Our goal is to connect individuals and organizations to their purpose. By coaching through transitions, to cueing up emerging and established leaders, we facilitate your personal and professional growth in a new digital economy.

In today’s competitive environment, emerging leaders are your most valuable asset.  

Our focus is on coaching your core promotable individuals, the next generation to take future leadership roles and starburst innovation.   

Using a mix of coaching and consulting, our unique process creates breakthrough change to help individuals become self aware of their own capabilities, their innate gifts and talents, while driving to a results oriented plan.  We see this mix as a transformational process to help people and organizations achieve breakthrough results.

Per the ICF (International Coaching Federation) definition, we partner with clients in a “though-provoking  and creative process that inspires them to maximize their personal and professional potential.”   

Rahim Moosa

Founder & CEO

Rahim uses his personal and business experience to enable clients that he is in service to.   He grew up in Flemingdon Park (a low income area of Toronto) and was born with an innate desire to serve those in need.

Rahim’s genuine qualities in coaching are his empathy, intuition and ability to provide straightforward feedback.  Most of all, his objective to pursue coaching is to help others grow, both personally and professionally.

Professionally, Rahim’s career launched during the .com era at the Hudson’s Bay Company, and after 20 years in the corporate and entrepreneurial sector, he is now practicing as a business coach while working towards his masters level executive coaching certification (CEC) at Royal Roads University.  Having consulted or been a part of teams with major North American brands including Apple, Blackberry Inc, Celebrity Cruise Lines, Edelman Public Relations, IBM and WestJet Airlines, Rahim also spent three years at the Canadian Imperial Bank of Commerce (CIBC) as a Senior Director, and was one of the founding members of their Digital Commerce team.  He is currently a mentor with the Forum for Women Entrepreneurs (FWE), a former Board member with the City of Toronto Yonge Dundas Square and has volunteered with non-profit organizations including the Aga Khan Development Network (AKDN), York University, and Hope Air.

Companies are implementing new technology in order to improve productivity and exceed customer expectations. However, in this accelerated era of digital disruption, employees are (a) faced with greater uncertainty, (b) have less time to strategize, and (c) need clarity to rapidly assess and make decisions.  

Here are some facts:

1) The average lifespan of an S&P 500 company is under 20 years, down from 60 years in the 1950s.*

2) Despite 78% of companies believing in the importance of digital and transformational leadership, only 5% have strong digital leadership development programs currently in place.*

3) 78% of HR leaders are more concerned about the talent shortage today than they were a year ago.  Interestingly, 75% of employees who are voluntarily leaving jobs “quit their bosses, not their jobs.” *

4) Only 1 out of 4 employees think training programs help their companies perform better.  However, they believe that coaching gives them 2x the performance management value to help them outperform the competition.*

More importantly, new companies are recognizing the positive link between job control, and employee well being.  These organizations are creating cultures of autonomous decision making, harnessing the creative talent from their emerging leadership pool to take on more decision making accountability than in previous generations.   By providing employees with more job control, they become individual transformation agents, guarding against micromanagement.  These agile working teams work together with a higher purpose vision to eventually replace the traditional corporation, one built on yesterday’s model.

 The “new” organizational model replacing the “old” has a key ingredient, specifically, a coaching culture built into its foundation, designed to empower people with autonomous decision making confidence and personal growth, all the while fulfilling a larger vision.*

At DigitalQ, we want to close this gap and help organizations and people succeed.   We believe in accessibility to coaching for everyone, not just for executives.  Our goal is to help individuals perform better in their jobs, to make the best decisions, and to rapidly adapt to performance driven change –  all the while supporting their personal and professional growth in a new digital economy.

*Sources:  Credit Suisse, Deloitte Human Capital Trends, Spherion, Bain and McKinsey research, Forbes, CNBC, J. Pfeffer, “Dying For a Paycheck:  How Modern Management Harms Employee Health and Company Performance – and What We Can Do About It.”