In July, at a conference in Washington, I introduced our digital twin technology for market research.
That same evening, five U.S. commodity boards asked to meet. They offered paid travel, accommodation, and speaking stipends as a baseline. They recognized the value instantly.
In Canada?
A commodity board rep suggested I “maybe send an email” with little expectation it would be answered.
A major university invited us to speak with zero budget for fees or travel reimbursement. An offer that we wouldn’t have to pay for registration felt more like a slap than a benefit.
This might sound whiny. It’s not about me.
It’s about a mindset that needs changing.
Our partners in the U.S. are leaning in, eager to explore what’s new. Canada? Too often, the door barely opens. Sometimes it’s kept locked by people who have zero interest in changing anything.
There’s an old saying: “The definition of madness is to keep doing the same thing and expecting a different outcome.”
We need to stop doing things the same way. Quickly.
Canadian organizations talk about innovation while treating innovators like vendors to be squeezed. U.S. organizations treat innovation like a competitive advantage to be captured.
That gap shows up in outcomes.
We can’t complain about falling behind while gatekeeping the people trying to move us forward.