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Nat D’Ercole, data transformation leader for AI and data at Deloitte Canada In the final episode of In The Channel’s three-part series from SAS Innovate 2026 in Grapevine, Texas, we sit down with Nat D’Ercole of Deloitte Canada for the practitioner perspective on enterprise AI transformation – what it looks like from inside the organizations actually doing the migration and governance work. The conversation opens on the reality of Viya migrations at enterprise scale. Deloitte’s approach starts with a scan of the client’s current environment – understanding which workloads are actually running the business versus which haven’t been touched in years – before building a roadmap that addresses cost structure, change management, and what a future-state architecture actually needs to look like. A central theme is data governance maturity as the key determinant of AI readiness. Nat introduces the concept of human hallucination – multiple versions of the truth produced when ungoverned data is accessed and wrangled without standards across an organization. His point is that the organizations that have already done the hard work of data governance are the ones genuinely positioned to move fast on AI. Those that haven’t are still stuck solving the foundation problem first. On OSFI E-21, Nat echoes what SAS Canada’s Ryan MacDonald described earlier in the series – regulation as a useful catalyst rather than a burden – and addresses the risk and fraud use cases where the Deloitte-SAS partnership is seeing the most active investment, including procurement integrity and financial scenario modeling. The episode closes on SAS AI Navigator as a complement to Deloitte’s own trusted AI framework, the use of AI-augmented engineering to accelerate migration timelines, and a thirty-year observation about the 80/20 problem – and why this might finally be the moment it gets flipped. Read Full Transcript Robert Dutt: Hello, and welcome to In The Channel from ChannelBuzz.ca, bringing news and information to the Canadian IT channel community for the last 16 years. I’m Robert Dutt, editor of ChannelBuzz.ca, and your host for the show. This is our third and final episode from last week’s SAS Innovate 2026 in Grapevine, Texas. And if you’ve been following along, you’ve heard the view from SAS Canada leadership – the AI maturity story, the governance urgency, what the mid-market channel opportunity looks like – and then the global channel strategy conversation with John Carey, the build-out of the indirect motion, the TD SYNNEX partnership, and where the channel goes from here. What we haven’t heard yet is what it actually looks like from inside a real enterprise engagement. That’s what this episode is. My guest is Nat D’Ercole, data transformation leader for AI and data at Deloitte Canada. Deloitte is one of SAS’s major global systems integrator partners, and Nat works with the kind of large Canadian enterprises that are right in the middle of the AI transformation conversation – Viya migrations, data governance strategy, OSFI E-21 readiness, risk and fraud modernization. The practitioner reality, not the roadmap. We talk about what it actually looks like to walk into a client and untangle 20 or 30 years of SAS implementation. We get into data governance maturity as the thing that most determines whether an organization is ready for AI. We talk about what Nat calls human hallucination, and why it’s not as different from the AI kind as you might think. And we close on a concept that Nat has been waiting 30 years to see become real – the 80/20 flip. Let’s get right into it. My chat with Nat D’Ercole. Nat, thanks for taking the time. I appreciate it. Nat D’Ercole: Pleasure to be here. Robert Dutt: Obviously, you guys are one of SAS’s major global partners, but for an audience that’s primarily VARs and MSPs – that kind of partner – the Deloitte AI and data practice might be a bit of a black box. Can you tell us a bit about what it looks like day to day? Who are your clients? What are they typically asking you to solve today? Nat D’Ercole: Of course. Our clients are facing complex issues in terms of how to manage their data, manage their models, and obviously working in an age of AI and sorting all that out in terms of where they are today, what are they using today, the cost of running all that today, to where they need to get to – both from a data, tech, people, and process perspective. So being a professional services firm focused on helping our clients with both advisory, implementation, and supporting our clients’ systems are key areas that our clients look to us for support. Robert Dutt: A little earlier, I talked with Ryan Macdonald, who leads SAS Canada. The subject of hidden SAS came up – in so much as a lot of customers end up finding they’re running SAS software, running key business functions on SAS software, and not necessarily even aware of it, because it’s just become such a part of the underpinnings. It’s just there. It’s invisible even to themselves. When you walk into a client that engages Deloitte on, say, a Viya migration, is that something that you often see? And what does that journey kind of look like? Nat D’Ercole: Great question, Robert. And that comment from Ryan really makes sense to me. Our clients have been using SAS for many, many years – some 20, 30 years, and maybe even longer. And so SAS is used for everything from data management, modeling, analytics, reporting, data wrangling, and so on and so forth. And it’s a web of solutions that organizations across departments have implemented. And so understanding what they currently have in place is a challenge. And so we do help them with that in terms of providing them with a scan of their current environment and helping them understand what workloads are actually running their business versus workloads that haven’t been touched in years. And with that, we’re able to help them with a roadmap to address those workloads and determine what is fit for purpose in terms of moving to a future state. Robert Dutt: You guys are dealing with big projects and pretty high-stakes stuff, and not the simplest thing – like a Viya migration at enterprise scale is clearly not a simple concept. What do you see as the real cost and complexity pressure points for customers? And how do you help clients navigate those without the project stalling out? Nat D’Ercole: You know, I think what’s really important is to understand – just building on my previous answer – understanding what is running their business and the cost structure associated to that. So obviously there’s technology licensing, there’s training on existing solutions, target solutions, change management, upskilling, etc. in terms of some of the key cost drivers. And let’s also refer to storage as well as another area of cost. So analyzing our clients’ environments and really taking a closer look at each of those buckets to help them figure out where are they now, and what are the opportunities, what are the options for them moving forward. Robert Dutt: Governance – obviously a big topic here – and the idea of governance and trust becoming inseparable from the AI conversation has been a big theme here and elsewhere. Curiously, what are you seeing in that, and is it changing what you’re being hired to do? Are clients coming to you with a technology problem, or are they coming to you with a governance and risk problem that has a technology component to it? Nat D’Ercole: Yeah, so clients are hiring us to solve a business problem that is enabled by technology, enabled by change. And to address your specific question around governance – governance comes in the form of data governance, AI governance, model governance, etc. We do find that the level of preparedness in organizations around data absolutely varies from immature to mature. So those organizations that have addressed data governance are those that are most prepared for the AI age and being able to take the next step. Now, not everything requires structured data and highly clean data. So depending on the use cases, it is quite possible to apply AI and begin to see benefit. However, more and more I do see organizations invest in things like master data management, invest in data governance, and invest in operating models. And those operating models are also AI-ready. So we’re starting to see the need for roles such as prompt engineers, AI engineers that are interrogating results of models, ensuring that there’s a continuous feedback loop – and where models are drifting or hallucinating or so on and so forth, that there’s a human loop catching that. So these are new roles that are being created and need to be part of an overall governance strategy. Robert Dutt: What role do you see yourselves playing in leveling up those organizations who haven’t gone far enough in governance thus far to get the most out of the AI future? Nat D’Ercole: I’m actually working with a client right now where they haven’t addressed data governance and they’re stuck with legacy solutions where very much it’s been the wild wild west – if I could use that term – in terms of accessing data, enabling analysts across the organization to wrangle that data and develop outputs that their leaders consume. And so when that happens without governance, you get things like what I refer to sometimes as human hallucination, where there’s multiple versions of the truth. Organizations do see that today. And to me, that’s the human side of these hallucinations that we’re seeing with AI. So for those organizations, in terms of leveling up, it is certainly approaching it from a people perspective first – ensuring leadership is in place, necessary roles around domain ownership, necessary standards and policies are in place. And really, what is the motivation for elevating data governance in the organization, ensuring that that messaging is clear from the executive level down. Robert Dutt: So if human-in-the-loop is the solution to AI hallucinations, is AI-in-the-loop the solution to human hallucinations? Just kidding. Moving on to the regulatory environment – first thing that comes to mind, especially because SAS is so big in regulated industries, is finance and OSFI E-21 in particular. When you’re working with organizations that have to meet that bar, do you see it creating real urgency in the conversations you’re having? Or are clients still finding ways to buy time or building out how they respond to some of the regulations that we see? Nat D’Ercole: Well, there’s nothing like having a catalyst in place to motivate – exactly. So yeah, I think that’s where regulation provides guidance, direction, standards. These are areas that organizations can look to in order to inform how they need to move forward as well. So that’s very much welcome, I would say, in terms of helping organizations steer their investments so that obviously they comply – and no one wants to be facing penalties. Robert Dutt: Sticking with financial services – risk and fraud is highlighted as an area of strength for the Deloitte/SAS partnership. Where are you seeing the most active investment and I guess the most interesting use cases right now? Nat D’Ercole: I would say in terms of risk and fraud, procurement integrity are areas that are horizontal across organizations. You can go from a fraud perspective – not just procurement, but other types of fraud within organizations. And then from a risk perspective, there are areas around financial risk where organizations need to ensure that they have proper scenario modeling in place to understand what stresses they need to address from an organization and modeling perspective. So I would say those are common use cases – asset liability management, treasury – just being more versatile, more accelerated in terms of running these scenarios. So solutions like SAS do provide capabilities to address that speed of process. Robert Dutt: In general terms, as you’ve been here this week at the event – whether it’s a specific announcement, whether it’s an area of conversation, whether it’s what the leadership at SAS is thinking about – what’s caught your eye, caught your ear, and made you think, “Oh, I need to learn more about that”? What’s been your headline of the event? Nat D’Ercole: The keynote – the interview that Jen Chase did with Mel Robins really hit home for me, and how she applied it to AI. And for me, ensuring that leaders are leaning in and providing the change that they want – or being the change that they want to see in the organization, living the change – and also helping organizations from a leadership perspective, executive perspective, to be comfortable. Many employees, I would say, across industries and organizations – some as Mel referred to – are afraid of what AI’s potential can do to their jobs. That’s a real human reaction. And so from a leadership perspective, creating the right environment for people to begin to lean in. I’ve said many times that, “Will your job be replaced?” – and oftentimes the answer to that is, “Yes, it’ll be replaced by those folks that are embracing AI.” So now is the time to lean in and begin to learn how to use it. So Mel’s comments definitely resonated. I looked around a large room – over probably 300 tables – and many people nodded with some of those remarks. So for me, that really resonated. Robert Dutt: Pulling on that leadership thread a little bit – from where you’re sitting, what does good leadership look like in terms of guiding that AI discussion? Because that can be everything from really understanding it, making the case for it, making clear communications – not pushing, but being behind the organization’s efforts – to the kind of stereotypical thou-shalt-from-on-high, “The board tells me I have to do AI. Everyone’s talking about AI, make it happen.” Nat D’Ercole: I think from an executive perspective, beginning to make investments in AI and ensuring that there’s a path forward for the organization – as individuals, departments, and then the enterprise. So that path forward, typically when we work with clients, we look to understand where the low-hanging fruit might be, both from an efficiency perspective and effectiveness. By effectiveness, being able to get insights faster, being able to run through processes faster, but at the same time ensuring – back to our previous comment – ensuring that the human is in the loop. Executives are also looking for ROI in use cases. And I would say that ROI should be looked at most definitely, but be somewhat lenient in terms of the payback timeframe. Some may be one year, some may be two years. The important thing is to start and begin to learn from the experiences, and have a set of – or journey roadmap of – use cases that will enable the organization to be more efficiently effective as a whole. Robert Dutt: One of the bigger announcements here – and certainly the ones that got a lot of the attention and a lot of stage time – was SAS AI Navigator, built around governing AI use cases, models, and agents all at scale. Does a tool like that change what you guys deliver, or does it slot into something you’ve already been building? Does it kind of augment manual processes for you? Nat D’Ercole: Yes, I would say it complements our trusted AI framework. I really like the visuals around the AI Navigator, and it really showed how AI could be green, could be yellow, and then could be red – and then ensuring that there’s a human loop addressing those red drift areas. So it certainly complements. And knowing how to bring the two together is, I would say, areas where clients will need help, and certainly what to prioritize first. Robert Dutt: In talking to Ryan, the idea of clients increasingly looking at engagements that involve the scale of a GSI such as yourselves alongside niche industry-specific partners in the same engagement – and kind of creating that ecosystem approach. Curious if that’s something that you’re seeing and building for, or still more of an exception than rule in Canada. Nat D’Ercole: I would say, going back to a previous question, we do lead from a business perspective and clients are coming to us to ensure that the technology investments that they are making make sense from an overall business perspective. And so how those investments are realized, we will often be an orchestrator of our alliances – both technology alliances and potentially industry-specific – where there’s expertise that we need to pull in as part of solutioning for our clients. So not abnormal, I would say. Where it’s justified, certainly our ecosystems and alliances are a key value driver for our success. Robert Dutt: What’s the common genesis of that? I’m curious how often it’s you guys pulling in another party because they add something to the engagement, versus customers having an incumbent or someone they want to work with alongside you. How does that start, basically? Nat D’Ercole: It really starts with having the conversation with the client – what are they thinking, and how can we help them best, bringing the best resources and capabilities to their problems. Clients may also have biases in terms of what they’re comfortable with. So it’s understanding that and advising them on whether that makes sense or doesn’t, and why. Robert Dutt: Let’s get meta with AI a little bit here. There’s a lot of conversation in consulting about using AI to deliver AI projects faster. Is that something that you guys are doing in this practice? And what does it look like if it is? Nat D’Ercole: Oh, absolutely, Rob. These are demands that our clients are requesting – that whenever there’s any engineering in place, whether it’s custom engineering or custom build solutions, custom build models, what have you, or migrations for that matter – migrating from legacy code, legacy reporting solutions, legacy SAS to SAS Viya, etc. – leveraging AI to accelerate time to value, lower the cost of delivering. And so to that end, we have developed accelerators. We do leverage AI and AI-assisted development engineering – AI-augmented engineering, if you will – to deliver overall lower total cost of implementation. Robert Dutt: What does the team that you’re building to do this work in Canada look like? I’m curious especially what the skills you’re most looking for are, and what are the skills that are hardest to find or most need to be developed because they’re brand new. Nat D’Ercole: Certainly data scientists, engineers, domain expertise in an industry that understands the business problems, understands the business language, change management – these are core consulting skills. I would say it just gets further augmented in the area of AI, and ensuring that resources have or are building experience or getting upskilled in the areas of AI to solution our clients’ problems. So I would say those are the key areas. And the last one is that trusted AI area as well – where our risk practice is focused on that. So from overall servicing a client, being able to pull from all facets of our multidisciplinary capabilities across the firm are key aspects in terms of why clients are coming to us to support them, because it’s not a technology problem. Robert Dutt: Last one for me – what does success look like for a Canadian organization that’s, let’s say, 18 months into this kind of a transformation? And what’s the one thing that most often determines whether they get to success or not with an AI project? Nat D’Ercole: I would say having clearly defined upfront business rationale – what does the future state look like from a business economics perspective? I’m not just talking about financial return. I’m talking about what does it mean for their people, and being able to sell that. Having that vision in place and actively working to chip away at building that out with the organization, within the organization – upskilling them so that they have the necessary skill sets to move forward, take on more themselves, et cetera. So you definitely need to have the persistence, the top-level leadership to continue to drive, and I would say celebrate successes, advocate for better ways of working, and the benefits that it’s driving for the organization. So just continuing to sell the benefits, continuing to provide that vision for employees so that they understand what this means for them as they move forward. Those use cases where AI is replacing just the redundant tasks that employees are working on to get a report out – these are all areas where AI can improve the efficiencies, improve the quality, improve the trust, so that employees can focus on those higher-order, higher-value areas, strategic thinking – things that they’ve been hired to do. I’ve been in this business for over 30 years and there’s always been that 80% of the time people are pushing data around, preparing data, and 20% is being spent on value-added activities. So AI really provides now the opportunity to flip that – finally. But obviously it does require safeguards, it does require executive support and leadership. So yeah, it’s a great time to be in, to be consulting, and to be working with clients to help them realize better ways of working. Robert Dutt: All right. Well, good luck in making that flip. It is a long time coming, as you say. I hope Innovate finishes strong for you, and thanks again for taking the time. Nat D’Ercole: Thank you, Robert. Robert Dutt: There you have it – Nat D’Ercole from Deloitte Canada. I’d like to thank Nat for his time, and that wraps up our three-episode run from SAS Innovate 2026. Thanks for listening. Few things I’m taking away from this one. First, the human hallucination concept. When organizations haven’t addressed data governance, you end up with multiple versions of the truth – different teams, different numbers, different answers to the same question. Nat’s point is that this is the human-side equivalent of what we’re trying to prevent with AI governance, and that the organizations that have already solved the data governance problem are the ones that are actually ready for AI. Not the ones with the best AI strategy – the ones with the cleanest data foundation. Second, the 80/20 flip. Nat’s been in this business for over 30 years. For most of that time, people have spent 80% of their time pushing data around and 20% actually doing value-added work. AI has the potential to flip that. That’s not a new observation, but hearing it from someone who’s been watching it not happen for three decades really gives it some weight. And third, Deloitte positioning as the orchestrator. They’re not just the big GSI anchor in these deals. They’re the ones pulling in niche specialists, aligning technology alliances, and making sure the business case holds together across all of it. That ecosystem John Carey described from the vendor side – this is what it looks like from the delivery side. Hope you enjoyed this special coverage from SAS Innovate 2026. As fate would have it, we’ll have a new series starting later this week – more on that to come, but safe to say I’m currently on my way to Las Vegas. If you found this one useful, follow or subscribe to the ChannelBuzz.ca podcast. We’re on Apple Podcasts, Spotify, YouTube, and most of the major directories. Ratings and reviews are greatly appreciated and really help others in the channel find the show. Until next time, I’m Robert Dutt for ChannelBuzz.ca, and I’ll see you in the channel.

