Canadian Jobs, Talent Development & Tourism Training

Building Skilled Tourism Talent, Creating Canadian Jobs and Developing the Workforce for Future Growth

Alaedin Travel Canada believes that sustainable tourism growth depends on people: skilled employees, continuous learning, operational knowledge and the ability to develop talent inside the organization.

From a four-person operation, Alaedin Travel Canada has grown to a 15-person paid team based in Canada, supported by approximately 10 additional project-based tourism professionals.

Our workforce strategy is built around four priorities:

creating Canadian jobs, developing professional tourism skills, transferring operational knowledge and preparing our team for future growth in inbound and corporate travel.

This approach reflects a broader reality across Canada’s tourism economy. The Government of Canada’s Federal Tourism Growth Strategy identifies workforce development as a critical requirement for the future growth of tourism and emphasizes the importance of collaboration between employers, educational institutions and government. ISED Canada

Creating Skilled Jobs in Canada

Alaedin Travel Canada currently employs 15 paid team members at its Toronto-area office at World on Yonge.

The team includes:

• 12 full-time employees
• 3 part-time employees

All 15 employees work from the company’s Canadian office, supporting a collaborative operating environment across reservations, tours, corporate travel, accounting, marketing, customer service, visa services, operations and management.

Our current organizational structure includes:

Department	Team Members
Ticketing	4
Tours	3
Corporate Travel	2
Accounting	1
Marketing	1
Customer Service	1
Visa Services	1
Operations	1
General Management	1

This structure has been developed to support specialization rather than relying on a small number of employees to manage every aspect of the business.

As Alaedin Travel Canada expands, our objective is to continue creating professional roles in the Canadian travel and tourism sector.

Developing Tourism Talent, Not Just Filling Positions

Our recruitment strategy focuses on people with previous travel industry experience, professional tourism training and international travel knowledge.

Members of our team bring previous experience from travel agencies and tourism-related businesses. They have completed professional training, including relevant TICO education, and have travelled internationally.

This combination is important to us.

A strong tourism professional needs more than access to a booking system.

They should understand destinations, customer expectations, operational limitations, service standards and the practical realities of travel.

We aim to develop professionals who understand why a travel solution works—not simply how to book it.

Continuous Professional Development

Training at Alaedin Travel Canada does not end after onboarding.

Professional development is continuous and ongoing.

Employees regularly develop their knowledge in areas such as:

• Ticketing and reservations
• Tour design
• Tour operations
• Group travel
• Corporate travel management
• Destination knowledge
• Customer service
• TICO standards and regulatory requirements
• Internal operating procedures
• Supplier coordination
• Travel products and market changes

Tourism is a constantly changing industry.

Airline policies, destination conditions, travel regulations, hotel products and customer expectations evolve continuously. For this reason, regular learning is essential to maintaining professional service standards.

Knowledge Transfer from Leadership to Employees

Alaedin Travel Canada places particular emphasis on transferring practical tourism knowledge from senior leadership to employees.

Founder and Chairman AMIRHASSAN JAFARI and Co-Founder and CEO ATOUSA GOUDARZIAN are directly involved in training team members in areas such as tour operations, itinerary development and travel program design.

This training is based on practical questions:

How should a multi-city itinerary be structured?

How much time should be allocated between destinations?

What type of accommodation is appropriate for a particular group?

How should transportation, sightseeing and meal schedules be coordinated?

How is a corporate travel program different from a leisure tour?

By sharing this knowledge, the company seeks to reduce dependence on individual experience and convert operational knowledge into organizational capability.

Our objective is to build a company where expertise becomes part of the system—not knowledge held by only one person.

Supporting Canadian Work Experience

For several members of our team, Alaedin Travel Canada has provided their first professional work experience in Canada.

These employees brought previous tourism experience and professional skills, but needed an opportunity to apply those capabilities within the Canadian labour market.

Providing this opportunity allows skilled individuals to:

• gain Canadian workplace experience
• become familiar with local regulatory and professional standards
• continue developing their existing tourism expertise
• build professional networks
• contribute to Canada’s visitor economy

This aligns with the broader role tourism plays in Canadian employment. Federal tourism policy recognizes the sector as an important employer of new Canadians and people from diverse backgrounds. ISED Canada

A Multilingual Tourism Workforce

Tourism is inherently international, and communication is a central part of our business.

Our team currently provides service in:

English, French, Spanish and Persian.

This multilingual capability supports both domestic clients and international tourism partners.

It is particularly valuable for Alaedin Travel Canada’s growing inbound tourism operations, where direct communication with overseas tour operators and travellers can improve service coordination and customer experience.

International Experience Inside the Team

Many Alaedin Travel Canada employees have travelled internationally and bring first-hand knowledge of different destinations and travel environments.

We consider international travel experience an important part of professional tourism knowledge.

A person who has personally navigated airports, hotels, transportation systems and destinations can often provide more practical guidance than someone working only from product descriptions.

For this reason, we encourage a working culture where destination knowledge, travel experience and professional training complement each other.

Project-Based Tourism Employment

Our employment impact also extends beyond the permanent office team.

Alaedin Travel Canada works with approximately 10 project-based tourism professionals, depending on group activity and season.

These may include:

• tour guides
• drivers
• operational coordinators
• local tourism professionals
• group support personnel

As inbound and group travel activity grows, demand for these professionals can grow as well.

