Indigenomics on Bay Street: Perspectives on the Rise of Indigenous Corporate Directors

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On October 17 and 18, 2025, I had the wonderful privilege of attending the second annual Indigenomics on Bay Street conference and participating on a panel to share perspectives on the rise of Indigenous corporate directors.

The conference itself was an opportunity to bring together Indigenous thought leaders with allies, gain a deeper understanding of the impact of Indian Act economics on Indigenous Peoples, and hear insights into Indigenous economic innovations and achievements. Over the course of two days, the message was clear:  there is a strong business and social imperative for the emerging Indigenous economy, and that imperative is not just good for Indigenous communities, it is good for all of Canada.

It is with this backdrop that Frank Busch, Laurie Sterritt, Christian Sinclair and I came together for an engaging discussion on the importance of Indigenous directors that provided some valuable perspectives and tips. Here are some of the reflections and takeaways from that panel discussion. These are my views and not necessarily shared by every panelist as we each brought a different lens to the conversation.

Why does this matter for corporate Canada?

Carol Anne Hilton, MBA, ICD.D, CEO and founder of the Indigenomics Institute, set the tone with two key messages. First, she shared a sobering reflection about our country’s collective history and how all Canadians are negatively affected by the Indian Act: “Indian Act economics is the structure for the denial of economic opportunity resulting in social and economic hardship through poverty, isolation and despair. This is the foundation for the formation of the Indigenous socio-economic gap.” The Truth and Reconciliation Commission, chaired by the late Honourable Murray Sinclair, provided 94 Calls to Action towards building a just and equitable future for Indigenous peoples and laying the foundation for lasting reconciliation.[1] Call to Action No. 92 (TRC 92) calls on Canada’s corporate sector to adopt the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP) as a reconciliation framework and apply its principles, norms, and standards to corporate policy. This includes ensuring Aboriginal[2] peoples have equitable access to jobs, education and training opportunities, and committing to meaningful consultation and building meaningful relationships with Indigenous peoples.

Boards bear a key responsibility for ensuring TRC 92 comes to life within their organizations as a meaningful path to collective prosperity. One way to do this is to include Indigenous perspectives around the table to help guide conversation and action.

Carol’s second key message is the recognition that despite all the odds, “we are witnessing the emergence of a new Indigenous economy – one defined not by past limitations but by future possibilities.” As the Indigenous economy moves past the $100 billion-mark, Carol and other thought leaders highlighted the pathways to Indigenous economic sovereignty through equity ownership, capital access, and strategic partnerships, all of which require strong Indigenous leadership. To shape a better future, organizations can not only reconcile the wrongs of the past but also embrace the opportunity for collective prosperity.

What can Boards gain from incorporating Indigenous perspectives?

 Indigenous perspectives at the boardroom table can help corporations build resiliency, prosperity, and sustainability. Many issues that boards are grappling with today, such as climate change, renewable energy, innovation, and sustainability, are issues that Indigenous peoples have been managing effectively for thousands of years. They are also complex and interconnected issues that benefit from different thinking and different lived experience. These voices can help facilitate relationships, conversations, and understanding for better decision making.

This is also consistent with the Board’s legal responsibility to consider and balance different perspectives in decision-making as a way of demonstrating good business judgment. No matter what sector, a corporation’s activities will have an  impact on  Indigenous peoples. Not only is this a moral imperative, but organizations face reputational and financial risks for getting this wrong. Having Indigenous voices at the table avoids making decisions that impact Indigenous peoples, and the organization’s relationships with them, in a vacuum.

What qualities make someone a good candidate to sit on a Board?

This starts with an understanding of the role of a board in today’s world. A board’s role is to shape the future of the organization, ensuring it can achieve its purpose and is resilient and sustainable in the long-term. This means directors must understand the strategic choices available, as well as the ever-changing risk environment in which their organizations operate. In today’s complex world where there are so many factors rapidly converging and impacting an organization’s ability to achieve its purpose, this requires space for generative, future-focused conversation and encourages a board culture where there is room for meaningful dialogue from a variety of perspectives.

A board candidate’s strengths lie not only in the relevant skills and experience they bring to the table, but in their possession of certain competencies in how they approach their work. In working with hundreds of Boards, we’ve observed that directors who add value are ones who connect the dots across issues, think about issues from a systems-wide perspective, are inclusive of different perspectives, and are courageous enough to bring forward tough topics. Some of these competencies are more strongly embedded in the ethos of many Indigenous cultures than they are in the traditional corporate culture; these are strengths many Indigenous directors can bring to their boards. There are also challenging aspects of these attributes for aspiring Indigenous directors. For example, Indigenous directors may need even more courage if they find themselves as the lone Indigenous voice; or they might need not only to add an Indigenous worldview to systems-wide thinking, but also help others understand how it can inform different thinking.

