Why Career Transition Matters

Today’s organizations are in constant evolution and are required to consistently recalibrate, ensuring the right people are in the right roles. This means that good people who have added value and contributed to the organization may no longer fit the ever-changing needs. When these decisions are made, employers often provide career transition services as part of the severance package. The common message that we hear from employers who request our services is that they want to provide support and set the exiting employee up for future success.

Our 2018 Termination & Severance Practices in Canada study conducted in collaboration with Verity Career Management showed that “employers have multiple motivations for providing career transition support.” Here are the top three reported in this study:

74% Do the Right Thing  | Provide Job Skills to Exiting Employee 56%   |  Risk Mitigation 48%

Whether you are an individual being let go from your role or a part of a large downsizing, being treated with integrity and respect is important.  Even if you see the writing on the wall before it happens, being told you no longer have a job can create an overwhelming sense of vulnerability, fear and worry. Employers who take a thoughtful approach to making the tough decision to exit an employee understand the impact that this could potentially have. Providing the support during such a transition can be truly life changing.

Oftentimes, exiting employees do not know what to expect with regards to the type of support they will receive and may be apprehensive to reach out.  Early engagement and onsite support can be important in helping these employees understand how career transition can help them. 70% of our clients strongly agree and 20% agree that onsite support was very helpful to them the day of their termination. In our experience, we have a higher success rate with engagement when there is support as early as the day news is given to the employee.

Furthermore, we commonly see that employees are not equipped to enter the labour market with the tactical tools and skills necessary to be successful in finding the right opportunity. 70% of our clients strongly agree and 20% agree that the tactical support provided to ensure resumes, cover letters and social media platforms and that exiting employees were labour market ready was very helpful. The same statistics apply to being equipped with the skills to network and interview effectively. Every individual has their own unique story, while some want to jump right back into another job, others want to retire, start their own business or take time to reflect and rethink what they want in a career. This may include clarifying values and recognizing the importance of cultural and job fit.  In these cases, supporting individuals through a self-discovery can make a profound difference in their future. 90% of our clients have reported that the coaching and guidance to support them through this journey was very helpful.

Our study also indicated the top reasons that are driving decision-making regarding employee terminations:

Individual Performance 64% | Org. Structure 59% | Business Strat. Change 31%

The study identified a change from organizational structure being reported as the main factor for terminations in the former years (2014 & 2016) to individual performance being reported. Given our collective experience along with the results of our study, individual performance may be under-reported.  When business strategies change and organizational structures need to evolve, underperforming individuals may be packaged out as part of this process therefore making it hard to know the true statistics on performance related terminations. With that said, organizations are under more pressure in today’s climate requiring them to transition talented employees out, thus normalizing and raising the importance of providing career transition. The perception is changing and just because this talent may no longer fit one employer’s needs, with the right support, they can thrive in another organization.

Regardless of the reason for terminating employees, employers recognize that how they treat exiting employees sends a message to those remaining in the organization.  The data from our study “indicates that risk mitigation is a growing concern for companies as 48% of respondents picked it as a major factor in 2018.” While risk mitigation can be thought of as protecting the organization from legal backlash, we would point out that it is also about protecting the perception and reputation of the organization both internally and externally.

How an employer determines the appropriate length of a career transition program is the same as criteria used when determining the financial component of the severance package. Our study reports these top four criteria as:

  1. Job Level        
  2. Length of Service        
  3. Expected Difficulty of Job Search
  4. Age of Employee

The study also discovered that four to eleven-month programs are becoming more frequent. Specifically, at the executive level organizations are offering four to six-month programs. These statistics are very much aligned with what our clients are asking for.  We are experiencing requests to provide four to six-month programs at the more senior level while we see one to three-month packages requested for front line to mid-management levels. The more tenured the employee(s) the more generous the allotted time generally becomes.  

The shorter programs are focused on setting up individuals with the tactical tools and skills to enter the labour market with confidence. While, the more in-depth programs allow for time to take individuals on more of a reflective and self-discovery journey with a stronger coaching element. For example, those tenured employees who have grown their careers within the organization may want to take the time to pause before jumping into the next opportunity. While those who have shorter tenure or have a longer runway may want a quicker turnaround. These are just examples and it is important to reiterate that every situation is unique. No career transition journey is alike. However, the common theme we have observed is that there are positive outcomes for individuals going through career transition when objective and compassionate support is offered through a facilitated proven process. 

