This January marks exactly three years since I joined Info-Tech Research Group. It is a fitting coincidence that this same week, the company was named to the Forbes list of Canada's Best Employers.
Lists and awards are excellent validation, but for those of us inside the organization, the reality of the culture is found in the moments that happen when no one is watching.
The Culture Test: Before Day One
Most companies talk about culture during the onboarding process. I experienced Info-Tech's culture before I was even on the payroll.
Three years ago, right in the middle of my interview process, my father passed away. It was a chaotic, emotional time. In many corporate environments, a candidate "dropping the ball" or needing a pause during hiring is a red flag. Here, it was treated with humanity. The leadership and HR team supported me through that loss with a patience that told me everything I needed to know about the people I would be working with.
They helped me when I was merely a potential asset. That is the definition of integrity.
Onboarding and The remote Paradox
Once I joined, the onboarding program was distinct. It wasn't just administrative box-checking; it was a structured immersion into how we deliver value. We are a global company—with colleagues in Australia, Singapore, the UK, the USA, and Canada—and we manage the remote workforce incredibly well. I can see the listening power and collaboration even through a video screen.
However, the company understands that digital connection has to be backed by physical presence.
I recently had the opportunity to speak at Info-Tech LIVE. Beyond the professional milestone of presenting our research, the true value was the "hallway track." Meeting colleagues face-to-face who I had collaborated with for years cemented those bonds. It turned avatars into three-dimensional relationships.
Investing in the Messenger
Part of why we are on the Forbes list is the investment in the individual. Our founder is focused on providing 3x the investment value to our members—CIOs, CTOs, and tech leaders. To do that, the analysts need to be sharp.
I have personally benefitted from rigorous speaker training. It is not enough to have the data; you must be able to communicate it effectively. The company supports this through generous upskilling and a "buy a book" program that encourages us to remain lifelong learners.
The Verdict After 3 Years
I am not surprised to see Info-Tech Research Group on the Forbes list. Maintaining a high-trust, high-performance culture while scaling rapidly is one of the hardest challenges in business.
Congratulations to the leadership and my global colleagues. Here is to the next three years of growth.
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