We have heard there is a perception on the street that the Indigenous community lacks individuals qualified to sit on boards. Have you found this to be the case?

Much like other under-represented groups, the belief that there are few qualified Indigenous directors is a dangerous myth, although identifying them and creating the conditions for their effective participation takes commitment. One only needed to look around the room at the Indigenomics conference to see how many qualified Indigenous directors there are in this country. Boards, governance and nominating committees, and recruiting firms can take several steps to improve their success in accessing this high-value pool of talent:

  • Examine how you are defining the needed skills and experience with a critical lens. Are you taking a narrow view of what makes for a good director (for example, only CEOs of publicly-traded companies)?
  • Widen your pool of potential candidates. What avenues are you looking at to develop your candidate pool? What steps can you take to widen this pool?
  • Reduce the potential for unconscious bias in the process. Does your recruitment process have biases built in that are discounting Indigenous candidates?
  • Coach your search panel. Are they aware of cultural differences in communication styles? How can the panel create space for this?
  • Take the long view. Are you building genuine, reciprocal relationships that create networks of candidates, and the trust and authenticity for them to want to help you meet your organization’s needs when they arise?

As an Indigenous person, how do you decide to sit on a particular board of directors?

First and foremost, look for organizations that align with your values and areas of interest; understand what is important to you and how this aligns with the corporation’s stated values and business proposition.

  • Ask yourself is this an organization that would benefit from your valuable perspective, given its purpose, strategic goals, issues, and activities? How can you make a difference with what you are bringing to the table?
  • Do your homework. Talk to the chair, governance chair, CEO and others; make sure this is the place where your value will be honoured and where your participation is at the right time in their journey
  • Find out about the board’s practices and ways of operating. What is the board’s culture like? What is in place to help you feel supported and included?
  • Ask about the corporation’s reconciliation journey – where have they come, what have they learned, and where are they going? How are its stated values being brought to life?
  • Understand why they want you to be on the board. Why is an Indigenous perspective important and what are they hoping this will achieve? What are their expectations of you?

Once you are on the board, how does the organization get the highest value from your Indigenous perspective?  

Many boards pour their energy into recruitment and don’t spend enough time considering what to do once they’re at the table. This is a mistake – boards need to invest time and effort into getting the most out of the different perspectives around the table. Directors who have experienced challenges repeatedly note that their boards have unspoken norms, poor orientation practices, and the expectation that Indigenous directors, and other directors who don’t come from the board’s mainstream culture, should just show up and intuitively fit into business as usual without any discussion of these expectations. This can quickly lead to people feeling unwelcome or pushed aside, and ultimately unable to engage meaningfully and add value. It takes time to build trust and develop relationships, and boards need to invest the time to do so.

To start, Boards can ask themselves what is being done to create connection and build trust and, conversely, what is not being done. Traditional board practices may reflect a colonial approach, which may not be welcoming to Indigenous directors. For example, while Robert’s Rules for meeting procedures may be helpful in some contexts, their use may also impede good conversation and dialogue. They may also be an example of a system or practice that some directors already know and can wield to their advantage, claiming more space and leaving others feeling like they are not sure how or when to weigh in. Or a board may say it strives for consensus or bringing in different cultural considerations but doesn’t bring this alive in an effective way. Boards should regularly consider how their meeting practices can be adjusted to create space for culture, dialogue and meaningful relationships.

Final Thoughts

The conversation was rich and meaningful, and we could have easily kept going for at least another hour with all the audience questions and engagement! I (and my fellow panelists) hope these reflections leave you with a recognition of the deep value of Indigenous perspectives on your board and some ideas for creating the conditions for success. This is a journey that takes time, but it is journey that is worth taking towards stronger boards, and ultimately a stronger Canada.

 

 

[1] Truth and Reconciliation Commission of Canada: Calls to Action, 2015; “Honouring the Truth, Reconciling for the Future – Summary of the Final Report of the Truth and Reconciliation Commission of Canada”, 2015 (www.trc.ca )

[2] The word “Aboriginal” is used here to reflect the language in TRC 92. Otherwise, throughout this article, I use the term “Indigenous peoples” to reflect the language used by the panelists.