This creates an employment model that includes both permanent office roles and flexible tourism-related opportunities across the broader visitor economy.

Building Internal Career Pathways

A growing tourism organization should create opportunities for employees to expand their responsibilities.

A team member may begin in ticketing and later develop experience in:

• Tour Operations
• Corporate Travel
• Group Travel
• Customer Service
• Operations Management

This internal mobility is important because it allows employees to build broader professional capabilities while helping the company retain industry knowledge.

Our goal is not only to increase headcount.

It is to develop employees who can take on more complex roles as the company grows.

Tourism Training and Applied Learning

Alaedin Travel Canada’s approach to workforce development is influenced by the academic and professional background of its leadership.

Founder and Chairman AMIRHASSAN JAFARI has experience teaching tourism at university level, particularly in areas related to tour operations and travel planning.

This educational background contributes to our belief that applied learning and industry experience should be closely connected.

Tourism students can learn concepts in the classroom, but understanding actual operations requires exposure to real reservations, real customers, real itineraries and real operational challenges.

This creates an opportunity for greater collaboration between tourism employers and educational institutions.

Future Collaboration with Canadian Colleges

One of Alaedin Travel Canada’s future objectives is to collaborate with Canadian colleges and tourism education programs.

The company intends to explore opportunities related to:

• practical tourism training
• student placements
• internships
• tour operations education
• ticketing and reservation training
• corporate travel exposure
• customer service development
• applied tourism learning

These initiatives are future development goals and do not currently represent formal partnerships with specific colleges.

The longer-term objective is to help create stronger connections between tourism education and real industry operations.

This direction is consistent with the Government of Canada’s emphasis on collaboration between employers, governments and educational institutions to strengthen the tourism workforce. ISED Canada

Building Capacity for Inbound Tourism Growth

Workforce development at Alaedin Travel Canada is directly connected to the company’s inbound tourism strategy.

International groups require significant operational coordination.

Each group may involve:

• hotels
• motor coaches
• guides
• restaurants
• attractions
• airport transfers
• itinerary management
• operational support

As the number of inbound groups increases, the company requires additional expertise and operational capacity.

Workforce growth is therefore not separate from tourism development.

It is part of the infrastructure required to bring more international travellers to Canada.

Our Workforce Outlook to 2030

Alaedin Travel Canada currently has 15 paid employees in Canada.

If the company’s inbound tourism and corporate travel programs continue to expand as projected, we anticipate that the Canadian team could grow to approximately 30 employees by 2030.

This figure is a future workforce projection based on expected business growth and is not a guaranteed hiring commitment.

Future employment growth will depend on factors including:

• international visitor volumes
• corporate travel demand
• tour operator partnerships
• market conditions
• business performance
• operational requirements

Our direction, however, is clear:

as the business grows, we intend to create additional skilled tourism jobs in Canada.

Workforce Development as Part of Economic Growth

Alaedin Travel Canada views workforce investment as part of a wider economic development strategy.

Employees who receive training, gain Canadian experience and develop specialized tourism skills contribute not only to the company but also to the broader Canadian travel industry.

The knowledge created inside one tourism business can remain valuable throughout an employee’s career.

For this reason, training should not be considered only an internal operating cost.

It is also an investment in skills, productivity and the long-term capacity of Canada’s visitor economy.

Canada’s federal tourism strategy similarly identifies the availability of a skilled and sustainable tourism workforce as an important requirement for future sector growth. ISED Canada

Research, Learning and Continuous Improvement

As Alaedin Travel Canada grows, we also intend to strengthen our use of operational data and practical research to improve travel products, training and service delivery.

This can include studying:

• traveller behaviour
• destination demand
• tour performance
• operational efficiency
• customer service trends
• supplier performance
• international market requirements
• workforce training needs

The objective is practical rather than academic alone:

use information, experience and operational data to make better decisions.

Over time, this approach can support better itinerary design, more efficient operations, stronger employee training and more competitive tourism products.

Supporting the Future of Canada's Tourism Workforce

Tourism is a significant source of employment in Canada. In July 2026, Tourism HR Canada reported that tourism employment exceeded 2.3 million workers, representing approximately 11% of all employment in Canada for that month. Tourism HR

Within that broader industry, Alaedin Travel Canada aims to make a focused contribution:

create professional jobs, develop tourism skills, provide Canadian work experience, train employees continuously and build stronger connections between education and industry.

Our team has grown from four employees to 15.

Our next stage is not simply to become larger.

It is to become more skilled, more structured and more capable of supporting the growth of inbound tourism to Canada.

Building People. Building Capacity. Building Tourism in Canada.

Alaedin Travel Canada is developing a Canadian tourism company with an international outlook and a long-term commitment to professional workforce development.

Today, that means:

15 paid employees in Canada.
12 full-time positions.
3 part-time positions.
Approximately 10 project-based tourism professionals.
A multilingual team serving clients in English, French, Spanish and Persian.
Continuous professional training.
Canadian work experience opportunities.
A future vision for collaboration with Canadian colleges.

If our international tourism programs continue to grow, we expect our Canadian workforce to grow with them.

Alaedin Travel Canada — creating jobs, developing tourism talent and building the workforce capacity needed to connect Canada with more travellers from around the world.