20-year relationship with organization — and seamless leadership transition — set stage for ascent to top HR role
"I won't get emotional, but… I have worked with Mary for the last 20 years, and I have to say that I couldn't have a better mentor. She's been phenomenal."
So says Carla Spina in describing her transition to CHRO at CAA Club Group of Companies (CCG) — having spent two decades learning and growing at the organization, and recently succeeding Mary Duncan, who retired after a storied HR career at the company.
"She's been my mentor, my leader, and even like a sponsor when you think about it. She's advocated for me; she's created networks."
Coming back through the back door
Spina's relationship with CAA began in 2002, when she joined as an HR and payroll specialist with CAA Central Ontario, a role she credits with giving her the professional foundations she still draws on. But a long commute from Hamilton to Thornhill eventually led her to leave the company after two years — only to return six months later.
"I came back to CAA because what I realized is that the guidance and the mentoring that I was getting in an early career meant more than the fact that I was [stuck] in traffic or having to commute a long distance."
Spina rejoined in an HR consulting capacity and continued to advance through the organization, taking on progressively senior roles including acting director, director of HR business enablement, and AVP of HR business partner — building credibility and relationships along the way.
A stretch assignment at Echelon
When CAA purchased Echelon Insurance in 2019, Spina saw an opportunity. She applied for the VP of human resources role at Echelon — a chance, she says, to operate with more autonomy while still under the CCG umbrella.
"It kind of felt like I was joining a different organization, but still under the umbrella of CAA. So, it was a great opportunity to be able to bring the cultures together."
The integration experience taught Spina the value of leading with listening, she says.
"If I were to walk in knowing that they knew I was from CAA and be like, 'Well, this is how we're going to do things' … I don't think that would bode well, nor would they have trusted or respected me either," she says.
Learning, listening and building relationships was the best approach — and reflected the broader organizational philosophy, according to Spina: "CAA didn't walk in and [say] ‘OK, we're going to change everything.’ It… was very mindful and thoughtful.”
A transition at CCG built on trust
When Duncan announced her plans for retirement, Spina took on the interim CHRO role before being confirmed in the permanent position. The extended transition — less common in executive succession — has been, in Spina's view, a significant asset.
"I actually share all the time that the longer we're able to transition and we're able to extract knowledge and experience from Mary, the better for me," she says. "It's been not only good for myself, but I think it's been fantastic for the team as well."
Duncan, she says, made it easier at every step.
"Mary's been extremely inclusive. We've always had a very strong communication between the two of us … She is so respected and she's built such a phenomenal team and reputation for the HR department that I’m very honoured and privileged to have been able to work with her."
A winding road to HR
Spina's entry into human resources wasn't the result of a lifelong calling. After earning a BA in sociology and social sciences from McMaster University, she found herself at a crossroads.
"It was one of those ‘OK, now what?’" she says, adding the two paths seriously considered were teaching and HR. Spina chose the latter, enrolling in the HR certificate program at Humber College.
"I loved that experience and I love the topics and the program," she says, noting that her background in social sciences proved foundational.
"Going back to social sciences and looking at sociology and looking at the dynamics of groups and people and behaviours — absolutely, I find that's helped when you're assessing situations, when you’re thinking about what’s going on in someone’s sphere… it kind of makes you stop and pause and say, ‘OK, there's something that might be below the surface right now’ before we assume things.”
As for teaching, Spina hasn't entirely ruled it out. "I always joke around, saying when I am retired, or when I'm at that point of maybe thinking about another career, I think I'd like to actually go into teaching," she says. "Full circle. We'll see what happens."
Leading a team of 80 to 90 people
For now, Spina has plenty on her plate in leading a team of roughly 80 to 90 people, encompassing learning and development, office services, facilities, HR business partners, compensation, and communications and PR. The broader CCG organization — which includes Echelon — employs close to 3,000 people.
Among her priorities for 2026 are sustaining the organization's culture, advancing wellness programming, and continuing to enable leaders throughout the business.
"We [strive to] sustain and maintain the culture that we have. Wellness is something that is absolutely a priority for the organization. It comes from the top down," she says, citing the importance of people feeling like they belong and feel safe and secure within the organization.
"Doing that is ensuring that we are supporting the business areas so that they can ensure that they are doing what they need to do as well."
Pharmacogenetics and proactive wellness
Among the more distinctive wellness initiatives that CCG recently introduced is a pharmacogenetics benefit — a DNA-based test, available via blood draw or cheek swab, that helps identify how an individual's body is likely to respond to various medications.
"[It is] a proactive measure so that you can share this with your doctor so that they know, and that when you are being prescribed medications, that it's actually something that's going to be a benefit and not have the reverse impact or a negative impact for you," Spina says.
In looking to be proactive with tools and resources, CCG has also provided a wellness app to employees and recently launched a charity walk supporting HOPE Air, connecting associate wellness with community giving.
"We [are] always looking at opportunities of ‘How do we embrace wellness and ensure that we are supporting our associates?’ but also connecting it to ensuring that they feel that they're able to be productive and their best at work," she says.
Continuous learning as a career philosophy
Spina's LinkedIn profile reflects a steady commitment to professional development across her career — a habit she says is intentional.
"Continuous learning is extremely important… it just helps [an individual] to continue to be marketable and be knowledgeable," she says. "Experience is very important as well, but I think experience plus continuous education is a great combination because it brings a different lens and a different perspective."
It's also part of the culture Spina has stepped into as CHRO — and one she plans to continue building. The HR team is rolling out additional leadership development programming through university partnerships, alongside ongoing work on employee value proposition, business process improvement, and aligning HR goals to organizational priorities.
As for the topic on everybody’s minds — AI — she keeps a measured view: "We do believe in that the human-centric [approach] and having the opportunity to still add value from that lens … AI is one of those topics where it's been around. This is not new. It just keeps evolving."
