Our Digital Quadrant (DigitalQ Assessment) highlights your current state of online innovation.  Work products include customized workshops, advisory and ideation with your teams to develop a vision and surface the key capabilities / talent required to re-engineer customer experiences, grow sales and exceed other core business objectives.  Expertise includes the Adobe, Google, WooCommerce + Shopify platforms.

Receive personalized coaching and performance assessments using real data, 360 feedback and benchmarked core competencies for high potential individuals and team leaders.  Expertise includes coaching for performance, leadership development, and career transitions. 

Using an ICF (International Coaching Federation) accredited framework, we partner with your team to ensure that their growth oriented objectives are implemented rapidly to support quick, decisive leadership with coaching support to develop resiliency in an increasingly VUCA (volatile, uncertain, complex and ambiguous) global business environment. 

Through coaching, we formulate action oriented development goals.  These are entirely personalized using data from assessments that are measurable and performance related.  

Rahim Moosa

International Coach Federation (ICF) Member

Founder & Certified Executive Coach (CEC, ACC)

Rahim Moosa is the Founder and CEO of DigitalQ.  He is also a Certified Executive Coach (CEC) and holds an Associate Certified Coach (ACC) designation with the International Coaching Federation (ICF), and has personally coached more than 50 leaders in under two years.



Drawing on his global leadership experience across management consulting, tech, and retail, Rahim has thrived in fast paced innovative organizations including Apple Inc, CIBC Digital, IBM and WestJet Airlines.



As a coach, Rahim values his innate ability to recognize the unique gifts and strengths of his clients.  Using data from personalized assessments along with his depth of intuition, compassionate empathy and an edge for surfacing the truth, Rahim is able to create new pathways of discovery for his clientele in a sincere manner, forming a strong partnership based on trust.



His specialization is working with leaders in transition, in new roles or in new environments. By navigating through their adoption and resilience to change, he is able to hold clients accountable to wider organizational objectives and accelerate their velocity to succeed.


Companies are implementing new technology in order to improve productivity and exceed customer expectations. However, in an 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.  To make matters worse, 75% of employees who are voluntarily leaving jobs “quit their bosses, not their jobs” due to a lack of diversity, and a culture of leadership.* 

4) More importantly,  only 1 out of 4 employees think training programs help their companies perform better.  In contrast, they believe coaching gives them twice the performance management value to help them outperform the competition.*

“New” companies (a.k.a. startups) are recognizing the positive link between job control, and employee well being.  These organizations are creating cultures of autonomous decision making, harnessing innate creativity from their employee base to take on more decision making accountability than was the case 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 the leadership gap and help organizations and people succeed.   We believe in accessibility for coaching to all leaders and levels, not just for executives.  Our goal is to help individuals perform better, to make the best decisions, and to rapidly adapt to performance driven change –  all the while supporting their personal and professional growth to achieve success in a 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.”