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Alex MacKenzie
Vice President

Alex MacKenzie plays a key role in the Procom organization which include joint operational responsibility for Procom’s Toronto operations, strategic and operational responsibility for Procom's Enterprise service line and executive involvement in Procom's corporate marketing efforts.  

Mr. MacKenzie began his tenure at Procom in 1997 as an account manager working with strategic Procom Clients, strengthening the company’s position at the forefront of the Contract Workforce Management industry. His role in the company has evolved in conjunction with Procom’s tremendous growth.

Mr. MacKenzie sits on Procom’s Management Team, tasked with strategic planning and decision making for the organization. He sits on the board of directors for the National Association of Computer Consulting Businesses (NACCB) in Canada and is a well-respected member of the Staffing and Recruiting industry.

Growing up in Thunder Bay, Ontario, Mr. MacKenzie graduated from Lakehead University with an Honours Bachelor of Commerce in 1994.

Alex MacKenzie

Vice President
Alex MacKenzie

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Direct sourcing: 3 Steps to designing your program for contract talent

Even the best talent organizations can struggle when it comes to launching an enterprise-wide direct sourcing program. Although most efforts are well founded, some businesses may struggle with the assumption that informal direct sourcing activities can scale up easily (they don’t!), and fail to consider program participation dynamics from the talent’s point of view.

Launching an effective direct sourcing program will allow your organization to build a community of engaged talent, thereby lowering the cost of acquisition and increasing contractor performance while on assignment.

Here’s how to do it:

Contingent Workforce

Effective tips for how to manage remote workers

Managing remote workers successfully means managers must have the support of their organization’s IT and Human Resources Department in order to provide flexible work options and communication tools that will differ from the status-quo.

At this stage of the COVID-19 outbreak and with World Health Organization’s declaration of a pandemic, many essential and non-essential businesses around the globe have moved beyond their immediate business continuity and crisis management plans - and work from home directives have quickly become the widespread new and indefinite norm.

It’s a challenge for organizations from both a technology infrastructure and day-to-day operations perspective, and many managers like yourself are most likely facing a crash course in managing remote workers. 

It’s also highly likely that most have never worked 100 per cent-remote before, let alone managed other teams in this environment. And managing remote teams during COVID-19 and the ensuing global unrest may seem like an overwhelming and daunting task.  

Yet, effective management is essential now more than ever, and will require more than just the right technologies – managing a team remotely will require the right type of leadership too. 

Talent Acquisition

Understanding contractor classification types in Canada

The digital transformation is not only changing the way companies do business, it’s also changing the way they use talent to get it done.

Contingent Workforce

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Customer Sucess Stories

“Excellent service, very timely response time, quality candidates and outstanding support.”

K.M.
Global Professional Services Firm

“..the most reliable partners we work with. They are timely with their submissions and are quick to respond to emails and provide updates and required information. Their candidates typically are at the top of the pack as is evident by their fill/success rate.“ 

Z.N.
Leading Financial Services Institution

“Great support in helping us achieve our corporate mandates by providing top quality knowledgeable resources in a timely and efficient manner - very easy to do business with! “

L.R.
National Telecommunications Provider

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