John Carey, senior vice president of global channels at SAS Institute Recorded on site at SAS Innovate 2026 in Grapevine, Texas, this week’s In The Channel features John Carey, senior vice president of global channels at SAS Institute, in a conversation that covers the full arc of his four years building SAS’s channel program from the ground up. When Carey joined in 2022, SAS had a history with partners – advisory engagement, project delivery – but limited co-sell and no resell motion. His mandate was to change that. The conversation traces that journey: the introduction of a clear market segmentation (enterprise above the line, channel below the line), the decision to route transactions through partners while keeping end-user contracts with SAS intact, and the live project underway right now to migrate direct customers to indirect. A central theme is the distribution partnership with TD SYNNEX, which Carey frames as a leverage mechanism – moving from thousands of customers to hundreds of partners to one distributor – giving SAS the financial and operational flexibility it needs while giving partners financing terms, invoicing support, and credit options a software vendor is not built to provide. On the competitive landscape, Carey draws a sharp line between SAS and the AI tools crowding the market. Others turn up with an easy button and a black box. SAS turns up with a transparent box and a governance framework – and with SAS AI Navigator now tracking agent behaviour across the Viya platform, that framework is getting sharper. The episode closes with a candid look at the partner economics model – an inverted approach that makes it easy to start selling and lets services investment follow the book of business – and a direct invitation to Canadian solution providers with data, security, and infrastructure skills to get into the conversation now. Read Full Transcript Robert Dutt: Hello, and welcome to In The Channel from ChannelBuzz.ca, bringing news and information to the Canadian IT channel community for the last 16 years. I’m Robert Dutt, editor of ChannelBuzz.ca, and your host for the show. Still coming to you this week from Grapevine, Texas, from SAS Innovate 2026. If you caught our last episode with Ryan Macdonald, leader of SAS Canada, you heard the view from the Canadian perspective: the AI maturity story, OSFI E-21, and the mid-market channel opportunity. This time I’m going a level up. My guest today is John Carey, senior vice president of global channels at SAS Institute. John’s about four years into the role, and he came in with a specific mandate: to rethink what partnering looks like for a company with a long history of advisory and delivery through partners, but limited co-sell and essentially no resale motion. Four years later, the picture looks pretty different. There’s a clear market segmentation model, a distribution partnership with TD SYNNEX, an active project underway right now to migrate direct customers to indirect, and a 30% channel revenue target that’s already evolving into something even more ambitious. We talk about all of it: what he found when he arrived, how the direct-to-indirect transition is actually landing with customers, what the partner economics look like for a new SAS partner in 2026, how this week’s AI Navigator and agentic AI announcements change the channel opportunity, and what he thinks the SAS channel looks like in three years if things go well. Let’s get right into it. My chat with John Carey. John, thanks for taking the time. I appreciate it. John Carey: Appreciate it. Good to be here, Robert. Robert Dutt: You’re about four years into leading channels for SAS if memory serves and I’m able to do the math—both of which are somewhat suspect. Can you tell me a little bit about what you found when you got here and the quick version of the journey in building the channel from your point of view? John Carey: Got it. Well, first of all, you absolutely did get it right. It is, come June, four years since I joined SAS. Now, the first thing—I was brought in by the ELT, with an ELT remit to rethink partnering for SAS’s future. So we had a history of partnering. If you think about where SAS came from, a lot of advisory engagement, a lot of delivery through partners, but not necessarily a lot of co-sell and certainly no resell. So one of the remits coming in was to assess the business, understand what the opportunities were, and build a program that allows us to create a growing business that is driven by partners and owned by partners. And we get the acceleration and the leverage of the partner community that all software vendors are seeking and hope to take advantage of. When I came in, I would say we lacked maturity in our partnering in some areas. We were definitely mercurial in a way that wasn’t helpful. Partners didn’t have consistency, and we weren’t persistent in holding ourselves and our partners accountable. There was a lot of, “If only… it’s not me, it’s them.” So phase one: get to a single source of truth. So we introduced undisputed channel revenue. Let’s agree and measure together the value of the channel in our business. The other thing we did is we segmented, for the first time, our market. We had historically looked at our install base as a quadrant, an ABCD, thinking about propensity for growth and saturation. And we moved to the more traditional pyramid, but with a binary segmentation. So above the line: enterprise; below the line: channel. And that allowed us to prioritize routes to market. So in the enterprise, it’s very much a co-sell partner delivery model. GSIs are a very strong focus. Technology partners are a very strong focus up there. And then certain regional boutique consulting partners continue to be high value, particularly in our vertical industries—FSI, public sector, life sciences. Below the line, the story was: how do we give this business to the partners, give partners autonomy, and allow them to determine their own future? So that was really about taking business that was historically direct and making it indirect. Actually, this year, we have a whole project where we are moving our channel direct install base to indirect. So, communicating with the customer about why it’s good for them, communicating to the partner of what they need to do to be ready, and then putting that fuel into an engine that we’ve been building over the last few years with partners with strong SAS skills, but who were traditionally services partners and have had to build something of a resale muscle. We’re also starting to recruit some more traditional high-powered solution providers, as well as really focusing on managed service provider opportunities with partners who not only can sell the solution, but they host and operate the solution for the customer. And the nexus of this was finding ways to bring the enterprise value of SAS to the non-enterprise client base, and to do that through our local superpower, which is our partner community who understand those customers and their pain points in a way that we just don’t have the resources to do, and to make sure they’re empowered with the kind of tools and the right cost structure to be able to give that enterprise value at a non-enterprise price point. Robert Dutt: How has that direct-to-indirect transition gone? How does that land with customers? It’s got to be a bit of a communication challenge because you want to make sure you’re not positioning it as “we’re stepping away from you,” even if you’re introducing a partner into the mix. John Carey: Yeah. So this is what we’re going through right now. So first of all, there’s the angst as a vendor of saying, “I’m about to go to a customer and say our transactional relationship is going to change.” But really, our contractual relationship remains intact. The contract between the end user and the vendor stays in place. We are responsible for delivering on the value of the platform or the solution provided. What we’re doing is we’re rerouting the transaction through a partner, which means we can support more currencies. We can support different pricing conditions and payment terms that, as an enterprise, we’re just not able to entertain for anyone but the largest customers. And so our positioning is: it gives our customers far more flexibility and more intimate engagement than being part of a long tail of customers for a large enterprise that end up in this pool that you call “programmatic”—which we all use the words, but none of us like those words. And a way of avoiding that is to say, “This isn’t programmatic. This is channel-managed,” because this is where the partners are stepping in to make sure that that customer feels like the most important customer of that partner, rather than the not-most-important customer of a large vendor. Robert Dutt: Can you tell me a little bit more about the managed services motion and how you see that evolving, especially as SAS overall has become much more open in terms of the whole structure there—getting into MCP and acknowledging that a lot of times customers are going to be consuming SAS’s insights and abilities through the chatbots and other channels, for want of a better word? John Carey: Well, look, first of all, I’ve certainly lived through enough inflection points to recognize one as it comes along. And this is an inflection point where there’s opportunity and risk. When I think about the philosophy from the channel, certainly with channel customers, I want those customers hosted by partners. Why? Because a big part of their TCO challenge is just giving them access to software doesn’t mean they can afford the resources to operate and maximize return on that software. If they can be supported by a managed service provider, by a solution provider who’s hosting on their behalf, now they have access to actual educated, certified SAS resources who are dedicated to making sure they maximize the return on that investment. And so with that underpinning, you then think about the integration of the chatbots—the Anthropic’s, Copilot, Gemini integration. It’s pretty scary for mid-sized customers to be thinking about this. I mean, do most people know that if you put your data up on those things that it’s no longer privileged? Do most people know that there’s an element here which feels like social media, that we’ve since learned who’s being monetized here? This feels free, but actually I’m feeding this model all of my proprietary data to get a presumed efficiency which may or may not turn up, in the hope that it doesn’t hallucinate. Well, when I look at that and I think about SAS making data ready for the AI lifecycle, SAS having a governance infrastructure that allows us to identify bias, to make sure—now, as you heard announced yesterday, the AI Navigator that allows us to track these agents and ensure that we understand whether agents are behaving in a way that is copacetic with the intention of the business user. And if one fails or starts to behave in a way that is not aligned with the organization, you’re able to flag that. You’re able to communicate that to other connected agents so that you can source the problem and solve the problem. I think when we think of it in that way, this is a real opportunity for the channel to step in. These moments of “How do I bridge the technology into value?” is the perfect space for resellers, service providers, solution providers to step in, navigate that complexity for the customer, give the customer confidence with the technology choices that they’re making—that they are safe and secure with SAS. As I frame it, we’re a 50-year-old vendor who’s been in the most regulated industries. Others out there turn up with an easy button and a black box. We turn up with a transparent box and a governance framework that means we acknowledge nothing’s easy, but once you engage in this, you will survive audit. You will be able to understand where problems occurred and why, and you will be able to remediate. Robert Dutt: A few years ago, maybe about three, you guys signed on TD SYNNEX. I think that’s the first major global distribution partner for you guys. What was the hypothesis behind that move, and how has it worked out? John Carey: So the general hypothesis was—and again, I’ve been in the industry a long time. I think every year we hear the headline, “This is the year distribution is no longer relevant.” I actually did a column on that not too long ago. Robert Dutt: There you go. John Carey: And meanwhile, they continue to provide new and incremental value. One of the hypotheses was as we moved to indirect, there is obviously—from going from thousands of customers to hundreds of partners, going from hundreds of partners to one distributor allows us to get that leverage effect through quotes, transactions, credit. Something that provides a security to us as a vendor that allows us to lean in, but also provides structure and options at the partner level that they need, but are not a priority for us as a vendor. So TD SYNNEX offers financing terms. They will invoice on behalf of the partner. They will put together creative fiscal options that allow customers to stretch. They’ll even offer to assess credit based on the end user’s credit rather than the partner’s credit. Those are fantastic services that just, frankly, as a vendor, aren’t our core business. So what we’re able to do is to address more customers through more partners and do the thing that we’re really good at: solve their data and AI problems through Viya and our solution stack and bring value to those businesses. Robert Dutt: Given all that, a while ago the goal was set for 30%, I think, of revenues through channels. Where does that sit today? What’s the momentum looking like? And what do you see as sort of remaining obstacles along the way to that goal? John Carey: Yeah, so great progress. So if I think about segments—the channel segment, which is 100% indirect, is between 10% and 15% of our business. In the enterprise, there’s a lot of channel fulfillment and engagement. And so overall, we are very close to that 30% of the total business being with or through a partner. But we want to—the new goal is, as all goals change: I want to be 30% of the overall business with that