When we connect with our career transition clients, they are dealing with the news that something they have invested their time, energy and effort into has ended or will be ending. It is hard to see new beginnings on the horizon. William Bridges speaks to the three stages of transition – endings, neutral zones and new beginnings.  He explains that “transition always starts with an ending.”  Career transition professionals and coaches meet people at an ending and help them through the neutral zone – the messy middle of change – guiding individuals from being in their most vulnerable state to finding excitement in the possibility of something new.

Our report was a good reminder that employers see the importance of incorporating this offering in severance packages. While this service can sometimes feel like a checkbox on a termination list in a Human Resources Department, it is good to see the statistics that employers want to do the right thing when they are required to exit employees from an organization. Furthermore, as employers become increasingly pressured to become nimble and agile, they are required to take a thoughtful approach to ensure they have the right people in the right roles. This ultimately will lead to tough decisions around restructuring, aligning talent strategy to the business strategy and exiting good talent. Employees and potential future employees are paying attention to how employers treat individuals in these most difficult situations.

Claire Roussel-Sullivan se joint à Royer Thompson – Gestion & ressources humaines en tant que consultante senior basée au Nouveau-Brunswick

Halifax N.-É. (Mecredi 12 juin 2019) – Claire Roussel-Sullivan possède plus de 25 années d’expérience dans tous les domaines de la gestion des ressources humaines, y compris plusieurs postes de direction dans l’une des plus grandes compagnies d’énergie au monde.

« Ayant vécu et travaillé dans toutes les provinces maritimes, ainsi qu’en Alberta et en Colombie-Britannique, je suis ravie de revenir au Nouveau-Brunswick », a déclaré Mme Roussel-Sullivan. Au cours de sa longue carrière, Mme Roussel-Sullivan a acquis une connaissance approfondie des ressources humaines et possède une expertise particulière dans les domaines suivants: stratégie en ressources humaines, rémunération des cadres, relations de travail, gestion du changement, formation et perfectionnement, recrutement, diversité, droits de la personne et harcèlement. Elle est passionnée par l’alignement des ressources humaines à la stratégie d’entreprise, l’analyse des données en ressources humaines et la constitution d’équipes de haute performance qui répondent clairement aux objectifs de l’entreprise et sont axées sur l’optimisation des résultats.

« Nous sommes très heureux de fournir à nos clients une gamme complète de services bilingues au Nouveau-Brunswick et dans l’ensemble du Canada », a déclaré Kim West, présidente de Royer Thompson. « Possédant une vaste connaissance et maintes années d’expérience en matière de ressources humaines, Claire est très enthousiaste face à l’accompagnement, le conseil et l’orientation des cadres supérieurs, des dirigeants et autres personnes clés qui abordent des défis en leadership, gestion du changement et autres défis reliés aux ressources humaines. »



Harriet Wiegert

Tél. 902-422-2099

Courriel: hwiegert@royerthompson.com

A propos de Royer Thompson

Royer Thompson est une société de gestion des talents axée sur le développement du potentiel humain au sein des entreprises en soutenant un objectif commun, en recrutant et en cultivant le leadership et en encourageant un esprit innovateur, clair et entrepreneurial.

Claire Roussel-Sullivan joins Royer Thompson Management & Human Resources as Senior Consultant based in New Brunswick

Halifax NS (Wednesday, June 12, 2019)Claire Roussel-Sullivan brings 25+ years experience in all facets of human resources management including senior HR leadership roles in one of the largest energy companies in the world.  

“Having lived and worked in all Maritime provinces as well as in Alberta and British Columbia, I’m delighted to return home to New Brunswick,” says Ms. Roussel-Sullivan. Over her extensive career, Ms. Roussel-Sullivan has gained a broad view of HR with expertise in areas such as strategic HR, executive compensation, employee relations, change management, training and development, recruitment, diversity, human rights and harassment.  She is passionate about aligning HR with business strategy, HR analytics and building high performance teams with clear line of sight to business objectives and focus on maximizing results.

“We are very pleased to provide clients with a full range of bilingual talent management services in New Brunswick as well as across Canada,” says Kim West, President of Royer Thompson. “Drawing from her vast HR knowledge and experience, Claire is very keen to assist and coach executives, leaders, and other key individuals through leadership, change management and other HR challenges.”



