Governance at the edge of finance, resiliency, and AI.

Chapter 01

Twelve strangers. One table.

A New York Times bestselling author. One of TIME’s 100 Most Influential People in AI. A Guggenheim Fellow physicist. A Sundance Award–winning filmmaker. A diplomat. A human rights lawyer. A music industry power player.

At Jon Levy’s Influencers Dinner, the rule is first names only. You cook the meal together, and no one says what they do for a living until the night is nearly over. The evening was a reminder that an invitation can turn connection into possibility and impact.

“The shortest distance to solve any problem might be an invitation, because when someone accepts, we can create magic.” Jon Levy, You're Invited

Chapter 02

A hospital redefining healthcare.

Women's College Hospital is advancing some of the most important work in Canadian healthcare, from the Centre for Sex and Gender in Health to the hospital's first Black Health Plan. The common thread is a commitment to improving outcomes by addressing gaps that have too often been overlooked.

“The most meaningful governance work starts with a simple question: who benefits if we get this right?”

A board's role is to make sure ambition is matched by rigour, that vision is supported by accountability, and that bold ideas become reality.

Chapter 03

Innovation starts before the technology.

AI Academy began with a simple premise: becoming an AI-first company is not a tooling decision. It is a capability decision. The program connects role-based learning, responsible AI practice, workflow modernization, and measurable business impact — so people can redesign how work gets done, not just learn which buttons to press.

“AI adoption becomes real when it changes the work, not just the tools.”

The pillars are practical: build confidence, modernize workflows, share what works, deepen applied capability, and measure the leverage created. The goal is not experimentation for its own sake — it is better work, faster learning, stronger delivery, and a culture where people see AI as a way to expand what they are capable of contributing.

That culture was reflected in Architech's recognition by Fast Company as one of the Best Workplaces for Innovators, including global recognition for AI, automation, and machine learning excellence.

Chapter 04

Visibility has market value.

From Toronto to New York, London, and Mexico City, these moments were never about ringing a bell. They were about using the visibility of global capital markets to advance conversations about gender equity, LGBTQ+ inclusion, and the future we want to build.

“The bell is the signal. The real work happens after it rings.”

Chapter 05

66% of directors say their boards lack AI expertise.

Artificial intelligence is moving faster than most governance frameworks were designed to handle. Completing the AI Oversight for Directors program at Carnegie Mellon University's Heinz College was part of an ongoing commitment to continuous learning and effective oversight. The questions facing boards are changing.

“You can't oversee a risk you don't understand.”

Chapter 06

Turning purpose into action.

Build A Better Future was founded on the belief that businesses have a responsibility to contribute to the communities they serve. What began as an idea became a company-wide effort, with more than 80% of employees participating and contributing hundreds of volunteer hours.

Through mentoring, fundraising, and community partnerships, team members support causes focused on health, education, equality, and inclusion.

“A better future is built one action at a time.”