In an exclusive interview with CanadianSME Small Business Magazine, Barbara Engelbart McKenzie, CEO and Founder of Ignition CEO, shares how intentional design, not chance, is what helps founders scale into confident, globally minded CEOs.
Interview By Maheen Bari
Ms. McKenzie stands out as a change maker and disruptor, bringing more than three decades of experience in leadership, entrepreneurship, corporate growth, and strategic disruption. She is the CEO and Founder of Ignition CEO, an organization dedicated to supporting and cultivating the next generation of business leaders and CEOs. Additionally, she serves as the Executive Director of the Global Chamber, Alberta Chapter.
Throughout her distinguished career, Ms. McKenzie has earned a reputation for innovative thinking and a strong passion for disruption. She has held a series of executive leadership roles spanning multiple sectors, including technology and innovation, economic development, banking, social enterprise, justice, and pensions. Her work has focused on guiding both established organizations and new ventures through corporate change management, as well as supporting start-up initiatives and scaling operations.
You’ve led everything from Indigenous investment funds to economic development agencies and now Ignition CEO—why did you decide to build an advisory practice focused specifically on helping founders move from scrappy start-up to scalable, CEO‑led companies?
Throughout my career, I observed a widening divide between success and failure among founders. While there is extensive support available for start-ups, many companies find themselves lacking guidance as they begin to scale. This transition is marked by tough questions and difficult decisions that often go unanswered. As an entrepreneur myself, I understand the immense challenge of navigating the so-called “valley of death”.
In providing services to entrepreneurs, I frequently questioned why support for scaling companies was so scarce. This gap in support became the driving force behind the creation of Ignition CEO. The goal was to offer scale-ups a committed partner who could help them adapt to new demands, and to assist founders as they shift from resourceful start-up leaders to effective scaling business executives. Canada needs more businesses to scale; we need to be more productive, globally focused, and supportive of companies striving to grow.
Every business inevitably reaches a crucial stage where the founder’s vision must be transformed into practical, sustainable systems. The sheer number of aspects to consider can be overwhelming for many founders. The most successful businesses are those where strategy, governance, culture, and leadership are intentionally crafted as a cohesive whole.
Often, consultants approach each aspect independently, and leadership coaches support leaders without a full understanding of the business context. I recognized the need for a better, more integrated approach—one where founders have a trusted partner to guide them, support them, and help them navigate the unique challenges of scaling a company.
You often say that “start to scale” must be designed, not accidental—what do you see as the biggest reasons Canadian businesses fail to scale, and what does a well‑designed path from founder to CEO actually look like in practice?
One of the main reasons Canadian businesses fail to scale is that their growth journey is often left to chance rather than being intentionally designed. Founders may focus on their initial product or service without mapping out the transition from startup to a scalable enterprise. This can lead to challenges such as insufficient leadership development, unclear operational processes, and a lack of strategic vision for expansion. In a Canadian context, additional hurdles include limited access to capital, relatively small domestic markets, low rates of technology adoption leading to significant productivity gaps. and sometimes risk-averse business cultures.
A well-designed path from founder to CEO begins with recognizing that the skills and mindset required to launch a business are not the same as those needed to lead a scaling company. Practically, this means founders must proactively invest in their own leadership development, build robust systems and processes, and surround themselves with advisors and teams who can help navigate growth. It also involves setting clear milestones, continuously adapting strategy, and fostering a culture that embraces innovation and learning. By intentionally designing each stage of the journey—from product-market fit to operational excellence and leadership maturity—Canadian founders can increase their chances of successfully scaling their businesses and transitioning into effective CEOs.
You’re launching tools like the CEO Skills Assessment and Scale Up Assessment to help leaders understand their readiness—what are the most common gaps you see when founders try to step into the true CEO role, beyond just holding the title?
When founders transition into the CEO role, the shift is often more profound than simply adopting a new title. Tools like the CEO Skills Assessment and Scale Up Assessment highlight several common gaps that emerge when founders aim to embody true leadership. One of the most frequent challenges is moving from a hands-on, operational mindset to a strategic, visionary approach. Many founders excel at building products or managing early-stage teams, but struggle with setting long-term direction, making tough decisions, and aligning the organization around a clear vision.