channel segment. With that segment of customers that are exclusively partner, and therefore be a strong contributor into the enterprise accounts with partner co-sell, partner fulfillment, and partner delivery. So future’s bright. All goals, as they need to, change over time and the bar increases. And we are doing a great job of forcing that bar up every year so that we have to ask more of ourselves and our partners so that we make sure we focus on delivering value to our customers. Robert Dutt: Let’s talk about what it looks like to be a SAS partner today in terms of the economics and all that kind of good stuff. What does success look like economically for a partner today? And how is that story changing as the product portfolio and the goal shifts? John Carey: As you say, goals are made for changing. And especially in this industry, things change fast. So maybe a good way of thinking about this is: what’s the conversation with a new partner that we’re onboarding? And one of the things we’ve tried to do is to say, “Hey, look, we will have the packaging so that you can focus on sales readiness first and build a book of business with us.” So that’s where we leverage package service offerings from our SAS consulting organization that are resellable by partners. We are rationalizing our product portfolio for the SMB market to be far more prescriptive. We know what works, but we still have the full enterprise list of offers, and frankly, it doesn’t add value. It adds something of a confusing layer of options that aren’t really relevant for many of the use cases and customers that we and our partners specifically deal with. So phase one: build an annuity business on the resale model. As you become—and as it makes sense in your business—to invest in services headcount, then those package service offerings get replaced by your own services. And it is a services-rich business. The great thing about a data and AI platform is once you start answering questions and you’ve built that trust with the client, more and more questions occur. And models need to be refined; models need to be promoted. And as a partner, if you are doing this in a regular cadence, you are building a scenario where that customer trusts you as their trusted advisor and comes to you for those service elements. So the baseline is—and we pay more on New than we do on Renew. There’s an annuity business build out there that is driven by sales enablement and sales focus and strong investment in demand generation on our channel marketing center platform, where you can run co-branded campaigns and drive real top-of-the-funnel demand. We’ll work with you on getting that down into closed business, and we know how to do that very well. As it becomes reasonable for you to make investments in technical resources where you know you have a book of business, you can apply those resources too. That’s where we ask partners to lean in. And at that point, they are now attaching services, and that grows their—and we know that services are more profitable than the resale. So it’s table stakes: build a book of business that’s got an annuity associated, and then use that to catalyze investment in more profitable services over time, which is something of a sea change. When I came in, there was a lot of investment required before a partner was allowed to sell. And we’ve inverted that to say, “I want it to be easy for you to sell and we’ll support you.” And when you’ve got the right amount of business behind you, then it makes logical sense for you to invest. And that investment is the outsized return for you as a partner. Now, for our existing partners, it’s the inverse, right? They were already doing a lot of delivery. They know how to do the services. This now gives them a vehicle to attach those services to that’s more autonomous and less dependent on a SAS seller to pull them in after. And so with that, they’ve made great investments in sales functions within their organizations for product sale and attaching their own services straight out of the gate. Robert Dutt: Big announcement week this week with AI Navigator on governance, the new agentic AI capabilities across the board, the industry accelerators. From a channel strategy standpoint, do these announcements change who you’re looking for in terms of partners, or is it an opportunity to do more and different things with the base? John Carey: I think the honest answer is both. If I think about our GSIs, the accelerators, the models, the agentic capabilities are incredibly attractive to our global systems integrator partners. And it gives them a reason to lean in even more with us around account telemetry, account planning, and moving out of that advisory engagement into delivery engagement with them. And we are now a very modern platform that has been very considerate of where our customers are. We’re a company who reflects the personality of our founder. I think of that Teddy Roosevelt quote: “Walk quietly, but carry a big stick.” Well, we walk quietly, but with our platform and our solutions, that’s a very big stick. It makes a lot of noise. And I think what you saw at this Innovate was kind of something we’ve known for a while, but now the market is starting to recognize is that there’s a lot of significant growth value there for existing customers as they move to Viya and the Viya solutions with the agentic AI integrations, with the accelerators. So that’s happening, I think, on the other side. We are now at a point of inflection where enterprise capabilities are expected at non-enterprise accounts. And how we execute on that is through partners and through prescription and optimization, so that when we engage, we give those customers a very clear message of what they can do and what they can achieve and what it’s going to cost them. And that is all within their budgetary expectation, and we execute on that relentlessly and consistently with our partners. Robert Dutt: When I chatted with Ryan Macdonald, who heads up the Canadian operations, a bit earlier, he talked about—especially in competitive situations—what he called a “hidden SAS situation,” where organizations will find that they’re running business-critical decisions on stuff, on SAS, that they’ve almost forgotten about. It just kind of sits there, it just works. And the conversation becomes about: how do you upgrade and grow from that foundation? How do you find that conversation showing up in the partner community? And if it is, in fact, a partner conversation, how are you equipping partners to realize that opportunity? John Carey: Yeah, so I think that’s very much a conversation with our established enterprise industry accounts. And so how I think that shows up is our conversations with our global systems integrator partners. They’ve made investments in assessment tools and accelerators and migration pathways that help a customer understand how they are currently using their SAS estate and what critical functions are being run on that estate, so they can help a customer understand the actual relevance. It’s like, I live in Florida, right? I only notice the air conditioning when it doesn’t work. But you don’t switch off the air conditioning unless you’ve got an alternative ready to go. And their job is to make sure customers, when making strategic decisions, understand the impact of decisions they may make. And that, I think, creates an opportunity for how we’re talking about: “We’re going to actually upgrade you so that you have better climate control, right? You have new options. It can be more cost-effective as it scales and it can meet more of your needs. And you don’t lose the critical foundation that you’ve been building your business on.” I think there’s some of that recognition that we’re a relatively humble organization, but I’m starting to hear more of our customers acknowledge, more of our partners talk about, “Hey, let’s not shy away from the fact you’re running your business on SAS.” This is critical functionality. We hear billions being managed. When we think about our price book, we talk about billions of assets under management. I mean, that’s the order of magnitude of what we’re managing from a risk or a fraud perspective. And we want to make sure that we can meet customers where they are and make sure they make decisions that are good and solid for their business. Robert Dutt: Another one that came up with Ryan was the idea of increasingly seeing GSI plus niche specialist partner and kind of the ecosystem play. I’m curious if that’s a deliberate strategy. Is it something you’ve observing and adopting to? John Carey: For me, I think it’s always been there. I think GSIs have always really effectively subcontracted in specific expertise and niche value as needed when doing delivery. I think what’s happening now, again, with disruptive inflection points—what I believe we see happening is things that were already happening become very visible. So I think what we’re seeing right now is, rather than that being a subcontract relationship, it’s a more explicit contract with GSI, contract with boutique partner with very specialized expertise. And it’ll settle over time, and it may even go back to more of a subcontract model. But I think that’s great. We’re all acknowledging that there is value in industry expertise, and even within industry expertise, there is real value in some very niche expertise that requires that level of investment. And you should be paying to make sure you get the right value resource working on your project. Robert Dutt: If I’m a Canadian reseller or a system integrator who hasn’t worked with SAS to date listening to this and thinking, “All right, they have an interesting story, they’re in an interesting place.” What’s the right profile for a partner for you right now? What are you looking for? What do you actually need more of in the market? John Carey: I would say I’m looking for solution providers. So I’m looking for partners who can address mid-market organizations’ needs across data and AI. With a strong relationship with TD SYNNEX, great credit, skills in infrastructure, security, data, who are looking to an adjacent expansion where bringing in SAS as a way to modernize that data for the AI lifecycle and turn that data now into insight and from insight into workflow integrated with agentic capabilities. If that’s your bag, don’t just knock on the door, knock our door down. We want to talk to you. Robert Dutt: Fair enough. Final question: what does the SAS channel look like in three years if things go well and there aren’t additional changes along the way? What would you point to and say, “That’s the thing we’re building towards”? John Carey: I think the service provider in the mid-market and below will become a far more dominant motion. I think in the enterprise, we’ll see even more integration of partners from a fulfillment perspective as customers start to push vendors to engage with them through the advisors who have guided them through this transformative period. And I think as a vendor, you just have to acknowledge that the customer is going to tell you who they want to buy from. The customer is going to tell you who they want to work with. And as a vendor, what you want to say is, “Well, if they have the skills, we should lean in. If they don’t have the skills, we should be really honest about the fact that we think you could be better served by a partner that looks with this profile and skills, and here are some we would recommend.” But again, the customer is ultimately going to make the trade-offs. But I would say managed service providers are increasing, and partners building their own value on top of the Viya platform in industries where we have yet to unlock use cases are becoming more and more the norm. Robert Dutt: Especially since so much of the audience is in that MSP space, I think that’s going to be one that hits home. Well, John, I appreciate you taking the time on what I’m sure has been a very busy week. John Carey: I appreciate it, Robert. Thank you for the time. Robert Dutt: There you have it—John Carey from SAS Institute. I’d like to thank John for his time and thank you for listening. Few things I’m taking away from this one. First, the framing I kept coming back to is the transparent box versus the black box. Others turn up with the easy button and a black box. SAS turns up and says nothing is easy, but when you engage with us, you’ll understand where problems occurred and why, and you’ll be able to remediate. In an environment where AI governance is moving from a theoretical concern to an operational requirement, that’s a differentiated position and for channel partners, it means the conversation is not just about selling software. It’s about being the guide that helps the customer make confident technology choices. Second, the direct-to-indirect migration is live right now. The contract between the end user and SAS doesn’t change. What changes is the transaction route, and the pitch to customers is that instead of being part of a long tail at a large enterprise, you become the most important customer of a partner who’s dedicated to your success. It’s a strong repositioning and the kind of opening that partners who have not been in the SAS conversation before should be paying attention to. Third, John was pretty clear about where the next three years go. Managed service providers building up their own value on top of the Viya platform in industries where use cases are still being unlocked. If you’re an MSP with deep vertical expertise and data, security, or infrastructure skills, this episode makes the case for why you should be knocking on SAS’s door. We’ll be back on Monday with more from SAS Innovate as we hear the practitioner side of the story: my conversation with Nat D’Ercole from Deloitte Canada on what AI transformation actually looks like from inside a major Canadian enterprise engagement. If you found this one useful, follow or subscribe to the ChannelBuzz.ca podcast. We’re on Apple Podcasts, Spotify, YouTube, and most of the major directories. Ratings and reviews are greatly appreciated, especially when they have five stars. Until next time, I’m Robert Dutt for ChannelBuzz.ca, and I’ll see you in the channel.