Harriet Wiegert

Tel. 902-422-2099

Email: hwiegert@royerthompson.com

About Royer Thompson

Royer Thompson is a talent management firm focused on capturing the full potential of people in organizations by supporting a share sense of purpose, recruiting and cultivating leadership, and fostering an innovative, caring and entrepreneurial spirit.

AESC Welcomes Royer Thompson into its Global Membership of Leading Executive Search and Leadership Advisory Firms

New York – May 9, 2019 – The Association of Executive Search and Leadership Consultants (AESC), the global professional association representing the quality standard in executive search and leadership advisory solutions, announced the approval of Royer Thompson into its global membership. The firm’s acceptance follows extensive vetting, including reference checks, site visits, votes by AESC regional councils and commitment to the AESC Code of Professional Practice.

Headquartered in Halifax, Nova Scotia, Royer Thompson is a full-service management and human resource consulting firm, focused on capturing the full potential of people in organizations by supporting: a shared sense of purpose; organizational design; recruiting and cultivating leadership; and fostering an innovative spirit. The firm supports organizations through structural change, alignment and delivery of strategy by ensuring the right people are doing the right things at the right levels.

For over twenty years, Royer Thompson has provided strategic advisory services in times of transformational change and has attracted and retained senior management professionals with depth in recruitment, leadership development and evaluation, governance-related services, organizational design, human resources planning, service delivery, and career transition.

“Our clients and top talent know no geographic boundaries which makes it imperative for us to recruit, develop and foster executive leadership within a global context,” says Kim West, President of Royer Thompson. “We are very pleased to partner with AESC, an impressive association of like-minded search consultants and advisors who are committed to top quality service, collaborative learning and bringing depth and innovation to our clients.”

About AESC

Since 1959, AESC has set the quality standard for the executive search and leadership advisory profession. AESC Members, ranging in size from large global executive search and leadership advisory firms and networks to regional and boutique firms, represent 16,000+ trusted professionals in 1,200+ offices, spanning 70+ countries. AESC Members are recognized leaders of global executive search and leadership advisory solutions. They leverage their access and expertise to place, find and develop more than 100,000 executives each year in board of directors and C-level positions for the world’s leading organizations of all types and sizes. Dedicated to strengthening leadership worldwide, AESC and its members share a deep commitment to the highest quality standards in executive search and leadership consulting—for the benefit of clients and the profession. We Shape. Connect. Educate. Learn more about us at aesc.org.

Royer Thompson expands its Organizational Performance and Leadership Transition practice

-News Release-

Royer Thompson expands its organizational performance and leadership transition practice with the addition of veteran human resources leader Amanda Penney.

HALIFAX, Nova Scotia – Amanda Penney is joining Royer Thompson Management and Human Resources as Senior Director, Organizational Performance and Leadership Transition, effective April 8th, 2019. Amanda brings 15 years of human resources leadership to the firm, most recently as Director of Human Resources with a prominent private sector company during a time of business transformation.

Over her career, Amanda has had leadership oversight for performance management, succession planning, career development, recruitment, compensation, benefits, and labour negotiations. With experience throughout Atlantic Canada, she has worked in insurance, real estate, resource and manufacturing sectors and has provided support in multi-generational and unionized environments.

“Amanda is a progressive human resources leader and a discrete, trusted advisor.” Kim West, President of Royer Thompson says leadership transition and organizational performance are critical to success for companies in 2019. “More than ever, organizations are in a constant state of evolution, assessing and developing leaders, retooling skills, restructuring functions and often downsizing or supporting individuals to transition out of an organization and on to their next opportunity.”

Royer Thompson’s practice includes:

  • Performance management
  • Restructuring and change management
  • Executive and manager transitions
  • Termination and severance
  • Succession planning

We are committed to helping our clients as they navigate the critical phases of defining and supporting necessary changes within organizations. “We believe helping organizations be agile and responsive to changing conditions is an important component of a comprehensive human resources and talent management strategy,” says Ms. West.

“I am thrilled to be joining a team of highly respected professionals who are committed to supporting organizations capture the full potential of their people,” says Amanda Penney. “Sometimes in order to achieve high performance, organizations must make the difficult decision to exit people. These decisions have a significant impact to not only the individual leaving but also the team left behind so it is important for transitions to be handled with integrity for everyone.”

