Turtle Island Strategic Partners is an Indigenous-owned, Indigenous-led Canadian consulting firm. We were founded to do consulting in our communities the way it should have been done all along: with cultural integrity, with respect for the time it takes to build trust, and with the technical depth to support major decisions.
Our ownership
The firm is more than 51% Indigenous-owned and Indigenous-controlled. That threshold is not a marketing line — it is a structural commitment. It is designed to qualify the firm for certification by the Canadian Council for Indigenous Business and for the federal Procurement Strategy for Indigenous Business (PSIB) set-aside, and it means decision-making authority sits with Indigenous owners.
Our shareholders’ agreement contains protections that preserve majority Indigenous ownership and control over time — restrictions on transfer, on dilution, and on changes of control — so the threshold cannot quietly erode as the firm grows.
The principals
Managing Principal
[Four-line bio to come. Describe background, areas of focus, and relevant experience. Do not fabricate credentials, community affiliations, or Nation relationships.]
Indigenous Relations Principal
[Four-line bio to come. Describe background, areas of focus, and relevant experience. Do not fabricate credentials, community affiliations, or Nation relationships.]
Technology Principal
[Four-line bio to come. Describe background, areas of focus, and relevant experience. Do not fabricate credentials, community affiliations, or Nation relationships.]
Elder & Knowledge Keeper Advisory Circle
The Circle holds standing decision authority over cultural protocol, naming, and any engagement involving ceremony or sacred sites. It is not advisory in name only: where a question touches cultural matters, the Circle decides, and the firm follows.
Members will be introduced as appointments are confirmed. We are not listing names or affiliations until that work is done properly and with consent.
Our values
Indigenous owners hold decision-making authority — in the firm’s structure and in the room.
Every engagement is designed to leave the community more capable than we found it, not more reliant on us.
Cultural matters are decided by Elders and Knowledge Keepers, not by consultants on a deadline.
Every source of payment on an engagement is disclosed to every party at the outset, in writing.
We measure ourselves by outcomes in communities — not by the language we use to describe them.