In an exclusive interview with CanadianSME Small Business Magazine, Jordon Brant, Lead of Indigenous Markets & Engagement at BDO Canada, shares how the firm is translating commitments to reconciliation into measurable action. With over 20 years of experience in Indigenous governance, DEIA, and strategic leadership, Jordon leads initiatives that strengthen culturally safe engagement, foster long-term partnerships, and create economic opportunities for Indigenous communities and businesses across Canada.
Jordon Brant is a proud member of the Mohawks of the Bay of Quinte First Nation and serves as Lead, Indigenous Markets & Engagement at BDO. In this national leadership role, she drives the firm’s strategic approach to Indigenous markets, strengthening reconciliation commitments, advancing culturally safe engagement practices, and supporting long-term, trust-based partnerships with Indigenous governments, economic development corporations, businesses, and communities across Canada.
With over 20 years of experience, Jordon Brant brings deep expertise in Indigenous governance, Indigenous engagement, Diversity, Equity, Inclusion and Accessibility (DEIA), and strategic human resources. Her work spans public sector, corporate, and non-profit environments, supporting Indigenous-led governance, workforce development, and community-driven policy and economic initiatives.
You serve as Lead, Indigenous Markets & Engagement at BDO Canada. How do you describe your role day to day, and what does it mean in practice to lead reconciliation and Indigenous relations within a national professional services firm?
As Lead, Indigenous Markets & Engagement at BDO Canada, my role is about building trusted relationships with Indigenous Nations, communities, organizations, and businesses while helping the firm translate its commitment to reconciliation into meaningful action. It combines relationship building, business development, and strategic leadership, ensuring Indigenous priorities and perspectives are reflected in how we work across the firm.
Day to day, I engage with Indigenous leaders and organizations to better understand their priorities, support our teams in delivering culturally informed and respectful client experiences, and help advance opportunities that contribute to Indigenous economic growth and prosperity. Internally, I work to strengthen cultural safety, awareness, and accountability across BDO.
A significant part of my role is advancing our Reconciliation Action Plan and embedding reconciliation into our business practices. This includes initiatives focused on Indigenous recruitment and retention, Indigenous procurement, community partnerships, cultural learning, and relationship-building.
For me, leading reconciliation means moving beyond commitments to create tangible, measurable change. Success is defined not only by business outcomes, but by the strength of the relationships we build, the opportunities we help create, and the trust we earn over time.
BDO recently released a three‑year Reconciliation Action Plan as a renewed commitment to advancing Truth and Reconciliation. What was the primary goal behind putting this plan into writing, and why was it important for the firm to move from intentions to a clear, time‑bound roadmap?
Putting BDO’s Reconciliation Action Plan into writing was about creating accountability. It establishes clear priorities, measurable actions, timelines, and ownership so reconciliation becomes part of how we operate rather than a collection of good intentions.
For me, one of the most important aspects of the plan is that it reflects a commitment to action, not just aspiration.
Through engagement with Indigenous employees, communities, organizations, and partners, we consistently heard about the importance of building trust, strengthening relationships, creating opportunities for Indigenous youth and talent, and ensuring Indigenous voices help shape the path forward. The plan provides a clear framework to turn those conversations into sustained action and accountability.
Ultimately, the Reconciliation Action Plan is about embedding reconciliation into how we operate as a firm, from Indigenous talent initiatives and community partnerships to cultural learning, relationship-building, and economic reconciliation. It reinforces that reconciliation is not a one-time effort, but an ongoing commitment to listening, learning, and continuous improvement.
For readers who may not have seen the plan yet, what are some of its main highlights—whether around governance, partnerships, or workforce development—and which commitments are you personally most excited to see come to fruition over the next three years?
For readers who haven’t seen the plan, I’d highlight the three pillars that form its foundation: People & Culture, Community, and Indigenous Partnerships & Economic Development. Together, these pillars provide a roadmap for how we’re embedding reconciliation across our firm through stronger governance, deeper relationships, and greater opportunities for Indigenous talent and economic participation.
What excites me most is that many of these commitments are already taking shape. Under our People & Culture pillar, we launched BDO’s Indigenous Student Program in May, an important step in building our Indigenous talent pipeline and creating opportunities for Indigenous students to explore careers in professional services. We’re also partnering with the Ontario Native Welfare Administrator’s Association (ONWAA) to develop and deliver Indigenous Cultural Awareness Training for our people, helping build a stronger foundation of understanding across the firm so our teams are better equipped to support Indigenous clients and build meaningful relationships with Indigenous communities.
Personally, the commitments that resonate with me most are those focused on strengthening relationships. Through initiatives such as an Indigenous Advisory Circle and deeper community partnerships, we’re creating opportunities to listen, learn, and work alongside Indigenous communities and organizations. Reconciliation is built on trust and relationships, and I believe the greatest success of this plan will be reflected in the lasting partnerships, shared understanding, and positive outcomes we create together over the next three years and beyond.
Many of our readers are small business owners and entrepreneurs, including Indigenous‑led ventures. How does this Reconciliation Action Plan relate to and affect the broader small business community in Canada, and in what specific ways does BDO intend to uplift Indigenous entrepreneurs and economic development corporations?
While our Reconciliation Action Plan is focused on BDO’s commitments, I believe its impact extends beyond our firm. By publicly sharing our goals, actions, and areas of accountability, we’re helping demonstrate what it can look like for organizations to move from intention to action on reconciliation.
Many business owners want to build stronger relationships with Indigenous Peoples and communities but aren’t always sure where to start. I hope this plan shows that reconciliation doesn’t have to begin with large-scale initiatives. It starts with listening, building relationships, creating opportunities, and being transparent about your commitments and progress.
For Indigenous entrepreneurs, businesses, and economic development corporations, our goal is to be more than a service provider. We want to be a trusted, long-term partner. Through the commitments in our plan, we’re focused on supporting capacity development and creating opportunities for growth that align with the priorities of Indigenous organizations and communities.
Ultimately, I hope the plan encourages organizations of all sizes to think differently about reconciliation. If more businesses commit to listening, building respectful partnerships, and creating opportunities for shared success, the collective impact for Indigenous entrepreneurs, communities, and economic development across Canada can be significant.
You’ve emphasized a relationship‑based, culturally grounded approach aligned with the TRC Calls to Action, UNDRIP, and Indigenous priorities. What does that look like on the ground when BDO is working with Indigenous governments and businesses—and is there anything else you would like to highlight or share with our SMB audience about reconciliation as an ongoing, shared responsibility?
At BDO, a relationship-based, culturally grounded approach starts with listening. When we work with Indigenous governments, businesses, and organizations, we don’t begin with assumptions about what success looks like. We begin by understanding their priorities, objectives, and vision for the future. That allows us to tailor our support in ways that are respectful, relevant, and aligned with community-defined goals. Reconciliation is not about having all the answers. It’s about building trust, showing up consistently, and fostering relationships that extend beyond a single project or engagement.
If there’s one message I’d leave with the small business community, it’s that reconciliation is a shared responsibility, and every organization has a role to play. You don’t need a large budget or a formal strategy to get started. Progress often begins with learning, listening, building relationships, and being open to new perspectives.
Our Reconciliation Action Plan reflects that commitment, and I hope it demonstrates what’s possible when organizations move beyond intention and invest in authentic, long-term relationships that create lasting value for Indigenous communities, businesses, and Canada as a whole.
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.