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Indigenomics on Bay Street: Perspectives on the Rise of Indigenous Corporate Directors

November 15, 2024 by Manijeh Colabella
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Indigenomics on Bay Street: Perspectives on the Rise of Indigenous Corporate Directors
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On October 17 and 18, 2025, I had the wonderful privilege of attending the second annual Indigenomics on Bay Street conference and participating on a panel to share perspectives on the rise of Indigenous corporate directors.

The conference itself was an opportunity to bring together Indigenous thought leaders with allies, gain a deeper understanding of the impact of Indian Act economics on Indigenous Peoples, and hear insights into Indigenous economic innovations and achievements. Over the course of two days, the message was clear:  there is a strong business and social imperative for the emerging Indigenous economy, and that imperative is not just good for Indigenous communities, it is good for all of Canada.

It is with this backdrop that Frank Busch, Laurie Sterritt, Christian Sinclair and I came together for an engaging discussion on the importance of Indigenous directors that provided some valuable perspectives and tips. Here are some of the reflections and takeaways from that panel discussion. These are my views and not necessarily shared by every panelist as we each brought a different lens to the conversation.

Why does this matter for corporate Canada?

Carol Anne Hilton, MBA, ICD.D, CEO and founder of the Indigenomics Institute, set the tone with two key messages. First, she shared a sobering reflection about our country’s collective history and how all Canadians are negatively affected by the Indian Act: “Indian Act economics is the structure for the denial of economic opportunity resulting in social and economic hardship through poverty, isolation and despair. This is the foundation for the formation of the Indigenous socio-economic gap.” The Truth and Reconciliation Commission, chaired by the late Honourable Murray Sinclair, provided 94 Calls to Action towards building a just and equitable future for Indigenous peoples and laying the foundation for lasting reconciliation.[1] Call to Action No. 92 (TRC 92) calls on Canada’s corporate sector to adopt the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP) as a reconciliation framework and apply its principles, norms, and standards to corporate policy. This includes ensuring Aboriginal[2] peoples have equitable access to jobs, education and training opportunities, and committing to meaningful consultation and building meaningful relationships with Indigenous peoples.

Boards bear a key responsibility for ensuring TRC 92 comes to life within their organizations as a meaningful path to collective prosperity. One way to do this is to include Indigenous perspectives around the table to help guide conversation and action.

Carol’s second key message is the recognition that despite all the odds, “we are witnessing the emergence of a new Indigenous economy – one defined not by past limitations but by future possibilities.” As the Indigenous economy moves past the $100 billion-mark, Carol and other thought leaders highlighted the pathways to Indigenous economic sovereignty through equity ownership, capital access, and strategic partnerships, all of which require strong Indigenous leadership. To shape a better future, organizations can not only reconcile the wrongs of the past but also embrace the opportunity for collective prosperity.

What can Boards gain from incorporating Indigenous perspectives?

 Indigenous perspectives at the boardroom table can help corporations build resiliency, prosperity, and sustainability. Many issues that boards are grappling with today, such as climate change, renewable energy, innovation, and sustainability, are issues that Indigenous peoples have been managing effectively for thousands of years. They are also complex and interconnected issues that benefit from different thinking and different lived experience. These voices can help facilitate relationships, conversations, and understanding for better decision making.

This is also consistent with the Board’s legal responsibility to consider and balance different perspectives in decision-making as a way of demonstrating good business judgment. No matter what sector, a corporation’s activities will have an  impact on  Indigenous peoples. Not only is this a moral imperative, but organizations face reputational and financial risks for getting this wrong. Having Indigenous voices at the table avoids making decisions that impact Indigenous peoples, and the organization’s relationships with them, in a vacuum.

What qualities make someone a good candidate to sit on a Board?

This starts with an understanding of the role of a board in today’s world. A board’s role is to shape the future of the organization, ensuring it can achieve its purpose and is resilient and sustainable in the long-term. This means directors must understand the strategic choices available, as well as the ever-changing risk environment in which their organizations operate. In today’s complex world where there are so many factors rapidly converging and impacting an organization’s ability to achieve its purpose, this requires space for generative, future-focused conversation and encourages a board culture where there is room for meaningful dialogue from a variety of perspectives.

A board candidate’s strengths lie not only in the relevant skills and experience they bring to the table, but in their possession of certain competencies in how they approach their work. In working with hundreds of Boards, we’ve observed that directors who add value are ones who connect the dots across issues, think about issues from a systems-wide perspective, are inclusive of different perspectives, and are courageous enough to bring forward tough topics. Some of these competencies are more strongly embedded in the ethos of many Indigenous cultures than they are in the traditional corporate culture; these are strengths many Indigenous directors can bring to their boards. There are also challenging aspects of these attributes for aspiring Indigenous directors. For example, Indigenous directors may need even more courage if they find themselves as the lone Indigenous voice; or they might need not only to add an Indigenous worldview to systems-wide thinking, but also help others understand how it can inform different thinking.

