Career Progression Stories: Stacey Long

We caught up with Stacey Long, Jonas Software’s VP of Human Resources, to talk about her career progression, her role at Jonas, our ABCs, and more!

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Career Progession Stories Interview Transcript

Hi, I’m Stacey Long, I’m VP of HR at Jonas Software.

I graduated with a degree in psychology, and immediately after graduation, I started working for the Toronto District School Board. Leading up to that, I had been working there during the summers, so this was an easy transition for me to make. At the time, I thought maybe I’d end up being a therapist for the board of education, working with kids, but that’s not how it worked out, as we all know. I worked in HR for two to three years, and then I joined the Jonas team. At first, I was very green, I was probably a coordinator or administrator, and I was brought in to help build out the HR function for Jonas. At that time, I was reporting to the owners, who had already, of course, started the HR function, but they left it to me to carry it forward. It was a very exciting time. We were Y2K compliant, which meant that we were winning against our competitors all the time. It was really exciting for the business. We were growing, and that was why they needed someone in HR to help with recruitment. That’s where it started. I was the 32nd employee hired at Jonas. We were in two verticals, and almost all of our staff were Canadian. Fast forward to today, and we are now supporting 6,000 people, operating across more than 40 different verticals in 35 countries. It’s been a very exciting ride.

For me, there really doesn’t feel like there is a typical day—and I really mean that. Honestly, I think that’s what has kept me here so long. There’s so much variety, so much change. There’s always something new and challenging to learn. Whether I’m figuring it out on my own, with my team, or through someone else in one of our businesses or sister companies, there’s always that sharing of information. I think that’s helped me stay here, too, because you’re constantly learning.

One of the key things I’ve learned—and I mentioned it earlier—is that I’m continually learning. There’s always something new. I think back to the COVID-19 pandemic and what happened that year. It was unprecedented. My team and I had to figure it out, and we didn’t have all the answers. I don’t think anybody did. However, we have a great group of people we can rely on across CSI who have been a great support, and we helped one another through those times. If you just look at how we grow, it’s largely through acquisitions, and with that, there are all sorts of new learnings. Each business we acquire is unique and different, and might be in a new geography. It’s that constant learning that really keeps it interesting for me.

It’s not just limited to HR. I see this happening across our businesses. It’s really ingrained in our culture—the sharing of best practices, failures, and successes. One of the things we do really well is host educational events across our group and within Jonas. The other operating groups do the same. We’re always looking to invite people from other groups to come and share their experiences, and to learn from ours. There is very much a culture of networking and sharing across Jonas. A couple of other important components to understand about how we operate: we believe in buy-and-hold forever. I’ve been here for 26 years and have never seen a business sold. I think it’s really telling when you can look across our business and see people who joined through an acquisition and who are still with us 20 or 30 years later. It’s part of our secret sauce, if you will. I think it’s comforting to founders and team members to know that they have a home at Jonas and that their legacy will continue. If anything, we’re here to help them get even better and be more successful. That ties into our belief in autonomy and our decentralized model. We really believe that the people in the business know better than Jonas does about what their clients, people, and business need.

That one’s a really hard question—there are so many moments I can think of over the years. One example is one of our biggest acquisitions in 2021. It brought a lot of learning and was an amazing experience getting that business integrated. Then, of course, COVID. That changed everything. My team and I were asked to do so much, and again, we had to figure it out as we went. Another highlight was being asked to attend CSI University—probably 20 years ago. Shortly after, I got to help start our own Jonas Software University. I say “I,” but it was a group effort. Barry was a big proponent of it. We ran Jonas Software University for 10 years. It’s evolved now, but so much still happens across the group. Those summits were very meaningful to me. When I think about my fondest memories, they all come back to the people. In every one of those scenarios—and there are hundreds—it really comes down to the fantastic people I’ve had the chance to work with. That’s what stands out and stays with me.

I think our success boils down to consistency. The businesses we acquire keep their culture, brand, and legacy. We add our flavour by introducing our strengths, such as measuring everything. Over time, the culture may shift slightly, but at its core, it remains the same business it always was. We’re also a data-driven organization that supports and encourages inquisitive minds. If that’s you, then you’ll feel at home here and continue to thrive. Then there’s humility. We really are a humble group, from the top down. I think humble people are more open to learning from others. That openness is something you see across Jonas. Lastly, there is definitely a competitive streak here. You feel like part of a team, and we win and lose together. That team spirit, that drive to win together, is something I see across the entire organization.

Seeing our growth continue. I see that through our people. To me, the most rewarding part is watching our people grow. Whether they joined through acquisition or were hired directly, seeing them blossom and continue their careers into leadership—or even just in a new direction—is incredibly fulfilling. It’s not always about managing a team. Sometimes it’s a different path entirely, but still one of growth. For me, there’s nothing more rewarding than seeing the people around me succeed. It makes me feel truly excited about the future and the incredible talent we have within the organization.

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