TIBI ServicesToronto
Technology consulting · Toronto

Program leadership for the technology work a bank cannot afford to get wrong.

TIBI Services manages enterprise technology programs for banks and insurers: acquisitions that have to be integrated, card and online banking platforms that have to be converted or replaced, anti-money laundering programs that have to satisfy a regulator. The practice rests on more than twenty years of delivery at Canadian financial institutions. We also build custom software when a client needs a tool that does not exist yet.

  • Based in Toronto, Canada
  • Principal Isaac Iyune, PMP
  • Sectors Banking, insurance and small business
  • Experience 20+ years in program delivery
Glass office towers seen from street level, their facades converging against a pale sky
What the firm does

One firm, two kinds of work

Consulting is where TIBI Services started, and it remains the core of the firm. The software practice grew out of it, drawing on years of delivery experience and on artificial intelligence, to build the tools we kept wishing clients already had, built properly and handed over.

Looking straight up between two glass towers, their windows reflecting warm evening light
Primary practice

Technology consulting

Project and program management for enterprise technology initiatives. We take responsibility for the plan, the governance and the honest status of a program, and we stay until the work is in production and the client's own people are running it. The firm's principal has led programs of this kind at Scotiabank, Royal Bank of Canada, CIBC and Canada Life, from a 35-million-dollar infrastructure and compliance portfolio spanning eight countries to the business workstreams of a major bank acquisition.

  • Program recovery
  • Program and project leadership
  • PMO setup and operation
  • Vendor and integration oversight
  • Regulatory programs, including AML
  • Mergers and acquisitions integration
About the consulting practice
Close view of a computer screen showing syntax-highlighted code in a dark editor
Photograph by Jakub Żerdzicki, Unsplash.
Newer practice

Custom innovation software and digital products

Software built for a specific client and a specific decision. Internal tools, decision-support systems, data products and client-facing digital products, scoped with the same discipline we bring to a program and delivered with the source code and the documentation. The firm offers a revenue-sharing arrangement so a client can reduce the cost paid up front.

  • Internal tools
  • Decision-support systems
  • Data products
  • Client-facing digital products
About the software practice
How the firm works

The same shape, regardless of the program

Large technology programs rarely fail for technical reasons. They fail because nobody can say where they actually stand, because decisions wait for a meeting that keeps moving, or because the plan describes a program that stopped existing months ago. Our work is to keep those three things true: a real status, timely decisions, and a plan people can follow. Part of the firm's way of working is to read ahead, anticipate risks that could materialize, and act on them before they become issues.

  1. Find out where things really stand

    Before changing anything we read the plan, the budget, the risk log and the contracts, then talk to the people doing the work. The first deliverable is a short written assessment the sponsor can act on. It is often uncomfortable and it is always confidential.

  2. Set up a plan people can follow

    Scope, sequence, dependencies and who decides what. We rebuild the plan at the level of detail the program actually needs, no finer, and we agree with the sponsor how status will be reported and what will trigger an escalation.

  3. Run it in plain sight

    Weekly status that says what changed and what it means. Decisions logged and owned. Vendors held to what they signed. Risks raised while there is still time to do something about them, not after.

  4. Hand it back

    An engagement is finished when the client's own team can run what was built. We document, we train, and we leave. Programs that depend on a consultant forever were not finished properly.

Black and white view of a curved building facade spiralling up toward an open sky
Photograph by Joakim Nådell, Unsplash.
Sectors

Sectors

The firm works almost entirely with banks and insurers. The programs are large, the oversight is real, and the cost of a surprise is high. That is the environment the practice was built for.

Core industry

Banking

Canadian banks and their international operations are where most of the firm's work has been. The programs we lead sit in the parts of the bank that are hardest to change and most visible when they break: the integration of an acquired business, the credit card platform, the online and mobile banking channel, the data centre, and the anti-money laundering program that the regulator reviews.

The record includes the HSBC Canada acquisition workstreams at RBC Direct Investing, the Banco del Progreso integration and a nine-country credit card conversion at Scotiabank, online and mobile banking platforms in Chile and Mexico, AML technology delivery, and a data centre relocation from Canada to Mexico with PCI-DSS certification across eight countries. Program management gives the sponsor a view that does not belong to any vendor or internal group.

Also

Insurance

Insurers face the same kind of technology change with a different vocabulary: policy administration and claims platforms, customer experience and digital measurement programs, acquisitions that bring in a second book of business, and compliance programs with their own regulator. The method carries over directly.

The firm's principal delivered a customer experience program across Canada and the United States for Canada Life, built around a case management system and digital survey touchpoints. We work with insurers on program leadership and recovery, on integration oversight when a platform is being replaced or merged, and on setting up a program office that reports plainly to the executive.

Also

Small business

The firm also consults for small businesses. The work is the same kind of help: a plan someone can follow, an honest status, and a handover to the people who will run what was built. Scope is set to the size of the organisation.

Clients

Where the firm's principal has led programs

Banking and insurance

Earlier and adjacent

  • Esertech Consulting
Principles

How the firm behaves

We are not paid by vendors and we do not resell anyone's software. The only thing TIBI Services has to protect is its judgement, and that is what clients are paying for.

  • Independence

    No referral fees, no partnerships with the vendors we oversee, no products to push. When we recommend a path, the client can be sure the recommendation was made on the merits.

  • Confidentiality

    Client names, program details and internal findings are not used for marketing. You will not find a client list on this site, and you will not hear about one client's program from us while we are working on another.

  • Plain reporting

    Status is red when it is red. We write for the executive who has five minutes, say what has changed, and put the decision that is needed at the top. A report nobody can act on is not a report.

Aerial view of downtown Toronto at golden hour, the CN Tower and financial district beside the lake
Downtown Toronto. Photograph by mwangi gatheca, Unsplash.
Toronto

Based in Toronto, working with institutions across Canada

The firm is led by its principal, Isaac Iyune, from Toronto, and works in English and Spanish, which has mattered on programs run with teams in Mexico, Chile, the Dominican Republic and the Caribbean. Engagements usually begin with a conversation about where a program actually stands and whether an independent view would help. There is no sales process; if the fit is wrong we will say so.

How to get in touch