Tim Powers guest hosts for Vassy Kapelos on this Holy Thursday. And according to Deloitte's 2026 economic outlook, Canada's economy will grow by 1.2 percent in 2026. The bad news: That's down from 1.7 percent last year. We gather instant reaction from Deloitte Canada chief economist Dawn Desjardins. On today's show: CTV U.S. political analyst Eric Ham reacts to U.S. President Trump's address on the Iran War. Talk Science To Me with CTV Science and Technology specialist Dan Riskin: Last night's Artemis II launch was a grand success! The Daily Debrief Panel - featuring Mike LeCouteur, Laura Stone, and Rob Benzie. UNIFOR National President Lana Payne on the recent chatter between Stellantis and a Chinese automaker, and where an idle Brampton plant could fit into the equation. TSN's Gord Wilson on the razor-thin playoff race in the NHL's Eastern Conference.

Amanda Lang tells you what you need to know about the week in business news, then discusses the outlook for Canada's economy in 2026 with Dawn Desjardins, Chief Economist at Deloitte Canada.

Tim Powers guest hosts for Vassy Kapelos this afternoon. As the situation in Venezuela continues to develop, the Trump administration is ramping up its rhetoric around taking over Greenland. We deliver the latest developments as they become available. We also pick the brain of Retired Major-General David Fraser. On today's show: Dawn Desjardins, a Chief Economist at Deloitte Canada, chimes in on the economic outlook for 2026. Marco Mendicino, a former federal prosecutor and Public Safety Minister, on how the trial of Nicolas Maduro will play out. The Daily Debrief Panel - featuring Stephanie Levitz, Jeff Rutledge, and Laura D'Angelo. Guy Saint-Jacques, a former Canadian Ambassador to China, on Prime Minister Carney's upcoming state visit to Beijing. TSN's Michaela Schreiter previews Team Canada's upcoming announcement, as the Women's Olympic Hockey roster is soon to be unveiled.

Is efficiency really the goal of L&D – or have we been optimizing for the wrong thing? In this episode of Learning at Large, we're joined by Neil Hunter, Chief Learning Officer at Deloitte Canada, who's on a mission to put people – not processes – back at the center of learning. Neil shares how his team is using neuroscience, experimentation, and empathy to reframe what "effective" really means in the modern learning landscape. Ep. 75 Brought to you by Elucidat.  Want more insights? Get the latest tips, expert advice, and best practices from top L&D leaders - delivered straight to your inbox. The Learning at Large newsletter brings you monthly insider content to help you create and scale impactful learning. Subscribe now and never miss an edition!

Host Steve Legler speaks with Michelle Osry about how families need to deal with both complicated issues that require specific solutions, as well as complex challenges that require different skills to navigate to help the family make progress. They discuss the challenges in getting both advisors and families to understand these distinctions and find ways to work on having each family's best outcome emerge from co-creation. Guest bio Michelle Osry works with family enterprises and offices on governance and generational transition. She draws from a broad experience and range of disciplines and practices, blending systems thinking with traditional consulting frameworks, to help families navigate the complexities of wealth and family dynamics.   Before co-founding A&O Partners in 2023, Michelle was a partner at Deloitte Canada. She has been a Board member of Family Enterprise Canada since 2018 and is an instructor in their Family Enterprise Advisor program.   You can learn more about Michelle Osry on LinkedIn and the FEA website.   Key Takeaways [:26] Steve Legler welcomes Michelle Osry and asks her to share a bit about how she became interested in the difference between complicated and complex.   [3:33] Michelle explains how planning a very complicated event led her to discover how roleplay could facilitate an understanding of complex situations.   [7:25] Experiencing unpredictability is part and parcel of understanding complex systems.   [8:44] FEA training is very technical and can lead to predictions that can easily be upended in a complex system.   [12:20] Michelle shares an overview of Theory U by Otto Scharmer and how it applies to advisors.   [14:13] Michelle shares an example of helping a family do their best thinking together, from a recent interaction with an FEA.   [18:55] There are many ways the facilitator helps families; Michelle shares a noticing tip for advisors.   [21:24] Michelle talks about sharing your feelings with a family as an advisor and offers another tool to use before and after meetings to help families get into a flow state.   [25:55] Instead of just looking at a screen, when describing a family organization, have the family members stand in their place!   [27:13] What Michelle has noticed in the evolution of her work with families, and how AI is affecting her practice.   [29:15] Michelle shares her book suggestion and her advice for advisors.   [33:36] Steve thanks Michelle Osry for sharing her insights, and closes this episode by reminding listeners to rate and subscribe.   If you enjoyed today's episode, you can subscribe to Let's Talk Family Enterprise on Spotify, Apple Podcasts, and other podcast apps. Please remember to share this episode with family, friends, and colleagues. Share your thoughts with us at fea@familyenterprise.ca.   Mentioned in this episode The Ten Domains of Family Wealth Johari window   The essentials of theory U - PRESENCING: 7 Practices for Transforming Self, Society, and Business, by Otto Scharmer   Unleash Your Complexity Genius: Growing Your Inner Capacity to Lead, by Jennifer Garvey Berger and Carolyn Coughlin   We Can Do This! 10 Tools to Unleash Our Collective Genius, by Kate Sutherland   More about Family Enterprise Canada Family Enterprise Canada FEC on Facebook FEC on Twitter FEC on LinkedIn  

Welcome to the CanadianSME Small Business Podcast, hosted by Kripa Anand. In this episode, we explore what separates top-performing companies from the rest, uncovering best practices in leadership, strategy, and operations that drive resilience.Our guests are Derrick Dempster and Ruby Williams from Deloitte Canada, leaders of the prestigious Canada's Best Managed Companies program. Together, they share decades of expertise advising private companies across industries, providing invaluable insights into building resilient businesses in a changing economy.Key Highlights:1. Canadian Businesses at the Core: Why privately-owned companies are vital to Canada's economy.2. Traits of Resilient Leaders: How top companies turn disruption into opportunity.3. Best Managed Benefits: The tangible value of the designation beyond recognition.4. M&A and Global Growth: Strategies for SMEs to expand across borders.5. Future Vision: How Deloitte Canada continues to empower and support entrepreneurs.Special Thanks to Our Partners:RBC: https://www.rbcroyalbank.com/dms/business/accounts/beyond-banking/index.htmlUPS: https://solutions.ups.com/ca-beunstoppable.html?WT.mc_id=BUSMEWAGoogle: https://www.google.ca/A1 Global College: https://a1globalcollege.ca/ADP Canada: https://www.adp.ca/en.aspxFor more expert insights, visit www.canadiansme.ca and subscribe to the CanadianSME Small Business Magazine. Stay innovative, stay informed, and thrive in the digital age!Disclaimer: The information shared in this podcast is for general informational purposes only and should not be considered as direct financial or business advice. Always consult with a qualified professional for advice specific to your situation.

While uncertainties remain about Canada's economy thanks to global trade, rising tariffs and cautious consumers, one report is saying Canada could regain its footing later this year and see major growth in 2026. Dawn Desjardins, chief economist for Deloitte Canada, joins Evan to explain how Canada is bouncing back and notably, how Saskatchewan is leading the pack.

Mike LeBlanc has been building and growing tech and tech consulting companies in New Brunswick over the last 25 years, including Blue Spurs, which he sold to Deloitte Canada in 2019 to help the company advance its global technology capability and put New Brunswick on the map. His latest startup is BlueKit, a first-of-its-kind hands-on innovation-creation platform thoughtfully designed from the ground up for all learners - including non-technical educators - to explore the art of the possible with technology. Designed for middle and high school students, it empowers learners across all disciplines to unlock the limitless potential of technology by tackling real-world problems.  In our current environment where tech – and the people behind tech companies – are perhaps not living up to using technology for the good of society, hosts Kayla Ossachuk (BA'15) and Andrew Martel (BCS'15) chat with Mike about doing innovative work in the tech space that positively impacts industry, businesses, communities and individuals.  Highlights from the episode:    The idea and technology behind BlueKit, and the need for tech education to keep up with advancements.  The value of early exposure to and education in technology  The ups and downs of entrepreneurship and innovating  The importance of diverse voices and ethics when developing technology and new capabilities  AI needs a wide variety of voices, as well as transparency  What tech for good means, and the future of guidelines for companies when using technology  How computer scientists are using problem solving skills to make the world better  The future of AI and studying so that we can guide how to use it      Links and resources:    Mike's LinkedIn  BlueKit  Thanks to:    Our alumni hosts Kayla Ossachuk (BA'15) and Andrew Martel (BCS'15)  Music by alumni artist, Beats of Burden   Our alumni Affinity Partners, TD Insurance and Manulife To listen to past episodes of UNBeknownst and for more info on the podcast, the hosts and how to subscribe to new episode alerts, visit our website. 

We're dropping a timely episode of In This Economy into the weekend feed. We now have clarity now on Canada's new government, but predictions about the state of economy going forward are murkier.There are signs the economy is contracting, so what does that mean for you?Host Mike Eppel speaks with Dawn Desjardins, Chief Economist at Deloitte Canada. We love feedback at The Big Story, as well as suggestions for future episodes. You can find us:Through email at hello@thebigstorypodcast.ca Or @thebigstoryfpn on Twitter

We now have clarity now on Canada's new government, but predictions about the state of economy going forward are murkier. There are signs the economy is contracting, so what does that mean for you?Host Mike Eppel speaks with Dawn Desjardins, Chief Economist at Deloitte Canada. Do you have a topic that's confounding you in this economy? We'll be happy to dig into it for you and get you the answers you need. Email us at: rogerspodcastnetwork@rci.rogers.com. Thank you for listening!

For all his threats, U.S. president Donald Trump still has not imposed tariffs on Canadian goods covered by the Canada-US-Mexico trade deal, with the exception of steel and aluminum tariffs imposed today. In fact, he has delayed the start date of tariffs on Canada and Mexico twice. The economy is already being battered by uncertainty around tariffs. Will there be another delay? How long will tariffs last if and when they're imposed? See omnystudio.com/listener for privacy information.

(0:00) Intro(1:35) About the podcast sponsor: The American College of Governance Counsel(2:21) Start of interview(3:00) Jonathan's origin story(5:10) His start in journalism(7:05) Founding Monitor Canada with Roger Martin (1987)(9:43) Transitioning to Deloitte Monitor (2013) (12:18) About Deloitte Canada's Podium Club for Directors that he leads.(13:38) How Trump's tariffs may impact Canada (note: this podcast was recorded on 1/24, before tariffs went into place)(17:57) What is strategy? "I think of strategy as choice"(20:20) The role of the board in strategy. "The best CEOs seek advice from their boards, not a grade"(25:39) The questions board members ask matter. "The question is the asset" "Ask questions and question the answers" (30:40) Rethinking Board Information Approaches *Reference to Netflix board case study(33:30) Embracing Uncertainty and Risk(37:55) Private vs. Public Strategy Dynamics(42:10) The Role of Culture and Talent in Strategy (scope of company founders)(46:55) Key Strategic Priorities for Directors (beyond idiosyncrasies of each company): 1) Geopolitics; 2) Technological Shifts (AI, Cyber, etc); and 3) Talent (Workforce and People).(53:10) Books that have greatly influenced his life:Atlas Shrugged by Ayn Rand (1957)The Final Days by Bob Woodward and Carl Bernstein (1976)On Becoming a Person by Carl Rogers (1961)(55:58) His mentors.(56:41) Quotes that he thinks of often or lives his life by. Jonathan Goodman is a vice Chair and member of the board of Deloitte Canada, where he leads the firm's CEO and Boardroom programs, including Deloitte Canada's Podium Club for Directors.  He is also Global Chair and former global Managing Partner of Monitor Deloitte. You can follow Evan on social media at:X: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__To support this podcast you can join as a subscriber of the Boardroom Governance Newsletter at https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

Today's guests: Michael Flynn, Global Infrastructure, Transport and Regional Government lead for Deloitte Ireland Jamie Sawchuk, national leader for Government and Public Services Alliances and Ecosystems for Deloitte Canada Carolyn Murnaghan, national leader for Climate Adaptation and Resilience for Deloitte Canada Christina Crue, emergency manager and advisory principal for Deloitte & Touche LLP Justin Dawe, founder and CEO of Earth Force Technologies   Communities across the world are feeling the effects of climate change. That's unlikely to change any time soon. According to the World Meteorological Organization, 2023 was the hottest year on record. The National Centers for Environmental Information estimates there's a 97% chance that 2024 will break that record. The result of this warming—an increasing number of extreme weather events. The world is seeing more of these events, and they are increasing in severity. Governments, private sector innovators, and communities are working together to respond to, track, and mitigate the effects of extreme weather events. Solutions range from the tried and tested, like levees and spillways, to new and emerging technology, like AI and advanced sensing technology. To discuss these solutions, Tanya Ott is joined by Michael Flynn, Global Infrastructure, Transport and Regional Government lead for Deloitte Ireland; Jamie Sawchuk, national leader for Government and Public Services Alliances and Ecosystems for Deloitte Canada; Carolyn Murnaghan, national leader for Climate Adaptation and Resilience for Deloitte Canada; Christina Crue, emergency manager and advisory principal for Deloitte & Touche LLP; and Justin Dawe, founder and CEO of Earth Force Technologies. They discuss the challenges communities face and the potential solutions that may make a difference. Perhaps more importantly, they focus on the mindset shift that this new weather reality is bringing to communities all over the world. “Traditionally. you buy insurance for something that might happen once every 30 years,” said Sawchuk. “But when it's happening once every other year, once every five years, we need to respond differently. We need to build differently. We need to plan differently. So, we're getting ahead of the risk versus just responding to the risk. And I think that's foundational. We need to mitigate the risk versus just buy insurance against it.”  

