A small firm that takes responsibility for large programs.
TIBI Services is a technology consulting firm based in Toronto. It provides project and program management to banks and insurers, and it builds custom software for clients who need a tool that does not exist yet. The firm is led by its principal, Isaac Iyune, who brings more than twenty years of program delivery at Canadian financial institutions.
What TIBI Services is, and is not
TIBI Services exists to do one thing well: give the executive sponsor of a large technology program an independent, experienced person who owns the plan, tells the truth about status and makes sure decisions are made. The firm's work has been concentrated in Canadian banking and its international operations, in mergers and acquisitions integration, credit card systems, online banking platforms and anti-money laundering programs, with insurers as the other main sector. The programs behind that record are described on the consulting page.
The firm is deliberately small. Engagements are led personally by the principal, and where more people are needed they are experienced practitioners brought in for the specific program rather than a bench. Clients get the person they met, for the length of the engagement.
More recently the firm has added a software practice, building custom internal tools, decision-support systems, data products and client-facing digital products for clients. It grew out of the consulting work and is run with the same discipline, and it is kept separate so that consulting advice is never bent toward a software sale.
The firm does not resell software, does not take referral fees from vendors and does not publish client names. Those three commitments are the basis of its independence, and they are described more fully below.
Isaac Iyune
Isaac Iyune is the principal of TIBI Services and leads its engagements personally. He has spent more than twenty years delivering technology programs and projects, most of them in banking and insurance, with earlier work in media, telecom and retail. At Scotiabank, Royal Bank of Canada, CIBC and Canada Life he has led acquisition integrations, credit card portfolio conversions and PCI-DSS certification, online and mobile banking platforms, anti-money laundering technology, a data centre relocation and a customer experience program, with budgets up to a thirty-five-million-dollar portfolio and teams of more than fifty people across eight countries.
He is based in Toronto and works in English and Spanish. He trained as an electronics engineer at the Monterrey Institute of Technology (ITESM) in Mexico, holds the Project Management Professional (PMP), Certified Scrum Master and ITIL Foundation certifications, and has completed Program Management Professional (PgMP) training. Scotiabank's Enterprise Digital Banking group named him to its "Best of the Best" in 2016 and 2017 for delivery and customer experience.
He works directly with executive sponsors and the teams delivering their programs, and he writes his own status reports.
Contact: isaac@tibiservices.com
How the firm behaves
Three commitments, kept on every engagement, whether the work is a two-year program or a four-week assessment.
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Independence
The firm is paid by the client and by nobody else. It has no partnerships with the vendors it oversees, takes no referral fees and resells no products. When a recommendation is made, the client can be sure it was made on the merits and nothing else. If a conflict of interest ever arises, the client hears about it first.
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Confidentiality
Program details, internal findings and client identities are not used for marketing or shared between clients. Assessments are delivered to the sponsor and go no further without the sponsor's say. Non-disclosure terms are accepted as a matter of course, and the same standard applies whether or not one has been signed.
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Plain reporting
Status is written for the person who has five minutes and has to make a decision. It says what has changed, what it means, and what is needed. Red is red. Bad news arrives early, in writing, with options attached. The firm would rather be the bearer of an uncomfortable fact than the author of a comfortable report.
What an engagement feels like from the client's side
The firm works inside the client's organisation, on the client's systems, under the client's security and confidentiality rules. The program leader attends the client's governance forums rather than inventing parallel ones, and uses the client's tools where they are adequate.
Sponsors receive a written status every week, in the same format, with the decision that is needed at the top. Risks are raised when they appear, not when they materialise. Vendors are treated fairly and held to what they signed.
Engagements are scoped in writing before they begin and end when the work is done. The measure of a good engagement is that the client's own team is running the program or the software afterwards, and that nothing depends on TIBI Services staying.
Practical details about getting in touch, and how a first conversation usually goes, are on the contact page.