Contact: Harriet Wiegert

Tel. 902-422-2099

Email: hweigert@royerthompson.com

Royer Thompson is a talent management firm focused on capturing the full potential of people in organizations by supporting a shared sense of purpose, recruiting and cultivating leadership, and fostering an innovative, caring and entrepreneurial spirit.

Canadian Companies Care About Their People

HALIFAX, Nova Scotia – Royer Thompson Management & Human Resources Consulting today released the 2018 Termination & Severance Practices in Canada Study, the only survey of its kind that reflects data strictly from Canada. This year’s survey reflects that Canadian companies continue to make difficult decisions to optimize company performance however, these companies care about their people which is reflected in their severance and transition strategies.

Download the 2018 Termination & Severance Practices in Canada Study.

“When workforce changes become necessary, such as restructuring and downsizing, employers continue to help affected employees deal with job loss by providing transition services as part of the severance package,” says Kim West, president of Royer Thompson. “Overall, respondents say the economy in 2018 is strong – most companies surveyed anticipate the same or slightly fewer transitions over the next 12 months than in the previous years.”

Employers are concerned for the future of their employees even after departure from the organization. 74% of respondents say they provide outplacement services to transition employees because they believe it is the right thing to do. 56% of respondents want to help employees receive the skills and training needed to succeed in their next job and almost 50% provide career transition support to mitigate risk of being sued by a terminated employee. Nearly half of the employers respond that they provide support because they believe it will send a positive message to remaining employees.

Report highlights:

• In 2018, individual performance (64%) is the main factor for terminations, followed by organizational structural change (59%).

• Looking ahead, survey respondents expect the main cause of employee terminations over the next 12 months to be organizational structure change at 57%, individual performance at 52 % and business strategy change at 29% as the third cause. In 2016, only 41% of respondents picked individual performance as a primary factor in employee terminations going forward.

79% of respondents in 2018 identified job level as the major criteria for length of transition program, which has been steadily rising over the past four years. 47% of respondents cite expected difficulty of job search as a criterion – 47% in 2018 vs. 41% in 2014.

• Career transition services are included in the majority of termination packages, with approximately 80% of participating organizations including these services at the executive and manager level, and the majority of participants providing these services at the professional level.

• In 2018, employers are typically offering executives four to six-month career transition programs, down from six to 12-month programs in 2016. For professional and management positions, the most common career transition program provided to terminated employees is three months.

• Ninety-two percent of those surveyed required employees to sign a formal release to receive their full severance.

• There is some variety in severance payment structures, however, a key trend is prevalence to lump-sum severance today, rather than salary continuance.

Royer Thompson is the Atlantic partner of VF Career Management, a network of individually owned and operated Canadian companies who specialize in career transition services. Partners across Canada collaborate on the survey as part of their continuing commitment to understand the context in which we provide career transition services, conducting the Canadian survey in 2014, 2016 and 2018. Data for the 2018 Report was collected this spring from 176 respondents across Canada. Similar surveys were conducted in 2014 and 2016.

Contact: Harriet Wiegert
Tel. 902-422-2099
Email: hweigert@royerthompson.com

Royer Thompson is a Canadian talent management firm focused on capturing the full potential of people in organizations by supporting a shared sense of purpose, recruiting and cultivating leadership, and fostering an innovative and entrepreneurial spirit.

Royer Thompson adds additional depth to its Talent Management Advisory Team

HALIFAX, Nova Scotia – Sonya Stevens, Ph.D., ACC, is joining Royer Thompson Management and Human Resources as Senior Director, Talent & Leadership Development, effective September 17th.  Sonya recently returned to Halifax after six years in Toronto, where she held a leadership role in learning and development with TD Bank and consulted at a global consulting firm on talent and leadership development for Fortune 500 clients.

Sonya is a strategic thinker, who approaches today’s most pressing business challenges with curiosity, optimism, and practicality. Her expertise and approachability make her a trusted advisor to clients and colleagues. In assuming her new role at Royer Thompson, Kim West, President of Royer Thompson says Sonya brings a wealth of experience from working with diverse organizations, including companies, across various industries including healthcare, financial services, professional services, utilities, construction, retail, and government. She has a strong focus on developing evidence-based and practical solutions that drive tangible organizational impact.