Episode 226 FACULTY: Dominic Piscopo, CPA In this episode, Scotty chats with Domini Piscopo, the founder of Big4Transparency.com. Domini shares his journey from being a tax analyst at Deloitte to becoming an entrepreneur. He talks about the importance of transparency in the accounting profession, how his platform helps accountants understand salary expectations, and his future plans for Big4Transparency.

This installment of The Axis Effect continues the conversation with Shanil Ebrahim, Partner and the National Life Sciences and Healthcare Consulting Leader at Deloitte Canada. Returning where the previous episode left off, Ebrahim discusses why and how telemedicine's role as a lifeline for the underserved makes it a necessity in many places around the world, the possibility of a “universal health line” along with challenges needed to overcome to make that a reality, the importance of integrating telemedicine-like services within the mental health community, and how Deloitte is looking to use its position in the healthcare industry to improve lives around the world. To learn more, tune in to “Global Health Inequities Part 2.”

This installment of The Axis Effect features the return of Shanil Ebrahim, Partner and the National Life Sciences and Healthcare Consulting Leader at Deloitte Canada. In a world with constantly evolving technology, healthcare finds itself at the forefront of innovation. Yet, despite the innovations, the inequality in access to said healthcare becomes worse on a consistent basis. Thankfully, the world has taken notice, and numerous groups all around are working to close the gap of disparity.  Ebrahim discusses some of the underlying causes for these issues, how telemedicine can allow healthcare access for individuals who are geographically separated from physical healthcare centers, why healthcare should be a fundamental right, and possible solutions for lower-income countries where healthcare access is minimal. To learn more, tune in to “Global Health Inequities Part 1.”

Join us this week for a conversation with Shanil Ebrahim, Partner and National Life Sciences & Healthcare Consulting Leader at Deloitte Canada! We challenge the common misconception that innovation requires constant efficiency. Shanil shares why some "wasted work" is inevitable, and even essential, for groundbreaking ideas.------------------------------------------------------------Episode Guide:0:00 - Intro0:42 - What is Innovation?2:20 - Technology in Innovation3:55 - Innovation: Solving Problems4:51 - Not (inherently) efficient7:12 - Innovation, Efficiency, and Problem-Solving10:40 - Internal usage of innovation processes13:47 - What isn't Innovation?17:09 - Dangers of Gen AI20:26 - New Technology, New Hype, Wrong Implementation22:38 - Advice to Innovators------------------------------------------------------------Shanil Ebrahim is a Partner and the National Life Sciences and Healthcare Consulting Leader at Deloitte Canada. He is a senior advisor for clients in the healthcare, pharmaceutical, and retail and special pharmacy sectors, and has supported a diverse set of public and private stakeholders in innovation-based business transformations and technology implementations. Shanil held roles as a Clinical Epidemiologist, Faculty Member and Researcher, and also serves as a Board Director in multiple non-profit organizations focused on vulnerable patient populations.More about our guest:Shanil EbrahimCompany: Deloitte CanadaOUTLAST Consulting offers professional development and strategic advisory services in the areas of innovation and diversity management

Send us a Text Message.Welcome back to the Healthcare Trailblazers podcast! In this episode, we're joined by Shanil Ebrahim, a partner at Deloitte Canada. Dive deep into the fascinating contrasts between the US and Canadian healthcare systems, exploring universal coverage, value-based care, and the challenges each system faces. Discover Shanil's insights on the future of healthcare and the necessary changes for improvement.Key Takeaways:Major differences between the US and Canadian healthcare systems.The impact of universal publicly funded healthcare in Canada.How government involvement shapes doctor salaries and healthcare quality.Challenges and benefits of single-payer systems.The role of bureaucracy and red tape in healthcare innovation.The growing sentiment for change towards value-based care in Canada.The importance of integrating private sector involvement in public healthcare.Potential strategies for improving patient engagement and preventive care.

US health systems are slowly adopting a patient-focused approach. Shanil Ebrahim, Partner in National Life Sciences & Healthcare Consulting Leader at Deloitte Canada, explains its benefits to Jim Cagliostro.    Episode Introduction Shanil explains why healthcare needs to move away from the ‘'one-size fits all'' approach to patient care, why patients should be treated as partners, rather than recipients, and the impact of a healthcare model designed around systems. He also outlines why patient-centered care is an investment in quality and efficiency and highlights the benefits of adaptability in leadership.   Show Topics   Patient care goes beyond managing health conditions Healthcare is designed around the needs of the system  ‘'Patient feedback should shape everything we do'' Funding the cost of change A champion for patient care Improving the patient experience leads to better outcomes Leadership tip: embracing adaptability      05:12 Patient care goes beyond managing health conditions   Shanil said patient-centered care is designed around patient preferences.  ‘'Ultimately, when you think about that term, at its core, patient-centered care is about ensuring that healthcare systems and all of their processes are fundamentally designed around the patient's needs or their experiences or their preferences I should say. And this approach goes beyond just treating diseases or managing health conditions. It's about considering patients as active participants in their own healthcare, which means that any sort of treatments or healthcare plans we develop, it's not about just focusing on clinical guidelines alone, but how do we deeply integrate that with the individual's lifestyle or their cultural background or their personal preferences into how those treatments are actually planned and executed?''    10:45 Healthcare is designed around the needs of the system Shanil explained how the historical context of healthcare models affects patient care today.  ‘'…your question really gets at the heart of many challenges that we face in healthcare today, irrespective of where you are, whether you're in North America or globally, and you have to consider that historically, our healthcare models were designed more around the needs of the healthcare system than the needs of the patient. All you have to do is look at things like financial models of all of these health systems, which is focused on volume and paying for services that a doctor provides over value of the services or take healthcare organizations like hospitals where they prioritize operational efficiency, where you have a ton of metrics around that over personalized care. And even though we may make patient-centered care sound easy and obvious, transitioning to that type of care is a big paradigm shift when you consider that historical context. And it requires both a shift in mindset and operations.''   11:48 ‘'Patient feedback should shape everything we do''   Shanil explained why the starting point is to consider the patient perspective.  ‘'And to me, first and foremost, it starts with leadership commitments, whether your ministers or C-suite execs at hospitals to re-envision what healthcare should look like from a patient's perspective. And this means aligning the organizational culture with patient-centric values and training your workforce to adopt this approach in every interaction in every decision. And when you think about what are practical first steps that you can actually take, it often involves gathering extensive patient feedback to understand their experiences and needs better. Something that we talked about obviously just at a length. And this feedback that we get from these patients should shape everything we do from policy to bedside manner. And technology plays a pretty crucial role here because it can be leveraged to improve communication with patients. It can be leveraged to offer more personalized health management tools or provide healthcare professionals with real-time data that is much more patient-specific, so that they can continue iterating in terms of what they need to do on a daily basis.''   16:19 Funding the cost of change  Shanil said the initial cost of transitioning to patient-centered care should be viewed as an investment in quality and efficiency.  ‘'Now in the US, where the healthcare system is more privatized, funding might come through insurance reimbursements or through investments by private health systems where they're looking to improve patient satisfaction and reduce long-term cost. You can't think about this as a short-term game, and you have to be able to measure what the value of the investment is now on something that hits long-term as well. And this is where whether your insurer or providers like hospitals, they could also tap into incentives offered by government programs or payers for meeting certain patient care standards and patient outcomes as well. So that's kind of giving you a contrast between those public health systems and the private healthcare systems, right? But regardless of the country, the initial cost of transitioning to patient-centered care needs to be viewed as investments. And these investments, by the way, Jim, are not just financial. They're investments in quality and efficiency, that over time lead to cost savings, right? Because you are reducing interventions over time, you're reducing hospital readmissions over time, and you're also improving the management of chronic conditions. So right now, if we're aligning with those value-based care models, which by the way is gaining a lot of traction worldwide, it provides that financial incentive to improve those patient outcomes and that naturally supports a care approach or a patient-centered care model.''   19:15 A champion of patient care Shanil said the role of patient experience officer is increasing but change starts with the CEO.  ‘'The question is how do we enable patient experience to be at the heart of the organization, because that's what ultimately it is, right? And usually it is a step-wise approach. So the first thing that we end up trying to see is who's going to be the champion? And largely, we want it to be the CEO of the organization. If it really comes from the top and they have their strategic priorities and strategic comparatives centered around the patient, it sends a message to not only the C-suite, but across the organization as well. So that's where we usually like to see it's starting right from the top. Now as we start to see this penetrate or proliferate throughout the organization, it's an interim solution, which is where you would want someone who owns this as a mandate going forward once the CEO has actually set its goals and the role of the patient experience officer is increasing quite a bit, and especially in larger, more modern type of healthcare settings because it bridges a gap between clinical care and patient satisfaction and someone has a mandate to continuously challenge that. Like isn't it great if we end up seeing the type of conversations that is happening between the patient experience officer and the CFO, which may end up having different imperatives where the CFO is not only thinking about the long-term cost, but of course thinking about the short-term cost as well and focused on operational efficiency indicators, whereas the patient experience officer is thinking about the long-term value that we're providing as a healthcare system.''   22:55 Improving the patient experience leads to better outcomes  Shanil said capturing and measuring the outcome data is the key focus.  ‘'In a value-based healthcare model, the focus is squarely on patient experience and outcomes. Because the fundamental principle behind this is that these factors directly correlate with the effectiveness of care. And in terms of reducing costs or the burden on the healthcare system, and a better patient experience often leads to higher levels of patient engagement, which is critical for the success or uptake or adoption of treatment plans and ultimately improves overall health outcomes, which is the end goal of whatever we're trying to do, right? So even in simpler words, when a person or a patient feels supported and valued, they're just much more likely to actually follow medical advice and maintain their health regimens. This kind of connecting on the diabetes example that I actually provided earlier as well. And when it comes to the measurement, you can measure these patient outcomes over time to see how effective it is, whether it's measuring recovery rates or complications or taking holistic approach and measuring quality of life, which there's a significant amount of instruments or questionnaires around it, and they all serve as indicators on how we're effectively doing this and how effectively this value-based system is actually operating. But to be able to do that, and this is also turning out to be a fundamental problem or enabler that we need to fix, is we need to be able to capture all of this, this outcome data and these experiences that patients are having, and then we need to measure that data and have some analytics to offer us insights into how we're doing.''   26:32 Leadership tip: Embracing adaptability  Shanil explained why adaptability has helped him to stay ahead.  ‘'…this is not just from a personal standpoint, but I also think about it from my team and the entire ecosystem because we're moving from traditional models of healthcare and healthcare delivery to highly tech enabled healthcare, and that shift is going to continuously increase as well, right? And ultimately, when you think about that tech enabled world, it's not about new software or fancy tools, it's just about a whole different way of thinking about patient care, thinking about patient data differently, thinking about how we improve effectiveness differently. And adaptability, ultimately thinking about all of these types of changes and in these type of contexts, for me as a leader, it means leading my team through this transition, ensuring that they are not only trained in new technologies, but they're also mentally prepared to embrace these type of changes, which is different because now it involves shifting our mindset from this is how we've done it previously, to what's the best way to do this now. And one thing I love about adaptability is that there's a lot of these sub-characteristics that are inherent to it to enable you to think differently. Because adaptability means you have to keep an open mind. Adaptability means that you have to be willing to learn continuously. It means you have to be resilient; you have to show that you're not afraid to pivot when the situation calls for it. And this approach, or this principle or this guiding principle, we'll call it, has not only helped me personally stay ahead, but it has also ensured that I can help lead my teams to continue to deliver high quality solutions to our clients no matter what changes come our way. So that would be the number one thing that I would share with your audience.   Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Shanil Ebrahim on LinkedIn    Check out VIE Healthcare and SpendMend    You'll also hear:    Healthcare is about people; Shanil's passion for improving patient care: ‘'….the reason I do this personally is because one, I'm really passionate about it and it really stems from personal and professional commitment to making healthcare better and more accessible, especially for underserved and vulnerable populations, which has been a common thread throughout my career in terms of serving those populations.''    Moving away from the one-size-fits-all approach to patient care: ‘'… we need to involve patients more directly, ensuring that they have easy access to their health information. We have to support them through various channels that respect their time, that respect their preferences, respect their individual life circumstances. And it's all about moving from your classic one-size-fits-all approach to something that is more tailored, more holistic, and responds to the needs of the patient.''   Creating a healthcare experience where patients are partners not just recipients: ‘'…if we truly want to do this right, we have to measure the true value from it because all the things that I'm saying are also hypotheses that are based off of research…..And the ROI should be that if we provide tailored approaches to patients, they'll be better managed. They will get to positive outcomes faster, which means incurring less costs in the long run and everyone should benefit.''   Why patient-centered care means a focus on the patient journey: ‘'And any sort of position, whether you call it a patient experience officer or someone wearing the hat of a C-suite executive that champions a patient experience, they would be focused on the patient journey through the healthcare system and ensuring that we're empowering the patient's experience. And one of the main reasons for creating such a role is let's have someone who systematically addresses and improves all aspects of patient experience.''   What To Do Next:   Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies.   There are three ways to work with VIE Healthcare:   Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it.  VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings.  If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