Another gap centres on delegation and team development. Founders sometimes hesitate to relinquish control, which can lead to micromanagement and stifle growth. Effective CEOs trust their teams, empower leaders, and focus on nurturing talent rather than handling every detail themselves. Financial acumen is another area where gaps appear; while founders often understand the basics, scaling a business requires deeper knowledge of financial modelling, fundraising, and managing investor relationships.
Communication skills also become paramount. CEOs must be able to inspire, motivate, and influence stakeholders at every level, from employees to board members. Finally, emotional intelligence and resilience are critical. The CEO role demands the ability to navigate uncertainty, manage stress, and maintain perspective during setbacks. These assessments are designed to help founders identify and address these gaps, ensuring they are prepared to lead their organizations with confidence and clarity.
As Alberta’s representative for Global Chamber and a long-time champion of export growth, why do you believe a global strategy is now essential—not optional—for Canadian scale‑ups, and what first steps should founders take if “going global” feels intimidating?
As the Executive Director for Global Chamber®’s Alberta Chapter and a dedicated advocate for export growth, I firmly believe that adopting a global strategy has become essential, not optional, for Canadian scale-ups. The world around us is evolving at an unprecedented pace, with traditional trade relationships shifting and new international markets emerging for Canadian products, services, and expertise. Canada stands out among G7 nations, boasting the greatest number of trade agreements. It is consistently viewed as a stable and reliable market and trade partner, which opens up diverse opportunities for Canadian companies.
Canadian businesses can no longer depend solely on US demand to sustain growth. Instead, they must seek new revenue streams and build resilience against economic fluctuations, unpredictable tariffs, and other challenges. We have always had access to these markets, but we have had an over-reliance on the US market, which till 2025 was a solid and reliable trade partner. The timeline for a return to previous stability remains uncertain. As a result, Canadian companies must integrate global strategy into their growth plans from the very beginning.
For founders who find the prospect of “going global” daunting, the journey can start with identifying their unique value proposition and conducting thorough research on target markets. Understanding cultural nuances and regulatory requirements is crucial. Building relationships with international partners and utilizing resources like Global Chamber can simplify the process, enabling market exploration at minimal cost through trusted, vetted connections. Remember, every global success story starts with a single step.
You’ve consistently advocated for diverse entrepreneurs and Indigenous economic reconciliation through roles with CCIB and Business Link—why is your focus on diverse founders, and what would you like to see change in how Canada supports them to build and scale globally competitive businesses?
My focus on diverse founders, including Indigenous entrepreneurs, stems from a deep conviction that Canada’s economic future depends on the full participation and empowerment of all communities. Through my work with CCIB and Business Link, I’ve witnessed firsthand the transformative impact that entrepreneurship can have. Not only as a pathway to prosperity, but also as a means of cultural revitalization and community resilience. Diverse founders bring unique perspectives, creativity, and solutions to the table, which are essential for building globally competitive businesses in an increasingly complex world.
However, systemic barriers continue to hinder access to capital, mentorship, and markets for many entrepreneurs from underrepresented groups. Statistics show that less than 5% of all venture capital goes to diverse founders. We have seen some evolution from traditional, one-size-fits-all support models to more tailored approaches that recognize and address these unique challenges, but it is still not enough. We need to increase investment in culturally relevant programming, fostering stronger partnerships between all business networks to make them more inclusive, and create more flexible funding mechanisms. Ultimately, I’d like to see Canada embrace an ecosystem where diverse founders are not just included, but actively supported and celebrated, where their businesses can scale globally and contribute meaningfully to the country’s economic and social fabric. By doing so, we move closer to true economic reconciliation and unlock the full potential of Canadian innovation on the world stage.
Disclaimer:
The views and opinions expressed in this interview are those of the interviewee and do not necessarily reflect the official policy or position of CanadianSME Small Business Magazine. Our platform is dedicated to fostering dialogue and sharing insights that inspire and empower small and medium-sized businesses across Canada.