“Increasingly our clients are looking for advice and support to leverage the full potential of their teams,” says Kim West. “Whether fostering a learning culture, building leadership competency models, assessing and developing talent, coaching executives or developing career paths and team capacity, Sonya’s integrated, holistic approach has proven to be a game-changer for organizations.”

“I am thrilled to be joining a firm that is truly passionate about unlocking the potential in people. I am convinced that the culture organizations foster through the quality of their people practices is integral to long-term business success, says Stevens. “I look forward to meeting our clients, understanding their business challenges, and helping them to find solutions that help them get the most out of their people.”

Sonya holds a Masters and Ph.D. in Industrial-Organizational Psychology from Saint Mary’s University and a BSc in Psychology from Dalhousie University. She is a Registered Psychologist (Ontario) and International Coaching Federation certified coach (ACC). She has completed advanced training in Return on Investment (ROI) methodology and is certified in many leadership and personality assessment tools. She is also a published academic author and an active member of various professional associations.

Harriet Wiegert
Tel. 902-422-2099
Email: hweigert@royerthompson.com

About Royer Thompson
Royer Thompson is a Canadian talent management firm focused on capturing the full potential of people in organizations by supporting a shared sense of purpose, recruiting and cultivating leadership, and fostering an innovative and entrepreneurial spirit.

From Sweat Pants to Dress Pants: Practical Tips from a Recent Grad

Ellen Snook, Human Resources Coordinator

“Ah, the relief of finishing exams and earning a university degree”, that seems to be the first sentence I hear when I talk to the graduates of 2018. The second sentence is usually about the stresses of finding a job, or if they have found a job, the fact that they are both excited and apprehensive about entering the workforce (which is completely normal by the way!).

Finding that first real job and gaining work experience can be daunting, especially if you have not had any office experience in the past. The transition from full time student to full time employee is an important change in life. Only you can determine how well you will be prepared for it, so let me help out a little with some of my personal experience. As we enter a new life chapter from sweat pants to dress pants, I felt that sharing my tips and tricks for new grads would be useful and could help facilitate the conversation that many of us students are thinking about! I’m a recent business grad starting my career, and in our practice at Royer Thompson, we advise clients to be purposeful, resolute, and well organized in the job search.

Here are my top ten tips for new grads:

  1. Learn everything you can about companies of interest. Look at websites, annual reports and attempt to reach out to employees within the organization to show your interest and receive any other information about the company.
  2. Aptitude and personality assessments can be useful to explore jobs that may not be obvious, although you have the degree, there may still be career options you may not have considered.
  3. Find out if the company hires recent graduates or has an internship program; many organizations are interested in developing talent and engaging with new graduates just like us!
  4. Prepare for the interview. Anticipate their questions and come prepared with yours. Many career websites and blogs are offering interview templates that you can use for practice. I had no idea what a behavioural interview was before my first interview (you aren’t alone!). Genuine curiosity is a highly rated quality by employers.
  5. Your CV and LinkedIn profile evolve as you gain experience, so keep them current and accurate! Be sure to turn off your notifications on LinkedIn when you are updating your profile. Turn them on for the big things like a new job! (Sending an email to your followers that you just added 62 new skills to your profile isn’t something you want.)
  6. Ask for information interviews and follow-up immediately with a note or email summarizing the topics discussed and affirm your interest; recruiters notice things like this.
  7. “If you qualify, APPLY!” Apply for numerous jobs. Get your resume out there. Indeed.com is your friend, create a profile and have them push out emails to you so you can see what jobs are posted daily. But remember that 80 % of jobs are not posted, networking through LinkedIn and at events is just as important.
  8. The best way to land your first job is through someone who knows you and is hiring, or by having a connection who will vouch for your academic, volunteer or extra-curricular experience and character. Reach out to that old family friend to ask if you can take them for a coffee to catch them up on what you have been up to the past four years. You have the degree, no one can take it away from you, so put yourself out there and talk about how you can contribute to an organization!
  9. Practice makes perfect. Every encounter and interview is an opportunity for self-discovery and to practice your pitch.
  10. You’ve got this, remember to keep positive. You’ve already accomplished a lot and you are keen to learn and contribute. There will be disappointments along the way so keep yourself whole, active and healthy in mind and body.


Feel free to reach out to me through LinkedIn to continue the discussion surrounding the student to employee transition or check out our services on our website www.royerthompson.com.