 About Dr. Shanil EbrahimDr. Shanil Ebrahim, a distinguished leader in Canadian healthcare, is a Partner at Deloitte Canada, overseeing the National Life Sciences and Healthcare Consulting Business. With a PhD in Clinical Epidemiology, he has held roles at Stanford University and McMaster University, contributing extensively to disability research and preventative medicine.Shanil's expertise spans provincial authorities, hospitals, and the pharmaceutical industry, driving evidence-based strategies and innovation in healthcare delivery. He also serves on the boards of not-for-profit organisations, embodying his commitment to community welfare and inclusive healthcare access. About this EpisodeEmbark on an illuminating journey with Dr Shanil Ebrahim in this captivating Matrix Green Pill podcast episode. From his upbringing in Saudi Arabia to his pivotal role in reshaping Canadian healthcare, Dr. Ebrahim's story is one of passion, purpose, and profound impact. Delve into his early fascination with technology, pioneering work in bioethics and clinical epidemiology, and advocacy for evidence-based healthcare practices. Discover the groundbreaking potential of CAR-T therapy and explore the future of digital health technologies with a leader dedicated to making a difference in the lives of patients and vulnerable communities.Tune in for a thought-provoking discussion on healthcare innovation, compassionate leadership, and the transformative power of proactive healthcare solutions.Quotes8:08 - We focus on finding innovative, cost-effective solutions as a result that can deliver big impacts 11:38 - It's about making a real difference in people's lives and being involved in something that could change the game for cancer treatment. That is a privilege14:18 - In this future of healthcare, digital health technology will be at the forefront, making healthcare more proactive, more personalised, more accessible 21:18 - You have to build an unwavering belief in yourself21:33 - It's important to seize opportunities and immerse yourself fully in each learning moment21:55 - Embrace every challenge as a chance to growUseful LinksTwitter: https://twitter.com/shanilebrahimLinkedIn:https://www.linkedin.com/in/shanil-ebrahim-75914a7aThe Matrix Green Pill Podcast: https://thematrixgreenpill.com/Please review us: https://g.page/r/CS8IW35GvlraEAI/review

Maria Pacella, Managing Partner of Pender Ventures gets an in-depth status report on Generative AI in this fascinating conversation with Duncan Stewart, Director of Technology, Media and Telecommunications (TMT) Research at Deloitte Canada. Duncan's research includes travelling the world for real-time, face to face updates from companies in every sector to unravel TMT and report resulting predictions. Maria and Duncan talk about Generative AI from a number of angles: company side implementation, client-side adoption, supply and demand, pricing and more. Listen to Duncan's up-to-the-minute insights. But don't leave it too long. He predicts that by the end of the year all his predictions will be wrong!  Subtitle: “I predict by the end of the year all of my predictions will be wrong” 

Telehealth got a serious toehold into healthcare during the pandemic. Now it looks set to be a massive disrupter to the healthcare industry, powered by greater digitization and the use of AI.  If it comes to its full potential, more people will be able to get better healthcare - at more affordable prices.The opportunity here is so massive that Amazon has been betting heavily on digitized health care with its One Medical service.But there is more to it than digitization.  A lot more.Today we are joined by Shanil Ebrahim, Life Science and Healthcare Leader at Deloitte Canada.  He's had hands on experience in the healthcare sector as a Clinical Epidemiologist, as well as an assistant professor at McMaster University  and a researcher at Stanford University.Today Shanil will be discussing …How artificial intelligence is reshaping the landscape of patient care.How  payers and providers are changing their models to focus more on value and patient outcomes.Whether technology can genuinely enhance patient experience and outcomes, without depersonalizing care.USEFUL LINKS:Connect with Shanil Ebrahim:  linkedin.com/in/shanil-ebrahim-75914a7aAsianet Consultants website:  https://asianetconsultants.comA Seat at The Table podcast course:  https://seat.fm/podcastcourseSirva SoundbitesExplores the latest trends and topics on global talent mobility and the future of work.Listen on: Apple Podcasts SpotifyVisit A Seat at The Table's website at https://seat.fm

Explore the insights shared by Shanil Ebrahim, Partner and Life Sciences & Healthcare Consulting Leader at Deloitte Canada, as he delves into the lessons learned from the pandemic and the transformative potential of technology in healthcare. From the power of data-driven insights to the rise of AI innovations, discover how the industry is evolving to prioritize patient-centered care and address global healthcare challenges. Ebrahim's leadership philosophy emphasizes continuous learning, adaptability, and resilience, offering valuable advice for aspiring healthcare professionals.  00:33- About Shanil Ebrahim Shanil Ebrahim is a Partner and the National Life Sciences & Healthcare Consulting Leader at Deloitte Canada.  Shanil is a senior advisor for multiple pharmaceutical, retail/specialty pharmacy , and public sector organizations. --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support

This installment of The Axis Effect features Shanil Ebrahim, Partner and the National Life Sciences and Healthcare Consulting Leader at Deloitte Canada. As the world's emphasis on healthcare continues to grow, so does the importance of practical innovation, ensuring the best medical care available for all patients. To best deliver the future of medical care requires individuals with a multitude of experiences and education, which is what makes Ebrhaim, who currently holds a position as a joint professor at McMaster University in addition to his job at Deloitte Canada, experience as a researcher at Stanford, and received an MSc in Medical Science and Bioethics as well as a Ph.D. in Clinical Epidemiology, perfect for the job. While the world may often expect individuals with a background like this to become physicians, Ebrahim felt that while working directly with patients was meaningful, he could make a significantly broader impact as a researcher on a “population level.” Ebrahim discusses potential solutions for bringing high-quality healthcare to underserved countries, how different countries undertake innovation policies to advance the world of healthcare, and the role of Artificial Intelligence in healthcare going forward. To learn more, tune in to “Global Health Equity.”

This episode of What They Did Not Teach You in School features Raymond Luk, Founder of Flow Ventures, Hockeystick, and Year One Labs. Note: Since this episode was recorded, Raymond's company Flow was acquired by Deloitte Canada. Flow's team has been integrated into Deloitte's Global Innovation and Investment Incentives practice, and Raymond Luk has joined as a senior advisor and founder in residence.The episode is about how a symphony of variables are required to come together in order to produce an entrepreneur. And how that entrepreneur is the conductor of that symphony. This episode has topics on resilience, mentorship, raising funds, dealing with and choosing investors/co-founders, growing a team and future insights to inspire and teach aspiring and seasoned entrepreneurs on the various stages of growing a business.Raymond is a multifaceted entrepreneur and mentor in Canada's startup ecosystem. He takes us on a journey through his unconventional path, starting with studying music in undergrad and seamlessly transitioning into the world of business and entrepreneurship.Learn about the people and companies that have shaped his journey, the challenges he overcame, and the victories he cherishes the most. Today, the former VC writes weekly about pitching, fundraising and the skills of founder storytelling, in his community called Pitch of Faith. He focuses on practical advice and frameworks that help entrepreneurs teach themselves how to improve.Listen to learn the story behind Raymond's first foray into the software business during the tumultuous ‘99 dot com bubble, the challenges he faced and lessons he learned, and the resilience that fueled Raymond's decision to persevere even during the 2008 recession. As we dive into the evolution of Toronto's startup ecosystem, Raymond shares insights on adapting to the changes over the past two decades and how he adjusted his philosophies with the rise of social media and digital technology. Raymond also takes us behind the scenes of his ventures, sharing the inspiration behind the names and the symbiotic relationship between them. Disclaimer: This podcast is intended to be for entertainment and learning purposes and not to be taken as financial advice. Always consult a licensed professional before making decisions on your unique financial situation. What They Did Not Teach You in School is hosted by entrepreneur Anthony Chiaravalloti, a partner at King Street Media, Liberty Horizons (formerly King Street Wealth), and more. Connect with him on LinkedIn: https://linkedin.com/in/anthony-chiaravalloti-39680655Follow @thewiseinvestor on Instagram for more. The show is produced by CreatorClub, a one-stop hub for content creation, empowering brands, agencies, and marketers to streamline their content creation process from start to finish. Their platform simplifies the content planning, production and approval process, connects brands with creators, and provides access to a fully-equipped studio space in Toronto. Find out more at http://CreatorClubStudios.com

President, chief operating officer, band councilor and consultant on the set of Blackstone, Dean Janvier has done it all. Growing up, it was the big screen that most interested Janvier, but it wasn't meant to be. A “fluke” job at the Assembly of First Nations has resulted in decades of work in First Nations and Canadian politics, economic development and Nation building. Janvier, who is Dene and a member of the Cold Lake First Nations in northeastern Alberta, is now a partner in audit and assurance at Deloitte Canada.

Damien Greathead, alongside co-host Penny Breslin, welcomes Rachel Fisch for an insightful episode that delves into the nuances of modern accounting practices, leveraging technology for growth, and the journey of niche specialization. The discussion covers Rachel's extensive background in the accounting industry, from her early days of recognizing her aptitude in accounting to her entrepreneurial venture into Fisch Books and beyond. It spans her experiences on the road, teaching QuickBooks Online, her strategic role at Deloitte Canada in adopting cloud technologies, and eventually leading to her venture into Realty Tax, a niche firm specializing in real estate accounting. Rachel's narrative is one of evolution, emphasizing the importance of digital transformation in accounting practices, the power of niche specialization, and the continuous journey of learning and adapting to new challenges.[00:00 - 10:00] Introduction and Journey into Cloud AccountingRachel Fisch shares her initial connection to accounting and the start of her career.Rachel shares how she transitioned from traditional accounting roles to embracing cloud accounting.[10:00 - 20:00] Evolving with Technology: Niche SpecializationAdopting and integrating new technologies in accounting practices is vital.They discuss the early days of Receipt Bank (now Dext) and its impact on accounting workflows.Rachel shares her strategic role at Deloitte Canada and the focus on cloud accounting.[20:00 - 30:00] Digital Transformation Beyond AccountingRachel shares her insights into digital transformation beyond accounting firms to include brokers.There is resistance to change and the push for cloud solutions in real estate.Overcoming resistance to new technologies is crucial for modernizing traditional industries.[30:00 - 40:00] Building a Niche Practice and Refining Services and SimplificationWhat is the strategic decision behind focusing exclusively on agents and brokers at Realty Tax.Deep specialization in a niche can drive significant business growth and client satisfaction.Rachel talks about the realization that simplifying services could lead to better outcomes for both the firm and its clients.Sometimes, less is more. Simplifying offerings can enhance focus and value delivery.[40:00 - 47:42] The Journey to Dext and Full CircleRachel discusses her new role at Dext and how her diverse experiences led her to this point.Career paths are often non-linear, and diverse experiences can culminate in roles that leverage one's full skill set.Rachel offers advice to accounting firms on envisioning their ideal firm operation and client/team member experience.Keeping an open mind and continuously reevaluating processes can lead to sustained success and innovation in the accounting field.Direct Quotes:"You may find that simplification is actually a better option than adding an additional tech or another dashboard or another KPI." - Rachel Fish"You either understand debits and credits, or you don't." - Rachel Fish"Stepping back and simplifying processes can sometimes be more beneficial than adding complexity." - Rachel FishConnect with Rachel!LinkedIn: https://www.linkedin.com/in/rachelfisch Twitter:

Join us in an insightful conversation with Shanil Ebrahim, a Partner and the National Life Sciences and Healthcare Consulting Leader at Deloitte Canada. In this episode, we delve into Shanil's remarkable journey and the transformative impact he's making in the world of healthcare and diversity and inclusion. Shanil has a wealth of international experience, working closely with both public and private health sector organizations. His impressive track record includes spearheading evidence-based strategies, driving innovation and analytics initiatives, and leading the development of patient-centric platforms. He's a true expert when it comes to provincial authorities, hospitals, retail pharmacies, and the pharmaceutical industry. What sets Shanil apart is his commitment to outcomes-oriented models and complex implementations, such as patient support program initiatives and his perpetual ability to optimize team inclusion solutions. He's also at the forefront of shaping multiple health system solutions, his role is just a sliver of genius you will connect with in this episode. Because Shanil's journey doesn't stop there. He holds a joint appointment as an Assistant Professor at McMaster University and has previously conducted research at Stanford University. With a Ph.D. in Clinical Epidemiology, an MSc in Medical Science and Bioethics, and a BSc in Psychology, Shanil Ebrahim is not just a leader; he's a visionary leader shaping the future of healthcare with passion, depth, and commitment to family alongside his passions in diversity and inclusion.

