Ismail Egal, Sathishkumar Nachimuthu, Matt Snow, Kristen Smith, Kyle Lackie and Alley Shular work together to assemble a rideable car for a local child with Go Baby Go, a program from Variety Alberta that supports children living with mobility issues. From inside the mill to community initiatives like this one, Matt’s focus on people is a leadership value always on display.
When Matt Snow started working in human resources at Weyerhaeuser in the early 2000s, he was struck by the way leaders respected their employees and were passionately dedicated to developing their teams’ skills. Today, Matt continues that tradition as mill manager at our Drayton Valley, Alberta, lumber mill.
“One key lesson I’ve learned in my career is the importance of building bench strength and developing people,” he says. “Regardless of the role, when someone grows their skills, the entire team benefits. Plus, individuals who are continuously learning are typically more engaged, effective and satisfied with their careers.”
Matt follows his own advice to always keep learning. When he began working in Drayton Valley in 2007, his background was in plywood production. He wasn’t as experienced with lumber manufacturing, and he made it a point to learn from everyone he met, especially the operators.
“They taught me about their jobs and how to operate a mill safely,” he says. “The key is just asking. Generally, people are proud of their work. So, showing interest in and asking about their jobs encourages them to share what they know — and what might be improved.”
Today, Matt’s questions have shifted to those about short- and long-term career goals, which allows him to help team members gain exposure, experience and training to continue growing. It’s helped improve employee retention and create a more empowered, effective team.
For his leadership, Matt received a 2024 Wood Products Award for People Excellence.
Matt pauses to celebrate after his team recognizes his 50th birthday.
DATA- AND EMPATHY-BASED DECISION MAKING
When Drayton Valley reliability manager Sathishkumar “Sathish” Nachimuthu started working with Matt in 2023, he was impressed by Matt’s approachable leadership style.
“His door is open, and anyone can come see him at any time — no matter their role,” Sathish says. “He’s incredibly personable and works hard to empower people so they feel comfortable sharing their thoughts and ideas.”
That openness and willingness to listen builds trust, Sathish says, and sets an example for others.
“If you walk down the hallway where leadership is located, you’ll see open doors and a group of people bouncing ideas off of each other and problem-solving as a team,” he says.
What’s more, decisions aren’t solely driven by numbers and data; they also consider all the potential human impacts.
“There’s a lot of discussion about how different proposals could affect people and about what would work best for the team,” Sathish says. “We always want to practice empathy and understanding.”
Drayton Valley team members, including Matt on the far right, showcase vehicles they assembled for Go Baby Go.
GENUINE, CARING LEADERSHIP
Ainslie Boone, senior human resources business partner, has worked with Matt for nearly four years. She says Matt comes across as genuine because he truly is.
“It doesn’t matter what position you’re in, he’ll ask about your family or how the kids did in a recent hockey game,” Ainslee says. “He asks because he cares.”
Of course, Matt is also keenly focused on their roles at work. He aims to understand each person’s responsibilities, career stage and short- and long-term goals.
Ainslee explains how Matt searches for creative ways to give team members hands-on experience, even if it means sending them to another mill for a temporary assignment. For example, a planer supervisor might take an open position on the green end at another mill to gain a broader understanding of mill operations. Doing so offers multiple benefits at various levels.
“He’s always thinking about the individual, the mill and the business overall,” Ainslee says. “He focuses on how to build a team that’s ready to step up wherever they might be needed when the time is right.”
PEOPLE DAYS AND A DOSE OF HUMILITY
Matt’s focus on building bench strength is clear through the mill’s People Days. That’s when mill leaders and HR meet with high-potential employees, including hourly workers, to openly discuss their development opportunities and needs. A few years back, Matt also started offering tailored Individual Development Plans specifically for hourly employees to foster their growth.
And while Matt is dedicated to developing others, he’s also constantly working to improve his own skills.
“I’m always learning from the people around me,” Matt says. “If there’s something specific I want to learn or need to focus on, I don’t hesitate to ask for help from someone who might know. It’s okay to have humility. It’s necessary for growth.”
Recently, he was impressed by an intern’s skill and insight while developing an app that supports operator-driven reliability.
“People at all levels bring a wealth of knowledge and experience to this company,” Matt says. “I enjoy listening to and learning from them — and watching them grow as they do the same.”
ADVICE FROM MATT:
- Ask questions. “When I started at Drayton Valley, the operators taught me how to run the mill — and what could be improved. You can’t grow unless you admit what you don’t know.”
- Think about your bench early and often. “It’s important to build bench strength and develop people. When one person grows their skills, the whole team benefits.”
- Focus on learning. “It’s been shown that people who commit to continuously learning are typically more engaged, effective and satisfied with their careers. And learning goes both ways — for employees and for leaders.”
