with corporate relocation 
at the ground level. “One of my biggest 
challenges has been working within a 
mid-sized organization that does not have 
a dedicated relocation function,” she 
explains. “When relocation is required, I 
often manage the process directly, which 
adds complexity and requires balancing 
multiple responsibilities.”
Working on the corporate side has also 
sharpened Vukadinovic’s understanding of 
mobility’s strategic value. “It’s important 
to focus on the opportunities that 
employee mobility creates,” she says. “By 
not limiting talent decisions to a single 
geographic area, organizations can access 
more diverse talent pools and strengthen 
the business overall.”
Zohil-Morton has accrued her own 
insights over time, particularly around the 
emotional depth of the work. Relocation 
and immigration, she notes, are far more 
personal than she initially expected. “I 
really did think it would be mostly proced-
ural, all about paperwork, timelines and 
logistics,” she says. “But what surprised me 
most, in a pleasant way, is how personal 
and emotional it really is.”
Taylor may be on the moving side of the 
industry, but his perspectives don’t veer far 
from those of his peers. Having spent time 
across nearly every aspect of the business, 
he has learned that mobility is fundamen-
tally about people and requires adapt-
ability, systems thinking, and emotional 
intelligence. “We’re in the people busi-
ness,” he says plainly. “You need to get 
really good at understanding people, stress, 
and what causes humans to feel the way 
they do.”
Taylor has also gained an appreciation 
for mobility’s outsized role in the broader 
economy. Recalling years spent relocating 
engineers and tech professionals during 
the “big data” boom, and now supporting 
other emerging industries, Taylor takes 
pride in moving the workforces that 
underpin the country’s economic and 
societal progress. “What really surprised 
me about the relocation space is just how 
far-reaching we are,” he says. “We’re 
laying the groundwork, the backbone of 
the economy.”
NEW OPPORTUNITIES
Attracting new talent to the field is only 
half the challenge. Keeping the next gener-
ation engaged is the other. Encouragingly, 
the leaders featured here are invested and 
ready to carry the mantle.
“For me, I love the fact that it’s always 
diversified,” Taylor says. “I like to think 
of it as a ‘navy blue’ industry in that one 
day you’re with blue-collar people and the 
next day it’s white-collar people. It changes 
every day, and that’s what keeps  
me interested.”
Zohil-Morton is equally energized by 
the human side of the work. The oppor-
tunity to build lasting relationships and 
collaborate across housing, settlement and 
corporate partners continues to fuel her 
commitment. “I’ve been enjoying every 
moment of it,” she says.
As more young professionals enter the 
field, they are also eager to offer advice. 
For Zohil-Morton, it begins with empathy. 
“Ensure that you don’t treat a client just 
as a file number,” she says. “The most 
important part is having a human-focused 
and human-centred approach.”
Taylor agrees, emphasizing curiosity and 
adaptability as cornerstones of long-term 
success. As someone who hopes to one day 
take over the family business, he believes 
in asking questions, trying new things, and 
staying open to change. “You never really 
know what’s coming,” he reflects. “One 
day, the tree you planted grows to the 
left, the next day to the right, and another 
day it has to grow upward. As long as the 
foundation is strong, it’s going to grow the 
right way.”
Together, Taylor, Zohil-Morton and  
Vukadinovic offer clear proof that the 
future of Canada’s mobility sector is in 
capable hands. 
Spring 2026  PERSPECTIVES  19

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