Despite implementing Canada-wide Early Learning and Child Care agreements, the percentage of children in care has decreased. Simultaneously, there is a decline in youth literacy and math skills. Guest: Craig Alexander, First Chief Economist at Deloitte Canada and President of Alexander Economic Views Learn more about your ad choices. Visit megaphone.fm/adchoices

Seg 1: Why do we love romance novels? Romance novels provide an escape from the complexities of everyday life. Readers can immerse themselves in a world of love, passion, and happy endings, offering a break from reality. Guest: Rania Husseini, Senior Vice President of Print at Indigo Seg 2: View From Victoria:  A new report says the Government has violated its own law more than 5,000 times in three years, says the watchdog on freedom of information commissioner Michael McEvoy. We get a local look at the top political stories with the help of Vancouver Sun columnist Vaughn Palmer. Seg 3: The Weekly Cecchini Check-in Lawmakers criticized social media leaders for inadequate protection and called for immediate action. Concerns about youth well-being led to calls for legal accountability and the proposal of bills, including the STOP CSAM Act. Guest: Reggie Cecchini, Washington Correspondent for Global News Seg 4: Should 4-year-olds go to school? Despite implementing Canada-wide Early Learning and Child Care agreements, the percentage of children in care has decreased. Simultaneously, there is a decline in youth literacy and math skills. Guest: Craig Alexander, First Chief Economist at Deloitte Canada and President of Alexander Economic Views Seg 4: Is decriminalization working? One year into BC's three-year pilot project, toxic drug deaths reached record levels, averaging seven deaths per day in 2023. Guest: Nicole Luongo, Systems Change Coordinator for the Canadian Drug Policy Coalition Seg 5: Is social media distorting history? History content on TikTok has garnered over 135 billion views due to its concise format, making historical topics widely accessible. Despite some creators aiming for accuracy, many lack formal credentials and proper sourcing, while some deliberately spread false narratives. Guest: Colin Horgan, Writer and Communications Professional in Toronto Learn more about your ad choices. Visit megaphone.fm/adchoices

The power of collaboration between key stakeholders within health systems is a critical factor in the journey to improve health outcomes at global scale. This episode digs deeper into the future of health from an organizational level and how companies are harnessing the power of technology to transform the industry. One of the complexities of this societal transformation is at the intersection of unique journeys for patients, providers, and organizations.  Patients are transitioning to a more proactive and preventive consumer mindset in the quest for health equity and outcomes, and at the same time, providers are seeking ways to leverage technologies to improve outcomes and efficiencies while also dealing with industry challenges compounded by the global pandemic; all while organizations stand to play an increasingly important role as the stewards of global resources across the spectrum of human and economic capital.  The future of global health is promising, but it's critical to connect the dots across stakeholders and share perspectives that spark the creative energy necessary to move the dial. This episode's guest is Shanil Ebrahim, a Partner and the National Life Sciences & Healthcare Consulting Leader at Deloitte Canada. Shanil has also served as a Clinical Epidemiologist, and has held joint appointments as an Assistant Professor at McMaster University and a Researcher at Stanford University. Shanil is a senior advisor for health public sector and private sector clients, and specializes in healthcare and life sciences strategy and innovation, tech-enabled business transformations, public-private partnerships, and advanced applications of technologies such as AI. He has more than 80 publications in high impact journals, and has had his work covered by major national and international news outlets. Listen in with us as we connect the dots between the current state of healthcare to a future state that leverages technology to advance the paths to prevention, longevity, and personalized treatments alongside more equitable access to care solutions. Other insights range from how digital twin technologies can improve efficiencies within health systems, to ways that clinicians can create value for large scale consulting engagements, to the power of collaboration between startups and large organizations to co-innovate and improve health outcomes. For more details visit TechLink Health on the web or connect with Shanil on LinkedIn. This episode was hosted by Dr. Sarah Samaan. The episode points to several references with links below:

In this interview, Jaimie Boyd, National Digital Government Leader for Deloitte Canada, discusses a new report highlighting the demand for digital skills today in the workplace. Boyd talks about the difficulties in finding talent, why it's important for companies to adopt new technologies, the challenges and the investment in cyber security. PRESS RELEASE TORONTO, Nov. 14, 2023 /CNW/ – As some organizations begin to reap the benefits of the digital revolution, the disparities that threaten progress have become more apparent for others. A new report by Deloitte's Future of Canada Centre, Digital equity: Empowering all organizations to succeed in the digital era, finds that not all Canadian organizations are equipped to seize the opportunities created by digital technologies. The third and final digital equity report from Deloitte's Future of Canada Centre reveals that small and medium enterprises (SMEs), Indigenous-owned and -led organizations, public sector organizations, and not-for-profit organizations, face disproportionate barriers to digital equity. Existing and emerging digital technologies carry huge potential to benefit Canadian organizations and spur economic growth, but a lack of in-house specialized technology experience to shape digital strategies or guide digital investment decisions, digital skills shortages in the labour market, and a constantly evolving regulatory and cyberthreat environment, interfere with these organizations' ability catch up, keep up or thrive in a digital era. “Our people are the lifeblood of a resilient economy, and we must first identify, then work to eliminate barriers and ensure they have the skills needed for the future,” says Anthony Viel, CEO, Deloitte Canada. “Thriving organizations create the foundation for thriving people, communities, and societies. The current convergence of cutting-edge technologies underpins a future of possibilities, promising enhanced efficiency, growth, and innovation for all Canadians, and organizations of all sizes across the country. If we act now, Canada's future can be bright, with outcomes for government, business, and people.” Deloitte's new report, which is based on original research including a survey of 804 Canadian senior business leaders, examines the ongoing challenges organizations face across three pillars—access, participation, and ecosystem. The report makes practical and actionable recommendations for leaders of organizations and policymakers on how to work together to ensure a more equitable future. Some of the survey findings include: Two-thirds (67%) of survey respondents describe the cost of software licences and subscriptions as somewhat or very challenging, with one in four (25%) describing it as a great challenge. 56 per cent say choosing between competing software vendors or cloud service providers is somewhat or very challenging. A majority (58%) of survey respondents say uncertainty about which technologies would be most beneficial to the organization is somewhat or very challenging. 67 per cent of organizations with over 10 employees say hiring digitally skilled workers is somewhat or very challenging, which rises to 70 per cent for medium (100-499 employees) and large organizations (500 employees or more). 59 per cent of organizations permit employees to use personal mobile devices for work, while almost a third (32%) permit employees to use personal computers or laptops for work – increasing attack surface for cybercriminals. Meanwhile, 20 per cent of Canadian business leaders surveyed say their organization has not invested in any cybersecurity software or applications. “Organizations open to investing in new ways of working, upskilling, and training employees, will be a part of the movement toward an inclusive digital future” says Jaimie Boyd, National Digital Government Leader at Deloitte Canada. “We hope organizational leaders and policymakers can use our recommendations to address the barriers Canadian organizations are facing and pave the way to a more inclusive digital future for individuals and organizations alike—because we're not there yet.” Some of the recommendations from the report include: Connect every organization with the right digital tools By creating a digital investment strategy clearly linking digital investments to business objectives, employers can participate in the digital economy as they see fit. Attending conferences, trade shows, summits, and seminars will help employers address knowledge gaps around digital solutions and keep them on the pulse of what digital tools are available in the marketplace. Participating in peer networks and industry groups, are ways for leaders to learn from one another and share best practices. Ensure organizations have the skills to thrive in the digital economy Organizations, especially smaller ones and non-profits, that are facing challenges finding and retaining digital talent need to think strategically about their talent value proposition and how it can speak better to digital and tech talent – including by being purpose/mission-forward. Employers can leverage massive open online courses (MOOCs) for on-demand learning paired with informal learning experiences (e.g., lunch-and-learns, mentorships, work-shadowing arrangements) to round out a low-cost upskilling program. Participating in industry advisory groups and working with partners to create industry training hubs are ways organizations can catch up, keep up, or thrive in the digital era. Build a secure and inclusive digital ecosystem Government policy decisions that mandate tech-enablement (such as e-invoicing and open banking), can be real force multipliers for digital adoption, and specifically accelerate small business tech adoption. By designating data protection and privacy champions and educating the workforce on data protection and related vendor management practices, employers can ensure the organization is staying abreast of the latest in the regulatory environment. Click here to read the full report. About Deloitte Canada Deloitte provides audit and assurance, consulting, financial advisory, risk advisory, tax, and related services to public and private clients spanning multiple industries. Deloitte serves four out of five Fortune Global 500® companies through a globally connected network of member firms in more than 150 countries and territories bringing world-class capabilities, insights, and service to address clients' most complex business challenges. Deloitte LLP, an Ontario limited liability partnership, is the Canadian member firm of Deloitte Touche Tohmatsu Limited. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Our global Purpose is making an impact that matters. At Deloitte Canada, that translates into building a better future by accelerating and expanding access to knowledge. We believe we can achieve this Purpose by living our shared values to lead the way, serve with integrity, take care of each other, foster inclusion, and collaborate for measurable impact. To learn more about Deloitte's approximately 330,000 professionals, over 11,000 of whom are part of the Canadian firm, please connect with us on LinkedIn, Twitter, Instagram, or Facebook. About The Future of Canada Centre Deloitte Canada's Future of Canada Centre facilitates an exploration of new ideas, viewpoints, and insights about our country's most important national issues, with the aim of helping propel Canada into a new age of growth and competitiveness. It houses a team of Deloitte's most innovative thinkers and experienced leaders, who conduct original research in their respective fields. Mario Toneguzzi is Managing Editor of Canada's Podcast. He has more than 40 years of experience as a daily newspaper writer, columnist, and editor. He was named in 2021 as one of the Top 10 Business Journalists in the World by PR News – the only Canadian to make the list About Us Canada's Podcast is the number one podcast in Canada for entrepreneurs and business owners. Established in 2016, the podcast network has interviewed over 600 Canadian entrepreneurs from coast-to-coast. With hosts in each province, entrepreneurs have a local and national format to tell their stories, talk about their journey and provide inspiration for anyone starting their entrepreneurial journey and well- established founders. The commitment to a grass roots approach has built a loyal audience on all our social channels and YouTube – 500,000+ lifetime YouTube views, 200,000 + audio downloads, 35,000 + average monthly social impressions, 10,000 + engaged social followers and 35,000 newsletter subscribers. Canada's Podcast is proud to provide a local, national and international presence for Canadian entrepreneurs to build their brand and tell their story. #business #CanadasNumberOnePodcastforEntrepreneurs #digital #entrepreneurs# entrepreneurship #smallbusiness

When you hear “Gen-Z,” what are the first words or characteristics that come to mind? Perhaps it's a motley mix of terms like, TikTok, climate change, transparency, honesty, and social responsibility. Now, apply all of those qualities to a modern workforce. Generation Z is defined as anyone born between 1997 and 2012, putting the eldest of the group in their mid-twenties. They are the only generation to grow up blind to a world without the internet which has made them naturally more curious, direct, and technologically and data-savvy than generations prior. Hosts Melissa Howatson and Tom Seegmiller welcome Janine Moir, National Digital Assurance Leader and A&A Innovation Leader at Deloitte Canada to discuss qualities of the demographic that make them unique and ideal additions to today's workforce. Join us as we discuss: How Gen-Z is modernizing the workplaceLeadership keys to employee growth and retention Why management isn't for everyoneWhat consistently makes Deloitte one of the best places to workBest advice for leaders

When you hear “Gen-Z,” what are the first words or characteristics that come to mind? Perhaps it's a motley mix of terms like, TikTok, climate change, transparency, honesty, and social responsibility. Now, apply all of those qualities to a modern workforce. Generation Z is defined as anyone born between 1997 and 2012, putting the eldest of the group in their mid-twenties. They are the only generation to grow up blind to a world without the internet which has made them naturally more curious, direct, and technologically and data-savvy than generations prior. Hosts Melissa Howatson and Tom Seegmiller welcome Janine Moir, National Digital Assurance Leader and A&A Innovation Leader at Deloitte Canada to discuss qualities of the demographic that make them unique and ideal additions to today's workforce. Join us as we discuss: How Gen-Z is modernizing the workplaceLeadership keys to employee growth and retention Why management isn't for everyoneWhat consistently makes Deloitte one of the best places to workBest advice for leaders

Laura welcomes Dr. Shanil Ebrahim, Partner at Deloitte Canada, where he shares how he learned how to stop using layers of technical jargon that were preventing clients from identifying clear, actionable next steps. In this episode you will learn: How Shanil decided to make the pivot from research clinician to consultant due to his desire to have more immediate impact on more complex healthcare issues. How ‘branding' and identifying your brand is relevant and valuable even for roles outside of marketing and communication departments in organizations…including yours! How Shanil learned to walk the fine balance between showing expertise and ensuring clarity with his team and his clients after making the mistake of bringing in subject matter experts and used ‘consulting speak'... and ended up getting feedback to improve his ability to communicate. How Shanil's reflection on his discomfort with the idea of ‘power' and his personal history influenced him to speak up on issues that mattered to him when he found himself elevated to a leadership position in his company - including on issues of diversity, equity, and inclusion within Deloitte.   24 Hour Challenge: Complete a personal ‘SWOT' analysis: Strengths, Weaknesses, Opportunities, Threats that you are putting on yourself? What do you excel at? Where do you struggle or what criticism do you receive? Is there a need in your organization where you can step up? What obstacles do you currently face (real or perceived), and what changes can you navigate them?   About Dr. Shanil Ebrahim: Dr. Shanil Ebrahim is a Partner at Deloitte and leads the National Life Sciences and Healthcare Consulting Business in Canada, and served as a Clinical Epidemiologist and a Researcher at multiple institutions in Canada, USA, Switzerland and Netherlands. He is a trusted advisor to senior stakeholders in government, public, and private sectors, and leads complex business and tech-enabled transformations. Shanil is also deeply involved in his community as the Chair of Wellesley Central Residences, which offers supportive housing for low-income seniors and those living with HIV/AIDS, and a Board Director at the Children's Treatment Network, which provides support for children with disability and developmental needs.   You can connect with Dr. Shanil Ebrahim in the following ways: LinkedIn: https://www.linkedin.com/in/shanil-ebrahim-75914a7a/ Web: https://www2.deloitte.com/us/en.html   You can connect with Dr. Laura Sicola in the following ways: LinkedIn: https://www.linkedin.com/in/drlaurasicola LinkedIn Business Page: https://www.linkedin.com/company/vocal-impact-productions/ YouTube: https://www.youtube.com/c/VocalImpactProductions Facebook: Vocal Impact Productions Twitter: @LauraSicola Instagram: @VocalImpactProductions Website: https://vocalimpactproductions.com/ Laura's Online Course: virtualinfluence.today   See omnystudio.com/listener for privacy information.See omnystudio.com/listener for privacy information.