We have heard there is a perception on the street that the Indigenous community lacks individuals qualified to sit on boards. Have you found this to be the case?

Much like other under-represented groups, the belief that there are few qualified Indigenous directors is a dangerous myth, although identifying them and creating the conditions for their effective participation takes commitment. One only needed to look around the room at the Indigenomics conference to see how many qualified Indigenous directors there are in this country. Boards, governance and nominating committees, and recruiting firms can take several steps to improve their success in accessing this high-value pool of talent:

  • Examine how you are defining the needed skills and experience with a critical lens. Are you taking a narrow view of what makes for a good director (for example, only CEOs of publicly-traded companies)?
  • Widen your pool of potential candidates. What avenues are you looking at to develop your candidate pool? What steps can you take to widen this pool?
  • Reduce the potential for unconscious bias in the process. Does your recruitment process have biases built in that are discounting Indigenous candidates?
  • Coach your search panel. Are they aware of cultural differences in communication styles? How can the panel create space for this?
  • Take the long view. Are you building genuine, reciprocal relationships that create networks of candidates, and the trust and authenticity for them to want to help you meet your organization’s needs when they arise?

As an Indigenous person, how do you decide to sit on a particular board of directors?

First and foremost, look for organizations that align with your values and areas of interest; understand what is important to you and how this aligns with the corporation’s stated values and business proposition.

  • Ask yourself is this an organization that would benefit from your valuable perspective, given its purpose, strategic goals, issues, and activities? How can you make a difference with what you are bringing to the table?
  • Do your homework. Talk to the chair, governance chair, CEO and others; make sure this is the place where your value will be honoured and where your participation is at the right time in their journey
  • Find out about the board’s practices and ways of operating. What is the board’s culture like? What is in place to help you feel supported and included?
  • Ask about the corporation’s reconciliation journey – where have they come, what have they learned, and where are they going? How are its stated values being brought to life?
  • Understand why they want you to be on the board. Why is an Indigenous perspective important and what are they hoping this will achieve? What are their expectations of you?

Once you are on the board, how does the organization get the highest value from your Indigenous perspective?  

Many boards pour their energy into recruitment and don’t spend enough time considering what to do once they’re at the table. This is a mistake – boards need to invest time and effort into getting the most out of the different perspectives around the table. Directors who have experienced challenges repeatedly note that their boards have unspoken norms, poor orientation practices, and the expectation that Indigenous directors, and other directors who don’t come from the board’s mainstream culture, should just show up and intuitively fit into business as usual without any discussion of these expectations. This can quickly lead to people feeling unwelcome or pushed aside, and ultimately unable to engage meaningfully and add value. It takes time to build trust and develop relationships, and boards need to invest the time to do so.

To start, Boards can ask themselves what is being done to create connection and build trust and, conversely, what is not being done. Traditional board practices may reflect a colonial approach, which may not be welcoming to Indigenous directors. For example, while Robert’s Rules for meeting procedures may be helpful in some contexts, their use may also impede good conversation and dialogue. They may also be an example of a system or practice that some directors already know and can wield to their advantage, claiming more space and leaving others feeling like they are not sure how or when to weigh in. Or a board may say it strives for consensus or bringing in different cultural considerations but doesn’t bring this alive in an effective way. Boards should regularly consider how their meeting practices can be adjusted to create space for culture, dialogue and meaningful relationships.

Final Thoughts

The conversation was rich and meaningful, and we could have easily kept going for at least another hour with all the audience questions and engagement! I (and my fellow panelists) hope these reflections leave you with a recognition of the deep value of Indigenous perspectives on your board and some ideas for creating the conditions for success. This is a journey that takes time, but it is journey that is worth taking towards stronger boards, and ultimately a stronger Canada.

 

 

[1] Truth and Reconciliation Commission of Canada: Calls to Action, 2015; “Honouring the Truth, Reconciling for the Future – Summary of the Final Report of the Truth and Reconciliation Commission of Canada”, 2015 (www.trc.ca )

[2] The word “Aboriginal” is used here to reflect the language in TRC 92. Otherwise, throughout this article, I use the term “Indigenous peoples” to reflect the language used by the panelists.

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