IBM Canada is the Canadian arm of IBM, providing enterprise technology, AI, cloud, and consulting services to public and private-sector organizations across the country. Its operations span software development, business transformation consulting, hybrid cloud infrastructure, cybersecurity, and advanced semiconductor research and manufacturing.
You've been with IBM for more than 25 years and have witnessed multiple waves of technological change. Why does the current AI era feel different?
There have been a few major transformations, but this one is creating a real wake-up moment for both the industry and our clients. This is the first time I've seen technology truly compel people to think differently. Organizations are rethinking how they operate and prepare for what's next, and the conversation is now coming from the top down. Business leaders see AI as a tool to improve productivity, drive innovation, and create value.
The discussion has shifted from AI itself to outcomes. Companies are asking whether they're seeing productivity gains and whether they should continue working the way they always have. What's different now is that organizations are questioning how work gets done and what needs to change to prepare for the future.
IBM has spoken extensively about using AI internally to transform the way work gets done. Where are the biggest opportunities for AI adoption?
Four years ago, we started running internal innovation sessions globally to help employees become comfortable with AI and think differently about work. Thousands of use cases emerged, and many of the strongest ideas became part of our day-to-day operations. One example involved our purchasing and investment approval process. Information previously sat across multiple systems with limited visibility. Today, an AI-enabled workflow pulls everything together with transparency, accountability, and governance built in.
Another example is AskHR. I can type what I'm looking for and immediately access information about my organization without searching across multiple systems. We build these solutions for ourselves first and then bring them to clients, which is why we talk about being our own "client zero." Tasks that once took weeks can now be completed in hours, and globally we've generated about $4 billion in productivity gains. For me, the biggest opportunity is improving enterprise-level processes so organizations can focus more time on true innovation.
Digital sovereignty has become an increasingly important issue as AI adoption accelerates. What does digital sovereignty mean to you?
Digital sovereignty is about control over your data, your systems, and your AI while still operating within a global ecosystem. We are part of a global economy, and incredible things are happening around the world that we want to participate in. It's less about where data is physically located and more about who controls it.
Do you control encryption, identity, access, and operations? Do you have visibility into how your data is used and how AI systems operate? That's where governance becomes critical. Organizations need transparency, auditability, flexibility, and control while maintaining authority over their priorities, values, data, and systems.
Canada often struggles to convert its strengths into broader economic gains. What does Canada need to do to capture more value from its innovation ecosystem?
Many of the qualities being debated are what make Canada great. We have incredible research, talent, and innovation. There's certainly no shortage of brilliance. What has held us back is that we've been overly conservative about talking about what we're doing. We haven't done enough to share our successes and build awareness around the innovation already happening here.
Innovation isn't enough on its own. People need to know about it, connect with it, and build on it. That's how ecosystems grow. Business leaders have a responsibility to show people what's possible and demonstrate that they can build meaningful careers and make a difference here. Let's not be a country of great ideas and then let them fade through inaction because we're just talking. The opportunity now is execution. We need to move faster, support new ideas when they emerge, and translate conversations around AI and innovation into measurable outcomes.
As organizations adopt AI, workforce transformation is becoming a major focus. What does successful workforce adaptation look like in an AI-driven economy?
A lot of organizations are still talking about AI more than they're truly embracing it. Companies are experimenting with different models and technologies, but many people remain fearful. They're asking what AI means for their jobs and their employees. Organizations need to recognize that this isn't simply about deploying a new technology. The era of AI experimentation is over. Today’s competitive advantage comes from purpose-built AI integration that reshapes workflows, decisions and business models. It's a fundamental shift in how work gets done.
Employees are your greatest resource, and they need to be part of that transformation. You can't have a small group of AI specialists driving change while everyone else watches from the sidelines. Everyone needs to understand what's happening, feel comfortable with it, and be involved in rethinking how work is done. The exciting part is giving people the ability to reinvent themselves. Learning, adapting, and evolving are what create opportunities, and organizations that embrace that mindset will thrive.
You've spoken about openness and ecosystem-building as important drivers of innovation. How has IBM evolved in that direction, and what role can large organizations play in supporting the broader innovation ecosystem?
One of the biggest shifts we made was embracing openness. When we acquired Red Hat, it reinforced our belief that clients should have choice. I don't want a client working with IBM because they feel they have no alternative. I want them working with us because we've earned that right. We moved from more proprietary ways of thinking toward an open ecosystem approach.
That same philosophy extends to the broader ecosystem. Large organizations have an important responsibility to help build the ecosystem around them. Innovation comes from many different places, and incredible startups and smaller companies are doing remarkable work. I spend a lot of time connecting people, building relationships, and helping bridge the gap between startups and large enterprises. If smaller companies succeed, it benefits all of us. It creates opportunities, drives innovation, and strengthens Canada's overall economic position.
What do you think will ultimately differentiate Canada in a technology-driven global economy?
IBM doesn't just operate in Canada—we build, innovate, and manufacture here. We've been doing that for more than a century. We have one of the largest semiconductor manufacturing facilities in the world in Bromont, Quebec, the largest software laboratory in Canada, client innovation centres across the country, and employees working coast to coast. Many of the technologies we sell globally originate in Canada, and every IBM mainframe includes components built here.
These are important reminders that
Canada is not simply consuming innovation—it is creating it.
One of Canada's greatest strengths is our willingness to work together. If we can collaborate more effectively, support each other, and move ideas to market faster, that will be a real differentiator. I have a 16-year-old daughter, and I want her to see the possibilities that exist here. The opportunity now is to pair confidence with action and show the world what we're capable of.