AI has created a dynamic landscape that presents risks and rewards for our nation, and this is Canada's chance to reimagine its approach in a way that allows us to increase efficiency, remain competitive and enable economic growth. As a nation, we must leverage AI's true transformative potential to foster an innovative workforce for the future — so business and society can thrive in a world of increased digital disruption. This episode of Disruptors is a recording of a recent session of the Business + Higher Education Roundtable (BHER), a not-for-profit organization that represents some of Canada's biggest employers and leading educators tackling some of the most pressing issues facing Canadian prosperity. The roundtable's recent annual meeting, hosted by Valerie Walker (CEO at BHER) featured commentary from Dave McKay (CEO at RBC), Anthony Viel (CEO at Deloitte Canada), Mara Lederman (COO at Signal 1) and Joel Blit (Professor of Economics at UWaterloo) with a focus on AI themes such as the practicality of adoption, workforce implications, ethics and accuracy, and Canada's challenges in becoming a global leader.

Seg 1: When it comes to the holiday season, Deloitte Canada is forecasting spending to be down about 11 per cent from last year. Guest: Scott Shantz, Contributor for Mornings with Simi Seg 2: View From Victoria: The Premier is going bad cop/good cop on Surrey saying the fight is over and not to waste any money on a court challenge because the City of Surrey will lose. We get a local look at the top political stories with the help of Vancouver Sun columnist Vaughn Palmer. Seg 3: The organizers of the annual Christmas in Williams Park display in the Township of Langley received a letter in mid-September from the municipality stating that they would no longer support the event. Guest: Barbara Sharp, President of the Christmas in Williams Park Society Seg 4: U-S President Joe Biden has arrived in Israel, for some high stakes diplomacy. Biden met earlier with the Israeli Prime Minister and Israel's war cabinet. Guest: Jeff Semple, Senior Correspondent for Global News National Seg 5: Why are over a ⅓ of us willing to change jobs in the next year? Guest: Darryl Wright, People Advisory Services and Talent and Future of Work at Ernst & Young Canada Seg 6: A once-per-month income assistance payment system significantly impacts drug-related deaths and the overall well-being of people living in poverty in BC. This policy has been in place for decades, leading to several concerning outcomes. Guest: Dr. Lindsey Richardson, Research Scientist with the BC Centre on Substance Use and Associate Professor in the Department of Sociology at the University of British Columbia Learn more about your ad choices. Visit megaphone.fm/adchoices

When it comes to the holiday season, Deloitte Canada is forecasting spending to be down about 11 per cent from last year. Guest: Scott Shantz, Contributor for Mornings with Simi Learn more about your ad choices. Visit megaphone.fm/adchoices

A suicide in your social circle can be jarring. When suicidal ideation hits closer to home, it can change your world.It happened to TERRY STUART. A senior partner at Deloitte Canada, he had experienced his own challenges with anxiety and depression, but nothing prepared him for the realization that someone he loved was considering ending their life.Contemplating the traditional, pharmaceutical approach to mental health treatment, Terry came to realize that one thing that had worked for him and others he'd known, was music. Whether it was anxiety or depression, music was always something Terry could use to change his mood and he became convinced that music had the ability heal. Determined to advance that belief, Terry teamed up with musician, friend, and neighbour Rob Carli, an award-winning Canadian film and television composer, to start the Awesome Music Project, a charitable foundation focused on leveraging the healing power of music to address mental wellness and mental health challenges.For more from Terry, please connect via: The Awesome Music Project website: https://www.theawesomemusicproject.com/about-ampPurchase tickets for The Awesome Music Project's even 'Stories, Songs, & Science' on June 21st at the El Mocambo in Toronto here: https://www.theawesomemusicproject.com/events/stories-songs-amp-science-a-salute-to-frankie Purchase the [phenomenally inspiring!] Awesome Music Project Canada's book of stories here: https://www.amazon.ca/Awesome-Music-Project-Canada-Happiness/dp/1989025293--As always, thanks so much for tuning into Breaking Brave! If you like the show, please subscribe, review, and/or send us your suggestions or questions via the platforms below! For more from Marilyn Barefoot or to get in touch with her directly, please connect via:Marilyn's website: https://marilynbarefoot.com/ LinkedIn: https://www.linkedin.com/in/marilynbarefootbigideas/ Twitter: @MarilynBarefoot Instagram: @marilynbarefoot ABOUT Marilyn Barefoot, the Host of Breaking Brave:Breaking Brave is Hosted by Marilyn Barefoot, one of the foremost business coaches & creative ideators in North America - Marilyn gets hired by several of the world's biggest brands, companies, and organizations (the NHL, McDonald's, Deloitte, Coca-Cola, MTV, Viacom, The CFL, Forbes Magazine; to name just a few) to help them get unstuck and generate big, creative ideas.It helps us so much to have your feedback which goes a really long way in helping us shape the future of Breaking Brave and host the guests you're most interested in hearing from! So if you have the time, please subscribe, review, and connect with Marilyn on social media or through her website! And as always, thanks so much for tuning in!

We sat down with Alexia Hefti. Alexia is Chairman of the Abed Group and CEO of eGovern.com where she advises several governments on digital assets. She co-founded Deloitte Canada's Blockchain Tax practice and serves on the Board of Directors of Hut 8, among others.In this interview, we touch on how crypto can benefit emerging markets and developing economies, particularly in terms of financial inclusion and taxation, highlighting the need for regulatory frameworks and community engagement to create an environment that encourages innovation and development.To learn more about Stronghold, find us on Youtube, Twitter, Instagram, and LinkedIn, or join our popular Discord!If you know someone who you think would be great on Speak Bold, don't hesitate to reach out at podcast@stronghold.coSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Abrar Huq is the Co-Founder and CRO of the AI company Arteria AI. He shares about becoming an Attorney but never practicing and how AI will change how contracts and documentation are done in Fintech.Three things in this episode that we dive into. 1️⃣ How the Data in Docs can be used to make better decisions2️⃣ How incubating at Deloitte Canada provided much-needed focus 3️⃣ Being a Startup is Life in Hard Mode Also, watch the entire episode on youtube. https://youtu.be/aaiKaFAsurkLinks:Arteria AIWebsite: https://www.arteria.ai/Linkedin: https://www.linkedin.com/company/arteria-ai/Youtube: https://www.youtube.com/@arteriaai8328Fintech Confidential FOLLOW, LIKE & SUBSCRIBEYouTube: https://youtube.com/@fintechconfidentialPodcast: http://podcast.fintechconfidential.comNewsletter: http://access.fintechconfidential.comLinkedIn: https://www.linkedin.com/company/fintechconfidentialTwitter: https://twitter.com/FTconfidentialInstagram: https://www.instagram.com/fintechconfidentialFacebook: https://www.facebook.com/fintechconfidentialSupporting PartnersSupport is provided by the Vital Credit Card.Make a statement in your wallet with a sleek Metal credit card that pays you cashback when you share and spend responsibly while it helps improve your credit health. Request an Invite at vital.fintechconfidential.com Support is provided by Solvpath, an A.I.-driven customer support system that uses a visual format and self-serve technology to quickly and effectively resolve issues, resulting in satisfying support experiences for customers. Get the best customer support system for your business. Get Solvpath. Get started by visiting www dot Get Solvpath dot com www.getsolvpath.com This is a Production of Diamond D3, Media ABOUT: Abrar Huq: Co-founder and Chief Revenue Officer at Arteria AI. At Arteria AI, Abrar is responsible for all revenue generation and go-to-market activities, including sales, operations, partnerships, and marketing.Prior to Arteria AI, Abrar was a Partner at Deloitte Canada in Omnia AI, the Artificial Intelligence practice. Abrar specializes in delivering artificial intelligence (AI) and technology projects and solutions in the legal industry. His expertise focuses on assisting legal departments and businesses in making data-driven decisions and infusing technology in the delivery of legal services with a particular focus on AI. He has extensive experience leading large cross-functional teams and working directly with client representatives. Abrar has led AI-enabled projects and solutions delivered globally with multinational teams. Abrar is a former lawyer who was called to the Bar of Ontario in June 2012 and obtained his Juris Doctor from the University of Toronto and has a Bachelor of Commerce degree in Finance from the University of Saskatchewan. Abrar was previously the Operations Lead for Omnia, Deloitte's Artificial Intelligence practice, overseeing the daily operations...

Healthcare is facing challenges on all fronts. WHO estimates a projected shortfall of 10 million health workers by 2030, mostly in low- and lower-middle-income countries. Countries at all levels of socioeconomic development face, to varying degrees, difficulties in the education, employment, deployment, retention, and performance of their workforce. Several other factors, such as the aging population and the rising demand for healthcare services, put healthcare systems under pressure to change and adapt. To a degree, with the help of technology. A big topic in many systems, especially in the US, is the move of retail providers such as Amazon and pharmacies, Walgreens, and CVS into primary care. Hospitals are looking at opportunities for virtual care and turning homes into hospital-like environments supported by virtual monitoring.  At this year's NextMed Health Conference is San Diego, Rasu Shrestha - Chief Innovation & Commercialization Officer, Executive Vice President at Advocate Health - hospital system of 67 hospitals across six states – Alabama, Georgia, Illinois, North Carolina, South Carolina and Wisconsin, mentioned that the health system made a deal with Best Buy, the provider of consumer electronics.  In this episode, we will take this news as a starting point for a broader discussion: how is healthcare transforming globally, and what does the shift towards virtual care look like in 2023? You will hear from experts from the US, Canada, Germany, The Netherlands, Kenya, China, and UAE who spoke or attended the NextMed Health conference.  Speakers: Rasu Shrestha - Chief Innovation & Commercialization Officer, Executive Vice President at Advocate Health (USA), Ali Hashemi, investor, CEO of meta[bolic] (UAE), Bianca Rowenhorst, CIO at the Ministry of Health, Welfare and Sports in the Netherlands, Lucien Engelen, thought leader, who operates globally at the convergence of Innovation & Strategy for executive boards, governments, corporates (Netherlands), Michael Friebe, HealthTEC Inventor/Investor/Entrepreneur and professor (Germany), Alex Zhavorkonkov, CEO of InSilico Medicine (USA, China, Canada, UAE, Belgium, UK, and Taiwan),  Emilian Popa, CEO of Ilara Health (Kenya) Zayna Khayat, VP Client Success Teladoc Health in Canada, In house health futurist at Deloitte Canada's Life Sciences & Healthcare team and Adjunct faculty with the University of Toronto Rotman School of Management in the Health Sector Strategy stream (Canada).

You've probably heard economics referred to as ,the dismal science., It's also widely said that you can make ,the numbers, say whatever you want. Still, in policy, in elections, in everyday life, what ,the numbers, say has consequences. Whether it's GDP or employment rates or inflation, economists weigh in, policymakers act and the rest of us wonder what's what. To help us understand what stats really mean, we welcome Armine Yalnizyan, economist and Atkinson Fellow On The Future Of Workers;Trevin Stratton, national leader and partner, Economic Advisory, Deloitte Canada; Benjamin Tal, managing director and deputy chief economist, CIBC; and Kaylie Tiessen, economist, Unifor.See omnystudio.com/listener for privacy information.

As corporate climate action and standards continue to evolve, professional services firms have an important opportunity and obligation to act on the climate crisis, both within their own organizations and with their clients. In this episode, Kate Morican is joined by Sheri Penner, Deloitte Canada's Executive Sponsor for WorldClimate, to discuss how Deloitte is approaching the changes required to model authentic climate action, avoid greenwashing, and achieve the deep emissions cuts required to achieve net-zero in line with leading standards.

In this episode of the User Friendly podcast, host Hanish Patel is joined by Deloitte's Christie Simons, Audit & Assurance TMT industry leader, and Duncan Stewart, director of TMT research at Deloitte Canada, to explore how semiconductor companies can take steps to become more agile and sustain a competitive advantage. They also share their hopeful predictions about the future of semiconductors. Explore the articles discussed in this episode: 2022 semiconductor industry outlook Five fixes for the semiconductor chip shortage 2021 Semiconductor Transformation Study