Born in Toronto to immigrant parents, Jerry Kafieh grew up as the youngest of four boys in a home characterized by discipline, curiosity and community values.
His early years included Boy Scouts, altar boy, ice hockey, baseball, air cadets and later the Canadian Forces Reserves. These experiences taught him structure, teamwork and calm thinking under pressure – skills that would guide his entire career.
After earning a Bachelor of Science degree with honors from the University of Waterloo, where he was involved in student politics and served on the Board of Governors and the Senate, Jerry began his professional life in pharmaceutical sales. It was a crucial time that strengthened his communication skills and helped him understand how organizations work at all levels.
In 1998 he moved into project management, the field that would shape the next 25 years of his career. As a Director of NewTech Horizons Inc., Jerry has led large programs, built PMOs from the ground up and overseen portfolios for large organizations, including one of Canada’s five largest financial institutions. His leadership style combines structure with empathy and always focuses on the people behind the work.
In addition to consulting, Jerry has taught project management at Toronto Metropolitan University’s Chang School and for other organizations for over two decades. His students appreciate his practical approach, clear communication, and compelling storytelling, while Jerry shares real-world experiences to flesh out theoretical concepts.
Jerry’s career is also closely linked to the service. He sits on the board of the Richmond Hill Community Food Bank and volunteers with the Canadian Red Cross during emergencies. His journey reflects steady leadership, quiet confidence, and a commitment to helping others adapt to change.
A conversation with project management manager and educator Jerry Kafieh
How did your career start and what led you to project management?
My career began in pharmaceutical sales in the early 1990s. It was fast-paced and people-oriented, which I liked at the time. The turning point came when I realized that I was more interested in how organizations implement change than in selling products. I switched to project management in 1998 and discovered that it combined everything I enjoyed – leadership, structure and helping teams deliver something meaningful.
What early experiences shaped your leadership style?
Growing up in a house with three older brothers teaches you a lot about negotiations. Air Cadets and later the Canadian Armed Forces Reserves taught me discipline and calm thinking. At the University of Waterloo, I served on the Board of Governors and the Senate. Sitting in these rooms as a student taught me how decisions are made and the importance of listening before speaking.
What does a typical day look like for you today?
I’ll start early. I like a quiet moment in the garden before emails and meetings start. Most days involve working with clients – checking progress, leading teams, building skills or coaching. I always take time to prepare for classes because my courses at Toronto Metropolitan University keep me grounded. Evenings are often a time to switch off and socialize with family and friends. Some days I take a break just to ride my motorcycle for a day. It’s my way of clearing my head.
What has been the most significant change in your industry for you?
The pace of change. Twenty years ago, project management was about documentation and processes. Today, agility is essential. Organizations often struggle not because of poor strategy, but because they cannot adapt. I’ve built PMOs where the biggest challenge wasn’t the framework, but rather communicating to people that change is constant.
Can you share a moment from your humanitarian work that influenced your approach to leadership?
During my Red Cross COVID response deployment to Kashechewan First Nation, I saw communities come together and lead through a crisis with limited resources. It humbled me. Leadership there wasn’t about hierarchy – it was about making people feel safe and supported. This experience changed the way I approach difficult projects. People must come first.
What do you enjoy most about teaching?
Classes remind me that learning never stops. My students range from new graduates to senior managers. They ask sharp questions and bring real-world challenges to the classroom. I like to bring exciting and practical examples from my own work – things that went well and things that didn’t. This keeps the sessions honest. This is how we learn from each other. Nothing excites me more than seeing the light bulbs go off or hearing the gratitude of learners who now see a different perspective on what project management should be for practitioners.
What advice would you give to someone starting out in the project management field today?
Learn to listen. Tools and certifications are important, but if you don’t understand what people need, you won’t deliver results. And stay curious. The best project managers I have worked with are those who ask thoughtful questions.
What failure taught you something valuable?
Early in my consulting career, I underestimated the emotional impact of change on a client team. The project was delivered on paper but was not well received by the people doing the work. Since then, I never start a project without investing a lot in stakeholder coordination. People need to be ready for change, not just informed about it.
What motivates you after more than 25 years in your field?
See people grow. Whether it’s a student discovering a new career path or a client team developing confidence in their own abilities, these moments keep me going. Leadership isn’t about being the loudest – it’s about helping others succeed… grow and achieve.