The Rise of Career Transition Services

Given the accelerated change of pace occurring within companies today, employee exits are more common than ever. Whether due to downsizing, restructuring or retooling of skill sets, the impact of departures is difficult for those who leave and those who remain within the company to carry on.

Thoughtful planning, empathy and a desire to treat those leaving the organization with respect goes a long way to soften the impact on everyone. Having an independent specialist on site to facilitate the process helps employees begin their transition more readily and, sooner than later, focus on re-employment and their next chapter. Based on our twenty years of supporting people at this emotional and uncertain time, a big worry is speaking to family and friends about their circumstances. They worry about losing contact with former colleagues who are friends and part of their social network.

Practical concerns such as finances, re-employment prospects, interviews, references, and retaining can be over whelming especially for anyone who has dedicated a majority of their working life to one company. A well structured, customized and holistic plan can make a huge difference in helping people take advantage of the “time out” to retool, refresh and redeploy. The relatively modest investment companies make to ensure the outplacement goes smoothly is paid forward again and again. Resiliency within the team, employee engagement, and reputation as a good employer, are benefits of handling difficult circumstances in a way that keeps people whole.

At best, handled properly, those exiting will reflect well on their company, their contribution to its success and its future prospects. After all, they are alumni and their influence cannot be under-estimated in how future employees, customers, and investors view your company.

Let’s get outplacement right.

Together let’s share best practices of Career Transition by completing the following survey. I will be posting the results once tabulated, stay tuned!


Elizabeth Dauphinee, Managing Partner / Practice Lead Career Transition

Elizabeth provides a full range of recruitment and career development services for clients in Atlantic Canada. She leads our practice in the provision of career transition services and programs. Drawing from her knowledge of assessment processes, competency development and job search techniques, she enables individuals to identify and target successful re-entry into employment situations that “fit” with their personal goals. She also supports the firm’s recruitment projects by conducting in-depth industry research, preliminary applicant screenings, and comprehensive reference checks.

Amy Reid joins Royer Thompson to expand the firm’s recruitment practice

Halifax, Nova Scotia (Tuesday, January 16, 2018) – Amy Reid, BComm, RPR, is joining Royer Thompson Management & Human Resources Consulting as Partner and Vice President Recruitment with responsibility for expanding the firm’s recruitment practice.

“I’m thrilled to join a seasoned team who is committed to providing clients with the highest standard in recruitment practice and depth in talent acquisition,” says Ms. Reid. “This is an exciting time to join the firm and a great opportunity for me to do meaningful work, be part of a great leadership team and build the human capital of companies in the region.”

“Amy is a great fit with Royer Thompson and we’re fortunate she is committing to work with us and our clients,” says Kim West, President. “Recruitments are high stakes for organizations so we want to ensure we are thorough in identifying and cultivating the best talent and setting candidates and organizations up for long-term success.”

Ms. Reid brings over 16 years of recruitment and talent acquisition industry expertise to her new role along with a reputation for working with integrity, honesty and a deep commitment to long lasting client partnerships and candidate relationships. She is a natural relationship builder and strategic thinker who adds depth and insight to search teams and organizations.

Prior to joining Royer Thompson, Amy spent 13 years with a national recruitment organization as Leader of their Atlantic Region, focusing on executive search, professional search and temporary recruitment. She was responsible for building, motivating and developing internal teams as well as directly serving clients and candidates in support of their organizational and career aspirations. Previous to that role, Amy spent two years with a local Nova Scotia based recruitment firm as a consultant focused on professional search. Amy also worked with a national staffing firm in a business development capacity.

As a graduate of Saint Mary’s Sobeys School of Business, Ms. Reid holds a Bachelor of Commerce degree, Majoring in Human Resource Management as well as a Certificate in Human Resource Management. She also holds a Registered Professional Recruiter designation from the Institute of Professional Management.

About Royer Thompson

Royer Thompson is a well-established management and human resource consulting firm specializing in enhancing human capital assets in the private, public and not-for-profit sectors. Royer Thompson has a national network ensuring clients have access to services national and globally. As the Atlantic Canada partner of VF Career Management offering talent management solutions to organizations across Canada with offices in ten major Canadian centers. To learn more visit http://royerthompson.com.


Contact: Carole Macdonald

e. cmacdonald@royerthompson.com

t. 902-422-2099